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市場調査レポート

独自の思考:スコットランドの公共部門向けICT市場

Independent thinking - The Public sector ICT market in Scotland

発行 Kable 商品コード 261505
出版日 ページ情報 英文 65 Pages
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独自の思考:スコットランドの公共部門向けICT市場 Independent thinking - The Public sector ICT market in Scotland
出版日: 2013年02月09日 ページ情報: 英文 65 Pages
概要

スコットランドは現在、中期的な独立の見通しが現れてきた、興味深い局面にあります。スコットランド政府は独立の是非を問う住民投票を2014年秋に実施すると公表しています。そのときまでに準備すべきことが数多くあります。

当レポートでは、スコットランドにおける公共部門向けICT市場について分析し、市場の現状や促進要因、主な市場機会・脅威、これまでの進展、各部門(医療・教育・地方自治体・警察など)向けICT市場の詳細構造・動向(主な市場機会・課題、ICT環境、技術の方向性、近年の状況など)を調査して、その結果を概略以下の構成でお届けします。

第1章 エグゼクティブ・サマリー

第2章 スコットランドの公共部門の構造

  • 各部門のICT市場の違い
  • 中央政府におけるICT

第3章 戦略的な文脈、市場促進要因、課題

  • 財政的圧力
  • Christie報告(The Christie Review):公共サービスの更なる改革
    • 公共サービス改革の主な優先事項
  • McClelland報告(The McClelland review):ICTの新たな戦略
    • 概要
    • 新たなICT戦略の原則
    • McClelland報告の提言
  • 政府の反応
  • 課題
    • 資金調達
    • 文化的・構造的な問題
    • 政治:政策実行・政治的関与の判断の難しさ

第4章 戦略上の機会と脅威

  • 機会
    • ネットワーク:スコットランドのPSN
    • シェアードサービス:IaaS(サービスとしてのインフラ)とデータセンターとの関係性
    • シェアードサービス:SaaSとアプリケーションストア
    • モバイル通信とフレキシブル・ワーキング
    • オンラインサービス
  • 戦略上の脅威

第5章 NHS Scotland:スコットランドの国民健康保険制度(NHS)

  • 構造
  • NHS Scotlandに関する主な機会領域
  • NHS ScotlandのICT環境
  • NHS Scotlandの課題と促進要因
  • 技術の傾向
  • 近年のICT調達

第6章 地方自治体

  • 構造
  • 地方自治体の主な機会領域
  • 地方自治体のICT環境
  • 地方自治体の課題と促進要因
  • 技術の傾向
  • 近年のICT調達

第7章 継続・高等教育

  • 構造
  • 継続・高等教育の主な機会領域
  • 継続・高等教育のICT環境
  • 継続・高等教育の課題と促進要因
  • 技術の傾向
  • 近年のICT調達

第8章 司法・警察

  • 法廷・裁判所・刑務所
  • 警察
  • 司法・警察の主な機会領域
  • 司法・警察のICT環境
  • 司法・警察の課題と促進要因
  • 近年のICT調達

第9章 付録

図表一覧

目次
Product Code: IC0007MR

This report explores the Scottish public sector market for ICT, its current state, its drivers and its evolution. This overview of the market is intended for those considering this market for the first time and those who have experience of this sector.

Introduction and Landscape

Kable's "Independent thinking - the public sector ICT market in Scotland" report provides an overview on the increasingly devolved market for public sector ICT in Scotland. Providing business development and marketers with essential information to understand this complex market. Thus allowing them to use the information to accurately identify the areas where they want to compete in the future and how this market differs from that of England, Wales and Northern Ireland.

Key Features and Benefits

This report brings together Kable's expertise in research and analysis in order to develop uniquely detailed market information, allowing suppliers to identify market dynamics and subsequent growth areas.

Key Market Issues

Gain insight into the market for ICT across the Scottish public sector.

Providing readers with information on key sectors including health, education and criminal justice.

Key Highlights

This report explores the ICT market in the public sector across Scotland, its current state, its drivers and its evolution. A companion chapter to follow will provide a current sizing of the ICT market and a forecast of expenditure for the next five years.

Scotland has interesting times to come, with the prospect of a decision about Scottish independence on the midterm horizon. At the time of writing, the Scottish government has announced its intention to hold a referendum on independence in autumn 2014. Between now and then there is much to be done to prepare for a referendum that will, in the words of the first minister, "be built in Scotland and decided by the Scottish people". Not least, there is the task of determining the exact question or questions to be put to the people, and decisions to be made on who will, or will not, be allowed to vote.

Table of Contents

1. Executive summary

  • 1.1. Structure of this report

2. Structure of the public sector in Scotland

  • 2.1. ICT market variance by sector
  • 2.2. ICT in central government

3. The strategic context, drivers and challenges

  • 3.1. Financial pressures
  • 3.2. The Christie Review and further reform of public services
    • 3.2.1. Key priorities for public service reform
  • 3.3. The McClelland review and a new strategy for ICT
    • 3.3.1. Key findings
    • 3.3.2. Principles for a new ICT strategy
    • 3.3.3. McClelland recommendations
  • 3.4. Government response
  • 3.5. Challenges
    • 3.5.1. Funding
    • 3.5.2. Culture and structures
    • 3.5.3. Politics - difficult decisions for execution and political commitment

4. Strategic opportunities and threats

  • 4.1. Opportunities
    • 4.1.1. Networks: the Scottish PSN
    • 4.1.2. Shared services - infrastructure as a service and data centre rationalisation
    • 4.1.3. Shared services - software as a service and applications stores
    • 4.1.4. Mobile and flexible working
    • 4.1.5. Online services
  • 4.2. Strategic threats

5. NHS Scotland

  • 5.1. Structure
  • 5.2. Key opportunity areas for NHS Scotland
  • 5.3. ICT landscape in NHS Scotland
  • 5.4. NHS Scotland issues and drivers
    • 5.4.1. Funding
    • 5.4.2. Policy
  • 5.5. Technology trends
    • 5.5.1. Adoption of standardised systems
    • 5.5.2. Digitisation of patient data
    • 5.5.3. Mobile working
    • 5.5.4. Wait and see approach to cloud services
    • 5.5.5. Shared and outsourced services
    • 5.5.6. Telehealth and telecare
  • 5.6. Recent ICT procurements
    • 5.6.1. General medical practice IT systems framework
    • 5.6.2. Electronic Document Transfer Hub
    • 5.6.3. NHS24 replaces clinical solutions
    • 5.6.4. NHS Scotland rolls out OneSign single sign-on solution

6. Local government

  • 6.1. Structure
  • 6.2. Key opportunity areas for local government
  • 6.3. ICT landscape in local government
    • 6.3.1. Shared ICT services supporting Customer First
    • 6.3.3. Shared ICT services for education: the Glow project for schools
    • 6.3.4. Shared ICT for education: SEEMiS
    • 6.3.5. Shared networks: Interconnect 2.0
    • 6.3.6. Outsourcing IT services
  • 6.4. Local government issues and drivers
    • 6.4.1. Funding
    • 6.4.2. Policy
  • 6.5. Technology trends
    • 6.5.1. Transition of service transactions via call centres to online channels
    • 6.5.2. Mobile and flexible working
    • 6.5.3. Telehealth and telecare
    • 6.5.4. Social media and simple text-based services
  • 6.6. Recent ICT procurements
    • 6.6.1. Scottish Excel
    • 6.6.2. Western Isles council
    • 6.6.3. Scottish Borders council
    • 6.6.4. North Lanarkshire council

7. Further and higher education

  • 7.1. Structure
    • 7.1.1. Collaboration on procurement and IT strategy
  • 7.2. Key opportunity areas for further and higher education
  • 7.3. ICT landscape in further and higher education
  • 7.4. Further and higher education issues and drivers
    • 7.4.1. Funding
    • 7.4.2. Complexity of technology and maintaining staff skill sets
    • 7.4.3. Above Campus IT
  • 7.5. Technology trends
    • 7.5.1. User-owned devices and users as choosers of IT
    • 7.5.2. The rise of shared services
    • 7.5.3. Virtualisation and automation
  • 7.6. Recent ICT procurements
    • 7.6.1. University of St Andrews
    • 7.6.2. Topdesk

8. Justice and policing

  • 8.1. Courts, tribunals and prisons
  • 8.2. Policing
    • 8.2.1. Change to Scottish policing structures
  • 8.3. Key opportunity areas for justice and policing
  • 8.4. ICT landscape in justice and policing
    • 8.4.1. Integration of Scottish Criminal Justice Information Systems (ISCJIS)
    • 8.4.2. Criminal History System
    • 8.4.3. Scottish Intelligence Database (SID)
    • 8.4.4. National Infrastructure (NI) for policing
    • 8.4.5. National command and control system
    • 8.4.6. Airwave
    • 8.4.7. Automatic number plate recognition (ANPR)
    • 8.4.8. Missing Kids website
    • 8.4.9. Violent and Sex Offenders Register (ViSOR) Scotland
    • 8.4.10. Social media usage
  • 8.5. Justice and policing issues and drivers
    • 8.5.1. Funding
    • 8.5.2. Making Justice Work programme
    • 8.5.3. Sustained Policing Project and the move to a national single police force
  • 8.6. Recent ICT procurements
    • 8.6.1. Scottish Police Services Authority policing communications and control system support
    • 8.6.2. Dumfries and Galloway CCTV and ANPR systems
    • 8.6.3. Lothian and Borders interview recording equipment
    • 8.6.4. Tayside integrated communications control system support

9. Appendix

  • 9.1. Methodology

List of Figures

  • Figure 1: Scottish government spending portfolios and draft budgets for 2012-13
  • Figure 2: Scottish public sector £9bn procurement breakdown
  • Figure 3: Sectors differ in their readiness to determine and execute a centralised ICT strategy
  • Figure 4: National IT contracts for the public sector in Scotland
  • Figure 5: The strategic landscape of Scotland's public sector ICT
  • Figure 6: Scottish government draft budget and plan for 2012-13 to 2014-15
  • Figure 7: New structures for governing the development and implementation of public sector ICT strategy
  • Figure 8: Likely near term timing of centralised strategic ICT opportunities
  • Figure 9: Key outsourced ICT service contracts in local government
  • Figure 10: Key ICT contracts in higher and further education
  • Figure 11: Funding for HE in Scotland, 2012-13
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