UCSF IT All Hands Meeting"

October 17, 2013""

"

2"

Agenda""

•  Introductions – IT Directors"

•  IT Org Update and FAQs"

•  Employee and Team Recognition"

•  Staff Engagement"

•  FY14 IT Goals"

•  Change Management"

•  Lean IT – If Time Permits"

•  Q&A""

3"

""

IT Organization Update"And"

FAQs"

4"

Phase I Org: CY13 Q4"

5"

Note: Items shown under each director are indicative of where functions will be performed but do not represent organizational structure.

CIO

Security Director

TBD

Infrastructure Director

Karen O’Neill

Customer Services Director

TBD

Apps. Mgmt Exec DirectorJane Wong

Technology Apps Director

Irene Brezman

OCIO Director

Pierre Brickey

IT Transformation- Lean IT- CPI- Sourcing Strategy

Project Mgmt - Portfolio Mgmt- Resource Plan

QA Testing

Communications

HR/Payroll/Timesheet Systems Financial Systems

Research Administrative Systems Student Information Systems (partnership) Development- Web- Automation- Identity Mgmt dev

Data Center- Systems Admin- Operations- Systems Eng- DBA

Video / Telehealth Engineering

Network (V,D,UC)

Clinical Systems Engineering / Ops

Distributed Systems Security

Incident Mgmt and Response

Policy; Outreach; Security Assessment

Security Risk Management

Security Systems Engineering & Operations

IT Field Services

Client Engineering

Access Provisioning

CEM / CRM Facilitation

Service Desk- Clinical- Technical

Image Mgmt Systems- Doc Imaging- Image Mgmt- Image Archival

Communication Apps- Clinical Comms- Amcom- Paging Systems- Nurse Call Sys

Integration Systems- HL7- Web- XML- etc...

Service Mgmt- Tools- Reporting- Process Admin

IT FinanceDirector

Michelle Fanner

Finance Operations (allocations; PR; invoice processing) Financial Planning / Forecasts Business Operations / Administration

Administrative Assistant

Clarity / Business Objects / Analytics Support

Data Warehouse and BI / Financial Reporting Systems Faculty Administrative systems

Mission Bay IT Program

Key Changes in Phase I"•  Leadership Appointments:"

•  IT Finance Director: " "Michelle Fanner"•  OCIO Director: " "Pierre Brickey"•  Application Mgmt Director: "Jane Wong"•  Technology Applications Director: "Irene Brezman"•  Infrastructure Director: " "Karen O’Neill"

•  Roles to be Posted"•  Customer Services Director " "Posting Friday 10/18"•  Security Director " " "Posting Friday 10/18"•  Deputy Director Network Services " "Selection in Process"•  Networked Data Warehouse Exec Director "Offer Outstanding"

•  Unify"•  Security Teams"•  Network Teams"•  Customer Services Teams "

•  Service Desk / Field Services / Device engineering / IdAM Admin / Endpoint Protection"•  IT Finance Teams"•  Project Management "

6"

Phase II Org: CY14 Q2"

7"

Note: Items shown under each director are indicative of where functions will be performed but do not represent organizational structure.

CIO

SecurityDirector

TBD

Infrastructure Director

Karen O’Neill

Customer Services Director

TBD

Apps Mgmt Exec DirectorJane Wong

Technology Apps Director

Irene Brezman

OCIO Director

Pierre Brickey

IT Transformation- Lean IT- CPI- Sourcing Strategy

Project Mgmt - Portfolio Mgmt- Resource Plan

QA Testing

Communications

HR Systems

Financial Systems

Research Administration Systems Student Information Systems (partnership) Development- Web- Automation- Identity Mgmt Systems

Data Center- Systems Admin- Operations- Systems Eng- DBA

Video / Telehealth Engineering

Network (V,D,UC)

Clinical Systems Engineering / Ops (e.g. APeX)

Distributed Systems Security Incident Mgmt and Response

Policy; Outreach; Security Assessment

Security Risk Management Security Systems Engineering & Operations

IT Field Services Client Engineering

Access Provisioning

CEM / CRM facilitation

Service Desk- Clinical- Technical

Image Mgmt Systems- Doc Imaging- Image Mgmt- Image Archival

Communication Apps- Clinical Comms- Amcom- Paging Systems- Nurse Call Sys

Integration Systems- HL7- Web- XML- etc... Service Mgmt

- Tools- Reporting- Process Admin

IT Finance Director

Michelle Fanner

Finance Operations (allocations; PR; invoice processing) Financial Planning / Forecasts Business Operations / Administration

Administrative Assistant

Data Warehouse and BI / Financial Reporting Systems

Networked Data Warehouse

Exec Dir. - TBD

Data Governance Facilitation

Analytics Development Support

Data Warehouse Operations (e.g. ETL, system administration)Clarity

Data Architecture

Faculty Administrative Systems

Mission Bay IT Program

Next Steps and Timing"•  Finalize the job descriptions, HR categorization and posting of director level positions."

•  Posting date targeted for October 14th " "Posting Friday Oct 18th "•  Interview panels targeted for week of October 28th "•  Selection no later than week of November 4th "

•  Finalize and communicate the balance of the IT organizational structure"•  Some start as early as October 14th. "•  No later than week of November 4th."

•  Transition to the Phase I organizational structure"•  Some start as early as October 14th. "•  Substantially complete by December 31st 2013. "

•  Hire the Exec Director of Networked Data Warehouse"•  Targeting start date no later than January 2014."

•  Transition to the Phase II organization structure"•  No later than June 2014."

8"

Key Points to Keep In Mind"•  These changes don’t take effect immediately."

•  Changes will be made in a deliberate and purposeful way."•  The guiding principle is to communicate in advance and with transparency so you are not surprised when the

changes become effective."

•  The IT Directors and Managers involved in any particular change will meet to establish the appropriate timing and approach."

•  This may be impacted by projects in process that need to be completed or new workflow / processes that need to be defined. "

•  Specific changes will be communicated to you in advance with your existing manager involved."

•  There will be a small number of jobs eliminated in this process for both leadership and staff but that is not the focus of this effort. This is about meeting the growing demands of IT at UCSF. "

•  We are not changing the compensation plans of either Medical Center or Campus employees as a part of this process."

•  Your work location will likely not change, however, there may be some movement of teams to co-locate to the extent practical so we can truly work as one team."

9"

FAQ: "•  Posted at: http://it.ucsf.edu/news/cio/frequently-asked-questions-faqs"

•  My unit is not on the organizational chart, what does this mean?"

•  Will there be new positions posted and where?"•  Why were some roles appointed and others open for recruitment?"•  Will there be any physical moves?"•  Will I become a Medical Center / Campus employee? Will compensation change?"•  What are your expectations for your directors and managers? How will you hold them accountable?"

•  If I need to hire a new employee, are they Medical Center or Campus employee?"•  If we didn't build it, are we still obligated to support it? How do we ensure resources to do this?"

•  Customers assume that we will follow the precedent of HR and Pre-Award: over-promising and under-delivering, how do we keep that from happening?"

•  What are we doing to hold ourselves accountable to our customers' expectations, who expect high performance, responsive, low cost services?"

10"

""

Employee and Team Recognition"

11"

Employee Recognition"Lion Award–Jennifer Vo!• PeopleSoft General Ledger System: "...the level of support and patience that Jennifer showed in helping the Medical Center resolve problems that we created as we try to get to grips with the interface processing in our PeopleSoft GL…she showed nothing but willingness, helpfulness, and professionalism in working to quickly undo what we had done.” Even with a new GL implementation, there was no audit issues raised by PwC."

Cub–Erik Wieland!• ITFS: "Erik practically built the service catalog and the technical skills assessment matrix for the ITFS team. Taking it a step further, he coordinated resume reviews and mock interviews for our then respective desktop support teams for practically every single desktop support technician across the campus. Many technicians got resume reviews, interview practice, and valuable feedback that contributed towards their being accepted into ITFS.”"

12"

Employee Recognition"

Cub – Arabella Handy, Terri Cummings, Nancy Toth, Valencia Hawkins & Angelique Wynne!"

• MS Unified Messaging: "A huge, real, enterprise project that touched nearly every employee at UCSF. The potential for failure/mediocre results loomed, but they beat the odds and successfully completed. They delivered something of real value to the UCSF community and did so with a positive attitude and great teamwork. Kudos to the team!”"

"

Honorable Mention–Elliot Kendal!•  Adobe Acrobat Pro Purchase: "We were running into issues with the

student portal for purchasing and our vendor was being extremely difficult and misleading. Because of Elliot's knowledge and willingness to assist us, we were able to turn what had been weeks of effort to resolve into a couple of hours.""

13"

Team Recognition"•  The Entire IT Village – APeX 2012 Upgrade:"

•  Successful Upgrade to Epic. "•  Command Center closed 1 day early."•  Special thanks to:"

•  Integrated Testing Team"•  Integration Team"•  APeX Clarity Admin Team"•  Service Desk"•  Systems Engineering"•  Field Services"•  Data Center Operations"•  Project Management Office"

Team Recognition"

•  Service Desk and ITFS:!•  Implementation of central queue management and tiered support

structure at the SD for escalation of ITFS tickets- Level 2 team"

•  Benefits include:"

•  Individual field units no longer have to have a dedicated queue manager to assign tickets (now all being handled by the Service Desk).  "

•  Allows 4 additional FTE resources available to do field work."

•  Virtually put an end to ticket misroutes between the SD and ITFS."" ""

•  Week ending 9/27, SD resolved 71 tickets internally that would have gone to the field. "

Team Recognition"

•  Clarity and Analytics Support:!•  Implementation of 2 Qlikview analytics dashboards"•  First major step to Analytics at UCSF"

•  Identity and Access Management (IdAM):!•  Automated provisioning of Residents and Fellows"•  Saves up to 4 hours effort each day"•  Reduced provisioning SLA from 2 days to 4 hours"•  Week of Oct 7th open tickets/mo under 500"

•  First time in years"•  At Apex go live, opened tickets were over 11,000"

16"

""

Staff Engagement"

17"

0" 5" 10" 15" 20" 25" 30" 35" 40"

Q3 Opportunity to do Best"

Q4 Recognition"

Q6 Development"

Q11 Progress"

Q12 Learn& Grow"

Q1 Knows what's expected"

Q2 Materials& Equipment"

Campus IT"Medical Center IT"

Action Plan Summary"

18"

UCSF IT developed 82 Action Plans; total plans at UCSF (730) ‒  Campus IT, 37 ‒  Medical Center IT, 45

Number of Action Plans

37

27

10

1

1

2

4

IT Action Plan- Examples"

Materials & Equipment!!

•  Document the suite of tools, create monthly process to identify needs, and eliminate unnecessary tools"

•  Refresh laptops/desktops and ensure staff has adequate workspace and meeting places"

•  Develop talking points for techs on key topics: encryption, crashplan, hourly billing "

•  Inventory all key software tools and ensure technology is current"

"19"

IT Action Plan- Examples"

Know what is expected!!

•  Discuss expectations at weekly team meetings"•  Clearly define duties of each team; and post information

on Sharepoint or website"•  Review and update the Skill and Knowledge Assessment

tool"•  Review all job descriptions and make sure they reflect

actual duties and responsibilities"

""""

20"

IT Action Plan- Examples"

Learn & Grow!!

•  Survey staff on top 3 training topics of interest"•  Generate training plans and take courses unique to each

staff member"•  Create a Development Plan for each staff member,

clearly define goals, and meet on a regular basis to discuss "

""""

21"

IT Leadership Team Areas of Focus"

•  IT Staff wants IT Leadership Team to focus on the following areas:"

"

‒  Increase the number of social events""

‒  Solicit Staff input to IT All Hands meeting agenda""

‒  Career path development""

‒  Review and improve the Recognition Program"

22"

Key Messages on Engagement"

•  Engagement is a full contact sport."

•  Big, disruptive changes are not an obstacle…... In fact they are an opportunity to advance engagement."

•  “We” are all that we’ve got…no one else is going to ride in and make things better."

•  Lean is an outstanding way to engage the team."

""

FY14 IT Goals"

24"

2014 Star Goals: Campus "

25"

Topic   Goal  

Employee  Engagement*   •  Increase  the  Employee  Engagement  Accountability  Index  Score  by  0.15  (3.43  to  3.58)  

Improve  IT  Service*  

•     Improve  the  following  two  services  by  an  average  of  20%:  •  Establish  the  baseline  for  server  provisioning  Hme  and  reduce  the  

provisioning  Hme.      •  Reduce  the  number  of  change  induced  incidents  for  priority  1s  and  2s    

Project   •  Implement  the  Finance3  iniHaHves  (COA,  Hyperion,  and  MyReports)    

Customer  Service   •  Achieve  a  20%  increase  in  scores  greater  than  3  from  the  customer  survey  results  

Finance  Performance   •  Achieve  a  financial  variance  percentage  within  +/-­‐  3%  to  budget  (90%  of  departments)  

* Similar goals on Star and IAP

2014 IAP Goals: Medical Center"

26"

Topic   Goal  at  Target  Level  

Employee  Engagement   Improve  the  Engagement  Scores-­‐  Accountability  Index  by  .15;  current  metric  =  3.54  

Improve  IT  Services  

•  Availability  of  5  Her  1  applicaHons  at  99.925%  availability  based  on  end  user  impact  hours;    

AND  •  Improve  the  following  three  services  by  an  average  of  40%.                    *    ReducHon  in  change  induced  incidents                *    ReducHon  in  server  provisioning  Hme  from  request  to  fulfillment                *    ReducHon  in  provisioning  /  de-­‐provisioning  Hme  for  applicaHons  

Projects  (Short-­‐List)  

•  Meet  100%  of  specified  Mission  Bay  IT  milestones  met;    AND    •  Meet  10  out  of  12  milestones  for  non-­‐Mission  Bay  items  in  the  IT  Program  Plan.  

Finance      

•  Establish  a  baseline  4  year  financial  plan  based  current  IT  Sourcing  model,  capital  plan,  and  the  FY14  update  to  the  UCSF  10  year  plan.      

•  7.0%  reducHon  in  forecasted  operaHng  expense  as  compared  to  the  FY14  update  to  the  10  year  plan.        

FY  14    IT  IAP      Project  Milestones  

FY14  

January  MB  -­‐  Unified  CommunicaHons  Design  2  -­‐  Wireless  Network  Refresh  –  Complete  wireless  refresh  in  at  least  2  floors  of  hospital  .    

March  MB  -­‐  PaHent  Media  Wall:    •  Design  for  Phase  1  Complete  (approved  by  IT  Archit  Review  Commifee)  3  -­‐  Interfaces  for  ICD-­‐10  tesHng  iniHated  12  a    –  Security  -­‐  External  HIPAA  assessment  at  Medical  Center  

February  MB  -­‐  Equipment  SpecificaHons  and  BOM  for  WorkstaHons  and  Peripherals  (excluding  Ricoh)  

April  4  -­‐  MPLS  –  Complete  migraHon  of  traffic  to  MPLS  core  (MCB-­‐PRN-­‐MTZ.)  

May    5  -­‐    Med  Center  Windows  7  Image  Upgrade  –  Fully  executed  6    -­‐  Implement  ECM  Phase  1a  as  defined  by  project  plan  

September  MB  -­‐  RTLS  Middleware  Design,  Server  Architecture  complete    

December  MB  -­‐  Voalte  Pilot  Complete  &  Assessment  Report  and  RecommendaHons    1  -­‐  APeX  Upgrade  complete  

June  MB  -­‐  DAS  1st  Responder,  Two-­‐Way  Radio  and  Paging  Equipment  InstallaHons  complete  7  -­‐  Implement  and  validate  DR  soluHons  for  the  top  three  ancillary  clinical  applicaHons  8  -­‐  Complete  transiHon  of  at  least  75  handsets  to  new  Cisco  soluHon  (non-­‐IT  customers)  9  -­‐  Refresh  MedCenter  DNS/DHCP  hardware  10  -­‐  Interfaces  for  Radiant  project  tesHng  completed  11  -­‐  Complete  implementaHon  of  4  analyHcal  dashboards  as  prioriHzed  by  leadership  12  b  -­‐  Security  -­‐  Firewall  Rule  ConsolidaHon/  DocumentaHon  Review  12  c  –  Security  -­‐  Web  content  filtering  at  Medical  Center  

""

Change Management"

28"

Change Management – Why?"•  Minimize Risk Associated with Change"

•  Gartner Statistics on Unplanned Downtime:"•  20% - Hardware, OS, environmental factors (e.g., heating, cooling

& power failures) and disasters"•  40% - Application failures including bugs, performance issues or

changes to applications 40% - Operator errors, including not performing a required operations task or performing a task incorrectly "

•  è Approximately 80% of unplanned downtime is caused by people and process issues, while the remainder is caused by technology failures and disasters."

29"

Change ManagementShared FY14 Goals!•  Reduce the Number of Change Induced Incidents"

•  Improve Availability "

30"

Change ManagementReal Life Story #1!

•  Goal: Increase network speed to workstations"

•  Problem: Inadequate change validation"

•  Impact: Radiation Oncology Treatment system offline; patients in head restraints kept waiting for extended period"

31"

•  Goal: Deploy new print servers to support EPIC 2012 Upgrade"

•  Problem: Inadequate change validation, no communication to Service Desk or Field Services…"

•  Impact: Pharmacy unable to print bar code labels for >11 hrs -> Patient Safety at Risk!!

Change ManagementReal Life Story #2!

32"

Change ManagementWhat is Expected?!

•  Adhere to the Process"

•  Approved Change Control Request"

•  Peer Reviewer"

•  Test Plan"

•  Validate Back-out Plan"•  Ensure that you can validate your change and back out of the change, if

necessary, in the approved change window."

•  Communicate "

•  Engage your leaders"

33"

Change ManagementWhat Else is Expected?!

•  Mandatory Training & Compliance"•  Annual online training course"•  Coming soon!"

•  What else can we do?"

34"

""

Lean IT "deferred until the next meeting"

35"

""

Questions"

36"