IT CUSTOMER RELATIONSHIP
MANAGEMENT AT UCSF
DEFINITIONS
 Central IT service provider
o ITS, Medical Center IT
 Commodity IT service
o Service which can or should serve the enterprise
o Examples includes email, data storage, network,
desktop support, service desk, procurement
 Local IT service
o Service which will not be a commodity service; closely
tied to mission of its unit, department, or school
 Strategic IT services
o Includes planning, budgeting, communications,
research and evaluation, prioritization, etc.
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SITUATION: OE IT TRANSITION
 OE is creating and centralizing commodity IT services, to
be provided by ITS, MedCenter IT
 Local IT provides non-commodity services, which will
remain local
 Local IT managers provide strategic services, which are
not all replicated by central IT
 Local research, education, and patient care efforts drive
innovation, and will continue to do so
 Schools/departments are partners in OE’s success, but
may abandon OE services if they don’t deliver results
 Customers need help making IT decisions
 Central IT must engage stakeholders when making
decisions
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TARGET: OE IT END STATE
 Avoid IT service duplication
without hindering innovation
 Guide projects for customers
 Ensure return on local and
central IT investments
 Differentiate commodity and
new/local/innovative services 
 Connect innovators with

commodity service providers

 Provide continuity, strategic
planning, and innovation to

customer groups
Promote overall IT efficiency
Monitor IT SLAs
Ensure consistently good
customer experience
Prioritize customer
issues/projects
 Provide customer groups with
 Communicate across IT
budgeting and procurement
service and customer groups
support
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WHO PROVIDES STRATEGIC IT SERVICES?
 Local and outsourced IT
leaders already provide
strategic IT services
 Some IT leaders will be
affected by OE IT, others
will not
 As people are affected by
OE IT, strategic IT service
delivery needs to continue
 Strategic IT services
should be coordinated
during and after the
transition to OE IT
Organization
Campus Life Services
CTSI
CVRI
EVC/FAS
Anatomy
Anesthesia
Biochemistry
Cell. & Mol. Pharmacology
Epidemiology & Biostatistics
Family & Comm. Medicine
Laboratory Medicine
Medicine
Microbiology & Immunology
Neurological Surgery
Obstetrics & Gynecology
Ophthalmology
Otolaryngology
Pathology
Pediatrics
Physiology
Psychiatry/LPPI
Radiation Oncology
Radiology
Surgery
Urology
Dev. & Alumni Relations
Diabetes Center
Graduate Division
IHPS
ITN
Library
Memory & Aging Center
School of Dentistry
School of Medicine
School of Nursing
School of Pharmacy
IT Representative(s)
Dan Freeman
Mark Ayres, Eric Meeks
Isaac Sato, Dennis McGovern
Kurt Glowienke
Steve Rothstein
Brad Dispensa
Michael Kearns
Peter Werba
Alaric Battle
Anastasio Somarriba
Enrique Terrazas
Erik Wieland
Khang Nguyen
Ricardo Martinez
Brian Auerbach
Mike Deiner
Matt Forbush
Ed Shimazu
David Law
Sean Patterson
Ben Estocapio
Pam Akazawa
Pranathi Sundaram, Mark Day, Todd Bazzill
Phi Nguyen
Jenny Broering
Debbie Anglin
Eric Liu
Jon Johnson
Vince Moulton
Aaron Gannon
Rich Trott
Joe Hesse
Tom Ferris
Tim Greer, Chris Orsine, Chandler Mayfield
Rob Slaughter
Michael Williams
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RISKS OF NOT ACTING
 No local IT leadership in some groups leads to inconsistent or
no strategic IT services, poor management of local IT staff
 No consistency in strategic IT services leads to poor customer
experience, less efficiency, inconsistent prioritization
 No local IT leadership means commodity IT service providers
self-monitor SLAs with no consistent oversight from customers
 No coordination of local IT leaders leads to service duplication
 Inconsistent budgeting and procurement support leads to
waste and inefficiency, difficulty in coordinating strategic
purchases
 Uncertainty for local IT leaders results in talent exodus
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PROPOSAL OPTIONS
Option
Possible Negative Outcomes
Without local IT leadership role in OE IT end state
1. Do away with
local IT leaders
ITS struggles to manage expectations and
consult effectively with diverse customers
2. Local IT leaders Service duplication continues within
not coordinated departments. ITS lacks evangelists and
ombudsmen as strategic partners.
With local IT leadership role in OE IT end state
3. Funded
by/reporting to
customer
Customers opt out of having strategic IT
services, or ITS funds them. Local IT
leaders have no stake in ITS’ success.
4. Funded
by/reporting to
ITS
Customers have no stake in ITS’ success,
see strategic IT service providers as ITS
consultants instead of partners.
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ACTIONS TAKEN
Goal
Action
Continue strategic
services provided by
local IT leaders
1. Formalize the Customer
Relationship Manager (CRM) role.
Coordinate CRMs;
Involve CRMs in ITS
operations, strategy
2. Organize CRMs into Customer
Relationship Management group.
Maintain local
accountability and
reporting, funding
3. CRMs continue to report into
customer groups, add dotted line to
ITS.
Provide governance
and oversight
4. CRMs, local IT service providers,
and customers form IT governance
committee.
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ATTRIBUTES OF A SUCCESSFUL CRM







Trusted
Innovative
Authority
Partner
Advocate
Evangelist
Accountable






Nimble
Effective
Responsive
Technical
Communicator
Subject matter
expert
The buck stops here!
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CRM WORKING RELATIONSHIPS
 Customer leadership and key stakeholders
 IT leadership
o Product and project managers
o IT service line managers
 Local IT specialists
 Other CRMs
o Customer Relationship Management group
o IT governance committee
 Other IT governance committees and OE groups
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CRM RESPONSIBILITIES OVER TIME
 Catalog local IT services
 Enterprise IT portfolio review
 Manage transitions to central  Evaluate and monitor existing
services
services
 Coordinate local IT services
 New service development
 Evangelize central services
 PI onboarding
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OLD CRM REPORTING
Local IT leaders perform functions which
will remain in customer groups
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YALE IT REPORTING
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CRMS IN ITS
CIO
Customer
Relationship
Management
Security &
Policy
Customer
Services
Infrastructure
Technology &
Architecture
Business
Applications
 New operational group, expanded reporting model
 Focus customer needs, feedback
 Work with service providers, product managers, and
customers to ensure success
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SAMPLE RELATIONSHIPS: SF VAMC
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SOLUTION PROCESS
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CRMS IN IT GOVERNANCE
IT Governance
Steering Committee
Clinical
Education
Research
Business
Technology &
Architecture
 Strategic Technology Advisory Committee
o Charge: providing better support to the UCSF community
 Represent IT in Clinical, Education, Research, Business
committees
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IT GOVERNANCE COMMITTEE
 Customer-focused advisory
group
o Local IT leaders
o Local business leaders
o CRMs
 Provide forum for service
providers and product
managers to solve problems
with customers
 Provide a voice for local IT
staff in IT governance
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HOW MANY CRMS DO WE NEED?
Group
FTE
Graduate Division
0.5-1.0
School of Dentistry
0.5-1.0
School of Nursing
0.5-1.0
School of Pharmacy
1.0
SOM – SFGH
1.0
SOM – Medicine
1.0
SOM – Pediatrics
SOM – Anesthesia
1.0
SOM – Radiology
0.5-1.0
SOM – Surgery
0.5-1.0
SOM – Neurology
SOM – Psychiatry
SOM – Ob/Gyn
1.0
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NEXT STEPS
 Present to additional audiences
o Individual SOM Managers, Chairs
o Academic Senate
 Formalize CRM job duties, deliverables
 Answer remaining questions
o Decide how many CRMs, short and long term
 Based on customer population, geography, mission?
 Can customers opt out? Do their SLAs change if they
do?
o Do local IT staff report to CRMs?
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WHO IS PART OF THIS CONVERSATION?
 IT Governance Committees
o SOM Technology Management & Advisory Committee
o Committee on Technology & Architecture
 IT, School and Department Managers
o UCSF CIO, UCSF CTO, UCSF MedCenter CIO
o IT Governance
o IT Managers
o Associate Deans
o Department Managers and CFOs
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DISCUSSION