MedIT Strategic Plan. Mission: To support excellence in health education, research, and service with innovative and sustainable technology solutions.

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1 MedIT Strategic Plan Mission: To support excellence in health education, research, and service with innovative and sustainable technology solutions.

2 The UBC Faculty of Medicine and MedIT work in strategic partnership with the University of Victoria, University of Northern British Columbia, Fraser Health Authority, Interior Health Authority, Northern Health Authority, Provincial Health Services Authority, Vancouver Coastal Health Authority, and Vancouver Island Health Authority.

3 table of contents Introduction...4 What is MedIT?...5 Values: What do we stand for?... 6 Mission Statement: Why do we exist?... 7 Goals: What are we committing to do? Customer Satisfaction People Sustainability Strategic Partnerships Services and Solutions Communications Summary of Goals: Tactical Highlights Appendix A: Guiding Principles Appendix B: Strategy Development Process

4 Introduction UBC MedIT has evolved over the past ten years to meet the maturing information technology requirements of the Faculty of Medicine (FoM). Just as the Faculty of Medicine now employs a province-wide delivery model for its programs, so too does MedIT. From videoconferencing to desktop support, MedIT services are available wherever FoM programs are found. In response to rapid expansion, the MedIT Strategic Plan has been developed as a comprehensive strategy for all of MedIT. It provides the framework for ensuring that MedIT s work throughout the province is aligned internally and with the mandate of the FoM. To develop the plan, a Strategy Development Working Group consisting of the MedIT managers from across British Columbia met regularly from July 2009 to February 2010 (For process details, see Appendix B). The result is a document which outlines MedIT s goals, strategies and tactics for supporting and enhancing medical education, research and administration for the next three years. The MedIT Strategic Plan is intended to be a companion document to the FoM Strategic Plan. 4

5 What is MedIT? UBC MedIT provides the Faculty of Medicine (FoM) with IT tools and services that support medical education, research and administration. MedIT is a unit of the Dean s Office. It provides services to numerous departments and research groups, and the distributed medical education program. The unit evolved from the FoM s need in the early 2000s for inhouse network, web and desktop support services. In 2004 the FoM s undergraduate medical program transitioned from a local, Vancouver-based program, to a distributed model in partnership with the University of Northern British Columbia and the University of Victoria. MedIT services were required to expand and mature to meet the new FoM technology requirements primarily videoconferencing and educational technology support. Since 2004, MedIT staff have cooperated with health authority and medical program staff throughout the province to meet the information technology needs of Vancouver-Fraser, Northern, Island and Southern Medical Programs. 5

6 Values: What do we stand for? MedIT is guided by shared values which are reflected in every decision they make. Although the Strategic Plan is subject to revision and improvement, MedIT s values remain consistent. Sustainability: Operational, environmental and financial Social Responsibility: Transparent and accountable People: Empowered and diverse Innovation: Proactive and solutions oriented Cooperation: Open, inclusive, and relationship-focused Leadership: Professional and focused on the needs of education and research Excellence: Comprehensive Service: Client and health care orientated 6

7 Mission Statement: Why do we exist? In recognition that UBC is one of the world s leading universities, and that the Faculty of Medicine s primary mandate is to foster excellence in the areas of health education, research, and service, MedIT s mission statement is as follows: To support excellence in health education, research, and service with innovative and sustainable technology solutions. 7

8 Goals: What are we committing to do? The following six goals will guide MedIT over the next three years. They have been carefully chosen to provide a compass that will guide MedIT in support of medical education, research and administration. In the pages that follow, we outline MedIT s strategies and tactics for reaching these goals. 1 Customer Satisfaction 2 People 3 Sustainability 4 Strategic Partnerships 5 Services and Solutions 6 Communications 8

9 1 Customer Satisfaction deliver excellent customer service Understanding how people feel about us is essential for improving the overall quality of IT service. a) Define service level agreements and/or operational level agreements for all services b) Create policies and agreements for end-user technology use c) Create customer satisfaction surveys to track and report service metrics d) Deliver appropriate solutions e) Identify key FoM business meetings and offer MedIT participation to assist with technology-related conversations This is an essential component of completing projects on time and on budget. deliver services consistently a) Develop and mandate a standardized orientation for all employees b) Develop and implement a standard project methodology c) Develop standards and guidelines to transition technology solutions into full services operations d) Identify appropriate sponsors and stakeholders for all projects This is critical in helping new staff develop a productive, lasting relationship with MedIT and FoM. e) Develop a process to complete environmental scans prior to purchasing solutions f) Create a standard policies and procedures library g) Offer a standard computer/laptop model align activities with groups medit serves a) Complete a survey of the services in use or in need by research, education and the administration 9

10 2 People create an environment where employees feel empowered a) Define common job functions within MedIT (and the wider IT community) and identify communities of practice b) Create a suggestion box where staff can share their suggestions for improvement and provide a mechanism to analyze and respond c) Recognize and publicize staff contributions via appropriate communication channels hire the right people a) Develop a staff recruitment framework Align job descriptions with MedIT s core competencies Develop or hire staff to meet core competencies Attracting highly qualified staff will help us meet the FoM s IT needs. b) Develop a skills test for each job c) Develop a MedIT HR resource portal d) Develop a skills matrix and a work breakdown structure for each job description retain people a) Create career progression paths b) Introduce succession planning c) Create an employee satisfaction survey d) Create a training framework for MedIT staff develop people In pursuit of excellence, we need to align the right people with the right jobs at the right time. a) Complete a gap analysis of MedIT skills b) Adopt a talent management framework Identify tactics (from the MedIT Strategic Plan) that can be translated into and measured by performance objectives Develop a standard approach to performance monitoring Manage and develop staff skills by placing people in initiatives that align with their interests 10

11 3 Sustainability commit to operational sustainability We have to ensure that IT works, so that our people can work even during disruptions. a) Inventory IT systems and identify opportunities to consolidate b) Build a business continuity plan c) Create a central service desk d) Build interdisciplinary teams by seeking expertise from across MedIT e) Create a shared dashboard that makes projects and resources visible to all staff commit to environmental sustainability a) Build the infrastructure for telecommuting b) Implement a green computing plan Align with UBC sustainability strategies Include information on reducing dependencies on printers, efficient use of computing resources, thin clients and electronic recycling We all need to properly dispose of hazardous materials, maximize energy efficiency, and make sure we choose products responsibly. commit to fiscal responsibility a) Create a rationale for purchase form b) Develop in-house expertise on public sector purchasing c) Perform total cost of ownership analyses on solutions that MedIT considers hosting in-house d) Purchase computer hardware and software through campus agreements e) Minimize the options (models) MedIT deploys into production 11

12 4 Strategic Partnerships cultivate strategic partnerships and agreements a) Make specific reference to strategic partnerships in MedIT orientation documentation and marketing material b) Where appropriate, include strategic partnership development in staff performance reviews c) Where appropriate, work towards secondment opportunities with strategic partners promote the free exchange of knowledge with partners a) Include partners in MedIT external communications where appropriate b) Identify key publications produced by partners and ensure that appropriate MedIT staff receive them c) Where appropriate, work towards sharing tools and common solutions with strategic partners leverage strengths, resources and expertise of strategic partners a) Build interdisciplinary teams and exchange expertise with partners b) Involve partners in solution design We must continue to strengthen MedIT s partnerships with UNBC, UVic, the Shared Services Organization and research institutes. 12

13 Coordinated and continual IT asset upgrades contribute to everyone s productivity. 5 Services and Solutions adopt and implement a service management framework a) Create a service catalogue that encompasses MedIT services b) Consolidate the Help Desk and the VC Service Desk into one Centralized Service Desk c) Develop a standard lifecycle management framework Develop a configuration management plan MedIT clients need easy access to a comprehensive list of our services. provide end users with the tools for self-service a) Develop a hardware loaner program b) Create a training framework for MedIT services Develop a knowledge base and create online resources as job aids We must make it easy for users to use the tools they need. focus on our core competencies Our focus needs to be on the services we should be very good at providing. a) Identify MedIT s required core competencies b) Identify vendors that offer specialized expertise that are outside of MedIT s core competencies c) Perform a gap analysis on MedIT services to identify those activities which would be better handled by outside groups 13

14 6 Communications promote medit s service offerings a) Develop a MedIT external communications plan Identify all of MedIT clients and the best ways to communicate with them Ensure planning for all services include an external communications component Develop methods for communicating with MedIT s external audiences (e.g. e-newsletter; improved online presence) We can ensure that MedIT clients receive timely and consistent information and have venues for contributing to the conversation. b) Standardize MedIT s external messages ensure medit internal understanding of services a) Develop a MedIT internal communications plan Ensure planning for all services include an internal communications component Identify all MedIT internal audiences and best ways to communicate with them We re building a culture based on shared purpose and goals among MedIT staff. Develop methods for communicating with MedIT s internal audiences (e.g. intranet) 14

15 Summary of Goals: Tactical Highlights Big Ideas Develop and implement a standard project methodology 1 Customer Satisfaction 2 People 3 Sustainability 4 Strategic Partnerships 6 Communications 5 Services and Solutions Develop a staff recruitment framework Adopt a talent management framework Build a business continuity plan Implement a green computing plan Create a service catalogue that encompasses MedIT services Develop a standard lifecycle management framework Create a training framework for MedIT services Quick Wins Create customer satisfaction surveys to track and report service metrics Develop and mandate a standardized orientation for all employees Build interdisciplinary teams and exchange expertise with partners Identify MedIT s required core competencies Develop and implement internal and external communications plans 15

16 Appendix A: Guiding Principles The following guiding principles form the broad philosophy by which MedIT operates and succeeds. These principles provide MedIT with direction irrespective of changes in goals, strategies or management. They guide what we do, why we do it and how we do it. Does this action support the MedIT Strategic Plan? A question, or rule of thumb, that should guide MedIT managers decision making processes. When in doubt, outsource Unless MedIT is in a position to successfully expand our services, we should seek expert help. Optimize risk transfer The party in the best position to assume risk should do so. MedIT exists to serve the Faculty of Medicine What is in the best interest of the FoM should be the primary interest of MedIT. Yes is the best answer to questions that are in the Faculty s best interest There are costs associated with choosing to do the wrong thing. MedIT is a guardian of taxpayer money MedIT should strive for more effective ways to operate, and commit to do the most it can with what it has. 16

17 MedIT decisions should be sustainable MedIT must be cognizant of workload and skill sets and make sure it can handle what it takes on. MedIT actions impact the environment and UBC mandates that the impacts are minimized. Whatever MedIT does should stand up to public scrutiny MedIT is part of the public body and therefore accountable for its actions on behalf of the faculty. Whatever MedIT does should support health care MedIT service supports the FoM s mission: Together, we create knowledge and advance learning that makes a vital contribution to the health of individuals and communities locally, nationally and internationally. 17

18 Appendix B: Strategy Development Process Assembly The MedIT Directors assembled a Strategy Development Working Group in June 2009 with the purpose of creating a strategic plan that would guide the organization for the next three years. The working group was composed of MedIT managers from throughout BC who represented leadership in a variety of MedIT services. Weekly Sessions The group met on a regular basis from July 2009 to February Establishing MedIT goals brought the working group to its first milestone. Mark Vernon, the Faculty of Medicine s (FoM) Chief Operating Officer, validated the group s trajectory and approved its future work. The group turned its focus to fleshing out the strategies and tactics that would assist them in reaching their targets. Consultation The group consulted with MedIT staff extensively during the development of the strategic plan. Staff from all areas of MedIT made contributions to the discussion and to the strategies themselves via face-to-face meetings, discussion forums and . Outcome The working group created a comprehensive strategic plan for MedIT that applies to all aspects of the unit. It aligns MedIT s work with the FoM s mandate and defines the organization s direction from

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