Joined-up local government: Corporate systems in local authorities

Table of Contents
Contents
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
3.2.3.1 Core accounting solutions
3.2.3.2 Income management, cash receipting and e
3.2.3.3 Risk and
3.2.3.4 Procurement
3.2.3.5 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 application
List Of Tables
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List Of Figures
Figure 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

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