University of Essex

A leading education establishment renowned for its ground-breaking research, covering health through to politics.

Creating sustainable content management through SharePoint 2013 migration.

CHALLENGE

The university wanted to implement a scalable and sustainable platform to store, share, and manage information. The university was using two SharePoint 2007 farms; MyLife intranet and Mysites with EDRM (Electronic Document and Records Management) for enrolment and records. The EDRM farm was becoming unmanageable and the SharePoint 2007 platform was out of date with Microsoft ending its support of the platform. The migration represented a major challenge to the University with over 700 gigabytes of data and a number of complex workflows needing to be transferred across to the new system. The University turned to Concentra for help.

APPROACH

  • Design and implementation of a customised SP 2013 solution
  • Improved security through refactoring process
  • Simplified and reduced database size without erasing data files
  • Integrated and migrated two SharePoint farms into one
  • Worked alongside internal team to ensure knowledge transfer

RESULTS AND BENEFITS

  • Simplicity
    Consolidating two SharePoint farms into one ensured the solution was simple and easier to maintain. Refactoring activities included the streamlining of workflows for business process, consolidating the code base to eliminate repetition and reuse common components.
  • Security
    Through the refactoring process updated and unified several versions of code in line with best practice. This not only simplified deployment but significantly improved the security aspects of the solution.
  • Sustainability
    Migration to the latest version of SharePoint (SharePoint 2013) delivered maximum value for the client. Consolidating and reducing the size of the original SharePoint farms ensured the new database had a greatly increased capacity and was easier to manage. The system will comfortably support 10,000 people with 2,000 staff using it on a regular basis.

Armstrong

A global leader in the design and manufacture of floors, ceilings and cabinets.

Improving price management with analytics

Challenge

The US Commercial business division wanted to better predict the impact of price changes on sales. The sales force was blaming market specific issues for the need for price reductions, whilst senior management did not have a sustainable, data-driven approach to analysing each micro-market to help make profit-maximising decisions when accounting for price, volume and product mix. 

Approach

  • Applied advanced analytics to help identify leading indicators of price realisation
  • Identified opportunities to improve price realisation at market-level
  • Introduced a methodology and supporting process to manage price exemptions 
  • Developed a suite of dashboards to drive insight and monitor performance

Results and benefits

  • Data consolidation and enhancement
    Consolidated sets of internal data with external benchmarks and indicators to perform insightful analysis. Aggregated data from all the systems in a semi-automated process to shift effort from data manipulation to analysis.
  • Market modelling
    Macro-economic and regional indicators were used to help understand the impact of external variables on price uplift, realisation, volume, and market share changes. The market model showed how elasticity (and uncertainty) relates to the interaction between price, volume and market share changes, resulting in the implementation of price increase for individual SKUs across the region.
  • Process Improvement
    Created a new, standardised workflow for price exemptions and built a model to automatically perform the analysis necessary to make the decision to grant a discount or not. Identified KPIs for pricing and built interactive dashboards for on-going monitoring of market performance. Providing insightful analysis and reporting in the hands of decision makers.

GSMA

A membership organisation that represents the interests of mobile operators worldwide.

A global collaboration portal for the mobile industry.

Challenge

A core part of GSMA's proposition to its members is its extranet platform, called InfoCentre - a portal where over 20,000 users from around the world network with their peers and collaborate on industry wide initiatives and projects. The original InfoCentre was built 15 years ago in Oracle and Perl and was in need of a major overhaul. The system was seen as cumbersome, inefficient and didn't provide any of the rich collaboration tools, document management workflows or social features that enhance interaction.

Approach

  • Supporting the programme through analysis, design, build, implementation and support phases
  • Integrating SharePoint and bespoke components to provide the best of both worlds
  • Implementing innovative security, workflow, and document management enhancements
  • Managing the transition of 100,000 documents and 20,000 users from 1,100 organisations

Results and benefits

  • Home page feed provides immediate engagement with tailored relevant information
  • Comprehensive search makes it easier to find people and documents
  • One version of the truth means users can rely on the information they receive first time
  • User ownership means less administrative effort and better, fresher content
  • Automated processes reduce compliance risk and minimise manual effort

LeasePlan UK

A leading supplier of corporate vehicles.

Enabling strategy though Cost to Serve Analytics.

Challenge

To understand its Cost to Serve, LeasePlan UK knew it would need to map what activities were being carried out for which customers. But the data was incomplete. Activities had previously been documented by some staff, but not all. A few costs could be connected to particular clients - client-specific IT projects, for example. Most costs, however, were not attributed, and had to be split per vehicle across clients.

Approach

  • Strong foundation of data on people-costs, agreed with the Finance team
  • Detailed face-to-face mapping of processes and linking to people
  • Detailed costings based on volumes of work coming from each customer segment
  • Clear view of People cost, Process cost, Customer segment cost
  • A linking process and tool left that stays live and can be refreshed by the business

Results and benefits

  • Clear identification of costly processes that could be addressed
  • Clear view of costs of any 'added extras' promised in the sales process
  • Full HR analytics possible in terms of staff effectiveness, tenure and make-up
  • Internal expert trained up and involved throughout the project
  • Integration with segmental pricing model
  • Hand-over included 'validating' model with all key stakeholders to build buy-in

RS Components

A global logistics company

Empowering Global HR Operations through Data Integration and HR Analytics.

Challenge

RS Components had their personnel data fragmented across 47 sources in 29 countries held in multiple systems ranging from SAP to standalone Excel spreadsheets. People questions could only be answered with significant analytical effort often led by Finance rather than HR - e.g. headcount by country, function, and department.The HR team also wanted to move from transactional HR services to proactive business analysis through data-driven insights - connecting people drivers to business outcomes.

Approach

  • Defining target insights and manage data challenges
  • Using OrgVue to consolidate and cleanse data
  • Automating HR analytics in OrgVue
  • Empowering HR teams and leadership to own data and deliver HR Analytics in OrgVue
  • Instilling data governance to make benefits sustainable

Results and benefits

  • The business has saved significant cost from analytical effort which previously required several months of effort to answer questions (e.g. headcount, diversity) that are now answered instantly
  • The HR team can now identify and manage risks in OrgVue, e.g. identifying over-reliance on contractor staff and surfacing potential areas of discrimination
  • OrgVue has been used to drive the Pay Review process which in previous years required several months of effort, now significantly reduced
  • The HR team is now making data-driven decisions and empowering business areas to make org. design choices, e.g. using the HR cost view which is more granular than finance can offer
  • The HR team has taken back its leadership role in people analytics (a role previously being fulfilled by Finance)
  • There has been a significant increase in HR data presented to and reviewed at the Executive and Board levels

NHS Education for Scotland

NHS Scotland's education and training body

Cost benefit analysis to support the provision of AAC services.

Challenge

NHS Education for Scotland (NES) approached the Royal College of Speech and Language Therapists (RCSLT) with a request to develop cost benefit models for the provision of Augmentative and Alternative Communication (AAC) support in Scotland.

Approach

  • Looking for empirical data describing the impact of AAC interventions, and the cost of providing those interventions
  • Conducting a Rapid Evidence Assessment (REA) of peer-reviewed academic publications and other sources
  • Developing two cost benefit models
  • Working in partnership with RTK Ltd

Results and benefits

  • The modelling for NES showed that for the whole of Scotland every pound spent on the provision of AAC support to autistic patients produces net benefits valued at £1.79
  • The provision of AAC support to cerebral palsy patients showed that every pound spent produces benefits valued at £1.23

South London and Maudsley NHS Foundation Trust

UK's largest mental health trust

Putting patients in control of health data.

Challenge

South London and Maudsley NHS Foundation Trust (SLaM) is the UK's largest mental health trust. SLaM has launched a pioneering service called myhealthlocker™ which allows patients access to and control over their health information. It allows control over health information and access care plans to track how service users are feeling, access resources and tips on staying well and manage your health and wellbeing.

Approach

  • Developing the functionality to integrate patient-related health data held on GP systems with HealthVault
  • Linking with InstantPHR to display information from GP systems on the clinical and patient portal
  • Working in accordance with the ITK to transfer information between EMIS LV and Microsoft HealthVault
  • Delivering two ITK certified components to deliver messages in accordance with HL7 Clinical Documentation

Results and benefits

  • myhealthlocker™ is the only connected patient/provider care management portal specifically for mental health
  • Demonstrates joint working with patients, clinicians, health care providers and the Department of Health coupled with a depth of consumer usability in health applications
  • Clinical and patient user groups have been very complimentary and satisfied with the features, capabilities and usability

The Private Equity Foundation

A non-profit organisation that works with charities to improve young people's lives

Delivering a cost effective reporting solution.

Challenge

The Private Equity Foundation (PEF) is a non-profit organisation that works with charities to improve young peoples' lives. A key challenge for PEF was to effectively and efficiently capture relevant information from all the charities it supports, all of whom are located in different places and use an array of management systems.

Approach

  • Defining reporting needs and process for capturing the charities information
  • Designing a pragmatic solution with the appropriate tools
  • Developing a database structure and interactive reporting dashboards for financial and operational management
  • Enabling PEF to easily share personalised data reports with member charities

Results and benefits

  • Allows for a single source for financial, operational and charity support reporting, improving data availability and quality
  • Provides a comprehensive snapshot of charity performance that is easy to understand
  • Tracks organisational performance against budgets and the factors that are driving financial trends
  • Enables data analytics and outcomes management in a single, easy to use package
  • Reduced the data collection and report generation time by more than 50%

Roche

Global pharmaceutical and diagnostics company

Increasing compliance and productivity for core sales and marketing processes.

Challenge

In the UK, the relationship between Health Care Professionals (HCPs) and pharmaceutical companies is governed by guidelines set out by the ABPI, the trade association of companies producing prescription medicines. These guidelines are regularly reviewed, and Roche amends its procedures and approval policies accordingly. This ensures that company representatives maintain compliant behaviour when conducting promotional activity and that detail records are kept.

Roche wanted to improve existing processes and systems to foster smooth professional relationships. Representatives were finding the new rules and regulations increasingly complicated to manage whilst HCPs were expressing frustration that the process for gaining funding was slower.

Approach

  • Defining 'to be' processes that would drive compliance to regulations and would also be workable for the field team
  • Designing an online workflow solution to support the new processes and automate decision-making
  • Executing a change and adoption management plan to roll out the new solution system across the organisation

Results and benefits

  • Successful introduction and roll out - a survey 3 month post launch showed adoption was 100% with a positive satisfaction level >80%
  • The number of meetings has increased significantly
  • The time employees need to spend on process has reduced - in some cases by 30%
  • The levels of employee and customer satisfaction have both risen

Monitor

Independent Regulator of Foundation Trusts

Improving decision making and productivity through effective knowledge management.

Challenge

Monitor, Independent Regulator of Foundation Trusts was established in January 2004 to authorise and regulate NHS foundation trusts. Monitor's role is now expanding under the new Health and Social Care Act and as it grows in size and scope three major knowledge and information challenges arise:

  • The increasing quantity of information
  • The need to make the right decisions supported by a strong evidence base
  • The need for greater efficiency and productivity

Approach

  • Migrating the existing SharePoint 2007 'connect2' platform to SharePoint 2010 and integrating it with Monitor's Dynamics CRM system
  • Developing a bespoke Microsoft SharePoint 2010 solution
  • Creating dashboards using data from warehouse and CRM
  • Designing a workflow that supports information capture from NHS trusts and the import into the warehouse

Results and benefits

  • 10% productivity improvement in the monitoring process and a faster response to FOI requests
  • Information is easily found, trusted, shared and retained with a reduced risk of making inappropriate or untimely regulatory decisions
  • Internal communications are more timely and richer
  • New joiners are more informed and able to get up to speed more quickly

Fairbridge

Charity that supports young people

Creating a virtuous circle of improvement.

Challenge

Fairbridge helped 4,000 young people last year take their first step from the brink. The charity is keen to do more but funding has never been harder to find. To attract government funding and to attract other donors, Fairbridge needed to demonstrate the impact and value of its work but this was hard due to:

  • Poor consistency in capturing and tracking data as each of the 15 branches had a separate database
  • Varying reporting needs from stakeholders that led to disproportionate amount of time spent generating reports
  • Dependency risk as there was only one person capable of providing maintenance and support

Approach

  • Providing a single, consistent and integrated web based system across the organisation
  • Allowing the measurement of both 'soft' and 'hard' outcomes from the support Fairbridge delivers
  • Empowering end users to efficiently generate existing new reports

Results and Benefits

  • Reduced administrative workload
  • Tracking of the effectiveness of programmes - maintaining/improving the quality of support
  • Demonstrating the value Fairbridge brings to the donors and stakeholders
  • Secured additional funds from a key donor

Sure Start Children's Centres

Provider of integrated services for young children and their families

Outcomes-based procurement.

Challenge

The Government is chasing value for money by changing the way services for young people and families are commissioned: outcomes-based procurement, contracting on the basis of the impact services have on users. To monitor outcome improvements, Sure Start Children's Centres had to:

  • Have a set of measures that define families in greatest need
  • Be able to collect and collate data on those measures efficiently and effectively
  • Determine the distribution of families in greatest across Children centre catchment areas
  • Present key data to stakeholders to inform local strategic objectives
  • Have robust data as evidence of progress towards outcomes

Approach

  • Developing definitions of school readiness and families in greatest need based upon the requirement of local authority commissioning officers
  • Collating local data across key sectors including health, education, criminal justice, employment, housing and children's services
  • Implementing a low cost and flexible data warehouse to store and update key data from stakeholders
  • Creating a performance dashboard capable of pulling key information in a format readily accessible by users

Results and benefits

  • All relevant local information in one data warehouse
  • Easy production of summary statistics for local Children's Centres, Local Authority policy leads and elected members
  • Evidence to drive local strategic priorities for Children's Centres
  • Capacity to monitor outcomes that will trigger payments to Local Authorities

The Royal Sun Alliance

Multinational general insurance company

Planning the future with organisational design.

Challenge

RSA's global portfolio of business projects creates a strong demand on HR to enhance and accelerate the design of fit-for-purpose organisation structures. RSA needed a tool that could:

  • Extract meaningful insight from data
  • Create sophisticated reporting
  • Work through different scenarios and understand the impact

Approach

RSA chose OrgVue because of its powerful feature such as:

  • Compatibility with existing management tools
  • Dynamic visual reports
  • Reports that are easy to create and understand

Results and benefits

  • Reports that are easier to create and 'digest'
  • Information are pulled in minutes instead of weeks

Wakefield Council

OrgVue: HR analytics and org design

How can you visualise rapid changes in your organisation? How can you keep up in an environment where organisation charts are out of date immediately after they are made?

Challenge

Wakefield is facing a set of tough challenges. The council is tasked with making savings of £67 million over 4 years and needs to reduce the headcount of senior managers by 28%. To meet these challenges, a change was required in the size and shape of the council and Wakefield needed a way to change, analyse and support organisation design.

Approach

  • Delivering tailored data and reports
  • Making visualisation of data easy and in real time
  • Implementing an effective and efficient change management and organisation redesign
  • Providing a self-service model - saving time and promoting employee engagement

Results and benefits

  • Visualisation of the changes in the organisation
  • Better understanding and management of staff
  • Reduced time needed to produce charts and models
  • Easier tailoring of data and reports
  • HR Business Partners are now available to work alongside managers to analyse all aspects of services

Cancer Commissioning Toolkit

Software tool to improve cancer treatment

The Cancer Commissioning Toolkit (CCT) will help drive up the quality of cancer care on a national basis.

Challenge

The NHS is dedicated to achieving the Government's target of reducing the death by cancer in people under 75. That's no easy task. Cancer is a major health issue in the UK; one in three people will be diagnosed with the disease in their lifetime, and one in four will die of it.

As part of the NHS' original Cancer Plan (2000), a series of cancer 'networks' were set up across England. A cancer network brings together local Primary Care Trusts, in order that commissioning of cancer services may be coordinated across a wider geographical area, as well cancer specialists, health professionals and senior managers involved in the care of cancer patients and their families, therefore enabling a dialogue between commissioners and providers to take place. A network's mission is to achieve better quality treatment and care for cancer patients.

Now these cancer networks have a vital new tool in their mission to develop better ways to fight the disease. The Cancer Commissioning Toolkit (CCT) helps NHS managers, specialists in public health, senior staff within networks and clinicians develop better cancer-fighting strategies at a local level, based on national data and standards.

Approach

  • Creating an intuitive user friendly web-based tool
  • Designing the toolkit around the patient's pathway or journey through the treatment
  • Centralising all the information needed in one place
  • Securing that data is accessible via a level of detail hierarchies
  • Running a number of formal training sessions and roll out events

Results and benefits

  • Improved the decision making abilities of the NHS' cancer specialists
  • Brought together commissioning expertise through the guidance contained in the Toolkit
  • High-performing organisations are highlighted, supporting the sharing of best practice nationally

C-PORT

NHS web-based planning tool aids cancer treatment on national level

The NHS is taking a big step towards standardizing their evaluation of the impact new drugs make, planning their resources, and swiftly adapting clinical practices.

Challenge

The speedy treatment of cancer is a major objective of the NHS, with the effective delivery of chemotherapy a key plank in that strategy. But when a major 2004 governmental review found imbalances in what drugs were made available to clinicians across different locales in England, and what the adoption of new drugs was slower in the UK than in the rest of Europe, clearly action needed to be taken.

Approach

  • Developing a web-based simulator which is accessible from any web-browser
  • Creating a complex simulation logic written in the T-SQL programming language on top of a Microsoft SQL Server database
  • Hosting the solution centrally making it easier to maintain

Results and benefits

  • Changes to therapies are much more accurate
  • Patients are getting shorter waiting lines on their chemotherapy treatment days
  • The Government is getting better visibility on resources and a better understanding of variations in drug usage and clinical practices

R-PORT

Concentra helps build R-PORT, a key tool for improved UK radiotherapy treatment for cancer

The National Radiotherapy Capacity Planning Tool (R-PORT) is the response of the National Cancer Action Team (NCAT) to radiotherapy service improvement and robust scenario and business planning.

Challenge

Across England, Hospital Trusts and other parts of the NHS involved in the delivery of radiotherapy as a treatment for cancer have been struggling to model the optimal use of their resources to meet patient demand and National standards in radiotherapy provision.

Such questions as, what would happen if I install another specialised machine 'a linear accelerator' or 'am I making the best use of the skills and time of my oncologists, physicist or therapeutic radiographers' have been extremely difficult to answer.

Approach

  • Working in collaboration with three NHS radiotherapy teams and NCAT
  • Building a highly sophisticated tool for service improvement and planning
  • Developing R-PORT on the same platform as C-PORT and CCT

Results and benefits

  • NHS practitioners, administrators and managers can easily investigate patterns and evaluate 'what-ifs'
  • R-PORT answer a variety of high priority questions by testing out the impact of any change in resources

Novo Nordisk

Leading diabetes pharmaceutical company

Novo Nordisk has created a world map letting users drill down to research global and local trends in diabetes.

Challenge

Novo Nordisk is a Danish-headquartered pharmaceutical organisation, the largest in the area of diabetes treatment, offering as it does a wide range of solutions including some of the world's most advanced insulin delivery systems.

Novo Nordisk's vision of a world map that could be drilled down to regional and then individual country level by visitors to dive them a highly-navigable, responsive way to find out what they need to know on the disease and treatment pathways, was delivered by Concentra.

Approach

  • Developing a tool that combines marketing with corporate social responsibility
  • Creating a highly interactive informational resource and sales and marketing tool using Microsoft .NET technology

Results and benefits

The map was so successful that it has been incorporated into Novo Nordisk's marketing and education mix.