UCSF IT Consolidation

1
UCSF IT Consolidation

• Overview
• Presenter Joe Bengfort

2
Background / Context

• Market and financial pressures obviate the need
  for UCSF to act more and more as one institution.
  
• UCSF IT needs are rapidly evolving and
  escalating, e.g.
• Data access
• Analytics
• Integration of systems and data across missions
• Mobility (communications data applications)
• Secure / simple movement of large amounts of data
• High perform. computing / high speed networks /
  high capacity storage
• Recent IT leadership changes offer an opportunity
  to revisit our structure to address these needs.

A unique opportunity to reshape our investment in
IT around the evolving needs of the UCSF missions.
3
Guiding Principles for IT ConsolidationJeff
Bluestone / Mark Laret / John Plotts

• 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.

4
Targeted Benefits

• 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.

5
Decision Overview

• Consolidate certain aspects of IT at UCSF.
• Establish a single Chief Information Officer
  position.
• Post CIO position internally and make appointment
  by end of August 2013.
• Transition to this model over the next 6 months.

6
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

7
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

8
Patient Care Mission
Discovery Mission
Teaching Mission
Education Systems
Enterprise Admin. Systems
Research Systems
Clinical Systems
IT Customer Service
Customer Relationship Mgmt.
IT Quality Service Management
Security, Identity Access
IT Finance
IT Planning and Architecture
Application Technical Support Services
Data Warehousing and Analytics Support
Development and Integration
Core IT Infrastructure
All functions in teal report to the consolidated
CIO position
9
What to Expect

• Complete the IT organizational design and
  implement the new reporting structures.
• Maintain momentum and focus on current delivery
  commitments, e.g.
• Desktop OE Initiative
• Data Center OE Initiative
• Mission Bay Hospital IT Program
• Daily operational support of IT systems
• Initiate new activities
• Further unify technical decision-making.
• Finalize priorities and funding for FY14 IT
  projects.
• Establish Enterprise Data Warehousing and
  Analytics Support team.
• Develop 5 year plan for IT operations and
  delivery to address cost curve of IT.
• Validate that the fundamental responsibilities of
  UCSF IT are being performed.
• Current financial recharge models for Campus and
  Med Center IT will remain status quo for FY14.

10
Requests of This Leadership Team

• Ideas to help expose UCSF IT to your business,
  e.g.
• Orientation tours in Patient Care / Education /
  Research to help IT better engage in your
  mission.
• Frank talk / communicate UCSF IT commits to the
  same
• Whats working / whats not.
• What doesnt seem to make sense.
• Issues / concerns.
• What are the priorities.
• Input on how best to interact with and understand
  the IT needs and priorities of the School of
  Medicine.
• i.e. what interaction model would be most
  effective.
• Have high expectations from UCSF IT / expect a
  lot.

11
Supporting Slides

• Leadership Interviews
• Common Themes
• Validating UCSF IT Fundamentals

12
UCSF Leadership Interviews

• Mike Blum MC CMIO / CDHI
• Joe Castro Student Academic Affairs
• John Ellis Controllers Office
• Sam Hawgood - SoM
• Angela Hawkins Campus Life Svs.
• Suzanne Hildebrand-Zanke -Research
• Michael Norberg SoP
• Susan Schultz SoD
• Mike Hindery - SoM
• Pam Hudson MC Clinical Systems
• Lynda Jacobson - SoN
• Clay Johnston - CTSI
• Catherine Lucey SoM

• Sorena Nadaf Helen Diller Cancer
• Karen Butter - University Librarian 
• Bob Newcomer Academic Senate
• David Teitel Pediatric Cardiology
• John Roberts Surgery / Transplant
• Neil Risch Inst. Human Genetics
• Adams Dudley - Pulmonary
• Michael Fischbach - Bioengineering and
  Therapeutic Sciences
• Joe Derisi - Biochemistry and Biophysics
• Wendy Max - Institute for Health and Aging
• Grae Davis - Biochemistry and Biophysics
• Andrej Sali - Bioengineering and Therapeutic
  Sciences

13
Common Themes 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
• Dont take a big-bang approach chose evolution
  versus revolution.
• Finish what you started (e.g. OE for Field
  Services) / dont 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

14
Validating UCSF IT Fundamentals
IT Fundamental Description
Protecting the data. Are back-ups being done / tracked / remediated do we know how to recover our data do we know how to recover from a disaster?
Securing UCSF data assets. Do we fully understand the security exposures we have are we compliant with the law (e.g. HIPAA, OCR) are we over-burdening the business?
Managing the availability and performance of the environment. Are there system stability issues Is the environment adequately refreshed do we understand how performance is impacting the business etc...
Managing UCSF IT financial investment. Do we fully understand where the money is being spent today and how that operational spend trends over time and how it compares to market?
Managing the performance of IT staff. Do we have the right skills, have we dealt with people performance issues, have we secured our top performers?
Compliant with our contracts. Are we managing software licenses and in compliance are our vendor partners holding up their end of the deal etc?
Promoting the right services culture Do we have a culture of customer service, transparency, collaboration, professionalism, respectfulness, integrity, diversity, excellence?