Penrith City Council wanted to ensure it was ready to seize the opportunity of Microsoft 365 (M365) Copilot while avoiding unnecessary risk.
The council wanted to plan effectively for adoption of a key emerging technology and partnered with Data#3 as a trusted partner with direct experience using M365 Copilot.
We have gathered insightful information about the potential benefits of AI, which will help us enhance the services we provide to the local community.
Jane Howard – Chief Information Officer, Penrith City Council.
Nestled between Sydney and the Blue Mountains, Penrith City Council is responsible for an area characterised by spectacular natural beauty and a buzzing arts, culture, and entertainment scene. The council supports a diverse community, providing a range of services that makes Penrith a great place to live and visit.
The council wanted to assess the potential of Microsoft 365 (M365) Copilot as a key emerging new technology to enable greater efficiency and service delivery. It was important to understand potential value as well as any risk involved.
The arrival of the highly anticipated M365 Copilot technology is set to revolutionise workplaces, putting enterprise-level artificial intelligence (AI) in the hands of employees. For Penrith City Council, Chief Information Officer, Jane Howard, it was important to understand how best council could leverage the advantages while ensuring proper data governance in this evolving landscape.
“Since this is a new and evolving technology, it’s still quite immature. As local government, we need to see tangible benefits from purchasing licenses by having the software demonstrate clear advantages.”
“There has been a lot of media around generative AI, and people have questioned how will it fit from an organisational perspective? Will it replace me in my role? Where does it fit into day-to-day operations and how it fits in the organisation and adding value means we need to understand the overall business case.”
In an organisation that provides such a broad range of services, ranging from libraries and recreation to waste management and building permits, it is unsurprising that staff roles are diverse. It made sense to Howard that approaching the introduction of Copilot would require a deep dive into the different ways employees’ roles could benefit.
“There are many types of workers in local government, and not everyone sits in front of a PC all day. We have children’s services, waste management, and people hard at work maintaining our outdoor areas. We have to know where it is showing value, because it might not be useful for everyone, and we need to invest where people will make use of this and benefit.”
M365 Copilot uses the Semantic index, which indexes every file that a user has access to in M365 the results available for Copilot to query. If a user unknowingly has access to sensitive information, Copilot may return a result that leverages that information, inadvertently raising risk.
If users are unaware of the implications of the sensitive nature of their results, they may inadvertently share further. It is, then, essential that organisations review their data governance situation to ensure permissions are correct and to prevent over-sharing.
“In local government, while some of our information is available publicly, we do have much data, like any organisation, that we must keep safe. We also need to keep our employees safe and not expose them to a situation where they have access to information that they shouldn’t.”
While managing risks is vital, the potential for boosted efficiency is significant. Any technology that enables staff to stretch the budget further represents the chance to enhance services and do more for the local population.
“Our other challenge is taking full advantage of the opportunity. We want to make use of new tools and technologies that could help us be more efficient, and focus on adding value for customers without spending that does not add value. We have to make sure the decision is right.”
One challenge of a very new technology is finding help from a partner with first-hand experience. Penrith City Council chose to seek guidance from Data#3, who have hands-on proficiency thanks to being one of the rare few organisations in Australia to take part in the Copilot for M365 Early Access Program (EAP).
“We were looking at our data and making sure we understood its location and accessibility, and wanted to engage with an organisation that could help. Data#3 have had experience with Copilot themselves, so they can share their own experiences with us.”
Focusing on the areas of information governance, organisational change management, and platform, Data#3’s M365 Copilot Readiness Assessment helps businesses understand their current situation and prepare their people and data to get the most from Copilot.
The Data#3 team conducted analysis of Penrith City Council’s M365 tenant, giving the council valuable insights into their data-sharing practices, and recommending best-practice steps to mitigate risk. Experts connected directly to the council’s M365 tenant to perform a technical analysis and led a series of six workshops, then created a readiness report, roadmap, and recommended next steps.
“The Project team is a collaboration between the ICT and the Information Management teams who are leading this initiative; and participated in the Data#3 Readiness Assessment. They thought it was really well structured. The flow from where we started at introduction to where we ended up; with a final report – took us on a journey that gave us a good grounding and an understanding of what Copilot is, what we could do in the organisation, and how to prepare for our pilot program. We’re very happy with how the workshops were presented and we gained valuable knowledge throughout.”
“Each workshop covered different aspects, an introduction, the technology architecture, our data assessment and a key workshop ensuring we understood any potential issues around sensitive data. We looked at the results around data accessibility permissions, then the users themselves, assigning different ‘personas’ around the potential way Copilot could be used. Other workshops also covered how the tool operates, opportunities around use cases, how this technology would be implemented in our environment and the configuration we would need to do.”
While the council runs a tight ship in terms of data governance, they said that due diligence is especially important when introducing generative AI. While they were pleased that the workshops did not uncover any major surprises, it was good to go into the pilot program with greater certainty.
“Our Information Management team is very astute at protecting our data assets, and we are mindful of how data is stored and structured. The workshop was useful in making us even more aware of what data we should mark sensitive.”
“Because ICT are new to the technology ourselves, working with an experienced team was helpful. We have used free tools like ChatGPT but we were interested to see how Copilot would work in our organisation with our data to give the most value. We also purchased a few licences in advance of our pilot, so the Project Team can see how it could work.”
It has been a fascinating experience for the Project Team, who have been keen to put Copilot through its paces. They said it has been “very interesting” to see how people respond when getting a glimpse of this future.
“We had a large meeting of around 30 people in a hybrid format, and there was an executive assistant in the room taking minutes. After the meeting, I demonstrated to her the minutes and action items Copilot had produced. Her feedback was literally ‘Wow’. This new technology will definitely provide some real advantages for some of our personas!”
“Years ago, we used to take shorthand, then secretaries typed minutes, then we had dictation machines, then PCs, so roles will change, this is just another evolution of the way we work – as Microsoft calls it, a modern workplace.”
They said that the value of effective change management cannot be underestimated. The workshop approach helped with practical recommendations that aligned well with the council’s way of working. The group went out to ask Heads of Department to nominate team members to be involved in the pilot and said that they were “very excited” at the opportunity.
“One of the suggestions of the Readiness Assessment is to set up a Centre of Excellence, with the pilot group engaged in identifying opportunities, sharing ideas, and reporting back on things that didn’t work or worked well. They will become Copilot champions throughout the organisation if and when we decide to move this forward in the organisation.”
“Data#3 will play a part in that team, in that when we need something escalated, they can assist us with advice. We can also channel new M365 functionality around modern workplaces into that group.”
Do the Readiness Assessment and look at the underlying architecture: this will help you to understand what it means to your organisation.
Jane Howard – Chief Information Officer, Penrith City Council.
The introduction of Copilot represents an extraordinary opportunity to work more efficiently and, in the case of Penrith City Council, to enable employee focus on providing the exceptional services the community needs.
“Penrith is a growing council, with a population expected to grow 31% by 2036. Therefore we have to look at the ways we work and make ourselves more efficient.”
“It is not just about growth of resident numbers; we have the new Nancy Bird Airport in construction close by, and the Penrith area is a great destination to visit, we’re on the river and close to the mountains, so we will be welcoming more guests, too. We’re looking at ways to work smarter and more efficiently to give everyone the best we have to offer.”
After working through this initial phase, Howard’s advice is that organisations seek experienced help to embark on structured planning.
“Do the Readiness Assessment and look at the underlying architecture: this will help you to understand what it means to your organisation. If you just deployed the licences, it would be quite lacking. You need to build the hype internally, balance what is in the media, too, and set a perspective for your organisation. People will be innovative when they have the tools available.”
“Also to mention that we have been supported by Microsoft, and we were able to use our Technology Innovation Fund via Data#3. Between our vendor partner Data#3, Microsoft, and our own internal learnings, the Readiness Assessment has been a success.”
Is your organisation ready to deploy Copilot for M365? Do you fully understand how turning on AI technology like this will impact your M365 environment? We’re here to help you prepare for Copilot for M365 deployment through interactive workshops and data-driven insights.
Contact our team of specialists to get your team ready for Copilot.
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John Paul College, a school in South East Queensland, recently conducted a comprehensive review to better understand the needs of its staff and students. The findings highlighted a need for enhanced digital capabilities, world-facing cameras for STEM, and increased computing power to support new learning streams.
In partnership with Data#3, John Paul College utilised Data#3’s Device as a Service to equip the school with the multi-feature HP ProBook, specifically designed to support its growing curriculum requirements. The integration of this new technology into classrooms has since enabled students at John Paul College to work more efficiently and fully embrace the digital classroom.
“By adopting the latest HP devices, we are ensuring that our students and staff have access to the best tools available, supporting our goal of being a leader in digital learning and innovation,” said Nicholas Burton, Network and Systems Manager at John Paul College.
In this video, discover how John Paul College has incorporated multi-feature HP devices and Microsoft Intune to empower and enhance student learning.
With over three decades of expertise in the Education industry, Data#3 is well equipped to provide educational clients with the tools they need for success, offering a range of cutting-edge technology services and solutions that enhance and empower classroom learning. Through this approach, Data#3 enables schools to create a modern, flexible, and secure digital classroom that fosters greater engagement, productivity, and innovation in the learning process.
Glencore Technology wanted to migrate their CRM system to Microsoft Dynamics 365 (D365) in the power platform to leverage greater integration, automation and reporting across business platforms.
To maximise the potential of D365, Glencore Technology sought the guidance of an experienced partner. After considering multiple options, they chose to work with Data#3 due to their excellent longstanding relationship and confidence in meeting high delivery standards.
We enjoyed the end-to-end process from inception to delivery and seeing it come alive. Every sprint review was exciting as the concept came to fruition in front of our eyes.
Jo Hardie – Senior Business Analyst, Glencore Technology
Glencore Technology has been marketing technology in the metals and mineral processing industries for almost 40 years. With expertise spanning process and equipment design, detailed engineering, equipment supply and operator training, they provide essential services in some of Australia’s most demanding workplaces.
Microsoft Dynamics 365 (D365) was introduced as part of a digital transformation, to modernise IT systems, leverage cloud based Software as a Service (SaaS) applications for greater flexibility and future proof the scalability of solutions and data management for a dynamic business.
Glencore Technology’s sustainability is built on a passion to constantly evolve their products to solve burgeoning problems of valued clients. As an engineering projects organisation, continuous improvement is in all that they do to drive value to the customer throughout the asset lifecycle. When Senior Business Analyst Jo Hardie joined Glencore Technology, a digital transformation program was already underway.
“We had already started the journey to revamp our systems across the entire architecture. A lot of platforms were reaching end of support, and we were facing challenges with our incumbent on-premises systems. Gathering and combining business data from disparate systems was time-consuming, it could take days to pull together data for reporting.”
Among the roadblocks Glencore Technology identified was a CRM product no longer offering the depth of function now available in modern options, unable to sufficiently grow with the business. Microsoft Dynamics 365 and Power Platform were chosen as an alternative that promised a more intelligent and streamlined environment.
“As the business grew, a major drawcard was looking at automating business process between systems and departments, to get out of spreadsheets and email chains and streamline operations,” explained Hardie.
“This would expedite the turnaround time from a request for quotation, to receiving a purchase order and handover to the delivery part of the organisation.”
A key driver for the project was to ensure that valued resources were supported to work efficiently, using their skills and strengths to add value instead of becoming swamped with manual tasks.
It comes down to optimising your people; when everything is manual, the result is high value resources, performing low-value tasks. As an organisation grows, complexity increases, with more people performing tasks that keep operations running but don’t add significant value. We wanted our teams free to focus on high-value tasks so they could drive value to the business and our clients.
The manual processes were, said Hardie, more likely to lead to errors even from the most diligent employees, especially when working across multiple systems in a complex environment. D365 and Power Apps would give the opportunity for more accurate and real-time information, and Hardie knew that access to support and availability of expertise was crucial if Glencore Technology was to make the most of the opportunity.
“There was a preference for us to select a delivery partner within our local time zone . We knew we needed the support to be readily available when needed.”
“Glencore Technology has had a longstanding relationship with Data#3, and as a premium partner of Microsoft – the accolades for Data#3 stand out for themselves. Working with the team is seamless, they are great people, the communication is fantastic at all levels, the delivery of their work and their support is phenomenal, and they have a willingness to help,” explained Hardie.
“Our organisation thrives on long-term partnerships, and with Data#3 there was a lot of alignment.”
The Glencore Technology team was keen to get true value from the D365 and Power Apps investment, and that meant tailoring it to align with the intricacies of the business. The process began with presales engineers closely examining the way the business operated and identifying the best way to proceed.
“We had presales meetings between both organisations to understand the problem and scope, identify any constraints, and discuss the desired outcomes for the project. When I joined, some time had lapsed since the initial project scoping, so it was important to ensure realignment with the team and to reaffirm the core deliverables,” said Hardie.
“Working with the Data#3 Project Manager, we established trust quickly in the project team, collaborating with SMEs on user requirements. Throughout the Software Development Lifecycle , Data#3 gave us guidance and support, in best practice delivery of agile software projects.”
The flexible approach of the Data#3 team and a willingness to work at Glencore Technology’s pace was important, given the organisation was juggling a number of demanding situations while prioritising the needs of clients.
“It was a challenging time for our organisation and the wider industry as we were still experiencing the impact of the pandemic and many of our people were working from home. We went through a fully remote build, rollout, and support. Glencore Technology was moving between offices, and we still managed the rollout with minimal issues.
“It really helped in our ongoing project that we had a technology stack that could be managed fully online, making it easy to support and work remotely. Interruptions during the pandemic delayed our new office fitout, which meant the rollout happened with our workforce working remotely full-time,” explained Hardie.
Despite working in unusual circumstances, Hardie felt the combined Data#3 and Glencore Technology team stepped up to the challenge. The close alignment and collaboration involved reinforced her assertion that a good cultural fit is crucial when choosing a technology partner, and the outcome reflected this.
“We enjoyed the end-to-end process from inception to delivery and seeing it come alive. Every sprint review was exciting as the concept came to fruition in front of our eyes. We have been able to automate a lot of processes, and power apps complimented our journey with Power BI where we are seeing benefits and synergies as we move more of our incumbent products to the Power platform environment. We have more seamless, integrated reporting.”
The experience of introducing D365 and Power Platform has changed the way the Glencore Technology team views its technology ecosystem, and this has helped to guide forward planning.
“Working with leaders in the IT industry, we have noticed a shift in the product trends of the industry. Previously you would buy a product off the shelf and it would have seven years of life before being replaced by another iteration or another product.
“Now, Software as a Service (SaaS) has continual improvement and features added, which is fantastic. It is great for a business like ours because it allows systems to be as adaptable as we need, and to grow and change with our business. It keeps continuity in our systems for employees, so the user interface isn’t changing as often,” said Hardie.
“We can take the approach of selecting software systems with integral alignment to our long term business strategy. It is a winning component of the platforms we have in place for the future.”
While the technology rollout went smoothly despite the challenges faced, Hardie considered user adoption to be the true gauge of success.
“The adoption was good, with minimal disruption to business activities. That was a testament to the Data #3 team that it was a successful project. We seamlessly managed change with 150 users fully online.
With more processes becoming automated, the quality and timeliness of information has been especially notable. Hardie noted that even the most dedicated of staff can make the occasional typo, and human error is inevitably a factor when tasks are performed manually.
“Data cleanliness is a priority; when people had manual tasks in Microsoft Excel, there was greater potential for error. Now we have more automation, more checks in place to validate our data. The data integrity aspect is second to none, and reducing manual handling errors is so important. We avoid unnecessary double handling of work by pushing data between systems. We now have in real time reporting, we can track changes as they happen, which is invaluable.”
As Hardie’s team and the company’s growing user base gain in confidence, they continue to find ways to capitalise on the new environment.
“We’re receiving feedback that the tools are delivering productivity improvements and that positive impact provides intrinsic value for me. With change there is always some resistance but moving teams through these teething issues to full integration with the system that is the biggest success. It is easy to enjoy the process when you’re working with good people who are passionate about their work, it’s been a fantastic relationship with the Data #3 team.”
Throughout the Software Development Lifecycle , Data#3 gave us guidance and support, in best practice delivery of agile software projects.
Jo Hardie – Senior Business Analyst, Glencore Technology
While the streamlined processes and fast, accurate access to information have been well received, there has also been a profound effect on Glencore Technology’s ability to adapt to an ever-changing business landscape.
“This makes us so much more agile as a business. It frees people’s time from pulling together reports, spending more time on adding value for our clients and our strategic focus,” said Hardie.
Glencore Technology has already been building on the success, finding new ways to automate processes and free up time. The relationship with Data#3 has continued, and Hardie said that she feels reassured to know support is available when needed.
“Their strength is that they openly communicate with customers. Communication is 90% of the battle, and there were no issues in that area, they were ready to help at all levels of the organisation. Whether the support team or the senior leadership, we knew we could reach out and get professional advice. They have been generous with knowledge sharing in the space around emerging topics like AI, they always give us a chance to talk things through with technical experts. This ability to call on people with great talent and receive expert advice, is everything.”
While Glencore Technology is a highly regarded expert in its own area of technology, Hardie concluded that it is of utmost importance to focus on core business and introduce specialist partners to support ancillary business functions.
“This area of technology is not our bread and butter, and we don’t always have the right core competencies readily available in-house, so delivery through partners and strategic alliances is very important for us. The IT industry is evolving at such a pace that it’s hard to stay current on emerging trends and technologies, so having experts in this field and being able to get trusted advice is a wonderful part of the relationship with Data#3,” concluded Hardie.
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RSM Australia wanted to make better use of their Microsoft Dynamics 365 investment by aligning it more closely with their business strategy and increasing overall adoption across the organisation.
The relationship between Data#3 and RSM Australia spans more than 15 years, so when they needed additional expertise and trusted advice, it made sense to turn to their preferred Microsoft provider.
We knew we needed additional support to continue delivering the project to the standards we expected but were nervous about finding the right fit. It’s easy to work with Data#3. They aren’t just our provider, they are an extension of our team, and we know we can count on them when we need it.
Helen Carvosso – Director of Marketing, RSM Australia.
Established in 1922, RSM Australia has grown to become a leading player in Australia’s professional services industry. With more than 1,900 staff in 32 offices, RSM Australia provides financial and advisory accounting services, acting as a trusted partner to a wide range of business, government and individual clients.
Having introduced Microsoft Dynamics 365 (D365) previously, RSM Australia was finding underlying structural issues and limited technical resources were creating challenges in adopting its full potential.
Unsurprisingly, much has changed during RSM Australia’s century in business. While the values of friendly expertise and exceptional service have remained the same, the business’s remarkable longevity owes much to a willingness to embrace new opportunities. Director of Marketing Helen Carvosso said that staying ahead in a competitive sector requires an ability to look forward.
“We are currently busy working on our growth plans to 2030 and a strategic focus for us is our digital transformation, where using analytics and automation will be very important moving forward. We have invested heavily in learning about AI and leveraging data for our growth strategy.”
A significant investment to date has centered on Microsoft Dynamics 365 (D365), a portfolio of intelligent business applications that streamlines operational processes and drives greater efficiency. While the capabilities of D365 were thoroughly researched and matched the business’s needs, the roll-out had been problematic.
“We rolled out the D365 instance in January 2023. It wasn’t quite perfect and we knew that at the time, but we wanted people to start using it. The more people that started to use it, the more requests we were expecting and received for improvements, changes or additional features. We also knew there were some structural issues we would need to address down the line.
“Our CRM team didn’t have the technical capability we needed to begin addressing those structural issues – so we were looking for a partner who could act as an advisor, understand what we were trying to achieve, provide options, and help us find the best way forward.”
For RSM Australia, it was especially important that the chosen partner could identify potential implications of each course of action and minimise any impact on users and the wider IT environment.
“Our previous advisors had added fields as we requested, without providing the strategic advice on the impacts of some of these requests. We needed partners who weren’t just ‘yes’ people but could advise, guide, and challenge us to ensure we used best practices to build a future-proof system that would take us forward. We needed to add that additional technical competence and depth to our team.”
With user requests coming in thick and fast, it was clear that the RSM Australia team needed the right processes in place and guidance from a trusted partner. After considering multiple partner options, it seemed to Carvosso there was a logical choice.
“There were downstream implications to any changes, and we needed to understand these. We had a long relationship with Data#3 in other areas of RSM and ‘Microsoft-Land’. That relationship spanned 15 years. The main driver to work with Data#3 on our Dynamics environment was their position as our Microsoft licence provider – they already provided our D365 subscription.
“What I like about the Data#3 team we work with is their empathy and non-judgemental approach. We’re working with an external provider as we don’t have all the answers – and sometimes we don’t know the right questions to ask. They encourage those questions, which helps them understand where I’m coming from too.”
The Data#3 team worked with a proven methodology, and this gave the structure that Carvosso knew was needed. They set about learning in greater depth about RSM’s business and technology eco-system, and understanding what a great outcome would look like.
“It was really very smooth. We set up regular meetings at the start to understand where we were and to roadmap our immediate priorities. We were easily set up on the ticketing system, which was all totally transparent, so we had visibility of where things were at. Now, we have established a regular cadence of meetings to suit business as usual, but when things pop up, the team is there to answer our calls and emails very quickly.”
In that early phase, more than 100 enhancements and changes were scoped out and implemented, positioning RSM to achieve greater benefits from their D365 environment.
“There are a lot of automation pieces here that help us to get work done. We can create workflows and understand the potential implications.”
By digging deeper, Data#3 was able to help RSM better align D365 with the activities of the business, so that staff time could be saved on repetitive tasks and refocused on the customer service they are known for.
“We applied some automation based on principal clients. It used to be extra work for a partner to go in and check a box to say a client now needs tax updates. Now, when a contact changes to client status, that checked box can happen automatically. We have been able to add functionality to apply different rules for clients and contacts with changes triggered automatically, saving manual effort.”
The challenges that RSM faced in the initial D365 rollout had hampered enthusiasm for the product – but this is something Carvosso said had been turned around, with positive results encouraging greater engagement.
“Rolling out new technology and getting people to adopt it can be scary, if not outright off-putting. Now we have support to make it fit for purpose, so it helps people with what they are trying to do in their day-to-day jobs.
“Before we didn’t have the technical expertise to be able to make it work for them. We can now go to the stakeholders and understand their business priorities and make the system work for them, not the other way around,” explained Carvosso.
That expertise doesn’t only come from the Data#3 team. Carvosso’s group was keen to gain skills and confidence in working with D365, so they could handle the more straightforward requests while still calling on Data#3 for more complex changes.
“We learned a lot very quickly from the team. They shared best practices and how they prefer to be briefed – it was a different realm to what we were used to. We learned a lot about best practices for change requests from them,” Carvosso said.
“That has been great as it does help us too, to get a better brief, we know the right questions to ask. The Data#3 team has been helping us upskill, so we can use them for their technical expertise rather than day-to-day actions. It has been an opportunity for us to learn and develop as we continue the relationship.”
With early difficulties unravelled and a faster time from request to completion, the RSM team has observed a change in the way they are perceived by the users they support.
“We have been given the confidence and credibility to go back to our team when they have questions or development requests, and we have a hundred percent certainty that we have a process in place. We pitch it to our change advisory group and come back with solutions. The refined process means we have a hundred percent confidence when we report back to the business.
“Like any new relationship it took time to get to know one another – but when we started to report small wins back to the business, we could see the confidence building among end-users, in the platform and in us,” said Carvosso.
It is not only users who are able to work more effectively now. Carvosso’s team has also had a weight lifted from their shoulders.
“We are spending time better, not stressed about the time we are spending and worrying about having to fix problems. If we are notified of an issue, we put it on the list and know it is being taken care of. We’re able instead to spend our time educating and upskilling people on how to use D365 better rather than having to apologise for what it can’t do. “We have learned from Data#3 how to prioritise requests from inside the business and have a better idea of how much time and effort it will take. We have the confidence to think outside the box now, and before we go to Data#3 we consider if we can fix something internally.”
We have learned from Data#3 how to prioritise requests from inside the business and have a better idea of how much time and effort it will take. We have the confidence to think outside the box now, and before we go to Data#3 we consider if we can fix something internally.
Helen Carvosso – Director of Marketing, RSM Australia.
Part of RSM’s longevity is down to the business focusing on its strengths and understanding where it pays to seek expert help. Working with a partner that complemented RSM’s strengths and shared the same long-term view has been a game-changer for Carvosso.
“Data#3 showed that they very much see it as a long-term partnership, so when they scope something out, they are not creating a rod for their own back by making changes without question. They take time to make sure the outcome will really be what the business needs, even if it is not what we originally asked for – they push back if it is not the right thing.”
For someone that does not come from a technology background, Carvosso found the process unexpectedly enjoyable.
“Their biggest strengths were their patience and expertise. They will invest the time to understand where we are coming from and the challenges we face, they have empathy around that and offered solutions based on their technical expertise. “They had an understanding of us as a professional services firm, an understanding of our language and the nuances. They built a rapport, had a real sense of humour, and made it fun, not scary. It’s easy, they are like an extension of our team, and we know we can count on them.”
International Safety Systems wanted to modernise their IT infrastructure and migrate to the cloud.
As International Safety Systems infrastructure neared end of life, the business sought recommendations from a trusted consultant, and determined that a shift to Microsoft Azure was the right path forward. That advisor joined Data#3 and they recognised that the expertise and culture of their partnership would make a good match.
• Scalable environment
• Exceptional availability
• Built-in backup and disaster recovery functionality
• Improved security
• Fast and cost-effective, making it easier to innovate
• Customer’s data is cloud-hosted, residing in their chosen location
• Streamlined onboarding process
• Access to additional expertise
• Avoidance of capital expenditure (CapEx)
The most outstanding part of the project is the improved reliability. We have had no unscheduled downtime thanks to the way our Data#3 consultant designed the platform.
David Rickward – Commercial Director, International Safety Systems
International Safety Systems (ISS) provides customised safety, quality and risk management solutions to customers around the world, helping them to meet compliance requirements while improving their business resilience.
ISS had been hosting its specialised apps in-house, using a thin client approach to distribute software. As available cloud options matured, ISS recognised the potential to work more efficiently and offer an enhanced service to customers.
The AIRS app from ISS is used to capture and manage safety and quality data for customers in stringently controlled industries, such as defence and aerospace. The small, very busy ISS team helps its customers meet all compliance obligations, reducing risk and operating more safely. Until recently, Commercial Director David Rickward said that managing infrastructure was a way of life.
“We had a traditional model, before Software as a Service was widely available. We hosted our software on our own hardware in a Sydney data centre. In addition to the hosting cost we had all the associated maintenance costs and then every five years, we would have to throw it away and start again, which meant incurring substantial capital costs and add-on services. Whilst it allowed us to distribute AIRS online it was a costly and labour-intensive model.”
That service model required effort from customers, and the cost was amplified by the need for extremely high availability to meet the service levels required by clients.
“We had backup redundancy and disaster recovery servers running. Overall, we were happy with the uptime – however, there were occasional unscheduled outages which required on-premises support, adding more cost,” explained Rickward.
As the time for renewal approached, with cloud options now offering greater maturity, ISS sought advice from a trusted cloud specialist, who learned about the ISS business model and made initial suggestions.
“He was experienced with Microsoft Azure. After we started discussions with him, he moved to Data#3. He provided a lot of really good ideas around platform design to make our operations more efficient. We had been working with him for several years and we wanted to continue that relationship.”
After careful evaluation, ISS followed Data#3’s recommendation for a Microsoft Azure environment, first instating one instance of the ISS software, then provisioning more until the solution hosted all customers. Microsoft Azure backup and DR, as well as several Microsoft Azure security and management features were put to work to help the ISS team work efficiently.
“It was a reasonably quick transition by technology standards, taking six months from our first proof of concept discussions, through commitment and implementation. We canvassed our biggest clients to see if there were any issues for them to move to the new environment, especially in terms of security. Their primary concern was where their data would reside.
“We sandbox tested with a couple of our biggest clients, migrated some smaller clients, then lastly the bigger organisations over a period of eight months.”
The solution included expertise from a Data#3 cloud specialist, so that ISS would always be positioned to work proactively and able to get the most form the Microsoft Azure platform, while managing costs effectively.
“We’re leveraging our Data#3 cloud specialist as our platform manager. We monitor the day-to-day ourselves, and he does general housekeeping a couple of times a month to ensure updates are installed. He also talks us through new security features we might be interested in. This input is invaluable to us – we’re a small company and can handle tasks ourselves but can’t do everything in-house. This arrangement gives us access to the wider resources of Data#3 when we need it.”
Rickward has stated that the flexibility of the Microsoft Azure platform has already impressed ISS clients, given the speed and cost-effectiveness of rolling out the custom app that the company is known for. The feedback has been overwhelmingly positive.
“One client in the aviation industry initially wanted to run the app in-house. They went to their IT department, who quoted six figures for the new servers, and managing and monitoring those assets. We can spin up a dedicated host for them and provide continuous access to data. It was one fifth of the cost that their internal IT would have needed.
“They would have had to go through getting budget approval, which would have taken 12 months, but being a pay-as-you-go model, it was signed off within a week.”
Microsoft invests around $1 billion (USD) each year on Microsoft Azure security, with developers designing solutions for the modern threat landscape where organisations face an increasingly sophisticated barrage of attacks. Rickward said that this timely boost to security is “absolutely a plus”, with the shift to the secure online platform reducing risk for ISS and its clients.
“It is a valuable part of the solution without a shadow of a doubt. Before, every thin client had its own port, so there were multiple ports facing the world. By changing, customers now have web access through a firewall, with only one single point of entry. When you look at it from a security risk point of view, it is considerably better than before, and our customers stay safer.”
The transition for customers went smoothly, causing no disruption and earning praise for the improved ISS offering after the shift to Microsoft Azure.
“Their lives got easier without having to run the thin client. The cutover was seamless, and the users had their familiar app, they weren’t seeing any difference except that they just had to use a hyperlink instead of clicking an icon on their desktop.”
As a technology business itself, ISS places considerable importance on finding solutions that keep its lead position in its competitive market.
“We can stay at the forefront of technology, always using the latest and greatest, as opposed to buying hardware that becomes obsolete in a month, which then becomes a patch job. Moving to the Microsoft Azure platform means we can stay at the front of the curve, in turn giving our customers the best outcomes,” described Rickward.
This progress is aided by sharing knowledge, with the Data#3 Azure expert helping the small ISS team to gain confidence in the new platform. Rickward is happy that the business has benefitted from someone with enormous depth of Azure experience.
“He has done quite a bit of work with our internal team on things like day-to-day monitoring and firewalls. He’s helped our team to completely understand what to look for, and how to achieve compliance.
“It has been a game-changer for us, and we look at it as a partnership arrangement. Given what the Data#3 Azure expert has delivered us, it is a lot more capability than we would otherwise have, and we’ve gained a lot more capability in-house with him there.”
That capability extends to helping ISS respond to requests for tenders. Rickward said that the ability to access expertise helps to show prospective corporate and government clients that ISS has the capability needed when providing such a critical service.
“The advantage of dealing with a technology company like Data#3 is that if we don’t have specific expertise in-house, we know we have it through them. When we’re bidding on some contracts, it gives us more credibility to have that support, especially in the government space. We do a lot of work for government and from a security point of view, if we’re working with an organisation that is already approved, it makes for a more seamless transition, and we don’t have to delay delivery getting approvals.”
For customers, the Microsoft Azure platform raises the bar for custom solutions. ISS can now offer shared platforms, where customers’ individual environments are logically separated, and where customers prefer, dedicated platforms can be quickly provided. The ability to store data in their own or an approved jurisdiction has proven to be essential.
“Microsoft Azure provides more flexibility, allowing us to do more for our clients with specific requirements. For example, for legal or regulatory reasons, clients may need to ensure their data is stored in a particular jurisdiction. With Microsoft Azure we know we can provide that assurance and have them covered.”
It has been a game-changer for us, and we look at it as a partnership arrangement. Given what the Data#3 Azure expert has delivered us, it is a lot more capability than we would otherwise have.
David Rickward – Commercial Director, International Safety Systems
Although Rickward said that any major change in delivery method had the “potential to be traumatic”, he was clear that with the right team in place, it didn’t have to be.
“My advice is simple: find someone who totally understands what you do. Data#3 was very good in terms of what we were trying to achieve and that understanding meant we were able to map it out together – it was truly a collaborative experience. In terms of understanding the platform and how to manage disaster recovery, that was important.
“The transition itself should be made straightforward – taking the environment off the existing platform and moving it into the cloud. However, there are so many tricks to managing Microsoft Azure well with the right security around it, it’s essential to engage with an experienced consulting firm.
You might be tempted to do it yourself, but you will end up saving money and getting a better result with the right partner. When I filled out the customer satisfaction survey, I gave it a 10 out of 10. One hundred percent!”
Ultimately, the solution was measured by ISS against the benefits and service levels they were able to provide to their valued customers around the world. The switch to the Microsoft Azure platform has been deemed a success.
“The most outstanding part of the project is the improved reliability; we have had no unscheduled downtime because of the way the platform is set up. When we did have minor issues, we were able to failover to backup systems without service interruption. The service delivery has been outstanding,” concluded Rickward.
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At Kingsway Christian College, empowering students with the skills to excel in a digital world is a top priority. Enter Adobe Creative Suite, a set of industry-leading tools that help students create captivating images, graphics, presentations, videos, and digital experiences. Through Adobe Creative Suite, students can unleash their creativity, build essential technical skills, and prepare for success in an increasingly digital landscape.
“What’s really great is that you have multiple ways of getting to the same place. The way I do it is different from the students. When the students are excited about what they are doing, you’re going to get the best out of them,” said Lauren Clark, Teacher, Kingsway Christian College.
In this video, discover how Kingsway Christian College is empowering students to harness the power of Adobe Creative Suite to unlock their potential in modern media.
As a Platinum Adobe Partner, Data#3 has extensive experience helping customers select and implement Adobe’s leading digital solutions. Let’s talk about how to:
The Royal Flying Doctor Service (RFDS) (Queensland Section) depended on disparate data sources and wanted to integrate aircraft, patient, and crew data to provide a clear picture of availability. This integration was particularly essential for day-to-day operations to ensure they could provide the ‘finest care to the furthest corner.’
“The work we’re doing ensures that pilots, nurses, and doctors have the right information. Rather than a 000-dispatcher calling multiple places to find the right aircraft, we can tell them straight away. For example, we had a critically ill patient who needed to travel to Brisbane, and we could see that the closest crew was not the best match for the patient’s needs and could immediately locate the best option,” said Nick Warwick, Data Integration and Analytics Manager, Royal Flying Doctor Service (Queensland Section).
In this video, discover how RFDS utilised the power of Microsoft Power BI, Azure Functions, Power Apps, and Flow workflows to deliver digital transformation that helps save lives.
With more apps, devices and data than ever to navigate, you need a business partner that can guide and support you throughout your IT modernisation journey. Data#3 holds the highest level of partner accreditations across the Microsoft ecosystem. With expertise that extends from the network and the cloud, to the datacentre and workplace, you can rely on our expert team to guide and advise on the best technologies to meet the demands of the changing workplace.
Contact our team of specialist today to discover how you can transform your organisation with Data#3.
Morgans needed to enhance its IT services to better support its people 24/7, by progressing to a hybrid working environment, and improving its procurement and management services.
The in-house team evaluated multiple providers and performed reviews in line with their policies to deliver a series of projects for digital transformation. Morgans selected Data#3 due to its previous relationship, demonstrable experience and shared culture.
We wanted the way we were interacting to feel like our partner was just an extension of our internal resources, and for it to feel organic as we moved to a partnership model for managed services, so Data#3 was a natural fit.
Matt Neubauer – CIO, Morgans Financial Limited
Morgans is a full-service stockbroking and wealth management network, with over 500 authorised representatives and 950+ staff servicing more than 240,000 clients across Australia.
With technology playing an ever-growing role in the organisation, Morgans needed a true partner that would help them to harness their full potential. They wanted to work with someone they could trust to handle the day-to-day, while they focused on business growth activities.
From modernising and improving efficiency to providing new services, the IT team at Morgans is on a continuous quest to fulfil its role as a business enabler. For CIO, Matt Neubauer, it is important that while overcoming the everyday challenges of managing IT, that they could also see the big picture and recognise progress.
“When we first worked with Data#3 some five years ago, we were running Lotus Notes, we were developing systems in-house, we had a data centre four times the size we see today. It was very much an internal cloud environment, and cloud wasn’t a thing then.”
Rather than source technology partners for every individual project, something that would lack continuity and potentially drain time and attention, Neubauer was keen to develop a more enduring relationship. Although the right technical capability was a given, it was clear that an IT provider needed to be a strong cultural match, and to mesh well with Morgans.
“We were reliant on the skills, expertise and advice of our IT partner, and we needed them to play a role in guiding our direction from a technology perspective. Technology is a never-ending story: by the time you have finished one thing, you are already looking at something else, so it is a fast-moving space. You need to have access to trusted advice.”
As the role of IT grew and evolved in the business, and users’ needs went beyond the traditional 9-5 workday, the role of the in-house IT team adjusted to match. Rather than simply add out of hours support, Neubauer evaluated how to best use the strengths of his own team, while ensuring that the day-to-day operations were covered.
“When we were looking at our capability at that point, we decided as a business what was our strategic direction and where to invest our time, funds and resources. We decided that our internal focus should be where we can differentiate, and looked at the things we could do very well that were unique to Morgans.
“When it came to managing our data, network and servers, we looked at using a partner we could trust that not only had the capability, but also the flexibility to scale when needed.”
The IT skills shortage added weight to the decision to seek a managed services solution to fit the Morgans business environment. While 76 percent of Australian businesses are looking to hire skilled IT staff in 2024, half are finding themselves having to outsource overseas, with cyber security leading the hard-to-fill areas of expertise.
“We looked at the times we needed to cover, and we would have had to double our team to facilitate it, because we can’t cover both out of hours and business hours. We were not willing to compromise on keeping it onshore.
“We wanted all of the capabilities and resources to fit, we needed data sovereignty to remain in Australia, and we wanted company culture that matched ours. We wanted the way we were interacting to feel like our partner was just an extension of our internal resources, and for it to feel organic as we moved to a partnership model for managed services, so Data#3 was a natural fit,” explained Neubauer.
Morgans has significantly benefited from Data#3’s expertise across several business transformation projects, incorporating a suite of technology from Cisco, Microsoft, and Veritas to better support the hybrid workplace.
Leveraging the depth of knowledge and experience within this partnership, the strength and value of their relationship have become evidently invaluable. From migrating to Microsoft 365 and implementing Windows 10 to deployment of a Cisco Meraki SD-WAN and adoption of Microsoft Surface devices, the in-house IT team and Data#3 teams have worked shoulder to shoulder towards common goals.
“This gave us confidence when we were proposing a managed services partnership. We have similar values, and we are both Queensland based, so there is a lot of alignment there. The board felt very comfortable using Data#3 as a partner because they had already shown we would be in safe hands,” recalled Neubauer.
The transition to a managed services model was a process that Neubauer felt required experience and a well-designed process. As it was, the collaborative approach and tested Data#3 methodology meant that for most of the business, the managed services handover was a non-event.
“With each new development in our technology journey, it was as if the business didn’t know anything had changed. Someone working in one of the branches would be none the wiser. That was exactly what we hoped for – it is like when you turn on the tap and there is no hot water, you might curse the plumber, but you don’t thank them for every day it works perfectly. It is the same with IT, it is when something is wrong that you hear about it, so when it is quiet, we are happy.”
For the in-house IT team, though, Neubauer noted there were some more noticeable outcomes, including reduced stress and more time to focus on high value business enhancement activities.
“The biggest measurable difference was a reduction in incidents, especially those caused by patching limitations. These often crop up out of hours, and with the size of our team, we didn’t have people looking at patching on weekends and early mornings. Data#3 flags those things as they occur and by the time we walk in, most are already remediated.”
“It is great to avoid that Monday morning firefighting, because that sets the tone and used to consume time. Which also meant our people sometimes had to wait to access systems they needed to do their jobs.”
Amidst an increasingly complex cyber security landscape and facing ever more sophisticated threats, this important security measure was among the improvements that Neubauer was clear should not be underestimated. Central to the Australian Signals Directorate (ASD) Essential Eight measures, prompt patching greatly reduces vulnerabilities and cuts the window of opportunity for cyber criminals.
“It is becoming critical really in terms of the breaches we are seeing in different vertices, and once again we are very comfortable with Data#3’s security posture and the investment they are making to protect their customers’ data.”
Procurement, too, is an area where the Morgans team has welcomed Data#3’s expertise. Having access to a wealth of specialists has helped to make sure that investments are well planned and that the financial business can get the best return for its technology spend.
“We do our own research and keep a finger on the pulse of what’s happening in the market, but it is so fast moving that we can’t be across it all. Another value that Data#3 has given is that they are a large business with specialists in different vertices, so we can engage and get them to do a market scan, or to do research on our behalf. We have done this a number of times when we have not known the solution but can articulate what we need to achieve,” said Neubauer.
“Then, when we have worked out the right outcome, they work with a range of vendors, and can negotiate to get us the best return on investment and manage our assets efficiently.”
For me, Data#3 is the epitome of the concept of a trusted partner. They are always someone we can call when we are looking at the next stage of growth, or when facing an emerging challenge. They will put Morgans first, give us sound advice, and recommend the appropriate path for us.
Matt Neubauer – CIO, Morgans Financial Limited
To get the optimal outcome from an ongoing relationship, especially in a managed services scenario, Neubauer said that a true partnership is necessary. That, to him, means feeling that they want Morgans to achieve a successful outcome just as much as he does, and will place that above their short-term goals.
“For me, Data#3 is the epitome of the concept of a trusted partner. They are always someone we can call when we are looking at the next stage of growth, or when facing an emerging challenge. They will put Morgans first, give us sound advice, and recommend the appropriate path for us.”
On occasion, that approach has meant that Data#3 has sometimes chosen not to take on a project, instead connecting Morgans with their extensive network of technology partners.
“There have been some instances where we haven’t used them based on the advice they have given. For example, when we have been working on a technical solution that isn’t one of their strengths or in their wheelhouse, our account manager will call out that it isn’t one of their specialities and will recommend a partner with the right specialised skills for the project. There are a lot of vendors who are keen to get whatever business they can, even if outside their skillset, which leads to subpar results.
“If Data#3 is engaging on a project, they won’t accept anything below an excellent outcome, what they commit to achieving, they will make good on that commitment.”
The true test of a partnership, concluded Neubauer, is knowing that you have an extended team of resources that are every bit as much there for you in difficult moments as they are to share in your successes.
“Data#3’s strength boils down to the definition of a solid partner, someone that you can call when things don’t go well and they’ll pick up the phone, they’ll be in your corner to make things right with a mutually agreeable outcome. They will go to bat for you.”
“Our Data#3 Account Manager has been on some internal calls for Morgans looking out for Morgans’ interests even if they are not necessarily of benefit to Data#3. They are collaborative, transparent, and they tell things as they are,” concluded Neubauer.
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The International School of Western Australia (ISWA) wanted to invest in modern devices and explore an ‘as a service’ model that would empower teachers and students to take full advantage of digital learning advancements in the modern classroom.
ISWA sought a Device as a Service (DaaS) solution that would reduce administrative burden while providing a higher level of service to families, students and staff, whom were tightly involved in the process.
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The Data#3 DaaS portal lets us log support calls and order stock of laptops – the whole platform is great and provides a set of tools for us that is very useful.
Staale Brokvam – IT Director, ISWA.
For families seeking an international education in Perth, the International School of Western Australia (ISWA) has earned a reputation as an innovative school that prioritises student wellbeing and individual success. With a student body representing more than 60 nationalities, ISWA embraces diversity and welcomes different perspectives.
Technology is seen as an essential tool to help students explore the world, and to help teachers continuously provide an engaging and thought-provoking education. As a previous device program neared its conclusion, the school had an opportunity to further enhance digital learning.
As an international school, ISWA is unique in Australia in that it offers the International Baccalaureate (IB) curriculum following the Northern Hemisphere school year that runs from July to June. The IB ethos promotes an understanding of diverse viewpoints, and ISWA principal Dr Caroline Brokvam said that technology is central to tailoring the experience to each student’s needs.
“The idea with technology and the IB is using technology as a tool for personalised learning, which is one of our school’s commitments. Individuals learn in different ways, and we support that by harnessing the power of technology in pursuit of deeper learning.”
“The aim of the IB is to create a more peaceful world, with a philosophy that other people with differences can also be right, something that is especially important now. We foster an appreciation of different perspectives, and technology can help to access so many perspectives online,” stated Dr Brokvam.
Where previously the students and staff had numerous types of laptops through another provider, this arrangement was nearing its conclusion. Typically for devices reaching end of life, the older laptops had an increasing number of issues. Teachers were dealing with different device models in the classroom, making it a more complicated learning experience, and they were keen not to lose any teaching time. Resolving the issues was time consuming and frustrating, and Dr Brokvam said that at times the small, busy IT team became a “complaints department”.
Deploying, maintaining, and supporting devices typically consumes a significant portion of skilled IT time for small and mid-sized organisations, often leaving an IT team with less than a quarter of the day for innovation. Furthermore, modern devices are more secure, better protecting users online. This challenge was only too familiar to ISWA IT Director Staale Brokvam, who was keen to remove the impact on teachers and students.
“Battery life was particularly an issue, which comes with the territory as a device gets older. Weight was also a key consideration; compared to modern machines, older devices were heavier and not as durable, with cables that were suffering from wear and tear.”
“Support for our devices had expired at the tail end of the previous lease, so if any of our devices were broken, they weren’t covered by warranty. The lack of support meant there was a lot of frustration.”
The more predictable pricing schedule of a Device as a Service (DaaS) agreement was attractive to ISWA, as this would allow them to work on a per user, per month cost with no surprises. After the challenges of procurement during times of global shortages, the school was keen to find an easier way to ensure supply and minimise disruption.
“Like everyone, we found it hard to source devices when needed, and it took more time and effort than we could spare,” reported Staale Brokvam.
The school was familiar with Data#3 and their connection with the Association of Independent Schools Western Australia Microsoft Enrolment for Education Solutions arrangement. As Western Australia’s largest education licensing partner, which includes Microsoft 365 Education suite, it made sense to seek input from a partner with a wealth of understanding of the education sector. The choice of device was narrowed down to two machines, with the feedback of students and teachers prioritised. The overwhelming favourite was the HP ProBook, with upgraded memory provided by the Data#3 Integration Centre.
“The students liked the general feel, like keyboards and weight, as well as the battery life. It is a bit intangible why they liked this machine so strongly, but it was uniform feedback. The form and feel of it fits our needs very well,” recounted Staale Brokvam.
“They had the required specs, the students liked the fold over tablet mode, and we could get the required number at the right time for a good cost.”
The complete device lifecycle was included in the DaaS solution from Data#3, from procurement, image deployment and delivery through to support via the ServiceNow portal, and secure, sustainable decommissioning at device end of life. The solution is provided through a monthly billing cycle, eliminating capital expenditure on this key technology. Almost 300 devices were deployed in the initial batch, and the portal makes it easy to add more as needed in a few clicks. Support, too, became easy, helping to free time for the innovation in digital education that is a hallmark of ISWA.
“The portal where we can lodge cases has all previous communications, so we can see updates on each case, which is quite useful. We also have someone from Data#3 who comes onsite as needed,” explained Staale Brokvam.
“We now have a supplier we can rely on, and getting new devices has never been a problem. As the models change, we know we can get the equivalent specifications in the latest device.”
With newer, more reliable devices, support needs have been low, and Staale Brokvam noted with approval that the respectful behaviour promoted at ISWA has extended to the laptops.
“Our students are responsible, and Data#3 has commented that we have a lower number of damage cases than at most schools. Working with Data#3 has been problem free.”
While the most welcomed advantage of the DaaS program from an IT perspective has been the streamlined process and reduced management required, the principal said she has observed something special among the student population. “Students can do graphing, calculate complex maths equations, and create art. We have a student media team, and they are remarkably creative in how they work with the laptops. The technology facilitates the inquiry-based learning that is at the centre of the way we work,” said Dr Brokvam.
Students can do graphing, calculate complex maths equations, and create art. We have a student media team, and they are remarkably creative in how they work with the laptops. The technology facilitates the inquiry-based learning that is at the centre of the way we work.
Dr Caroline Brokvam – Prinicpal, ISWA.
International schools have seen a 52 percent rise in student numbers in the last decade, and ISWA is intent on repaying the faith of its growing school community by giving students the best possible experience and outcomes. For today’s digital native youngsters, the right device is central to school performance, and Dr Brokvam is confident that their needs are fully met.
“I don’t get complaints from students or teachers because the devices do all that we want them to do. They have a long battery life, and they just work. Teachers don’t have time for interrupting lessons to mess around with technology, and the best thing is when you don’t hear much about it, because that means everyone is able to work unhindered.”
“It supports us to do what we want to do in terms of our educational goals. Students do a lot of independent research, and this is an excellent tool for them. We use technology to remove barriers to learning and to be more inclusive. For example, we can use technology to give dyslexic students different ways to access learning that work best for them so they can continue learning and achieving.”
While the highlight from an organisational perspective has been to support the diversity and inclusion that comes from catering to the needs of every individual, from an IT point of view, Staale Brokvam said the right partnership has made a real difference. The DaaS model has helped reduce IT workloads by up to 16 percent and a strong working relationship helps to realise those benefits. “We have regular meetings with Data#3 where they keep us up-to-date and check in on any issues that arise. They’re quick to respond when there are any cases needing attention. It helps that they are a knowledgeable partner that works with many independent schools, so they understand the way we work and what is important to us. That helps us to focus our attention on giving our best for our students, families, and staff.
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With an increasingly challenging cyber landscape, MercyCare sought to enhance their risk mitigation and response capabilities by accessing expertise and 24/7 monitoring services.
Following an audit that recommended upgrades to their cyber security strategy, MercyCare sought to find a partner with the right level of expertise who could help improve their security posture.
Data#3 has a team of technicians with a strong focus on new technology trends. By combining Data#3’s expertise with SecurityHQ’s service, we felt confident that we would be able to adopt a more proactive approach towards organisational security.
Armin Adineh – Manager – Information Technology, Business Services & Systems, MercyCare
MercyCare supports the Western Australian community, providing services ranging from early childhood settings to aged care. Their 1,400+ staff are dedicated to providing quality care and support to Western Australians through every stage of life’s journey.
The small, busy IT team at MercyCare is acutely aware of the sensitive nature of the organisation’s data, and the need to be proactive in taking steps to ensure it is well protected. An external audit confirmed that it was time to seek additional security expertise.
The security landscape is fast-changing. With the number of Australian organisations affected doubling in the two years to June 2022, the small, busy IT team at MercyCare, led by Armin Adineh, Manager – Information Technology, Business Services and Systems, said it was essential to take a proactive approach.
“We were a new team, and the growing risk of cyber security incidents locally had caught our attention. We were concerned about the impact an incident could have on our ability to provide care for our clients and service users, and we knew we didn’t have sufficient visibility of the network to ensure we were protected. This was compounded by a lack of documentation and understanding of our network. For us, the main thing was knowing what was happening in our systems, identifying vulnerabilities and prioritising them based on risk and impact.”
The IT team was conscious of its responsibility to some of the state’s most vulnerable; MercyCare handles personal and health-related information relating to clients, as well as staff records and financial information. The organisation also have a policy that all data must reside in Australia.
“Security is especially important because we handle a lot of personal information about clients, service users and members of our workforce. We are committed to providing the best care and support to our clients, families and communities. To do this, we need to take all necessary steps to keep information secure and operate in line with corporate compliance standards.
“From a risk point of view, if there were ever a breach, there is potential for financial and reputational damage for our organisation, but it could also have an impact on our clients and families.”
Among the challenges that Armin’s team identified was the need for round-the-clock monitoring and response from a skilled workforce. That simply wasn’t feasible given the resources available in-house. The number of alerts on any day was enormous.
“We were getting over a million security logs in a month. The task of correlating this together, and separating false positives from identified vulnerabilities, was huge, and we could not have maintained that effort at the same time as managing business as usual activities with a limited budget, it would put an unprecedented amount of pressure on our team,” explained Armin.
“Due to budgets and also other aspects of a tough market, we felt we couldn’t have the solution in-house, and we started looking at a security operations centre (SOC). If we went with a solution in-house, we would have to have at least two people to cover leave, and then what are you going to do after hours? Our adversaries won’t stop attacking after hours or because it is Christmas.”
To ensure that appropriate choices were made around possible solutions, and gain a complete picture of the situation, MercyCare invested in an independent security audit. This confirmed that external expertise was needed.
“The audit showed that we needed to have a security team to review and maintain our environment. Based on our assessed requirements and resources, the consultants with the auditors identified that a SOC was the right way to go.”
Using the audit recommendations as a starting point, MercyCare narrowed down their requirements for a SOC partner. After a careful evaluation, they chose to work with Data#3 and their SOC partner, SecurityHQ, who they felt had the right combination of technical capability and culture to support MercyCare’s aims.
“Our focus was on three pillars: people, policies and risk. We wanted to promote cyber awareness to our people, to our executives, and bring them on a journey,” said Armin.
After careful consideration, MercyCare opted for a service that included 24/7 support from the SecurityHQ SOC, including incident response support when needed. Included in the project were regular reporting, and frequent catch-ups with a dedicated, locally-based Data#3 customer experience manager. More detailed planning commenced to prepare for implementation, via a series of workshops and meetings.
“We created a roadmap to use as a foundation for a very constructive methodology to capture all assets and prioritise vulnerability based on assessed risks. We had high-level staff on board, with our technical staff working in close collaboration with Data#3 and SecurityHQ. The most important thing was enhancing cyber awareness within our organisation, and establishing robust policies and procedures to maintain security within acceptable risk appetite.in place. Technology was the final touch, much like the icing on the cake.”
“It was a comprehensive workshop that identified what we had, and asking at first how we can capture all alerts. We have many devices in our network including routers, computers, mobiles, etc. and we had to figure out how to send all logs to the SOC and establish secure connectivity for that.”
The preparation phase included troubleshooting and cleansing the MercyCare environment, and adjusting controls to ensure that alerts were triaged and dealt with appropriately according to pre-defined rules. These rules were then fine-tuned when the system went live.
“The first month was hectic with alerts for nearly everything. We communicated to the SOC team that certain alerts, like password changes by our IT team, didn’t require high-priority escalation and should be toned down. The decision to receive alerts for any event and how to handle them internally was ours.”
MercyCare’s need for transparency was met by the SecurityHQ response platform and APP, which gives them complete, real-time visibility of the current situation and any actions by the SOC team. The team can log in from anywhere and see trends, active incidents, and even the SOC engineers’ notes. Incidents are dealt with by the SOC team, and the MercyCare team is only called when more critical events occur.
“It is very collaborative, with meetings every week with the SOC team where we go through everything happening on the network. As an IT manager, I know that at the end of the week, we have monitoring, and all incidents are reviewed by a team of professionals in a way that could never have happened in-house. I know that if someone is on leave, another qualified specialist is doing that job, and when they come into our meetings, I can see that the handover was done perfectly.”
From the start of MercyCare’s path to introducing a SOC solution, Armin has been clear that cyber security must become a more prominent part of the organisation’s culture. Management support of the independent security audit, and subsequent support from Data#3 and SecurityHQ, have contributed to progress.
“To me, I was struggling to raise awareness, so telling the business how important this was, and bringing them on the journey, really has helped. I had important discussions with management about what we were doing, and we were able to make data-driven decisions. Now, we are more security aware right from the top level, which is a great achievement.”
With the SOC taking on the day-to-day security monitoring and response, Armin’s team no longer has to look through thousands of logs, trying to identify genuine risks among the mass of benign occurrences.
“Feeling that someone was taking care of securing the network properly was the main achievement. We have a defined process in place. Also, our audit outcome went up significantly this year, which gave us reassurance that we were on the right track.”
“The trust is coming back to our IT department which signals that we are doing the right thing, and it is a positive outcome when a third-party auditor comes in and confirms that. That’s when you see the value of our investment.”
The original aim of improving protection of staff and clients has been achieved now that Armin is satisfied that the people awareness, processes and risk management are in place. Not only does investment in security reduce risk to the organisation and help maintain its trusted status, he said it has also changed the game for the MercyCare IT team.
“Putting aside risk and reputation, the SOC gives us peace of mind that a successful, professional team is going to manage that big job 24/7, which frees our time to put more effort into business-as-usual support. Having that peace of mind is very important. We went from reactive to proactive.”
A very important element of the outcome was peace of mind, but I wasn’t expecting to be connected with a team of professionals with this level of friendliness and support.
Armin Adineh – Manager – Information Technology, Business Services & Systems, MercyCare
When researching potential SOC providers early in the project, Armin found that there were “different types” available, and said that the decision came down not only to technology and cost but also the right attitude and approach to working together.
“We had companies that provided similar services, with Data#3 there was competitive pricing, which helped. Also, what connected us with Data#3, and their partnership with SecurityHQ was that they didn’t talk only about what they could provide in terms of technology, they connected with our values and how they could provide services that help us to achieve our goals. Our values connected from both technology and non-technology points of view.”
This approach meant that MercyCare had access to resources and support beyond expectations, with an extended team ready to act on the usual day-to-day issues that arise in a busy IT environment.
“We knew they have a very competent team to help us with other aspects. If, for example, we have an issue with our cloud infrastructure, and I don’t have a resource, I know that the Data#3 team can help me with expert resources to solve the issue,” explained Armin.
“A very important element of the outcome was peace of mind, but I wasn’t expecting to be connected with a team of professionals with this level of friendliness and support.”
Part of the role of the SOC team is to help MercyCare to always improve their security posture, providing a roadmap and prioritising every action. Armin said that knowing there is a dedicated focus means he can sustain momentum.
“In every meeting, we assess the priorities. A good thing about the security team is that they follow you to make sure you are managing the risks. I find that they don’t ever forget, and that’s a good characteristic to have in a security team,” concluded Armin.
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