Policing Plan 2009-12

1. Hampshire ConstabularyIT Sourcing StrategySteve Vercella (Head of IT) &Martin Nel (IT Vendor Manager)

2. Business Relationship Management Programme Management Policing Plan 2009-12 Providing an excellent service Catching criminals & managing offenders Active Presence in every neighbourhood Protecting our communities Making the most of resources Equipping the team Service Delivery Support Function IT Sourcing Strategy Information Management Strategy IT Infrastructure Strategy IT Vendor Management IT Architecture Strategic IT Delivery Plan (Added Value) (Commoditisation Service) IT Impact and Contribution

3. Question…. Your Previous IT Strategy: Do you know what it was? Did you understand it? Do you know what it delivered? No….., you have a problem with your strategy!

4. This is Something New…… Strategy: • Introduce established commercial philosophies to align IT Technology, Resourcing and Sourcing practices to: • Generate Significant Savings • Improve Performance • Increase Flexibility • Underwrite strategic policing demands • Transforming IT - from a technologies solution to a service solution environment • Strategy is about outcomes, not technology

5. Historiography IT Market Developments 70s 80s 90s 00s Service Solution Driven Self-managed with proprietary applications Purchase Hardware Purchase software license & code Develop & maintain own applications Self-managed with package applications Purchase hardware External support necessary, particularly for software customisation Single sourcing Focus on infrastructure sourcing and project based application development Multi Sourcing Disaggregation of IT in to sourcing components Technology Solution Driven Increasing market standardisation & commoditisation

6. Inherited Legacy IT infrastructure and sourcing practices remain technology focused – a self managed applications and hardware environment The result: • A failure to capitalise on two decades worth of IT market development • Requires extensive and specialised internal resources to effectively maintain • Dominated by proprietary application and technologies support arrangements • Inflexible • Complex • High levels of operational risk • Prohibitively costly to maintain • Failure to concentrate on key competencies (Policing!)

7. Strategic Partners Strategic Suppliers Increasing Value Proprietary Suppliers Commodity Supplier £20m £26.9m Hardware Resources, Applications / Suppliers Hardware Resources, Apps, Suppliers Increasing Savings Legacy Assessment - Lock-in - but high added value - Unique Competence - Guaranteed Service Commitment - Accept Responsibility / Risk - Aligned Customer Strategic Focus - Significant Service Improvement • Opportunity to change • and high added value • - Best Price / Economies of Scale • - Guaranteed Service Commitment • - Accept Responsibility / Risk • - Aligned Customer Strategic Focus • - Significant Service Improvement - Lock-in and low added value • Opportunity to change • but low added value • Best Price • Improved Service Commitment Low Opportunity to Change High Opportunity to Change

8. Can we afford not to change?

9. Re-engineering for change

10. Resources: Staff - too specialised or inexperienced - unwillingness to consider or embrace change - honest belief that current practices are the best! Internal Procedures & Bureaucracy Technology: Proprietary technical solutions – inflexible & tied development or support arrangements Heterogeneous hardware and communications infrastructure Sourcing: Reactive Sourcing – the most basic and inefficient form of corporate purchasing - promoting large and complex solutions and support-base No in-house commercial sourcing, contract or vendor management expertise Profile – failure to integrate and align with corporate strategic objectives Alignment Barriers

11. Effecting Change – Resources Alignment Strategic Partners Strategic Suppliers Increasing Value Alignment Objectives Resources Commodity Supplier Resources Low Opportunity to Change High Opportunity to Change Increasing Savings

12. Strategic Partners Strategic Suppliers Increasing Value Commodity Supplier Technology Low Opportunity to Change High Opportunity to Change Increasing Savings Effecting Change – Technology Alignment Alignment Objectives Technology

13. Strategic Partners Strategic Suppliers Increasing Value Commodity Supplier Resources Technology Sourcing Low Opportunity to Change High Opportunity to Change Increasing Savings Effecting Change – Objective Symmetry Resources, Technology & Sourcing Objectives Combined Our Strategy

14. Resources & Sourcing Hardware Change in action – Whole-life-cycle contract Strategic Partners Strategic Suppliers Increasing Value Alignment in Action – An Example Proprietary Suppliers Commodity Suppliers Whole-life-cycle contract Low Opportunity to Change High Opportunity to Change Increasing Savings

15. Projected Outcomes – Network & Comms Strategic Partners StrategicSuppliers Increasing Value Xtranet & Telecom-BT Proprietary Suppliers CommoditySuppliers Intra-net /CSouth Managed Service / Outsourced Supplier NIA – L5 NIA – L4 NIA – L3 SM – L4 Low Opportunity to Change High Opportunity to Change Increasing Savings Strategy in action Possible Objectives – Network & Comms

16. RMS, Airwave, Holmes Managed service solution Altaris, Carm - Serco Software asset & external application management DBM – L 5 DBA – L4 Ops & COTS applications SM – L 5 SM – L4 Projected Outcomes – Applications Strategic Partners StrategicSuppliers Increasing Value Strategy in action Possible Objectives – Applications CommoditySuppliers Low Opportunity to Change High Opportunity to Change Increasing Savings

17. Effective Action Taken Achieved: • Whole Life Cycle (Saving £527k ytd) • Software Asset Management Solution (Saving £400k pa) • Call Management (Altaris) • Network Management (Saving £1m pa) • IT Help Desk (Saving £165k pa) Planned: • User Support • Review Open Source Potential • Print Strategy • Data Centre Review

18. Secret to unlocking this potential? Embrace modern-day IT sourcing practices, through: • Multiple Sourcing remains the key to delivering service improvements and savings • Recognise that targeted outsourcing represents a valid “normalised” sourcing option • Supply-chain focus and strategic objectives need to align with those of the Constabulary • Greater acceptance and assignment of risk to the supply-chain Right Sourcing

19. Maximising Benefits and Returns? Collaboration Acting Collaboratively, increased economies of scale and amalgamation of repeat service functions provides the greatest possible opportunity for the generation of highly significant savings and service improvements • Collaboration needs to be a key strategy objective Will fail without Strategy Alignment between collaborative partners

20. Next Steps • Strategy: • Agreement • Publish Strategy • Communicate: • Police Authority • Strategic Suppliers • SERIT Forces • NPIA • Implementation: • Complete Outsourcing Market Review • Build Strategic Delivery Plan