UCSF Enterprise
IT Consolidation
IT Organization Design
Guiding Principles
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.
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Organizational Structure: Guiding Principles
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IT Directors must have accountability to support both Campus and Med Center services.
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Constantly consider the impact to customer service as this will be central to our culture:
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Structure must enable the CIO to:
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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:
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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.
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Patients, Students, Researchers
Faculty, Care Givers, Administrators, Departmental IT
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.
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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…).
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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.
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Be Sure to Account For These:
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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)
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Reference: Target IT Culture
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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.
5. Environment of inclusion, respect, diversity, professionalism.
6. Communications and transparency up and down the IT organization.
7. Deliberate and purposeful direction and decisions.
8. Take issues head on (frank talk) and work together to resolve.
9. Using process and metrics to drive quality.
10.Embracing innovation and new ideas.
11.Set the bar at “Excellence.”
12.Have fun in the process.
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Reference Slides
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.
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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
Original Implementation Plan
Calendar Year 2013
Consolidated IT Implementation
Task
# Description
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Calendar Year 2014
FY13
May
FY14
Jun
Jul
Aug
Sep
Oct
Jane Wong as ITS Interim CIO
CIO Selection Process
Select IT Senior Leaders
Finalize Division of
Responsibilities
Selection of Manager Positions
Changes at Individual
Contributor Level
Finalize structure for Customer
Relationship Management
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Build EDW / BI team
Establish Joint IT Finance
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Steering Group
Develop Financial Allocation
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Methods
Consolidation Substantially Complete
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Nov
Dec
Jan
Feb
Common Themes From 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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