A slide deck describing Qedis and the work we have done in the public sector

1. Introducing Qedis Public Sector Next Generation Consulting

2. Introduction to Qedis Founded in 2003 to create a different kind of consultancy Part of Highland Worldwide, a $500m international consulting business with over 2,000 consultants, operating out of 47 offices Over 100 permanent consultants in the UK, based in London and Maidenhead Combining global capability with personal and agile local delivery 30% increase in revenues annually and profitable every year since start up | Page 2

3. | Page 3 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. “So what does this actually mean?” 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. “But how do you really show this in your work?” 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. Next Generation Consulting

4. | Page 4 Why Qedis? We strive to make our clients and their people successful. We follow a collaborative and trusted approach, transferring knowledge and expertise 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 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 We help clients to help themselves We are the friend of the CIO We guarantee our work

5. | Page 5 Qedis focuses on three core areas, where we offer considerable experience and add value Our Core Focus Areas in the UK Project and Programme Management Business Readiness and Transition Strategic Enterprise Management Comms and Stakeholder Management Culture Strategy and Change Enablement DELIVERY EXCELLENCE BUSINESS CHANGE PMO Programme Vision and Business Case Portfolio Management PROFESSIONALISING IT Skills and Career Development Functional and Operating Model Restructure, Recruitment and Transition Organisational Design and Change

7. Ineffective/inefficient structure and ways of working

8. Poor talent acquisition, development and opportunities

9. Teams not working well as a result of a merger/integration

10. Poor value and engagement with suppliersTaking 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 PROFESSIONALISING IT Skills and Career Development Functional and Operating Model Examples of Professionalising an IT Organisation The Qedis Difference Restructure, Recruitment and Transition Organisational Design and Change Range of operating models for IT organisations across various industries. Functional Model Operating Model Career Development IT Organisation Design Relationships with high end IT recruitment agencies to fill vacancies The accountabilities defined in the Functional Model and the handoffs agreed in the Operating Model form the basis of the IT Organisation Design Indicates functions provided by IT. Determines key accountabilities for each function The “how” behind the functional alignment. Details key activities and the hand-offs between functions The competencies defined in the job descriptions underpinning the Organisation Design form the basis of the career progression Library of tools and templates built from industry best practices and application in small, FTSE250 & global IT organisations Professionalising IT | Page 6

12. Saying no to projects for rational reasons related to the strategy - still a rare capability amongst the portfolio offices

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 companyProject and Programme Management Strategic Enterprise Management Establishing and running client side programmes, projects and PMOs to improve delivery performance at each state of the value chain from strategy to results DELIVERY EXCELLENCE PMO The Qedis Difference Portfolio Management Smart people who make things happen Simple tools and processes to prioritise the right projects and drive the value realisation Expertise in implementing efficient & pragmatic ways to measure and deliver the strategy and programmes Corporate PMO Programme PMO Project and Programme Management

15. Majority of budget and delivery attention focused on configuring the software/technology, not preparing the business or individuals for the change

16. Business or stakeholders not engaged or committed to the transformation

18. Change architecture

19. Capability enhancement plan

20. Benefits tracking Step 2 Define what each of these needs to be to deliver the vision and their inter-relationships People Understanding sustainability is critical. Many IT enabled transformations fail because a lack of sustainable infrastructure to support the people and growth. Technology

22. Outsourcing & Shared Services

24. Process & Performance Improvement

25. Supply Chain Optimisation

26. Strategy

27. Sourcing

28. Infrastructure & Architecture Planning

29. Professionalising IT

30. Solutions Delivery Management

31. Business Intelligence & Information

32. HR & Workforce Strategies

33. Organisational Performance

34. Talent Development & Management

35. Organisational Change

36. Finance Function & Transformation

37. Planning, Budgeting & Financial Reporting

38. Marketing & Operational Brand Execution

39. Sales Strategy & Effectiveness

42. | Page 11 UK Clients

43. | Page 12 Community, Service and Recognition Ranked 4th out of 964 companies Special Award for Innovation in Workplace Engagement The only Management Consultancy to achieve 3 star accreditation Qedis is a member of the Skills for Information Age, with 3 SFIA certified consultants Helping mentally challenged young people in the community to develop through the use of music Bright Futures Corporate Investor of the Year 2010, For Student Mentoring and Career Development A preferred supplier on the Buying Solutions ICT Strategy & Consultancy Framework Recognition for 3 consecutive years Supporting the development of IT skills in the UK and sitting on the steering group for the IT Academy

44. Our work in the Public Sector

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| Page 14 Our Clients – Public Sector

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. 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| Page 15 Our Clients – Public Sector (Central Gov)

51. This process was underpinned with robust plan management through collaborative monthly meetings

52. Project managed the transformation of the cashiers service which would ultimately lead to its closure and replacement with other access channels

53. The project also replaced a manual petty cash process with the oracle internet expenses module

54. Outsourced out of hours calls to the London connects centralised procurement initiative

55. Created a partnership for careline services with two neighbouring authorities, sharing home response and call answering responsibilities

57. Modern working practices utilising latest IT throughout customer facing finance functions

58. Successful outsourced contract delivered with 4 other London authorities

59. Successful partnership between 3 London authorities realising significant cost savings for all three

60. Improved Council Tax collection via self serve

61. Additional capacity within the contact centre to manage peaks and greater general call management | Page 16

64. Applying Government IT Skills Framework to consolidate down to a manageable number of job profiles for every role in the IT organisation

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

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. To assist the successful delivery of projects, Qedis took a client-side role and assisted the team with various Project Management aspects.

71. Qedis took a proactive approach to reviewing their current project activities, evaluating what’s worked, and identifying where there is room for improvement.

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. Creating a budget tracker for project planning & monitoring

75. Updating the progress update template and risk & issues tracking logs

76. Creating/developing the procurement strategy, PID and other important documentation

77. Training project managers on utilisation of the tools and reporting within HMT

78. In addition, the Projects Team in IS&F were also able to deliver key projects for the business.| Page 18

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. 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. Following the initial setup, the challenge was to integrate seamlessly within the Council’s BSF team and deliver and manage a successful PMO

83. A highly streamlined and efficient process was implemented using phased quality reviews, pragmatic reporting cycles and highly effective report creation processes

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. 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. 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. Structures and processes were defined and templates created to meet the support requirements of all interested parties ranging from corporate PMO to construction managementWorking 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. - Qedis setup a PMO capability to support all programme management elements - Haringey PMO was rated as exceptional by both External Audit and by the government’s Department for Children, Schools and Families. - 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. | Page 19

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

91. Organisational risks

92. Business and pedagogical drivers

93. Vision for the Future state of ICT

94. High-level target blueprint for IS in each of the 6 key dimensions – Applications, Infrastructure, Services, Processes, Organisation, Finance

95. Prioritised and articulated projects and programmes to deliver the against the blueprint

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. | Page 20

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. All of this was to be done within the context of securing best value for money.

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. A coordinated ICT strategy and implementation plan

103. Core procurement documentation like the Output Specification and Interim Services Business Case

104. Individual school ICT briefs

105. Client-side management of an ICT managed service at a newly built Sixth Form College

106. Stakeholder management with Council groups and external entities (e.g. PfS)

107. School involvement through forums including a Transformation Managers Forum, ICT Forum and specific requirement-focussed working groups (e.g. MIS)

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. 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.| Page 21

112. Two new live data centres with failover capability for all critical elements of the infrastructure

113. Dual network links to over 60 major locations

114. Migration to a Storage Area Network (SAN) split across the data centres

115. Implementation of email archiving

116. Citrix installation (with 66% of users based on thin client machines using over 60 applications)

117. Rollout of new Printing solution

119. Haringey’s Infrastructure allows the majority of Council employees to work at any desk in the borough

120. All data is stored centrally and safely backed up vastly reducing support costs

121. Desk side hardware is standardised and can be swapped out with minimal disruption if a fault develops

122. Users are able to login remotely over the web and access their data and applications

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.| Page 22

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. 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. With a budget of approximately £200 million, the Council aim to deliver educational transformation underpinned by next generation ICT and improved building design

128. Implemented best-practice stream management including budget development and control, resourcing structures and reporting processes

129. Managed a team of internal and external resources consisting of school transformation coordinators, educational advisors, ICT transformation advisors and project team members

130. Reviewed, improved and implemented project, programme and stream transformation processes (Design quality assurance, communications planning, school vision and design development, policy integration)

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| Page 23

133. In the Words of Our Clients...

134. | Page 25 “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.” David Jacklin, CIO National Express plc “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”. David Henderson, CIO of Associated & Northcliffe Media IT Services “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.” Simon Roche, Wachovia In the Words of Our Clients...

135. | Page 26 "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." Darin Brumby, CIO First Group plc “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”. David Rudlin, Director of International Markets, Forevermark, DeBeers “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.” Justin Holiday, Assistant Chief Executive, Haringey Council “Qedis have proven a trusted partner over the past three years and have been an important part of the transformation we have delivered.” Darrell Stein, CIO, Marks and Spencer PLC In the Words of Our Clients...

136. | Page 27 “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.” Denise McDonagh, Head of IT, Home Office “Qedis excel at creating bespoke services for their clients delivered by just the right people” Russell Eacott, Programme Director, Building Schools for the 21st Century, London Borough of Hillingdon "Qedis provides bright, adaptable people who integrate easily into our teams and make a real difference." Victoria Garnell, IT Manager, Marks and Spencer PLC In the Words of Our Clients...

137. | Page 28 “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.” Elaine Holt, CEO, Directly Operated Railways “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.” AbimbolaOdunsi, Head of Barking and Dagenham Direct, London Borough of Barking and Dagenham “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.” Tracy O’Sullivan, MD of Seymour In the Words of Our Clients...