Introducing Qedis Public Sector<br />Next Generation Consulting<br />
Introduction to Qedis<br />Founded in 2003 to create a different kind of consultancy<br />Part of Highland Worldwide, a $5...
| Page 3<br />We pride our self on combining our Big 4 heritage with our ‘Next Generation Consulting’ approach. Next Gener...
| Page 4<br />Why Qedis?<br />We strive to make our clients and their people successful. We follow a collaborative and tru...
| Page 5<br />Qedis focuses on three core areas, where we offer considerable <br />experience and add value<br />Our Core ...
Common client challenges:<br /><ul><li>Missing or inappropriate skills mix
Ineffective/inefficient structure and ways of working
Poor talent acquisition, development and opportunities
Teams not working well as a result of a merger/integration
Poor value and engagement with suppliers</li></ul>Taking the IT organisation through a series of step changes in the way t...
| Page 7<br />Delivery Excellence<br />Common client challenges:<br /><ul><li>Difficulty translating a strategy into an ac...
Saying no to projects for rational reasons related to the strategy  - still a rare capability amongst the portfolio offices
Tracking progress and reporting is not enough any more for a good PMO, need to provide insight, be predictive, smart, lean...
| Page 8<br />Business Change<br />Business<br />Readiness and<br />Transition<br />Common client challenges:<br /><ul><li...
Majority of budget and delivery attention focused on configuring the software/technology, not preparing the business or in...
Business or stakeholders not engaged or committed to the transformation
Programme not setup, organised or resourced to deliver the business transformation </li></ul>Comms and<br />Stakeholder<br...
Change architecture
Capability enhancement plan
Benefits tracking </li></ul>Step 2  Define what each of these needs to be to deliver the vision and their inter-relationsh...
| Page 9<br />Full range of client side support across all business functions and knowledge areas drawing on experts from ...
 Outsourcing & Shared Services
 Enterprise Performance Management</li></ul>CUSTOMER<br />INTERACTIONS<br />INFORMATION<br />TECHNOLOGY<br />PEOPLE<br />O...
Process & Performance  Improvement
Supply Chain   Optimisation
Infrastructure &  Architecture Planning
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Introducing Qedis In The Public Sector


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Introducing Qedis In The Public Sector

  1. 1. Introducing Qedis Public Sector<br />Next Generation Consulting<br />
  2. 2. Introduction to Qedis<br />Founded in 2003 to create a different kind of consultancy<br />Part of Highland Worldwide, a $500m international consulting business with over 2,000 consultants, operating out of 47 offices<br />Over 100 permanent consultants in the UK, based in London and Maidenhead<br />Combining global capability with personal and agile local delivery<br />30% increase in revenues annually and profitable every year since start up <br />| Page 2<br />
  3. 3. | Page 3<br />We pride our self on combining our Big 4 heritage with our ‘Next Generation Consulting’ approach. Next Generation Consulting is about doing the right thing. <br />“So what does this actually mean?”<br />We help our clients to be successful for the long term. We don’t just decide the answer and make it fit. We won’t sell you spin and hype or pretend to know everything about your organisation. We don’t take on a job unless we know we can deliver results.<br />“But how do you really show this in your work?”<br />We listen to clients to understand their business. We transfer our knowledge and capabilities to help clients help themselves. We work with your people and we see our projects through to the end. We guarantee our work.<br />Next Generation Consulting<br />
  4. 4. | Page 4<br />Why Qedis?<br />We strive to make our clients and their people successful. We follow a collaborative and trusted approach, transferring knowledge and expertise<br />We have wealth of experience and tools to help leaders transform their IT function and the business. We are independent of any technology and only work client side<br />We only take on engagements where we know we can truly add value and deliver results. We’ll do whatever is needed to ensure a great outcome, even put our money on it<br />We help clients to help themselves<br />We are the friend of the CIO<br />We guarantee our work<br />
  5. 5. | Page 5<br />Qedis focuses on three core areas, where we offer considerable <br />experience and add value<br />Our Core Focus Areas in the UK<br />Project and<br />Programme<br />Management<br />Business<br />Readiness and<br />Transition<br />Strategic<br />Enterprise<br />Management<br />Comms and<br />Stakeholder<br />Management<br />Culture<br />Strategy <br />and Change<br />Enablement<br />DELIVERY <br />EXCELLENCE<br />BUSINESS<br />CHANGE<br />PMO<br />Programme<br />Vision and<br />Business<br />Case<br />Portfolio<br />Management<br />PROFESSIONALISING<br />IT<br />Skills and<br />Career<br />Development<br />Functional<br />and Operating<br />Model<br />Restructure,<br />Recruitment<br />and Transition<br />Organisational <br />Design and <br />Change<br />
  6. 6. Common client challenges:<br /><ul><li>Missing or inappropriate skills mix
  7. 7. Ineffective/inefficient structure and ways of working
  8. 8. Poor talent acquisition, development and opportunities
  9. 9. Teams not working well as a result of a merger/integration
  10. 10. Poor value and engagement with suppliers</li></ul>Taking the IT organisation through a series of step changes in the way that it is organised, works together and grows talent to deliver business value, be effective and efficient<br />PROFESSIONALISING<br />IT<br />Skills and<br />Career<br />Development<br />Functional<br />and Operating<br />Model<br />Examples of Professionalising an IT Organisation <br />The Qedis Difference<br />Restructure,<br />Recruitment<br />and Transition<br />Organisational <br />Design and <br />Change<br />Range of <br />operating models <br />for IT organisations across various industries.<br />Functional Model<br />Operating Model<br />Career Development<br />IT Organisation Design<br />Relationships <br />with high end IT recruitment agencies to fill vacancies<br />The accountabilities defined in the Functional Model and the handoffs agreed in the Operating Model form the basis of the IT Organisation Design<br />Indicates functions provided by IT. Determines key accountabilities for each function<br />The “how” behind the functional alignment. Details key activities and the hand-offs between functions<br />The competencies defined in the job descriptions underpinning the Organisation Design form the basis of the career progression<br />Library of tools <br />and templates built <br />from industry best<br />practices and <br />application in small, FTSE250 & global IT <br />organisations<br />Professionalising IT<br />| Page 6<br />
  11. 11. | Page 7<br />Delivery Excellence<br />Common client challenges:<br /><ul><li>Difficulty translating a strategy into an achievable and measurable programme
  12. 12. Saying no to projects for rational reasons related to the strategy - still a rare capability amongst the portfolio offices
  13. 13. Tracking progress and reporting is not enough any more for a good PMO, need to provide insight, be predictive, smart, lean and consistent across the company</li></ul>Project and<br />Programme<br />Management<br />Strategic<br />Enterprise<br />Management<br />Establishing and running client side programmes, projects and PMOs to improve delivery performance at each state of the value chain from strategy to results<br />DELIVERY <br />EXCELLENCE<br />PMO<br />The Qedis Difference<br />Portfolio<br />Management<br />Smart <br />people<br />who make <br />things <br />happen<br />Simple tools <br />and processes to <br />prioritise the right projects and drive<br />the value <br />realisation<br />Expertise in implementing efficient & pragmatic ways to measure and deliver the strategy and programmes<br />Corporate<br />PMO<br />Programme<br />PMO<br />Project and <br />Programme<br />Management<br />
  14. 14. | Page 8<br />Business Change<br />Business<br />Readiness and<br />Transition<br />Common client challenges:<br /><ul><li>Lack of experience or a pragmatic approach in managing the business journey
  15. 15. Majority of budget and delivery attention focused on configuring the software/technology, not preparing the business or individuals for the change
  16. 16. Business or stakeholders not engaged or committed to the transformation
  17. 17. Programme not setup, organised or resourced to deliver the business transformation </li></ul>Comms and<br />Stakeholder<br />Management<br />Culture<br />Strategy <br />and Change<br />Enablement<br />BUSINESS<br />CHANGE<br />Providing client side support to manage and deliver the business journey, organisation and individual change associated with major a technology change<br />Programme<br />Vision and<br />Business<br />Case<br />We are not <br />systems integrators <br />or outsourcer. We <br />only work with small, experienced teams within the client people, with sole purpose of making the business change successful<br />Step 1 Articulate vision, objectives and benefits <br />Step 4 Determine size of the gap<br />Step 3 Understand starting point<br />The Qedis Difference<br />Step 5 Identify enablers and barriers<br />Vision &<br />Objectives<br />The Journey<br />Current<br />State<br />Processes<br />Many years of <br />full-life cycle ERP implementation experience. Excellent mix of ERP, programme and change skills<br />Step 6 Map thetransformation journey:<br /><ul><li>Programme architecture
  18. 18. Change architecture
  19. 19. Capability enhancement plan
  20. 20. Benefits tracking </li></ul>Step 2 Define what each of these needs to be to deliver the vision and their inter-relationships<br />People<br />Understanding sustainability is critical. Many IT enabled transformations fail because a lack of sustainable infrastructure to support the people <br />and growth.<br />Technology<br />
  21. 21. | Page 9<br />Full range of client side support across all business functions and knowledge areas drawing on experts from around the world<br />Our Capability<br />ADVISORY<br /><ul><li> Strategic Planning & Implementation
  22. 22. Outsourcing & Shared Services
  23. 23. Enterprise Performance Management</li></ul>CUSTOMER<br />INTERACTIONS<br />INFORMATION<br />TECHNOLOGY<br />PEOPLE<br />OPERATIONS<br />FINANCE<br /><ul><li>Operational Strategy
  24. 24. Process & Performance Improvement
  25. 25. Supply Chain Optimisation
  26. 26. Strategy
  27. 27. Sourcing
  28. 28. Infrastructure & Architecture Planning
  29. 29. Professionalising IT
  30. 30. Solutions Delivery Management
  31. 31. Business Intelligence & Information
  32. 32. HR & Workforce Strategies
  33. 33. Organisational Performance
  34. 34. Talent Development & Management
  35. 35. Organisational Change
  36. 36. Finance Function & Transformation
  37. 37. Planning, Budgeting & Financial Reporting
  38. 38. Marketing & Operational Brand Execution
  39. 39. Sales Strategy & Effectiveness
  40. 40. Contact Centre Effectiveness </li></ul>EXECUTION<br /><ul><li> Business Change Management
  41. 41. Delivery Excellence</li></li></ul><li>| Page 10<br />Highland Worldwide, 2000+ consultants, working across 4 continents, delivering global reach and world leading expertise<br />Our Locations<br />
  42. 42. | Page 11<br />UK Clients<br />
  43. 43. | Page 12<br />Community, Service and Recognition<br />Ranked 4th out of 964 companies<br />Special Award for Innovation in Workplace Engagement<br />The only Management Consultancy to achieve 3 star accreditation<br />Qedis is a member of the Skills for Information Age, with 3 SFIA certified consultants<br />Helping mentally challenged young people in the community to develop through the use of music<br />Bright Futures Corporate Investor of the Year 2010, For Student Mentoring and Career Development<br />A preferred supplier on the Buying Solutions ICT Strategy & Consultancy Framework <br />Recognition for 3 consecutive years<br />Supporting the development of IT skills in the UK and sitting on the steering group for the IT Academy<br />
  44. 44. Our work in the Public Sector<br />
  45. 45. Qedis brings together deep public sector experience and expertise, proven methodologies and skills to help local government organisations to deliver projects, boost efficiency and cut costs.<br />Our Experience Includes:<br /><ul><li>Successfully set up, managed and implemented changes through all stages of the Building Schools for the Future (BSF) programme for a London Borough Council e.g. Managing the delivery of programmes, providing expertise in programme strategy, initiation, governance, sustainability, procurement and stakeholder engagement
  46. 46. Helped a Council rapidly in-source its IT function after an Infrastructure refresh which resulted in a significant increase in customer satisfaction across the Council whilst at the same time reduced costs</li></ul>| Page 14<br />Our Clients – Public Sector<br />
  47. 47. Qedis is helping Central Government departments save millions through improving delivery efficiency, developing long-term capability, and reducing their reliance on external staff.<br />Our Experience Includes: <br /><ul><li>Assisted a Central Government department in adapting to deliver a shared service, providing a strategy and project management support and procurement expertise
  48. 48. Defined a new Operating Model and Business Architecture for a newly formed Central Government department, implemented new ways of working, developed career paths and introduced new management and governance – resulting in continuous savings of over £5mill per annum
  49. 49. Developed and agreed the strategic vision and blueprint with senior management across 3 government agencies, whilst creating the terms of reference for their respective engagement</li></ul>| Page 15<br />Our Clients – Public Sector (Central Gov)<br />
  50. 50. Service Improvement: LB of Barking and Dagenham<br /><ul><li>Transformed project management methodology by consolidating multiple plans into one overarching plan with defined owners, delivery dates and dependencies
  51. 51. This process was underpinned with robust plan management through collaborative monthly meetings
  52. 52. Project managed the transformation of the cashiers service which would ultimately lead to its closure and replacement with other access channels
  53. 53. The project also replaced a manual petty cash process with the oracle internet expenses module
  54. 54. Outsourced out of hours calls to the London connects centralised procurement initiative
  55. 55. Created a partnership for careline services with two neighbouring authorities, sharing home response and call answering responsibilities
  56. 56. Delivered increased capacity to the contact centre through the development of self serve options for the Revenues and Benefits service and the introduction of enhanced IVR technology</li></ul>Assisted with a range of projects within transactional and customer services department - Barking & Dagenham Direct. Projects either stalled due to internal capacity and organisational issues or struggled due to lack of member buy in. Key drivers underpinning projects were improved customer outcomes and efficiency savings due to sub-optimal business processes failing to utilise modern technology.<br /><ul><li>Effective Project management methodology and collaborative approach across the department
  57. 57. Modern working practices utilising latest IT throughout customer facing finance functions
  58. 58. Successful outsourced contract delivered with 4 other London authorities
  59. 59. Successful partnership between 3 London authorities realising significant cost savings for all three
  60. 60. Improved Council Tax collection via self serve
  61. 61. Additional capacity within the contact centre to manage peaks and greater general call management </li></ul>| Page 16<br />
  62. 62. Transformation Programme: Home Office UKBA<br />Operating Model Design<br /><ul><li>Refined the operating model with particular focus on the project oriented and ongoing service support units
  63. 63. Designed seamlessly interfaces between the project delivery unit and the IT services unit</li></ul>Organisational Design<br /><ul><li>Helping to define the roles for the future organisation and ensuring that the right people are in the right roles
  64. 64. Applying Government IT Skills Framework to consolidate down to a manageable number of job profiles for every role in the IT organisation
  65. 65. Bringing IT roles inline with the IT profession across the UK Government </li></ul>Change Management & Transition<br /><ul><li>Refined the governance around the IT project lifecycle and created clear alignment with the commercial directorate
  66. 66. Improving recruitment and retention by getting agreement to pay a supplement to employees in addition to their salary to bring compensation up to market rates
  67. 67. Supporting the recruitment of employees into vacant roles and prioritising the order in which to recruit</li></ul>Change Management & Transition (cont.)<br /><ul><li>Resolving issues around temporary promotions to cover vacant posts – finding an equitable solution for all impacted parties</li></ul>Communications and Involvement<br /><ul><li>Delivering workshops and briefings to a wide range of stakeholders to ensure buy-in and co-operation</li></ul>Training & Development<br /><ul><li>Developing competency models and career progression paths</li></ul>A transformation project to establish a collaborative IT function spanning three different organisational units. Helping the leadership team to develop new organisational structures with distinct capabilities and seamless handoff of services between project and operationally oriented units. Helping to recruit senior team and are developing clear role definitions for each role in the new structure.<br />| Page 17<br />
  68. 68. PMO Experience: HM Treasury<br /><ul><li>With the various initiatives, including efficiencies, Shared Services drive etc, the IS department needed to successfully deliver a step change in project delivery.
  69. 69. Having had a poor delivery record previously, Qedis were engaged to help deliver projects effectively in the short-term, whilst helping the new projects’ team set-up the tools and frameworks to ensure future projects could be run better and slicker, improving the capability for delivery.
  70. 70. To assist the successful delivery of projects, Qedis took a client-side role and assisted the team with various Project Management aspects.
  71. 71. Qedis took a proactive approach to reviewing their current project activities, evaluating what’s worked, and identifying where there is room for improvement.
  72. 72. Qedis assisted the team in managing their ongoing projects. This included facilitating the capture of the business requirements; managing the full procurement lifecycle, and planning the delivery of projects with regular progress reviews and maintaining a suitable level of user interaction.</li></ul>With Government initiatives, such as Comprehensive Spending Review, greater scrutiny was placed to ensure resources are used efficiently and effectively.  As part of this, HM Treasury IS were tasked to ensure business projects were delivering benefits required to further the business, whilst ensuring they deliver cost efficiencies and savings.<br /><ul><li>Assisting the creation/development of key project/programme tools to assist future projects
  73. 73. Creating and reviewing components of HMT’s Project Management Life Cycle. This was produced as a guide to all future Projects undertaken at HM Treasury
  74. 74. Creating a budget tracker for project planning & monitoring
  75. 75. Updating the progress update template and risk & issues tracking logs
  76. 76. Creating/developing the procurement strategy, PID and other important documentation
  77. 77. Training project managers on utilisation of the tools and reporting within HMT
  78. 78. In addition, the Projects Team in IS&F were also able to deliver key projects for the business.</li></ul>| Page 18<br />
  79. 79. BSF PMO: Haringey Council<br /><ul><li>Providing programme and PMO setup advice and operational delivery for the immensely challenging, high-value and high-visibility BSF programme
  80. 80. Initiation, planning and delivery needed to be highly robust, pragmatic, aligned with best-practice and Government standards and also of a standard to pass compulsory Internal Audits
  81. 81. Sale and complexity with tight timescales, numerous dependencies and a multitude of project disciplines including IT, change management and construction, added to the challenge
  82. 82. Following the initial setup, the challenge was to integrate seamlessly within the Council’s BSF team and deliver and manage a successful PMO
  83. 83. A highly streamlined and efficient process was implemented using phased quality reviews, pragmatic reporting cycles and highly effective report creation processes
  84. 84. Expertise in integrated change management and programme delivery was applied to ensure full engagement with project resource, programme directors and executive board members to ensure a PMO that everyone involved with, supported and championed
  85. 85. A focus on the people aspects of running a PMO in addition to the best practice processes which we knew would not work in isolation.
  86. 86. Integrated seamlessly with Haringey resource to help transfer all PMO skills for use throughout Haringey and to be run using in-house resource where at all possible.
  87. 87. Structures and processes were defined and templates created to meet the support requirements of all interested parties ranging from corporate PMO to construction management</li></ul>Working through the Building Schools for the Future (BSF) Government programme, Haringey Council aim to deliver educational transformation underpinned by next generation IT services, transformed education and improved building infrastructure. Qedis were tasked with providing programme and PMO setup advice and operational delivery, in line with government standards and complex timescales. <br />- Qedis setup a PMO capability to support all programme management elements<br />- Haringey PMO was rated as exceptional by both External Audit and by the government’s Department for Children, Schools and Families.<br />- 3 years into this 5 year programme, the original structures are unchanged and support a programme which is on time, within budget and delivering over and above the quality expectations of all stakeholders. <br />| Page 19<br />
  88. 88. IS Strategy: University of the Arts<br /><ul><li>Develop a strategy for ICT to support teaching, research and administration
  89. 89. Complete a current state analysis that included a review of existing documentation and feedback from students, staff and additional interviews with key stakeholders across all 6 colleges, students, academic staff and the administration
  90. 90. Facilitated workshops along with external examples and best practices to develop the IS strategy</li></ul>- During the Fast Track IT Strategy process, the 80:20 rule was applied to deliver 80% of the value with 20% of the effort. This pragmatic approach meant that within 6 weeks, we were able to develop a IT Strategy deliverable which covered all of the following areas: <br /><ul><li>Current issues and their implications
  91. 91. Organisational risks
  92. 92. Business and pedagogical drivers
  93. 93. Vision for the Future state of ICT
  94. 94. High-level target blueprint for IS in each of the 6 key dimensions – Applications, Infrastructure, Services, Processes, Organisation, Finance
  95. 95. Prioritised and articulated projects and programmes to deliver the against the blueprint
  96. 96. High Level 3 year roadmap to deliver the strategy</li></ul>London Institute has grown from a number of separate London arts colleges with different technology requirements, processes, infrastructures and cultures. IS had been in a perpetual cycle of under-investment and poor performance.  An IS strategy was desperately needed to cater for the diversity of needs between colleges as well as the common educational and generic IS services. <br /><ul><li>Undertaken in a sustainable manner allowing individual colleges autonomy over the course specific technology they would use, while minimizing duplication and waste between them and designing an extendable core infrastructure for future applications
  97. 97. The University of the arts London IT Director successfully gained funding based on the IT Strategy to implement a series of projects to improve the value from their IT spend. </li></ul>| Page 20<br />
  98. 98. BSF ICT Requirements: Haringey Council<br /><ul><li>To procure long term Managed Service Provider (MSP) to transform ICT at secondary schools across the borough, we developed realistic set of requirements to ensure the MSP bidders could propose sustainable and transformational solutions, within the affordability envelope
  99. 99. Some key needs included assessing and linking Council’s educational transformational agenda to the ICT solutions being proposed by suppliers against very challenging time scales, developing long term ICT programmes that will raise standards within the classroom and ensuring key stakeholders are supportive of the proposed solutions.
  100. 100. All of this was to be done within the context of securing best value for money.
  101. 101. Working intimately with the Council, Qedis have been involved in both the procurement of an ICT Managed Service Provider and the gathering of ICT requirements throughout the project
  102. 102. A coordinated ICT strategy and implementation plan
  103. 103. Core procurement documentation like the Output Specification and Interim Services Business Case
  104. 104. Individual school ICT briefs
  105. 105. Client-side management of an ICT managed service at a newly built Sixth Form College
  106. 106. Stakeholder management with Council groups and external entities (e.g. PfS)
  107. 107. School involvement through forums including a Transformation Managers Forum, ICT Forum and specific requirement-focussed working groups (e.g. MIS)
  108. 108. Integration processes and deliverables to ensure building design and ICT requirements.</li></ul>Agenda- raising of education standards and outcomes. Building Schools for the Future (BSF) programme has been teamed with other education and regeneration initiatives to transform secondary education in the Borough. The Council undertook a non-LEP, unbundled ICT procurement with contract value of approximately £24.5m over 5 years covering capital and revenue expenditure.<br /><ul><li>Rigorous ICT procurement process through a competitive dialogue process culminated in the appointment of preferred supplier in July 2008, with an interim managed service for all schools commencing in September 2008.
  109. 109. Robust stakeholder engagement approach, Qedis has developed deep relationships with schools to ensure full involved into the programme, including significant involvement in choosing MSP through a core group of schools representatives being involved in bidder evaluation.
  110. 110. Through BSF programme, Council has been recognised by funding body—Partnerships for Schools (PfS) for producing exemplar deliverables, including ICT Output Specification and individual school ICT Briefs.</li></ul>| Page 21<br />
  111. 111. Technology Refresh and Insource: Haringey Council<br /><ul><li>There had been several changes to the suppliers working with Haringey on the project which had left IT Services managing a large group of contractors to complete the design, deployment and to support the new infrastructure .Qedis were asked to help ensure that IT Services obtained the benefits originally envisaged from the technology refresh and that these were obtained in the most cost effective way possible
  112. 112. Two new live data centres with failover capability for all critical elements of the infrastructure
  113. 113. Dual network links to over 60 major locations
  114. 114. Migration to a Storage Area Network (SAN) split across the data centres
  115. 115. Implementation of email archiving
  116. 116. Citrix installation (with 66% of users based on thin client machines using over 60 applications)
  117. 117. Rollout of new Printing solution
  118. 118. Improved Mobile and home working solutions and webmail.</li></ul>- We reviewed the designs in each area and took charge of ensuring they were documented clearly so knowledge was retained in the Council when contractors moved on. We provided several project manager roles to ensure the programme kept forward momentum and was able to report progress clearly. <br />- We took responsibility for Technical Quality assurance and benefits tracking reviewing all proposed changes to the design and ensuring the impact was properly considered.<br />Upgrade to the new art infrastructure for a London borough providing services to a diverse population of 220,000. Haringey IT Services provide for around 5,000 staff across over 100 locations. Haringey IT Services were part way through a technology Refresh when Qedis began working with them This involved upgrading the desktop from NT to Windows XP and moving to a state of the art infrastructure.<br /><ul><li>The Technology Refresh was completed and Haringey are now starting to benefit from the Technology investment made. We are performing customer satisfaction reviews for IT Services and these have shown a vastly improved service from the customer perspective
  119. 119. Haringey’s Infrastructure allows the majority of Council employees to work at any desk in the borough
  120. 120. All data is stored centrally and safely backed up vastly reducing support costs
  121. 121. Desk side hardware is standardised and can be swapped out with minimal disruption if a fault develops
  122. 122. Users are able to login remotely over the web and access their data and applications
  123. 123. Haringey have been commended for a ‘Green infrastructure’ with thin client machines using very little energy and 200 servers serving applications that were previously on 4000 PCs.</li></ul>| Page 22<br />
  124. 124. BSF Transformation Services: Haringey Council<br /><ul><li>Operating as a seamless and integrated team within the Council’s BSF Programme, Qedis was requested to review, plan, improve and deliver the Transformational aspects of this immensely challenging programme.
  125. 125. The key challenge was in coordinating and delivering the Council’s educational transformational agenda through the translation of complex construction schemes, ICT programmes and sustainable policy integration.
  126. 126. As the programme progressed, the challenge focused on ensuring the Council’s BSF programme delivered sustainable transformation, with a lasting impact in raising standards within the classroom
  127. 127. With a budget of approximately £200 million, the Council aim to deliver educational transformation underpinned by next generation ICT and improved building design
  128. 128. Implemented best-practice stream management including budget development and control, resourcing structures and reporting processes
  129. 129. Managed a team of internal and external resources consisting of school transformation coordinators, educational advisors, ICT transformation advisors and project team members
  130. 130. Reviewed, improved and implemented project, programme and stream transformation processes (Design quality assurance, communications planning, school vision and design development, policy integration)
  131. 131. Planned and implemented processes and governance to support sustainable transformation (both within schools and the Council)</li></ul>Review, plan, improve and deliver the transformational aspects of an immensely challenging programme for a London borough providing services to a diverse population of 220,000. Haringey IT Services provide for around 5,000 staff across over 100 locations. Haringey IT Services were part way through a technology Refresh when Qedis began working with them. <br /><ul><li>Qedis delivered transformation Project Management expertise and processes to ensure sustainable educational transformation was delivered
  132. 132. Through the delivery of enhanced school and Council governance processes, sustainable policy integration and robust BSF transition planning, the Council utilised BSF to delivered a step change to the operation of their Children's and Young People’s Service</li></ul>| Page 23<br />
  133. 133. In the Words of Our Clients...<br />
  134. 134. | Page 25<br />“We made the right decision in using Qedis – despite, on paper, bigger hitters being on the list. Qedis brought ideas and creativity that took us beyond the conventional… and pushed us out of our comfort zone.” <br />David Jacklin, CIO National Express plc<br />“We brought in Qedis to manage some of our most troublesome projects and have been consistently pleased with their pragmatic and flexible approach. Qedis have integrated within our team, managed business stakeholders and removed many obstacles in order to ensure on time delivery”. <br />David Henderson, CIO of Associated & Northcliffe Media IT Services<br />“Over the past two years Qedis have proven an invaluable resource to Wachovia in many key initiatives bringing to us an in depth level of project management capability, always delivering to the highest of standards and in taking proactive actions to creatively control costs in challenging times. These coupled with a great emphasis on integrity, reliability and flexibility has lead them to become a highly trusted and valued partner.” <br />Simon Roche, Wachovia<br />In the Words of Our Clients...<br />
  135. 135. | Page 26<br />"We have had a working relationship with Qedis over the past three years and we can't see the join. The fact that they have had 'skin in the game' has been important too. We put a large percentage of the cost of this programme at risk for them and behind key milestones. They had to deliver aggressively and we measured them very closely." <br />Darin Brumby, CIO First Group plc<br />“The complexity of these tasks was mind-numbing.  In addition to different labour laws and practices in each place, we had to deal with both legacy issues and the creation of new systems from scratch.  I can truly say that without Qedis it simply would not have been possible”. <br />David Rudlin, Director of International Markets, Forevermark, DeBeers<br />“Qedis helped us transform our IT provision faster and more efficiently than we believed we could. Their quick responses and ability to use our own staff enabled a quality team delivery without the usual consultant overload.” <br />Justin Holiday, Assistant Chief Executive, Haringey Council<br />“Qedis have proven a trusted partner over the past three years and have been an important part of the transformation we have delivered.”<br />Darrell Stein, CIO, Marks and Spencer PLC<br />In the Words of Our Clients...<br />
  136. 136. | Page 27<br />“Qedis helped me avoid approx £5.5mil p.a. of costs by filling posts with civil servants. This was no small feat given the challenge of the recruitment processes within the Home Office which are not geared towards attracting external candidates. They have successfully worked with HR and the various Home Office teams involved to minimise the effect on candidates which has resulted in 17 new senior recruits in to Home Office IT. They have also shown incredible commitment to achieving my desired results putting in additional effort to get us over the line even when their part in the restructure and recruitment  initiative had ended. I value their commitment, energy and advice when entering periods of uncertainty as they have given me the clarity I needed to make some difficult decisions.” <br />Denise McDonagh, Head of IT, Home Office<br />“Qedis excel at creating bespoke services for their clients delivered by just the right people” <br />Russell Eacott, Programme Director, Building Schools for the 21st Century, London Borough of<br />Hillingdon<br />"Qedis provides bright, adaptable people who integrate easily into our teams and make a real difference." <br />Victoria Garnell, IT Manager, Marks and Spencer PLC<br />In the Words of Our Clients...<br />
  137. 137. | Page 28<br />“What I like about Qedis is that their people all have that magic ingredient which allows them to cope with uncertainty and just get on with delivering what’s needed. The flexibility in their approach means I trust them to deliver anything set before them, anticipating what I need and identifying ways round obstacles they may encounter - they are never limited by the complexity of the challenge set before them.”<br />Elaine Holt, CEO, Directly Operated Railways<br />“Our Qedis consultant was able to engage speedily and effectively with service managers, obtaining their confidence and buy-in to the methodologies and interventions that he introduced. There has been a high level of skills transfer to key players in our management team, giving us a sustainable approach to delivering further service improvements.”<br />AbimbolaOdunsi, Head of Barking and Dagenham Direct, London Borough of Barking and Dagenham<br />“It was a refreshing change to work with the team from Qedis; they quickly understood our business and worked well with people of all levels throughout Seymour which resulted in a logical business result which we have been able to implement with very few changes.” <br />Tracy O’Sullivan, MD of Seymour <br />In the Words of Our Clients...<br />