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3B Business transformation from the inside: how & why the NSPCC moved from CharITyshare
 

3B Business transformation from the inside: how & why the NSPCC moved from CharITyshare

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    3B Business transformation from the inside: how & why the NSPCC moved from CharITyshare 3B Business transformation from the inside: how & why the NSPCC moved from CharITyshare Presentation Transcript

    • Business Transformation from the Inside
    • The case for a new IS strategy
      A number of important changes drive the need for a new IS strategy:
      • Our corporate strategy has identified IS as an essential tool in enabling the Society’s effectiveness, focus and direction to meet our goal of preventing cruelty to children…but there has to be an IS strategy to support and underpin those aims
      • Our technology environment continues to change rapidly and we need a firm base of consistent up to date software on which to build effective, fit for purposes systems and applications
      • Key initiatives such as the Digital and Information Management strategies will need flexible, high-performing IS infrastructure
      • We need to be aware of the economic environment & still deliver value for money
      Without a strategy, each business challenge will be addressed with point solutions - so we risk being unresponsive, more costly and less effective
    • Our Objectives
      Stable
      Infrastructure
      Establish IS Architectures
      Create Solid Governance
      Build the IS Capability
      Roll out Major Programmes
    • Enterprise IS Architecture
      Portal
      Standard User Interface (e.g. Windows)
      Shared
      Functions
      Contacts
      Addresses,
      Relationships
      Dups
      Search
      Internal,
      External
      (e.g. Google)
      Library
      Versioning,
      Knowledge
      Other
      shared
      functions
      Data
      (Purge,
      Audit,
      Migrate)
      Common Business Processes
      Enterprise Workflow – (Allows tasks/documents to be exchanged between users)
      Security Services
      Integration Highway - (Allows applications to exchange data)
      Relationship
      Management
      Content
      Management
      Information
      Management
      Transaction
      Processing
      Accounting
      Case
      Management
      Office
      Management
      e.g. MS Office)
      Other
      Functions
      Shared
      Infrastructure
      Servers
      X-tops
      Network
      Telephony
      Cabling/
      hardware
      Directory
      Firewalls
      Northgate
      This is a technical architecture , typical of most organisations, and is designed to optimise flexibility, resilience and value for money
    • Background
      The growing need for high quality service delivery
      Childline & HelpLine
      Case Management
      Fundraising
      Volunteer Management
      Property Programme
      Impact on IS Department
      Meet extended service targets
      Providing 24 x 7 support for “bluelight” services
      Supporting rapid implementation and delivery of an increasing and complex product set
    • Search for a New Supplier
      • Identified an initial list of 8 suppliers
      • Whittled that down to three:
      IBM
      Accenture
      Northgate
      • Extensive RFP process
      • Key requirements was for a unit-price based service
      • Supplier selection was in August 2009
      • Contract signed March 2010
    • Drivers & Principles Underpinning Contract
      • Northgate have contracted to:
      • A wide range of service targets
      • Across the board ITIL-based service processes
      • A service credit regime
      • Create a new sourcing strategy
      • Perform a radical transformation to the IT outsourced estate within a contract with Northgate, to mitigate risk, meet scope and service, and contain upward financial pressures
      • Position for future competition in order to reduce Northgate monopoly position if required
      • Introduce Industry Standard and Utility Services at market rate that can be easily benchmarked
      • Provide a like for like service scope in four service towers to that provided by Charityshare
      • Provide an extensible contract structure which can support the addition of a full Network, Application Maintenance and Support (AMS) and Application Development (AD) services.
    • Contract Governance
      Executive Board
      Supplier Performance Review
      Enterprise Architecture Management Board
      Transformation Programme Implementation Board
      IT Operations Management Board
      Northgate CTO
      Northgate Transformation
    • Transition
      • We opted to transition all of our services from CharityShare as is:
      • Some application services products such as web filtering and anti-virus would transfer across
      • All incidents, changes and service requests were transferred
      • Applications were unchanged
      • But:
      • Wider scope of service levels put in place immediately
      • Additional staff added to incident resolution and service requests
    • Transformation
      • Transformation is the key to the change:
      • All desktops/laptops refreshed to meet new requirements
      • Office applications upgraded
      • Applications infrastructure renewed
      • Network completely re-designed and renewed
      • Critical telecommunications resilience improved
      • “pay as you go” implemented
    • Where are we now?
      • Transition is completed
      • Transformation has started (completion December 2011)
      • Core network upgraded
      • Service levels have been met
      • Governance in place