Why cutting IT costs is not merely about the software

IT Services

by Jimmy Nicholls| 26 June 2014

An NHS project in Manchester shows you a better way to save.

The NHS has long been criticised for spending too much money on admin. While doctors and nurses heal people, admin staff are only really noticed in their absence, leaving politicians free to demand that the resources responsible for keeping an organisation running are cut back to the bone. It sounds good from the podium, but can be harder to achieve in practice.

But this was the challenge Tony Williams was faced with in Greater Manchester last April. As the head of service management at the region's newly created Commissioning Support Unit (GMCSU), Williams was told to deliver the same IT support service with fewer staff, pulling together a confused network into one neat service.

"Each of the ten previous organisation had their own separate IT service desks and IT functions which were all set up completely independent of each other," he said. "They had never worked together in the past."

Between the ten organisations 11 separate helpdesk systems had to be consolidated, including HP Openview, LANDesk and Sunrise, among others. Not only was this a software problem, but one of skills and working practices. "Even the service hours were different," Williams said. "We had to look at all that and see how we could bring it together."

GMCSU had to provide IT support for 13,000 people working for its various clients, including 12 clinical commissioning groups (CCGs)responsible for buying healthcare, various GP practices, and the unit's internal staff. And according to Williams the group was running 81 different services in 434 flavours for those clients.

To solve this, Williams broke the project into phases. First all departments had to be moved to a central location from which GMCSU could be coordinated as one. Once that was done, staff numbers had to be reduced and efficiencies had to be created, both on a technology level and in terms of the day to day running of the service.

For this he need an IT platform, and so he invited vendors to pitch for him. "Partners in IT and ServiceNow were the clear winners," he said. "Previous experience meant I knew that this was a reliable option too." Implementing the platform proved so successful that the launch was brought forward two months from September to July, the sort of NHS news that rarely makes headlines.

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