Presbyterian: CodeBlue IT outsourcing driven by Govt strategy
- 03 October, 2014 05:00
A decision by Presbyterian Support Northern to outsource its IT requirements to CodeBlue was driven in part by Government strategy to structure tenders for services across the not-for-profit sector in a way that encourages consolidation among service providers.
“The Government is getting more value from social spending by directing more funding to organisations it can trust,” says Grant Chalmers, General Manager, Presbyterian Services Northern Finance and Information.
“We were always a large and financially sound organisation," he says. "The Government tendering strategy has given us more work and funding because we have earned trust by delivering high quality services over a long period."
The organisation has no internal IT capability. Chalmers says it decided to move the business, which had been outsourced to another provider for the past decade, to CodeBlue.
“We were in need of a strategic element beyond straight outsourcing, having someone to advise on trends that would stop us investing in redundant technology," he adds.
CodeBlue is now supporting 300 Presbyterian Support Northern staff, managing a network that spans 18 locations from Taupo to Whangarei - the staff can get help with any issue in the working day.
“A staff member may have an actual problem or just be concerned about something – whatever it is, they contact CodeBlue to resolve it,” Chalmers says.
CodeBlue is providing a full fixed-price service level agreement, taking four weeks to fully transition from the previous service provider, using CodeBlue's proprietary service desk knowledge base, Stella.
Chalmers describes the Virtual CIO service as of great strategic importance. “Technology is increasingly important to the way we operate," he adds. "Having a Virtual CIO is an ideal way to access the knowledge we need.
"Five years ago, I paid an external consultant to develop a strategic technology plan for us. So much as changed since then.
"It's obvious that paying an outsider to lead our technology planning every five years is not ideal.
“The prospect of having an everyday business partner to work with us to keep our technology planning alive and vital was compelling."