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UCSF IT Consolidation

UCSF IT Consolidation. Overview Presenter: Joe Bengfort. 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

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UCSF IT Consolidation

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  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: • Meet the high demand for access to data • Establish and operate the enterprise data warehouse • Provide analytics support to UCSF departments

  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 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

  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: • What’s working / what’s not. • What doesn’t 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: • 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.

  14. Validating UCSF IT Fundamentals

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