Bruce Winzar | CIO | Loddon Mallee Health Alliance & Bendigo Health Group
What we looked at originally for some very quick wins within the alliance’s network was to do demand aggregation. Demand aggregation was about looking at each of our agencies and our members and asking simply, “What do we with our mobile phones? How many mobile phones do we have? How many computer servers do we have? How many PABXs do we have? What are the age groups?” It was an audit of our ICT infrastructure. And what it showed was that that most of our members were on different price regimes, different charging schemes—that whole range of different levels of IT infrastructure replacement programs. Very simply, a quick win for the alliance and for each of the members was to aggregate up our usage within the ICT area. The advantage of that was obviously price reduction. Another advantage was that the region was seen as a large user instead of 25 small users. The move to demand aggregation was then put into a whole range of other service areas. Immediately the CEOs of each of the agencies saw an immediate financial benefit. We were able to gain their trust and confidence in the move to the next level of shared service delivery, which was to be in help services, service desks, sharing ICT resources as in skill sets, people, and using different models of delivery such as hub and spoke. That was the foothold to deliver more demand aggregation strategies. The takeaway for me was that CEOs looking for immediate outcomes were comfortable to then move to other areas where we would look at sharing resources. It was about integrity. It was about trust. It was about gaining their confidence and getting their support so the next level of shared services was much more easily handled.