Food Standards Agency
Mobilising the FSA’s multi-supplier strategy
The Food Standards Agency (FSA) is a non-ministerial government department responsible for protecting public health in relation to food in England, Wales and Northern Ireland.
The FSA was spending £3.5 million each year on a single source model for its ICT managed services and a further £1 million each year on its other contracts and licences.
Rapidly evolving business demands proved this model to be inflexible and costly in meeting changing business objectives and it was preventing the FSA from taking advantage of new technologies.
We found that the existing single-source arrangement for ICT was ‘of its time’ and that the existing contract had not been let optimally. Static, rather than dynamic, it had led to the existence of technical debt and current user needs not being met.
In-line with Government policy, we helped the FSA design and mobilise a strategy to bring control of its ICT management back in-house and move to a multi-source model in to facilitate the adoption of a more flexible, responsive, innovative and better value supply chain.
This work informed the initiation of a Continuous Service Management Improvement programme based on ITIL principles, moving the FSA from a focus on providing technology, to one that provides services using technology, support its commercial objectives and ultimately, the public.
Rainmaker leveraged its own strategic partnerships to design and build an FSA-configured strategic enterprise IT Service Management toolset, underpinned by Service Now.
“Rainmaker are very good at working out loud and transferring knowledge to the FSA team.”
Head of Openness, Data & Digital . FSA
Smooth transition to new operating model.
Undergone a cultural transformation.
Cost savings of 40%
Rainmaker kicked-off by running a three-month discovery exercise to help clarify the Council’s vision and translate it into a delivery model, validated by user research, that leveraged market opportunities, as well as accommodating the risks involved.
In week one, we completed an audit of existing Discovery work. We agreed governance, confirmed working practices, built out a skeleton of the final deliverables and baselined a plan to make it happen.
Hackney is changing fast. The pace of economic and population growth, Hackney’s booming popularity as a visitor destination, house price acceleration, the shifting demographic, the rising pressure on local infrastructure and services; all these things are moving rapidly.