UCSF Enterprise IT Consolidation

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. Patient Care Mission Discovery Mission Teaching Mission Education Systems Enterprise Admin. Systems Research Systems Clinical Systems IT Customer Service Customer Relationship Mgmt. IT Finance IT Planning and Architecture IT Quality & Service Management Security, Identity & Access 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

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.