Joined-up local government: Corporate systems in local authorities

Category : ICT Media  | Published Date : Jul-2013 | Pages : 54
This report summarizes the status of the UK public sector corporate systems within local authorities market. It is intended both for those currently working with public sector clients, and those considering this market for the first time.
Kable covers the use of ICT in the public sector across England, Scotland, Wales and Northern Ireland.
A new report by Kable Market Intelligence finds that UK councils spent more than £270m on finance and management software in 2012/13. But as central corporate functions have a key role to play in supporting major efficiency and transformation programmes – especially in assisting service leaders in aligning processes and resources to meet current and future requirements – demand for more modernised and integrated solutions will grow. Although the market is mostly dominated by the larger and more established tier one suppliers such as SAP and Oracle, it is opening up for a range of alternative providers, as demonstrated by the recent successes of UNIT4, Advanced Business Solutions and MidlandHR. The migration to more flexible cloud-based solutions will help diversify the market, and Kable’s study has identified a growing interest among local authorities in ‘as a service’ models for corporate systems, with the majority of councils surveyed agreeing the market and solutions have matured sufficiently to be considered a credible alternative to on-premise systems.
Reasons To Buy
• Gain insight into the public sector ICT corporate systems within local authorities market in the UK.
Table of ContentsContents 
1 Executive summary
2 Market context
2.1 Market size and opportunities
2.2 Supplier landscape
2.3 Trends and priorities
2.3.1 Cost reduction remains a key priority
2.3.2 Integrated and actionable insights to deliver outcomes
2.3.3 The rise of
2.3.4 Growing interest in
2.3.5 Trading and shared services
2.3.6 Outsourcing and shared services
3 Finance
3.1 Role and responsibilities
3.2 Finance systems
3.2.1 Size of opportunities
3.2.2 Investment drivers
3.2.3 Leading suppliers Core accounting solutions Income management, cash receipting and e Risk and Procurement Facilities and assets
4 HR and payroll
4.1 Role and responsibilities
4.2 HR and payroll systems
4.2.1 Size of opportunities
4.2.2 Investment drivers
4.2.3 Leading suppliers
5 Revenues and benefits
5.1 Roles and responsibilities
5.2 Revenues and benefits systems
5.2.1 Size of opportunities
5.2.2 Investment drivers
5.2.3 Leading suppliers
6 Appendix
6.1 Methodology
6.2 Local government applicationList Of TablesNAList Of FiguresFigure 1: English local authorities under greatest financial and service pressures
Figure 2: Finance and management software expenditure, 2012/13
Figure 3: Local government finance and management software
Figure 4: Local government finance and management software spend by type of authority
Figure 5: Market value versus level of contestability
Figure 6: Timeframe for replacing main ERP systems
Figure 7: Leading suppliers in the local government finance and management software market, 2012/13
Figure 8: Problems and weaknesses of current systems
Figure 9: ERP replacement – best of breed or fully integrated ERP platform
Figure 10: Councils with single supplier for core ERP modules*
Figure 11: Recent wins for Unit4
Figure 12: Attitude towards cloud
Figure 13: Likely procurement route for cloud
Figure 14: Recent examples of councils considering
Figure 15: Business functions outsourced by councils (excluding ICT)
Figure 16: Shared initiatives between councils (excluding ICT)
Figure 17: Examples of local shared services
Figure 18: Services expenditure 2010
Figure 19: Spend on finance applications
Figure 20: Spend on finance systems by loc
Figure 21: Estimated spread of revenue for core accounting solutions
Figure 22: Estimated share of spend on core accounting solutions
Figure 23: Estimated share of spend on income management, cash receipting and e
Figure 24: Estimated share of spend on risk, audit and compliance
Figure 25: Estimated share of spend on procurement s
Figure 26: Estimated share of spend on facilities and assets software
Figure 27: Range of activities and tasks covered by the HR and payroll function
Figure 28: Headcount by council type
Figure 29: Staff costs by country and service area
Figure 30: Payroll as a proportion of total operational expenditure
Figure 31: Local government headcount
Figure 32: Spend on HR & payroll systems by local authority type
Figure 33: Common priorities and metrics for local government HR departments
Figure 34: ICT priorities – supporting organisational change
Figure 35: Proportion of councils with a single supplier for HR and payroll
Figure 36: Estimated share of spend on HR and payroll software
Figure 37: Spread of supplier income for HR and payroll solutions
Figure 38: Local government revenues and software spend by country
Figure 39: Fraud types and estimated loss
Publisher Name : Kable Market Research


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