Outsourcing IT Infrastructure at The University of Texas Medical Branch at Galveston - PowerPoint PPT Presentation

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Outsourcing IT Infrastructure at The University of Texas Medical Branch at Galveston

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  1. Outsourcing IT Infrastructure at The University of Texas Medical Branch at Galveston EduTex February 21, 2001

  2. Description of UTMB • Part of the University of Texas system • Established in 1890 • Medical, nursing, allied health, graduate schools • 13,654 employees, 2,505 students • Own and operate 9 hospitals within the Galveston complex • Annual budget approximately $1.1B • Very dependent upon technology

  3. Why Outsource? • Moving to a services commodity environment • Reduction in total cost of ownership • Need to be able to change rapidly • Need to be able to scale up or down with no large capital investment • Problems attracting and retaining staff

  4. Do You Know What It Costs? • Human Resources • Training • Configuration • Procurement, delivery and receiving • Facilities • Technology refresh • Maintaining standards

  5. Goal of the Information Technology Infrastructure Initiative (ITII) Provide full communication, application, and desktop support to all faculty, staff, and students regardless of their geographic location

  6. Objectives for the ITII • Identify, and implement a very flexible and cost effective service delivery mechanism to UTMB at its main campus and many clinical and instructional locations. • Bundle services to identify a single supplier for a wide variety of service needs. • One per seat cost that includes all services.

  7. Wide area data access services Help desk Wide area video services Wide area voice communications PC/LAN support Technology refresh Remote access Internet service provision Email services What’s Included? ITII Services include:

  8. Driving Factors • Provide support to Galveston campus and distributed users • Difficulty attracting and retaining qualified IT staff • Reduce one-time infusions of capital funding for new technologies

  9. Driving Factors • Rapidly changing technology and support needs • Simplify budget planning for new business opportunities • Provide services as an enterprise infrastructure rather than a departmental expense

  10. IT Skills Pyramid

  11. Regional Maternal and Child Health Program RMCH Clinic Satellite Location

  12. Primary Care Outpatient Clinics (PCOC)

  13. Non-TDCJ Sites Family Health Center - Texas CityFamily Physicians - DickinsonFederal Low Security Unit - BeaumontFederal Penitentiary - BeaumontGeorge Library - RichmondLamar University - BeaumontLee College - BaytownSt Elizabeth’s Hospital - BeaumontStephen F. Austin State University - NacogdochesWharton County Jr. College - WhartonUT Pan American - Edinburg TDCJ Sites Beto I - Tennessee ColonyBoyd - TeagueConnally - KennedyDominguez - San AntonioDucate - WoodlandsEstelle - HuntsvilleHealth Services - HuntsvilleHughes - GatesvilleJester IV - RichmondLopez - EdinburgMcConnell - BeevilleMichael - Tennessee ColonyReception - GatesvilleRamsey III - RosharonSkyview - RuskStiles - BeaumontTelford - New Boston UTMB Video Network New Boston Rusk Tennessee Colony Gatesville Nacogdoches Teague Huntsville Austin Beaumont San Antonio Woodlands Baytown Wharton Richmond Dickinson Rosharon LaMarque Beeville Galveston Edinburg

  14. Service Level Goals • Service Desk calls answered within 50 seconds 90% of the time and 95% resolved with a single request • Patient care services will be restored within 30 minutes (M-F 7am-midnight) • On-campus and remote workstation HW and software failures resolved within 1 business day • Technology HW will be replaced within 36 months, SW usually annually based on manufacturer releases and UTMB schedule

  15. Service Transition • As the contract is signed a transition will occur • Goal is to have no disruption of service • Gradual change in service delivery such as the relocation of the ServiceDesk, full attainment of service levels, and new services • May require up to 6 months to fully achieve service level goals

  16. Lessons Learned • Internal resistance to change can be overcome • IT infrastructure is someone else’s core business • Retaining and attracting staff is easier for others • Cost can be contained • Customers satisfaction has improved

  17. “ …the future of health education, health research and clinical care will belong only to those who: • leverage their resources and talents through partnerships, • have the courage to focus their efforts on what they do best, • add value to the health of the community they serve and, • above all settle for no less than excellence in all they do.” J. Stobo President, UTMB

  18. Tom Epley Tepley@utmb.edu