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UCSF Enterprise IT Consolidation

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Presentation on theme: "UCSF Enterprise IT Consolidation"— Presentation transcript:

1 UCSF Enterprise IT Consolidation
IT Organization Design Guiding Principles

2 Overall Guiding Principles
Must enable, not dilute, focus on our mission (Discovery, Teaching, Patient Care). Increase collaboration and cooperation across the enterprise. Meet the growing demand for IT services in the most productive and cost effective manner. Consider cultural differences and whether a consolidated IT organization can accommodate.

3 Organizational Structure: Guiding Principles
IT Directors must have accountability to support both Campus and Med Center services. Constantly consider the impact to customer service as this will be central to our culture: Patients, Students, Researchers Faculty, Care Givers, Administrators, Departmental IT Structure must enable the CIO to: Retain insight and influence into the operation of the organization; While reserving 60% of time to relationship, communications and strategic activities; Limit number of direct reports (prefer no more than 6). Don’t let budget concerns constrain you from addressing a key issue / function. First account for all the services that must be provided. Then we’ll figure out how to fit into the budget. However, we must put in place the most productive scenario. Technology considerations: Think about the new skills required to meet the evolving needs of the institution (e.g. virtualization, BI, etc…). Position the team to best leverage our IT investments across the institution. Look outside of technology silos for an organizing structure. Is there a structure that helps break the “silo” problem. Advance the organization quickly, but don’t over-reach. Develop both the target organization structure as well as the first major step to implement it. Consider where to evolve and where to revolutionize. We must not diminish our current commitments (e.g. OE, Mission Bay Hospital, IT Operations, etc…).

4 One Given Enterprise Data Warehousing and analytics support will have a direct report to the CIO. Largest unmet need in the institution. Requires organizational visibility and focus.

5 Be Sure to Account For These:
Licensing and contract compliance PR / PO / Invoice processing Large Scale IT Program / Project Management Administrative support IT performance reporting Communications Governance facilitation (running the IT Governance Machine) Automation Customer Relationship Management IT solutions development (connecting the IT dots for our customers)

6 Reference: Target IT Culture
Ownership of the UCSF Missions (Education, Research, Patient Care). Connecting the IT dots for our customers. Collaborative with departments and each other. A safe environment where the input of individual contributors is sought after and acted upon. Environment of inclusion, respect, diversity, professionalism. Communications and transparency up and down the IT organization. Deliberate and purposeful direction and decisions. Take issues head on (frank talk) and work together to resolve. Using process and metrics to drive quality. Embracing innovation and new ideas. Set the bar at “Excellence.” Have fun in the process.

7 Reference Slides

8 Targeted Benefits of Consolidation
Greater collaboration and sharing of data across the UCSF Enterprise. Continuity of service for key constituents (e.g. faculty, students). Bend the cost curve of IT spending… i.e. lower the projected growth rate of IT spending. Better position UCSF to meet the increasing demand for IT, data and analytical services across the enterprise. Enable highly specialized and innovative departments to remain nimble while improving access to centralized IT services and data. A unique opportunity to reshape our investment in IT around the evolving needs of the UCSF mission.

9 IT Functions to be Consolidated
Consolidation of Campus ITS (formerly Elazar H) and Medical Center IT (Joe B). Technology disciplines providing common IT services across the institution: Core Infrastructure: Network, servers, storage, data center Development and integration services IT Customer Services: Help desk, desktop support Enterprise Applications: Payroll Time Tracking General Financials IT process and risk management functions: Security, identity and access management Quality and IT process controls IT Planning and Architecture IT Finance Establish new Data Warehousing & analytics support team: Meet the high demand for access to data Establish and operate the enterprise data warehouse Provide analytics support to UCSF departments

10 IT Functions to Remain Distributed
Mission specific applications: Clinical IT systems Research IT systems Education IT systems Departmental based IT services, eg: Campus Life Services IT Clinical Lab IT Radiology IT School based IT services QB-3 Cancer Center Etc…

11 Enterprise Admin. Systems
Patient Care Mission Discovery Mission Teaching Mission Clinical Systems Research Systems Education Systems Enterprise Admin. Systems IT Customer Service IT Finance IT Planning and Architecture IT Quality & Service Management Security, Identity & Access Customer Relationship Mgmt. Application Technical Support Services Data Warehousing and Analytics Support IDR, MyResearch, Oncore, MyCores, Imedris, etc. are research oriented apps supported by central IT Development and Integration Core IT Infrastructure *All functions in teal report to the consolidated CIO position

12 Original Implementation Plan
Consolidation Substantially Complete

13 Common Themes From Leadership Interviews
Leaders are generally supportive of the concept of IT consolidation. Strongest support for consolidation of: Infrastructure (network, computing, storage, data centers) IT Security Customer services (help desk, desktop support) Enterprise applications (e.g. AP, payroll, time tracking, etc…) Specialized IT functions need to stay within departments: Application support is where most of the specialized needs exist. Take a measured pace: Don’t take a big-bang approach; chose evolution versus revolution. Finish what you started (e.g. OE for Field Services) / don’t over-reach too soon. Workflow changes must accompany consolidation of departmental IT. Must address skill gaps in high demand areas: Data warehousing / Analytics support Mobility: Apps, devices, workflow enhancement, patient monitoring Secure but simple movement of large amounts of data High Performance Computing Image management and accessibility.

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