Resolution8 has worked with clients to create great outcomes based on independent input and sound process. Read about some of the projects we have helped deliver.
CooperAitken is a leading provincial accountancy practice, providing professional services in the greater Waikato region. Established since 1914, they currently they have 3 branches, 6 Directors, 4 Associates over 20 Chartered Accountants and a total team in excess of 100 members.
Long term relationships have been developed with their very loyal client base. The majority of clients being small to medium sized entities with a strong association in the agricultural/rural sector.
CooperAitken are members of the Chartered Accountants Australia and New Zealand.
The CooperAitken team had a long list of challenges around their software solutions. These issues were due to the age of the core solution and the fact that some areas were no longer supported by its software developer. However much of issues were due to the lack of integration between systems.
CooperAitken was delivering high-quality products in spite of these limitations, however these limitations meant they have had to work harder to ensure that quality. This added time to their process and increased their costs, reduced staff satisfaction and their sense of productivity.
How we helped.
Resolution8 team engaged with CooperAitken to build a clear view of what any future system would need to be capable of. This process involved workshops with key staff, mapping processes, current issues and considering how CooperAitken wanted to operate in the future.
From there we work with them to identify suitable software vendors and issued an RFI with this information. The goal of the RFI was to identify two vendors that could meet the needs outlined.
Once identified a more detailed RFP process was started. A set of scenarios were issued and followed by structured workshops where they broke those down and presented there software to key staff at CooperAitken, Staff were asked to complete evaluation sheets and ask questions of the vendors.
Once the workshops were complete the vendors provided their final proposal and a decision was made.
This process ensured ownership by staff as there were all directly involved in the solution selection, it also leveraged staff business knowledge to ensure the selected solution was capable of meeting their needs.
The Hospice Team provide palliative care to Patients throughout the Waikato district. Their services are provided in the community and on premise by around 100 staff and many more volunteers based at Hospice Shops around the Waikato.
They have grown significantly in recent times, however their IT solutions were not keeping pace.
Hospice needed to address several identified issues in their infrastructure and find a managed services partner to take them forward with their different initiatives.
What's more they needs a strategic partner that could help them build coherent, value added systems that would continue to their service delivery,
How we helped.
The Resolution8 team needed to structure the engagement to meet Hospices budget and so we got a little bit innovative.
Normally we would drive an IT strategy process to help frame the requirements for any managed service provider, however in this case that wasn't possible. To address this need we structured the RFP to test the vendors on their ability to create a strategy for Hospice. So, rather than it being a commodity question (how much for these services and devices) we also included, where would you take Hospice and why?
The vendors that did the best demonstrated a drive to understand the business as well as technical needs.
Our team documented the current technology state and created a RFP documentation to elicit strategic responses. To ensure each vendor had the opportunity to demonstrate their abilities we requested an initial proposal and then invited each vendor to a workshop where they could ask additional questions of Hospice; to ensure they had the information they needed to provide a suitable proposal.
Having completed their workshop the vendors could then revise their proposal and resubmit them to Hospice for review.
Our technical team reviewed each proposal, scoring them. Our financial analyst broke each proposal down to provide a more "apples to apples" comparison and we worked with Hospice carefully select the top three candidates.
A final presentation was made by each allowing for a decision to be made as to who would be the last two vendors. This was made possible due to Resolution8's experience in vendor engagement, knowing the market and a structured process.
The last part of the process was to assess cultural fit of the vendors to Hospice themselves. This led to the final vendor selection and Resolution8 providing oversight of the initial contract negotiations.
Pinnacle Midlands Health Network.