Croydon Council

Helping Croydon Council go from Good2Great

Client overview

Croydon, London’s largest borough, is a thriving, dynamic community with a population of over 338,000 located to the south of central London. It is home to over 9,000 businesses, making it the economic and social heart of a large region of the South East.

Key Deliverables

Vision
Digital Strategy
Disaggregation
Service Management

The challenge

Croydon Council delivers a wide range of services to its community. Whether through changes in legislation, demographics or expectations, the environment for service delivery is evolving constantly.

Delivering these services are over 4,000 staff who depend on high-quality ICT services to do their jobs. The Council recognises the step change in business value they need from ICT in the future as they continue to explore how to deliver better services and reduce costs.

Historically, Croydon has used outsourcing to deliver the bulk of its ICT services, including Infrastructure Support, Service Desk, End User Computing, Application Maintenance and Support, Telephony and Network requirements. The inflexibility of legacy contracts were preventing the Council from moving quickly to take advantage of new technologies, such as remote working and connectivity.

Facing an increased reliance on ICT and the rapid pace of change externally, Croydon needed to understand how it could organise its sourcing and management model for ICT to better meet these challenges.

The work

Rainmaker kicked-off by running a three-month discovery exercise to help clarify the Council’s vision and translate it into a delivery model, validated by user research, that leveraged market opportunities, as well as accommodating the risks involved.

The outcome of this discovery work was a detailed business, financial and economic case for a new disaggregated ICT operating model. It is based around a vision, known as “Good 2 Great”, which is to design technology solutions that deliver great services, making a difference to people’s lives.

It involves moving the council’s service delivery model away from an existing single-supplier ICT contract to a mix of specialist vendors managed by an in-house team and commodity services (including cloud) where sensible. In the process, the council is planning to change its internal ICT organisation to increase the level of control and accountability for the new supply arrangements.

Now in Phase Two, work has moved on to focus on the design and procurement of a series of new ICT services with suppliers. The Programme will then move into the overall delivery and transition phase, which is expected to complete before the end of August 2019.

“Rainmaker’s on the ground experience in supplier disaggregation and transformation has empowered Croydon to push the boundaries further.

Matthew Wallbridge

CIO . Croydon Council

The impact

New ICT buying and management model.

Better services.

Which embraces change and delivers greater internal control by building capability and accountability
Utilising new technologies by selecting and awarding key suppliers to deliver a new, flexible ICT service model

£6m cost savings over five years.

Helping to secure senior buy-in to a more flexible and outcome-focussed approach to service delivery

 

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