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thetransformation plan:

This initiative began with incremental change to address the three areas reviewed in the IT assessment, which includes aligning all IT teams and services at UHN, improving governance with a focus on customer service, and coordinating all investments associated with technology.

Supporting a digitally-enabled future will be accomplished through several activities over the course of the transformation, led by the IT Transformation Team (IT3):

STRUCTURE:

Until January 2017, there were multiple IT departments providing support and services across UHN. The IT transformation has brought these departments together to work as UHN Digital, with Digital Subject Matter Experts (dSMEs) and teams embedded across the organization. The Integrated Digital Management team has been designed to support the new Operating Model with a focus on research, education, and clinical and corporate needs, data and implementation, and digital operations. UHN Digital is working to improve the quality of IM/IT services and support delivered to the organization, with a clear purpose to digitally-enable the good work taking place at UHN.

GOVERNANCE:

A major focus in 2017/18 is establishing an effective IT investment governance approach improving decision-making, and transparency. In this new structure, all areas of UHN, including research, clinical and education, will be represented within the IT investment governance committees. The IT investment governance approach will be developed based on input gathered during a co-design event on IT investment best practices.

The second focus of 2017-18 is designing a data governance approach to bring enhanced visibility to the organization’s data assets, and identify initial improvement opportunities. The data governance structure will focus on unlocking the value of data at UHN and involve stakeholders from across UHN, as well as industry advisors to ensure needs are met and best practices are put into place.

COST AND PERFORMANCE:

Information on IM/IT expenditure was previously managed across several different areas. The 2017/18 fiscal year will be the first year there is a clear singular view of all information technology spend at UHN, in the Technology & Innovation Portfolio. This will be instrumental in helping the organization prioritize and manage investments going forward.

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  • Design and launch UHN’s approach to govern information technology investment for improved decision making and transparency to staff
  • Design new processes and teams that support data science across the organization
  • Complete transition of UHN Digital
Q2
  • Design UHN’s approach to governing investment in digital technologies
  • Complete activities to build the UHN Digital team that began in Year 1 of the IT Transformation
  • Data Science initiatives launched
Q3
  • Socialize digital investment governance model and gather feedback
  • Operate, monitor and advance UHN Digital
Q4
  • Launch governance structures for digital investments

The scope of the Digital Investment Governance plan has been broadened to include the design and development of the Digital Demand Management (DDM) process. This will improve decision making and allow us to extract more value from our digital investments at UHN while providing transparency to staff. 

In September, members from the UHN Digital team participated in the Terry Fox Research Institute Data Governance workshop. The goal of the workshop was to bring together members of the British Columbia Cancer Agency, Princess Margaret Cancer Centre and the broader cancer research community to learn about data governance and best practices. Learnings from the workshop will support the development of UHN Digital’s internal data governance strategy and work plan. 

Overall, progress on the milestones in this quarter has been good and we are on track to meet our goals for FY 2017/18.

Achievements

  • The Phase 2 Data Mapping and Validation Sprints were completed to support the transfer in April 2018 of IT staff and budgets from four IT areas into the Technology and Innovation portfolio
  • A comprehensive Digital Demand Management framework was designed that includes demand shaping, an ongoing process in which business and technology leaders negotiate to come up with UHN’s most valuable and achievable opportunities for business change
  • A communications specialist is driving engagement with Digital staff, business units and all of UHN by developing channels for targeted and personalized communication on important milestones and developments within UHN Digital
  • 100% of UHN staff and ~23,000 mailboxes have been migrated to the Office 365 platform

Attention Needed

  • The Digital Demand Management (DDM) framework will be validated and stress tested with key UHN stakeholders to refine the processes, tools and structures
  • A detailed work plan and risk mitigation strategy will be developed to ensure the launch of the DDM process occurs in January 2018 in order to align with FY 2018/19 capital planning processes. Note: refinements to the plan and process will be iterative as we continue to collect feedback from the business and UHN leaders.

Past Reports:

David Jaffray (Lead)

Executive Vice President, Technology and Innovation

The Transformation Team and all the talented IT minds across UHN.