Croydon Council
Fostering a successful multi-supplier environment.
Starting with discovery to set the Council’s vision, translating it into a delivery model and detailed business case, Rainmaker led the functional design work and staff consultation for the implementation of a new technology operating model.
We led the selection and procurement of new tooling services, based on user needs tied to outcomes and value. We also subsequently led engagement with selected suppliers to develop and deliver an integrated transition and risk management plan, including new governance approaches.
7
Service areas transitioned.
5
New suppliers onboarded.
£6m
Cost savings over 5 years.
01 The challenge we faced
Croydon Council employs over 4,000 people and provides a wide range of services to its thriving, dynamic community with a population of over 382,000.
The authority was frustrated at poor service, unreasonable costs and a lack of transparency, innovation and flexibility from the legacy ICT contract which was wholly outsourced. Facing an increased reliance on ICT and the rapid pace of change externally, Croydon needed to reinvent the purpose of ICT and how it enabled council staff and services. Rainmaker was appointed to lead and collaborate with the client team to develop the ICT strategy, secure new services and transition to a new operating model that had the flexibility to meet the needs of the future.
02 Tacking the problem
Rainmaker started with 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 testing.Visiting offices in both South Africa and Canada,
This resulted in a detailed business, financial and economic case for a new disaggregated ICT operating model, that ensured strategic control remained with the council whilst leveraging supplier expertise for delivery across EUC, Service Desk, Hosting, Networks, Print, WAN and LAN. During phase 2 Rainmaker lead the client side functional design work and staff consultation for the new operating model and selection of ITSM tooling, developed service requirements and ran procurement of new supplier services tied to shorter term value driven contracts rather than SLAs.
In Phase 3 Rainmaker led the engagement and collaboration with selected suppliers to develop and deliver an integrated transition and risk management plan to move to the new disaggregated operating model. We also embedded new supplier management governance within the client.
“This forward-thinking transformation is the bedrock for all our future digital ambitions, and is regarded as an exemplar by many of our local government peers.”
Chief Digital Officer
London Borough of Croydon
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