IT Customer Relationship Management At UCSF

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Definitions

Central IT service providero ITS, Medical Center IT

Commodity IT serviceo Service which can or should serve the enterpriseo 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 serviceso 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

Differentiate commodity and new/local/innovative services

Connect innovators with commodity service providers

Provide continuity, strategic planning, and innovation to customer groups

Provide customer groups with budgeting and procurement support

Guide projects for customers

Ensure return on local and central IT investments

Promote overall IT efficiency

Monitor IT SLAs Ensure consistently good

customer experience Prioritize customer

issues/projects Communicate across IT

service and customer groups

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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 IT Representative(s)Campus Life Services Dan FreemanCTSI Mark Ayres, Eric MeeksCVRI Isaac Sato, Dennis McGovernEVC/FAS Kurt GlowienkeAnatomy Steve RothsteinAnesthesia Brad DispensaBiochemistry Michael KearnsCell. & Mol. Pharmacology Peter WerbaEpidemiology & Biostatistics

Alaric Battle

Family & Comm. Medicine Anastasio SomarribaLaboratory Medicine Enrique TerrazasMedicine Erik WielandMicrobiology & Immunology

Khang Nguyen

Neurological Surgery Ricardo MartinezObstetrics & Gynecology Brian AuerbachOphthalmology Mike DeinerOtolaryngology Matt ForbushPathology Ed ShimazuPediatrics David LawPhysiology Sean PattersonPsychiatry/LPPI Ben EstocapioRadiation Oncology Pam AkazawaRadiology Pranathi Sundaram, Mark Day, Todd

BazzillSurgery Phi NguyenUrology Jenny BroeringDev. & Alumni Relations Debbie AnglinDiabetes Center Eric LiuGraduate Division Jon JohnsonIHPS Vince MoultonITN Aaron GannonLibrary Rich TrottMemory & Aging Center Joe HesseSchool of Dentistry Tom FerrisSchool of Medicine Tim Greer, Chris Orsine, Chandler

MayfieldSchool of Nursing Rob SlaughterSchool of Pharmacy 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 not coordinated

Service duplication continues within 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 managerso IT service line managers

Local IT specialists Other CRMs

o Customer Relationship Management groupo IT governance committee

Other IT governance committees and OE groups

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CRM Responsibilities over time

Catalog local IT services Manage transitions to

central services Coordinate local IT services Evangelize central services

Enterprise IT portfolio review

Evaluate and monitor existing services

New service development 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

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

Strategic Technology Advisory Committeeo 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 groupo Local IT leaderso Local business leaderso 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 audienceso Individual SOM Managers, Chairso 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 Committeeso SOM Technology Management & Advisory

Committeeo Committee on Technology & Architecture

IT, School and Department Managerso UCSF CIO, UCSF CTO, UCSF MedCenter CIOo IT Governanceo IT Managerso Associate Deanso Department Managers and CFOs

Discussion