Animal Welfare Charity Case Study
Charities & Not-for-Profit
The Client is a non-profit organisation dedicated to protecting and promoting animal welfare.
The Client was experiencing significant issues with regards to its IT quality and services. As a result, the organisation decided to focus on improving the delivery of IT services, better leveraging data within the organisation and determining the current cost of IT. The Client also sought to better align its IT function with its operations and streamline operations by investigating IT best practice models and industry benchmarks.
The Operations Executive engaged PTS Consulting Group (PTS) to conduct a full-scale independent IT maturity assessment of the Client’s IT function. This sough to identify potential improvement opportunities and areas where efficiencies could be achieved across six dimensions; people, process, technology, structure, strategy and data. The maturity assessment and analysis of IT capital and operating expenditure (Capex and Opex) was to be completed for operations across two sites.
Following the assessment, the Client executive wanted PTS to conduct an options appraisal and make recommendations on the best options to enhance IT delivery in the future.
PTS commenced with a project kick-off meeting with the IT team and the project
stakeholders to ensure that the team was engaged with the project and understood its objectives. Good stakeholder engagement is a vital part of risk mitigation as it helps to establish a clear understanding of communication channels, IT roles and responsibilities.
Interviews were carried out to help analyse the current state of the IT function alongside a documentation review (including organisation charts, current operating model, IT objectives, vision and strategy). PTS interviewed all business and IT stakeholders to gain a complete view of IT in the organisation.
In addition, PTS used a component based model to allow both quantitative and qualitative analysis to be applied consistently. The data for the model was captured through the distribution of an analysis tool to the IT staff. The model was used to layer in information on cost, FTE and capability to support the identification of a range of improvement opportunities and understand where there may be gaps
in resource. The process model, alongside the interviews, allowed PTS to develop a holistic current state capability, process and costs view which, when compared with the target organisation capability structure, allowed PTS to analyse and identify opportunities for optimisation.
Following the current state assessment, PTS undertook a gap analysis for the Client’s IT function. PTS assessed the Client’s IT expenditure to understand where the majority of money was being spent. This was broken down into range of areas including Capex versus Opex, and staff costs per process, and IT spend as a percentage of revenue and per company employee to benchmark the Client’s IT spend against industry standards. Finally, PTS identified where the Client’s current state was positioned on PTS’s best practice IT maturity model and where its desired state would be across strategy, structure, process, people and technology. PTS provided the Client with a current state assessment and gap analysis report from which the organisation could decide upon the next steps to take.
The gap analysis was effective in helping the Client identify a number of key areas for improvement within the strategy, structure, process, people, technology and data. When mapped on to PTS’s best practice IT maturity model, the results showed the progress required in order to reach the Client’s desired state. This is helping the Client to create an IT function where:
- IT strategy is an integral component of business strategy
- Organisational structure is proactively designed
- Continuous process improvements take place
- Technology architecture encompasses all components of service delivery
- A flexible resourcing model is adopted and enhanced with continuous learning and insight from an external expert
PTS provided a highly visual representation of the Client’s capability gaps across the IT functions of strategy and architecture; management; quality, security and compliance; administration; change; and operations. This was supplemented by a breakdown of effort and total staff cost across each IT function.
For the first time, the Client was able to see each the capability of each area of the IT function, time spent on specific IT activities and the cost to the organisation. These metrics also helped clearly identify deficiencies in resource management that would need resolving in order to achieve greater efficiencies.
PTS was also able to calculate and present the Client’s full IT Capex and Opex spend. The analysis and benchmarking of this information helped the Client enhance its understanding of various industry dynamics. Comparing the Client’s metrics against industry benchmarks highlighted areas in need of cost-cutting and efficiency gains.
Overall, the Client was given a holistic view of its current IT function through a qualitative and quantitative lens. Addressing the identified gaps will help resolve its IT quality and service issues in addition to dramatically improving the organisation’s levels of efficiency as a whole.