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.:
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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.
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Guiding Principles for IT Consolidation
• 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.
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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.
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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.
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IT Functions to be Consolidated
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Consolidation of Campus ITS (formerly Elazar H) and Medical Center IT (Joe B).
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Technology disciplines providing common IT services across the institution:
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Enterprise Applications:
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Core Infrastructure: Network, servers, storage, data center
Development and integration services
IT Customer Services: Help desk, desktop support
Payroll
Time Tracking
General Financials
IT process and risk management functions:
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Security, identity and access management
Quality and IT process controls
IT Planning and Architecture
IT Finance
• Establish new Data Warehousing & analytics support team:
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Meet the high demand for access to data
Establish and operate the enterprise data warehouse
Provide analytics support to UCSF departments
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IT Functions to Remain Distributed
• Mission specific applications:
• Clinical IT systems
• Research IT systems
• Education IT systems
• Departmental based IT services, eg:
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Campus Life Services IT
Clinical Lab IT
Radiology IT
School based IT services
QB-3
Cancer Center
Etc…
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Discovery Mission
Clinical
Systems
Research
Systems
Teaching Mission
Education
Systems
Enterprise
Admin.
Systems
IT Customer Service
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
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Customer Relationship Mgmt.
Security, Identity & Access
IT Quality & Service Management
IT Planning and Architecture
IT Finance
Patient Care Mission
What to Expect
• Complete the IT organizational design and implement the new
reporting structures.
• Maintain momentum and focus on current delivery commitments, e.g.:
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Desktop OE Initiative
Data Center OE Initiative
Mission Bay Hospital IT Program
Daily operational support of IT systems
• Initiate new activities:
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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.
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Requests of This Leadership Team
• Ideas to help expose UCSF IT to your business, e.g.:
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Orientation tours in Patient Care / Education / Research to help IT better engage in
your mission.
• Frank talk / communicate …UCSF IT commits to the same:
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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.
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i.e. what interaction model would be most effective.
• Have high expectations from UCSF IT / expect a lot.
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Supporting Slides
• Leadership Interviews
• Common Themes
• Validating UCSF IT Fundamentals
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UCSF Leadership Interviews
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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
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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
Common Themes: Leadership Interviews
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Leaders are generally supportive of the concept of IT consolidation.
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Strongest support for consolidation of:
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Specialized IT functions need to stay within departments:
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Application support is where most of the specialized needs exist.
Take a measured pace:
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Infrastructure (network, computing, storage, data centers)
IT Security
Customer services (help desk, desktop support)
Enterprise applications (e.g. AP, payroll, time tracking, etc…)
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:
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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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Validating UCSF IT Fundamentals
IT Fundamental
Protecting the data.
Description
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
Are there system stability issues; Is the environment adequately
performance of the environment.
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?
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