Innovative Ideas Forum 2.0 Panel 1: Productivity & Innovation Fund

Click here to view Allison Sekuler’s mygradskills.ca online “Prezi”

Innovative Ideas 2.0: Partnering For Efficiency Deborah Tregunno RN PhD Queen’s University Enhancing Registered Nurse Job Readiness and Patient Safety Outcomes Through Clinical Simulation

Overview of Presentation 1. Key achievements

2. Contributors to success

3. Continuing collaborations

Key Achievements 1. Achieve administrative efficiencies through shared

purchasing of equipment required to support new clinical simulation

2. Achieve faculty efficiencies through the sharing of scenarios

3. Develop twenty-six new (standardized) clinical simulation scenarios that will be used to prepare nurses to provide high quality, safe care for high risk clinical situations, vulnerable populations and in the context of interdisciplinary teams

Key Achievements 4. Develop a centralized clearing house/digital repository

containing standardized simulation scenarios for use in Ontario’s Nursing Programs

5. Redesign senior level clinical courses to enhance experiential learning with high risk clinical simulations

6. Enhance faculty expertise in evidence-based simulation teaching and learning

7. Develop a standardized teaching evaluation process for the redesigned courses

Contributors to Success •Highly motivated group (COUPN) •Leadership and vision •Centralized decentralization •Very short timeframe •Investment

Queen’s Dream Team

Continuing Collaborations • Ontario Simulation Network

• Ongoing faculty development • Design, peer review, evaluation of simulation scenarios • Teaching methods

• Research and Development

Personal Reflection • Amazing opportunity and experience

• Responsibility and ongoing support for the work

• Clarity about other opportunities

Information Technology Collaboration Innovative Ideas Forum 2.0 December 3rd, 2015

PRODUCTIVITY & INNOVATION FUND

16

- Queen’s University

Project Portfolio Office

Participating Higher Education Institutions

Observing Higher Education Institutions

- York University - University of Waterloo - McMaster University - Ryerson University - Queen’s University

- Western University - St. Lawrence - Seneca College - Niagara College

- University of Ottawa - University of Alberta

- Canadian University Council of Chief Information Officers (CUCCIO)

• Productivity and Innovation Fund (PIF) Study was conducted by Deloitte from November 2013 to June 2014

• Study was funded by a $560,000 grant from the Ontario Ministry of Training, Colleges and Universities

• Initiative involvement included nine participating institutions and three observing institutions

PIF RECOMMENDATIONS

- 10 year timeline for phased implementation of PeopleSoft collaboration recommendations.

- Significant future potential productivity gains.

- Investment required to achieve enhanced collaboration and recognize gains.

- Knowledge Content management

identified as ‘Cornerstone’ recommendation – should be implemented first.

Programming / Integration

Reporting Development

& Maintenance

Testing Enterprise Architecture

Service Desk Other

Knowledge Content

Management

20

The Knowledge Content Center (KCC) delivers an opportunity for higher education institutions in Canada to better support the sustainment of their administrative IT systems through collaboration and information sharing.

KNOWLEDGE COLLABORATION

CENTRE

- Institutional Information - Contact Information

- System Documentation - Project/Upgrade

Documentation - Chat and Discussion

Forums - Access to Supplementary

Information

What is the KCC?

Contribute Content

Access Content

Institution-specific System

Information

Implementation & Upgrade

Project Documentation

IT Strategy and Governance Information

Interaction with Peers at Partner Institutions

What does the KCC offer?

Future of the KCC

PeopleSoft ERP

Portfolio & Project

Management

<NEW KNOWLEDGE

AREA>

Challenges ahead

Realities • Expectations exceed

available resources to meet expectations

• Low tolerance for IT failure in our communities

• Strong focus on “keeping the lights on”

Outcomes • At any given time our

organizations have singular focus

• Tendency to be risk averse

• Innovation and transformation can take a back seat top operations

• Need to find capacity outside of the day to day

Innovative Ideas 2.0 Forum: Partnering For Efficiency Sector Wide ARCHIBUS Space Management Solution

Bio – Chris Campbell, BRG

• As an Account Manager with BRG, Chris is responsible for maintaining client relationships and provides strategic insights in operational processes, organization dynamics and technology requirements.

• Drawing on 15 years of experience in technology consulting, real estate & facilities management systems, Chris’ advisory experience with clients in higher education, healthcare, financial services and government has helped define roadmaps to successful technology implementations.

• In 2014, Chris facilitated the development of requirements for the sector-wide Space Management program and continues to work with Universities to promote collaborative and innovative approaches to workplace management challenges.

Driving Results | Ontario Universities

Engagement Model (2014) 21 Member Institutions in the Ontario System • Current State Analysis

− Cross functional stakeholders from 20 Member Universities & 1 College

• Future State Design and Requirements Definition − Standardized architectures and

schemas • 5 Year Software Pricing Contract • Detailed Implementation Plan

− Six month completion timeline mandate for full design and implementation

• Cloud–Based Technical Design

BRG Customer Since 2014

Results and Successes • Consistent data standards across system • Standardized and scalable cloud

infrastructure • Retirement of over 11 university systems • Outcomes:

− Improved collaboration and sharing of best practices

− Standardized institutional metrics and system wide benchmarking and analysis

− Improved reporting to internal administration, governance, the Council of Ontario Universities and the Provincial Government

Primary Driver: Enterprise Transformation and Technology Consolidation

Context

• Variety of Software Solutions in place to manage Space Inventory • Most common solution (VisionFM) no longer supported by vendor

• Need for common reporting (COU Triennial Report, Government, etc.)

• Difficult to share leading practices

Productivity & Innovation Fund (PIF) Proposal

• The University of Toronto was the lead institution for the project: • Funding request, RFP/contract negotiation, management of project funds, project

coordination, partner agreements and reporting to Government.

• All 20 universities and one college signed on as potential partners for the proposal.

• Request for $2M in Gov. funding with $300K in contributions from institutions.

• Major Benefits of the Project: • Replace legacy systems – many of which are no longer supported. • Move towards a common space management solution across universities. • Improve ability to share best practices and collaborate. • Enhance institutions’ ability to manage space – a critical asset. • Facilitate common reporting

RFP Development & Award

• Goal – Purchase a solution that would fit the business needs of participating institutions to be implemented by March 31st, 2014

• Key Dates: • RFP closed Jan 6, 2014 • Shortlisting by selection committee Jan 10 • Shortlisted vendors (4) presentations to Committee Jan 16/17 • Vendor selected Jan 17 • Participating agreements signed by all universities by Jan 31 • Master agreement signed February 20, 2014

• The evaluation committee transitioned to the role of steering committee and assigned a Program Manager to serve on behalf of Participating Institutions

The ARCHIBUS Solution

A Look Back

• Strong Selection Committee involved all stakeholders early in the process & led by a “Champion”

• Steering Committee provided project governance and decision making body

• Standardized approach to delivery included collaborative sessions with multiple institutions

• Estimates of 50% savings over individual purchase and implementation by institutions.

• Standard reporting development and configuration across all institutions created a repeatable process that resulted in a substantial reduction in implementation costs.

A Look Forward

• Opportunities for more accurate and more frequent reporting on Space at both the Institutional and Provincial level

• A Higher Education community and User Group to share ideas

• Potential economies of scale for future multi-institution functionality

• Space Management module provides basis for implementation of additional initiatives such as:

• JHSC Workplace Inspections • AODA Accessibility Audits • Facilities Work Order Management • Asset Management • Analytics

Questions?

Chris Campbell Account Manager BRG ccampbell@brg.com

Confidential

Shared Preservation Collection at the UTL Downsview Facility

Scott Mabury Vice-President University Operations & www.vpuo.utoronto.ca

December 3, 2015

Shared High Density Library Storage Facility Total Project Cost: $10.1M PIF funding $2.1M

“The University of Toronto proposes to expand its existing library storage facility to develop a shared facility, partnering with four other Ontario universities (Queen’s, McMaster, Western and Ottawa) to accommodate lesser-used print materials in Ontario universities. The proposed Shared High Density Library Facility will include 3 storage bays and house 3 million books, meeting the library storage needs of the participating universities for eight or more years to come. Participating universities will have access to the collections through an online request service.”

Projected Cost-savings and Projected Cost-avoidance include: Projected Cost-Avoidance: The cost-avoidance associated with this

project is significant: 3 bays of 3 million books requires ~1800 NASMs of space in the repository but experience indicates 7.2 times more space is required in a campus library building to house the same number of volumes. This would translate into 12,000 NASMs of space at $10,000/NASMs (construction estimate) or ~$120 million

Projected Cost-Avoidance of Space Operating Costs: The typical

operating cost of library space is $200/NASM annually. At full fit-out of the repository the 12,000 NASMs saved would represent $2.1 M in annual operating costs over having the books in the campus library

Reduced Storage Costs: The model outlined in this proposal relies on

multiple Universities co-owning the last book of record. This results in the direct savings through the obviation of each University keeping their own copy. Multiply by 5? More?

Shared Preservation Copy

Defined as: Preserving one copy of a low-demand physical item at the Downsview facility, based on the holdings of the five participating institutions, and applying an agreed-upon methodology for determining low use, and the appropriate copy to be preserved and made accessible. Ownership of these items will be maintained as well.

Elevations

Happy Provost….

Ownership and Operating Model

Owned and operated by U of T on behalf of the partners

Leverages current OCUL delivery system where physical volumes/archival holdings need to be loaned

Relies on electronic document delivery for journal articles

Ownership and Cost Implications Capital Cost: $0.13/year x 20 years

Operating Cost: $0.17/volume/year

Operating cost Scenario: In the winter of 2016, McMaster identifies 1,000 titles in Canadian Literature that it wishes to transfer to Downsview. Thorough searching reveals that everything McMaster wishes to transfer is already at Downsview, having been transferred from Toronto in previous years and residing in Pods 1 and 2. 1. McMaster alerts Downsview of its desire to transfer the 1,000 titles. 2. McMaster ownership of each of the 1,000 titles is noted in the Downsview

master log. 3. McMaster changes its catalogue record to reflect the new location,

Downsview. 4. McMaster disposes of the 1,000 titles. Toronto and McMaster now share ownership of these 1,000 titles. Toronto and McMaster share the cost of storing these 1,000 books. Calculation: 1000 x n/2.

Downsview Shared Preservation Collection Operating Principles

Saves costs while maintaining access to a principal research collection by

sharing in the responsibility of storing and maintaining a single, preservation print copy at the Downsview facility.

The project includes both journals and monographs.

All materials at Downsview are low-demand materials, as determined by the participating institutions.

All institutions share ownership of the materials they transfer.

Locating and requesting materials will be seamless for users at each institution.

Document delivery of material will be available.

Site Plan – off Dufferin between 401 and 407

…room for millions more!