unmc & nebraska medicine information technology fiscal ... · pdf filemission / values /...

UNMC & Nebraska Medicine Information Technology

Fiscal Year 2018 Strategic Plan

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UNMC & Nebraska Medicine IT FY 2018

Information Technology Department ........................................................................................................... 4

Mission / Values / Vision ........................................................................................................................... 4

Fiscal Year 2018 Strategic Theme ............................................................................................................. 5

Fiscal Year 2018 Strategies ....................................................................................................................... 5

Priority 1: IT’s Secure - Improve cyber security to mitigate the risk of a cyber-attack ....................... 5

Goal 1: Reduce risk of a phishing email introducing malware into the campus environment ......... 5

Goal 2: Reduce risk of malicious activity on the Enterprise network .............................................. 5

Goal 3: Prevent access to sensitive information by unauthorized devices ...................................... 5

Priority 2: Advancements - Advance the enterprise through deploying new technologies ............... 6

Goal 1: Support becoming a digital campus ..................................................................................... 6

Goal 2: Implement virtual desktop infrastructure ............................................................................ 7

Goal 3: Streamline the deployment of community connect ............................................................ 7

Goal 4: Flawlessly commission new clinical, research, and education operations across the enterprise .......................................................................................................................................... 8

Goal 5: Introduce new enterprise applications that support the objectives and long-term vision of our strategic partners in Business and Finance, Education, Clinical, and Research. ........................ 8

Goal 6: Provide low cost standardized storage, backup and archive options for enterprise-Proposed for addition ..................................................................................................................... 10

Priority 3: IT Works – Build a strong foundation ............................................................................... 11

Goal 1: Execute a proactive lifecycle management plan ................................................................ 11

Goal 2: Deploy technology based on standards ............................................................................. 12

Goal 3: Address the South Data Center capacity issues ................................................................. 13

Goal 4: Determine the staffing model and resource requirements for newly integrated Information Management Department .......................................................................................... 13

Priority 4: Strategic Advisor – Become a trusted advisor for the enterprise .................................... 14

Goal 1: Establish a business relationship management process across the enterprise ................. 14

Goal 2: Define and publish our service catalogue and optimize our request processes ................ 14

Goal 3: Implement portfolio management across the enterprise .................................................. 15

Goal 4: Establish a reference architecture and apply it to Scoping, Planning and R&D activities . 16

Goal 5: Evaluate the enterprises business continuity planning (BCP), and disaster recovery planning (DR) ................................................................................................................................... 18

Priority 5: Data Driven - Support the enterprise in becoming compelled by data ........................... 20

Goal 1: Provide the Nebraska Health Network a data analytics platform ...................................... 20

Goal 2: Deliver dashboards that allow the enterprise to manage against key performance indicators ........................................................................................................................................ 20

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Goal 3: Introduce predictive analytics capabilities ......................................................................... 20

Governance ............................................................................................................................................. 21

Operating Model ..................................................................................................................................... 22

Organizational Chart ............................................................................................................................... 24

Operations .......................................................................................................................................... 25

Technology Strategy............................................................................................................................ 26

DevOps ................................................................................................................................................ 26

Data Warehousing .............................................................................................................................. 26

Clinical Information Systems ............................................................................................................... 27

Administrative Operations .................................................................................................................. 27

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Information Technology Department The following document outlines the key principles, strategies and organizational constructs of the combined UNMC and Nebraska Medicine Information Technology department.

Mission / Values / Vision Mission

We are UNMC and Nebraska Medicine

Our mission is to lead the world in transforming lives to create a healthy future for all individuals and communities through premier educational programs, innovative research and extraordinary patient care.

Values

Vision

Technology is a strategic asset to the enterprise.

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Fiscal Year 2018 Strategic Theme Run IT as a business by providing superior customer service.

Fiscal Year 2018 Strategies Priority 1: IT’s Secure - Improve cyber security to mitigate the risk of a cyber-attack

Goal 1: Reduce risk of a phishing email introducing malware into the campus environment

1.1 Tactical steps:

1.1.1 Implement recommendations included in the Palo Alto Health Check Report 1.1.2 Evaluate email architecture

1.1.2.1 Implement integrated architecture ensuring all settings from a security perspective are the same

1.1.2.2 Perform an IronPort health check to verify we are utilizing all available

security features we own and implement recommendations 1.1.3 Continue to utilize information security training

• SANS Securing the Human • Phishing education

Goal 2: Reduce risk of malicious activity on the Enterprise network

1.2 Tactical steps:

1.2.1 Expand system logs which are being sent to QRadar

1.2.2 Select and implement advanced endpoint protection

Goal 3: Prevent access to sensitive information by unauthorized devices (Note: Unauthorized devices such as BYOD, Internet of Things (IoT))

1.3 Tactical steps:

1.3.1 Evaluate and develop a detailed segmentation strategy to achieve the medical

grade network roadmap

1.3.2 Begin implementation of the medical grade network roadmap

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Priority 2: Advancements - Advance the enterprise through deploying new technologies Goal 1: Support becoming a digital campus

2.1 Tactical Steps

2.1.1 Access to educational resources anywhere/anytime – 24/7 comprehensive high speed access to learning content.

• Requires o Advanced high speed wireless and physical network o Online, robust, redundant learning management

system, media repositories, classroom recording, collaborative spaces

o Access to immersion and simulation technology including in person high fidelity and mobile resources on and off campus.

2.1.2 All learning materials are available electronically, in digital format. • This includes eBooks, lectures, 3D and video.

2.1.3 End to end access to learning tools including LMS, Library and Clinical

information systems for training purposes. • Completion of campus conversion to Canvas • Develop and implement ongoing training, communication and

support for educational tools and systems. • Develop a comprehensive budget for UNMC educational

technology resources

2.1.4 Support for clinical skills and immersion training systems on all campuses and colleges.

2.1.5 Access and easy availability of all software and learning tools for both

desktop, laptop and mobile use. This includes defined tools such as statistical analysis, content creation and learning apps, etc.

2.1.6 Support in particular for the iExcel initiative and the use of this

technology throughout both the educational and clinical environments. • Assess immediate and future needs to support this initiative. • Immediate implementation of any needs to support for the

2017/2018 academic year. • Create plan for ongoing support for iExcel technology and

software on UNMC campuses.

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2.1.7 Develop a deployment and user support for the UNMC student device initiative including:

• Surge capability for staffing of student device distribution. • Develop and implement a plan for ongoing support of UNMC student devices.

2.1.8 Develop a comprehensive UNMC educational spaces and associated technologies plan

including campus technology and room standards, staffing requirements, maintenance schedule and funding model.

2.1.9 Develop and support an Educational Technology and Systems governance system.

Goal 2: Implement virtual desktop infrastructure

2.2 Tactical Steps

2.2.1 Determine how to incorporate UNMC and NM VDI plans in to a singular implementation plan 2.2.2 Continue R&D and creation of required application platform layers 2.2.3 Implement and evaluate pilot areas to begin by or before Q3 FY18 2.2.4 Evaluate work flows for VDI deployment and staffing requirements 2.2.5 Evaluate necessary infrastructure to support both entities.

Goal 3: Streamline the deployment of community connect

2.3 Tactical Steps

2.3.1 Establish the role of Lead Technical Coordinator 2.3.2 Define and document client checklists and project checklists 2.3.3 Introduce new Citrix profile for CC clients / SSO 2.3.4 Complete VMWare review of Community Connect Workstream 1

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Goal 4: Flawlessly commission new clinical, research, and education operations across the enterprise

2.4 Tactical Steps

2.4.1 Receive, Evaluate, and Implement Approved technological advancements that align with facilities project. i.e.-iExcel

2.4.2 Support the following planned facilities projects in FY18; iExcel, ISC, UNL UHC,

Chalco, Brentwood, Elkhorn 2.4.3 Reinvigorate the processes of the past to improve the department wide use of

checklists for facilities projects. 2.4.4 Creation of the shared facilities IT implementation team.

Goal 5: Introduce new enterprise applications that support the objectives and long-term vision of our strategic partners in Business and Finance, Education, Clinical, and Research.

Final implementation phase of new applications, please see Priority 4 for early stage scoping, planning and research & development. 2.5 Tactical Steps

Business and Finance 2.5.1 Implement Business & Finance Integration efficiency recommendations 2.5.2Implement UNO integration recommendations 2.5.3 Implement enhancements to Accounts Receivables 2.5.4Implement new employee engagement tool 2.5.5Update performance evaluation tool 2.5.6Assist with transitioning Training and Development to Canvas 2.5.7Implement new Employment / I-9 verification tool 2.5.8Assist with NU wide automation for stopping supplemental retirement deductions

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2.5.9 Implement ADIS as official Human Resource file tracking system

Education

2.5.10 Implementation of Courseleaf (CAT & CIM) 2.5.11 Implementation of Org Sync 2.5.12Implementation of HLC Accreditation in UNePlan 2.5.13Implement Maxient 2.5.14Online Worldwide integration with Hobson

Clinical 2.5.15 Deploy OnCore Forte Clinical Trials Management System including

EMR integration 2.5.16 Replace Viewform MR rad/card software 2.5.17 Replace Othoview imaging software 2.5.18 Upgrade Sunquest laboratory information system 2.5.19 Replace LifeImage 2.5.20 Upgrade Lawson ERP v. 10 cloud deployment 2.5.21 Implement Epic Radiant RIS 2.5.22 Extend Bedside to the rest of the enterprise

2.5.23 Extend IPTV to the rest of the enterprise

Research 2.5.24 SPARC implementation (clinical/translational research resource web

interface) 2.5.25 Children’s Hospital records and sample integration into Nebraska

Biobank 2.5.26 Policies/best practices for secure data sharing between investigators

within and between institutions

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2.5.27 UN plans for integration of some or all of Research administration software (sponsored programs, IRB and IACUC, core facilities, comparative medicine)

2.5.28 Complete IBC application 2.5.29Integration of UNO into Comparative Medicine program 2.5.30Scheduling of events in bioimaging area for Comparative Medicine

U-Wide

2.5.31 Implement SAP Hanna upgrade 2.5.32 Implement Multi-Factor Authentication 2.5.33 Implement Registry enhancements for IDM

Goal 6: Provide low cost standardized storage, backup and archive options for enterprise-Proposed for addition

2.6 Tactical steps

2.6.1 Evaluation and Movement toward opportunities that allow collaborative low cost arenas to support enterprise day to day operations.

• Move towards SharePoint, OneDrive, Teams and 365 groups. • Provide education, training materials. • Look at other cloud solutions such as Box. • Utilize blob storage in Azure to replace file servers. • Evaluate existing infrastructure and compare it to needs and

requirements. • Seek synergistic opportunities in a combined infrastructure if possible to

address customer needs 2.6.2 Evaluate Backup and Archive infrastructure.

• Evaluation of retention requirements for data • Evaluate current retention and ability to restore data • Capacity plan for backup needs

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Priority 3: IT Works – Build a strong foundation

Goal 1: Execute a proactive lifecycle management plan

3.1 Tactical Steps

Includes end user compute, A/V, networking (wired and wireless), Infrastructure, telecom, application portfolio management and should leverage the master plan and integration work done to date.

Enterprise Infrastructure

A/V 3.1.1 Set standards for rooms and how online resources are used across campus.

• Coordinate with ONEIt efforts to standardize to leverage University of Nebraska wide contracts as primary solutions wherever possible.

3.1.2 Inventory all classrooms & Conference rooms that are scheduled with available technology and include proposed lifecycle.

3.1.3 Continue R&D to scope future migration of the Video Operations systems: Video Bridge and TCS.

End User Support 3.1.4 Fully support student and BYOD devices on campus and offer a 24/7 helpdesk

for the Academic Community.

3.1.5 Continue to support and manage against the prepared lifecycle replacement plan.

3.1.6 Develop standardized reports to determine age across entities 3.1.6 Work with NM/UNMC financial stakeholders to ensure proper funding source so

replacement goals can be met

3.1.7 Continue R&D into VDI initiatives to further extend corporate lifecycle funding where appropriate

Networking 3.1.7 Deploy state of art networking and develop a plan for lifecycle and networking

updates.

3.1.8 Continue to evaluate wireless infrastructure based on usage patterns and expected future needs.

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3.1.9 Continue utilizing vendor provided tools to identify equipment reaching end-of-life (EOL)

3.1.10 Include equipment in Strategic Plan the first year it reaches EOL

• Depending on number of devices reaching EOL, replacement may be prioritized and spread across the five years it takes to reach End-of-Support (Obsolete)

Server 3.1.11 Continue to convert enterprise and departmental servers to VMWare 3.1.12 Servers used for file storage to cloud base storage solutions.

Telecomm 3.1.13 Review BMC and Campus solutions for integrated operations

Goal 2: Deploy technology based on standards

3.2 Tactical Steps

Determine foundational standard for the communication and organization of deployment of technology

Enterprise Infrastructure

A/V 3.2.1 Enhance on-line request forms for video conferences and equipment setup. 3.2.2 Create strategy and roadmap to better standardize classroom/ conference room

technology for better customer experience. End User Support 3.2.3 Create and adhere to enterprise device standards 3.2.4 Develop exception request and approval process for outlying requests 3.2.5 Review and implement configuration mechanisms to ensure seamless transition

between entities

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3.2.6 Configuration standards 3.2.7 AD policies 3.2.8 Software licensing and deployment platforms 3.2.9 Develop technology standards and lifecycle metrics for classrooms and

conference rooms Networking 3.2.10 Based on user requirements, continue following vendor best practices for

implementation and configuration

Server 3.2.11 Server standardization patching. 3.2.12 Back Ups

3.2.13 Storage 3.2.14 Virtualization

Goal 3: Address the South Data Center capacity issues

3.3 Tactical Steps

3.3.1 Continue server rack consolidation efforts 3.3.2 Evaluate using the Bellevue Data Center for other entities 3.3.3 Study the cost to implement power monitoring at the server rack level 3.3.4 Determine if the South Data Center will be expanded 3.3.5 Engage Facilities to assist in the project management of the project 3.3.6 Determine role in NU Data Center initiative Task Force

Goal 4: Determine the staffing model and resource requirements for newly integrated Information Management Department

3.4 Tactical Steps

3.4.1 Evaluation of resource capacity once lifecycle replacement plan, tactical roadmaps, and updated policies processes and procedures have been implemented

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Priority 4: Strategic Advisor – Become a trusted advisor for the enterprise

Goal 1: Establish a business relationship management process across the enterprise

4.1 Tactical Steps

4.1.1 Define UNMC BRM process, ownership by College, and implementation Plan • Hold first designated UNMC meetings by 6/30/17

4.1.2 Leverage NM BRM processes to support the integration of processes in future state.

i.e. College of Medicine

4.1.3 Continue to drive the NM BRM Model for Clinical purposes

Goal 2: Define and publish our service catalogue and optimize our request processes 4.2 Tactical Steps:

4.2.1 Determine Standard Foundation for Service Catalogue through VMware SOWs Enterprise Infrastructure

End User Support

Hardware 4.2.2 Evaluate requirements for creating self-service Catalog for ordering

within defined standards (Remedy) 4.2.3 Evaluate creating a separate workstation team to support Apple

products • Standardize management platform for managing Apple

devices (jamf PRO) • Evaluate enterprise standards across the environment to

minimize off-standard hardware requests • Continue R&D / pilot for virtual desktop initiative to remove

dependency on user device selection Software

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4.2.4 Leverage existing deployment platforms to create a self-service software request process

4.2.5 Finalize movement to latest Config Management platform (SCCM) to

align with new Microsoft product upgrade cadence 4.2.6 Evaluate the impact of upgrading to Microsoft Office 2016 4.2.7 Evaluate the impact of upgrading to Window 10 4.2.8 Evaluate workflow process & update on-line request forms through

standardization • VMware recommendation to consolidate into remedy

clinical

Goal 3: Implement portfolio management across the enterprise

4.3 Tactical Steps: Planning 4.3.1 Align Enterprise Strategic Plan, BRM processes and Capital Investment

roadmaps to highlight enterprise portfolio priorities 4.3.2 Implement StrataJazz Capital Planning Module to standardize portfolio planning

functions 4.3.3 Facilitate development of IT Asset Management design & process to inform

annual Master Planning activity 4.3.4 Design and implement formalized Risk Management methodologies to minimize

risk that compromises portfolio outcomes 4.3.5 Assist IT leadership in developing IT-101 course for enterprise learning Execution 4.3.6 Leverage and maximize utility of BrightWorks Portfolio Management System for

initiative tracking between UNMC and IT priorities

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4.3.7 Implement Kanban methodology to manage portfolio inventories, priorities and resource-load

4.3.8 Identify project types that should be executed leveraging Agile and Waterfall

methodologies Reporting 4.3.9 Design PMO department scorecard that defines metrics, sources and owners for

KPIs 4.3.10 Expand governance committee charters to provide implementation oversight of

initiatives valued greater than $250k

Goal 4: Establish a reference architecture and apply it to Scoping, Planning and R&D activities 4.4 Tactical Steps:

R&D 4.4.1 Evolve applications development environment to leverage common industry

standards and practices to provide the best solutions to meet University needs. • Develop SaaS (Software as a Service) strategy and ensure alignment

with Enterprise Architecture. • Evaluate the impact of migrating from Sybase to a different database

platform. • Identify, define and develop University application architecture

framework • Migrate existing client server applications to web based applications • Develop agile project management methodology in coordination with

PMO office 4.4.2 Determine standard framework for evaluation of R&D activities from both IT

department and external academic/clinical requests. • Determine how to incorporate upfront planning within or prior to the

VTE process to support a standard framework for evaluating R&D processes.

• Inclusion of University Partners

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4.4.3 Skype and PBX integration 4.4.4 RTLS-Reviewing Opportunities and Implementing Trials in the following

initiatives • Equipment Location • Patient Tracking • Employee Tracking

4.4.5 Research and define a common directory solution across enterprise

• Review active directory versus other solutions • Definition of scope and research plan

4.4.6 Research deploying a sustainable, flexible intranet which will be used by UNMC

and Nebraska Medicine to enhance collaboration • Obtain project approval and capital funding • Determine architecture (on premise, cloud based or hybrid) solution • Determine Executive Sponsorship to drive and support culture change

to how work is performed • Determine Governance Board Sponsorship to drive and support intranet

governance processes, standards and controls • Develop a phased rollout plan

4.4.7 SCCM vs. Altiris 4.4.8 Conduct early stage scoping, planning and research & development for new

enterprise applications that support the objectives and long-term vision of our strategic partners in Business & Finance, Education, Clinical and Research

Business & Finance • Work with key stakeholders to identify strategies for implementing

technology to enhance and support business applications • Evaluate UNO integration recommendations • Evaluate Business & Finance integration efficiency recommendations • Evaluate expanding A/R System to UNO; understand the impacts of

evaluating Cashnet vs. Paypal • Evaluate migrating Warehouse Inventory process to a standardized process

being used university wide

Education • Work with key stakeholders to identify strategies for implementing online

initiatives to enhance and support the learning experience • Evaluate Education integration efficiency recommendations • Evaluate the impact of interfacing National Applications directly into

Peoplesoft

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Clinical • Architect and scope comprehensive integrated cardiovascular information

systems (CVIS) including enterprise imaging post processing diagnostics and viewing

• Architect and scope a comprehensive Precision Medicine Genomics integrated information system with visually integrated Molecular Tumor Board- Move to priority 4 under scope and plan

Research • U-Wide • Evaluate benefits of using Grouper for managing group information across

integrated applications and repositories • Evaluate switching from custom IDM system to SailPoint • Evaluate benefits to integrate with a U-Wide Campus Database • Evaluate enhancements to nightly HR Import • Evaluate tools to help reduce duplicate ID’s

Goal 5: Evaluate the enterprises business continuity planning (BCP), and disaster recovery planning (DR)

4.5 Tactical steps:

4.5.1 Obtain top management approval and support.

4.5.2 Establish a business continuity planning (BCP) committee.

4.5.3 Perform business impact analyses.

4.5.4 Evaluate critical needs and prioritize business requirements.

4.5.5 Determine the business continuity strategy and associated recovery process.

4.5.6 Prepare business continuity strategy and its implementation plan for executive management approval.

4.5.7 Prepare business recovery plan templates and utilities, finalize data collection and

organize/develop the business recovery procedures. 4.5.8 Develop the testing criteria and procedures.

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4.5.9 Test the business recovery process and evaluate test results.

4.5.10 Develop/review service level agreement(s) (SLAs).

4.5.11 Update/revise the business recovery procedures and templates.

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Priority 5: Data Driven - Support the enterprise in becoming compelled by data Goal 1: Provide the Nebraska Health Network a data analytics platform

5.1 Tactical Steps

5.1.1 Architect and implement data acquisition methodologies from all of the NHN MSSP

participants 5.1.2 Architect and implement data analytic tools to support NHN MSSP participants

Goal 2: Deliver dashboards that allow the enterprise to manage against key performance indicators

5.2 Tactical Steps

5.2.1 Define metrics, architect solution, and implement tableau dashboards. 5.2.2 Create Definable, Repeatable, Defendable processes for the enterprise to manage

against key performance indicators. 5.2.3 Leverage UNMC UNEPLAN. Report whether one is meeting timelines and project dates

as a rollup for whole department

Goal 3: Introduce predictive analytics capabilities

5.3 Tactical Steps 5.3.1 Implement no show predictive models. 5.3.2 Initiate pilot with ambulatory department.

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Governance For the combined UNMC and Nebraska Medicine Information Technology department to be successful, we need to establish a shared governance model between the two organizations to ensure that our information technology strategies are aligned to enterprise strategies and objectives. To this end, we will be implementing the following shared governance model:

The Information Management Governance Cabinet will be the primary form of governance. This cabinet will establish and align information technology strategies to enterprise strategies and objectives, will authorize the priorities of the Information Technology department by approving the Information Technology strategic plan, and associated roadmaps. The Information Management Governance Cabinet will also establish accountability by setting and monitoring success criteria associated with the initiatives launched by the strategic plan. Lastly, it will serve as a communication platform for agreed to strategies.

Operating below the Information Management Governance Cabinet will be the Academic, Clinical, Technical & Security and Data Governance committees that will direct program implementation and define strategy according to the agreed to roadmap for each respective domains. These committees will also define standard service, process, and tool capabilities and be the authorizing entity for any requests deviating from standards. Another key aspect of these committees will be to monitor and evaluate key performance indicators for services and use these to drive continuous improvement activities for each respective domain.

Then working underneath the Academic, Clinical, Technical & Security and Data Governance committees will be the project teams and workgroups that execute tactical plans based on strategies and control project success criteria and budget. The project teams and workgroups will also drive accountability for

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an individual process, service, or tool and monitor key performance indicators for associated with the success criteria of each tactical plan. Additionally, these resources are responsible for executing daily operation tasks as well and will be responsible for identifying daily operation tasks that arise that impact planned tactical work that may have a material impact to the agreed to strategic plan.

These governing bodies will have formally documented charters; the intent in covering them here is to highlight the changes to the governing bodies required for the shared information technology department to be successful. Also note, the Clinical Governance committee is in operation today and the Academic and Technical Governance committees will be modeled after it.

Operating Model To achieve our vision for technology to be a strategic asset to the enterprise, we must implement an operating model that is aligned with the enterprise’s strategic objectives. This will be achieved through optimizing service management services to support reactive needs as well as strategic and demand management services to allow enable proactive planning. The essence of this model in working to match the demands of the various lines of businesses (LOB) throughout the enterprise with the supply of resources we have within Information Technology. This following diagram depicts this:

The traditional Information Technology services are provided via service management processes that include service desk as well as incident, problem, event, capacity, configuration and change management. These services are to respond to a direct request to meet a need and are reactive services. This is how most the enterprise interact with the Information Technology department today. In order to move Information Technology to become strategic, we need to serve in a consultative, advisory capacity. Thus, we are establishing a set of proactive services to provide strategic and demand management consultative services to the enterprise. This includes creating a business relationship management resource that will serve as the liaison between each line of business (LOB) and the Information Technology department. The planned outcome of these resources is to have a better

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understanding of each line of business strategies and opportunities to offer ideas and potential technology based solutions. The goal of this relationship is to focus on ensuring value, quality and efficiency from the services provided by Information Technology department. This role will be the catalyst for future technology-based strategic and tactical roadmaps as well as detailed project plans that are focused on the highest priority areas of the enterprise.

The planning processes articulated above align the Information Technology department resources to the priorities of the enterprise. This allows us to build a set of service portfolio management processes that provides a systematic management to the investments, projects and activities of the Information Technology department. This includes establishing an integrated service portfolio that contains complete list of the services managed, a service catalog that organizes and curates those services that can be consumed by the enterprise and finally an optimized set of services that are fully automated that can be consumed by the enterprise through a self-service portfolio.

Ultimately, it is through these processes that we can match the supply of information technology resources to the strategic priorities of the enterprise and therefore have alignment between the Information Technology department and the enterprise’s strategic objectives.

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Organizational Chart The following is the interim organizational chart for the combined UNMC and Nebraska Medicine Information Technology department that is planned to take effect July 1st, 2017. This organizational chart represents the combination of the UNMC Information Technology Services (ITS) and the Nebraska Medicine Enterprise Technology Services (ETS) without major organizational changes.

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The following is the organizational chart for the combined UNMC and Nebraska Medicine Information Technology department that is planned to take effect January 1st, 2018. This organizational chart represents a future state that implements several organizational changes.

The combined UNMC & Nebraska Medicine Information Technology department will be compromised of the following units. Note that this section is focused on the core Information Technology department and does not cover the Academic Information & Technology AVC role or the Information Security area:

Operations Operations is focused on the day-to-day operations of the IT department, with an emphasis on the delivery of services (e.g. service desk, workstation support, and data center) and the infrastructure (e.g. voice, data, video networks, servers) required for UNMC and Nebraska Medicine to operate. This area is staffed with the roles that coordinate, implement, maintain and continually improve data center operations, systems, networks and end-user support services. Operations is comprised of two distinct areas; Technology Experience that is focused on support services and infrastructure that is focused on maintaining the voice, data, video networks and servers required to operate.

Technology Experience

This unit is focused on the delivery of the associated support services to the enterprise. These services include the service desk, workstation support and data center operation teams and is responsible for ensuring the highest levels of end user satisfaction. Additionally, they are responsible for providing solid IT business continuity and disaster recovery plans as well as coordinating the usage of technology as well as supporting

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events, distance learning and telehealth activities. Furthermore, they are focused on the day to day operations of our learning environments and will be providing the support for instructional technologies.

Infrastructure

Infrastructure are the teams of technical disciplines across all aspects of the technology including systems administration, storage management, active directory and authentication services and voice, data and video networks. These resources drive projects and change management processes to ensure organizational goals are met related to the support of high availability data, voice, and video networks as well as the server infrastructure. This group is focused on ensuring that the internal technical operations of the IT department are optimized across networking, servers, video, and telecommunications.

Technology Strategy Technology Strategy is a team of architects that serve as subject matter experts in all facets of enterprise architecture from data, voice and video networks, servers to systems as well as the flow of data required for analytics. This team is responsible for the ensuring the Information Technology architecture meets UNMC and Nebraska Medicine’s long-term needs. They are responsible for the creation, maintenance and management of reference architectural models. These architects are also required to interpret, use and apply information contained within the architecture to inform a range of business improvement activities, particularly those involved in the selection, design, development, enhancement and maintenance of technology. The primary responsibilities of this group are to provide technology architecture guidance, road maps, principles, standards and best practices. They are focused on enabling enterprise and IT leaders to make investment decisions that balance and prioritize current technical operational demands, disruptions, and opportunities with the longer-term strategic vision of UNMC and Nebraska Medicine.

DevOps DevOps is responsible for designing, developing and maintaining custom developed systems that support the academic, research and clinical missions of UNMC and Nebraska Medicine. This area is responsible for consulting and advising academic, research, and clinical stakeholders on application and system development needs. They are directly accountable for the development of systems that support internal web and client applications and applications unique to the needs of our enterprise. Additionally, they are responsible to forecast, define, implement, and control the software development life cycle for custom developed applications and systems encompassing requirements management, software architecture, programming, testing, maintenance, change management, continuous integration, project and release management stages of development in collaboration with the Project Management Office (PMO).

Data Warehousing The Data Warehousing unit is a team of ETL engineers, BI engineers, data quality engineers, data scientists and analytics developers that are responsible for delivering meaningful dashboards,

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analytics and reports to the enterprise. They are responsible for delivering information in a fast-paced, multi-system environment. Their primary responsibility is on the design, development and maintenance of an enterprise data warehouse that is comprised of data marts, ETL database functions, and BI reporting tools on an enterprise basis. This includes the collection and management of data from disparate systems that provides the information for operational, financial and clinical insights to stakeholders across UNMC and Nebraska Medicine.

Clinical Information Systems Clinical Information Systems is responsible for successful delivery and management of information systems that meet the needs of the clinical enterprise. This includes the implementation, design, and maintenance of information systems used to improve the operations of Nebraska Medicine. They possess knowledge of the healthcare industry and the technical skills to achieve optimum results from the information systems required for operations. These systems include electronic health record systems, ancillary systems (LIS, RIS, PACS, etc), enterprise resource planning systems (HRIS, GL, Procurement, etc), interoperability, integration and data aggregation systems (Interface Engine, HIE, HL7 FHIR, MDI etc) as well as many other systems deployed in support of the organization.

Administrative Operations Administrative Operations plans, directs, organizes, coordinates, and manages a broad range of financial and business management services for the Information Technology department. This includes planning, execution and control activities related to the Information Technology department. The primary accountability for this area is the development, implementation, and optimization efforts in support of administrative and operational process methodologies to prioritize capital and operating expense investments that aligns with overall goals and objectives of the enterprise. This includes the delivery of administrative business systems, administrative planning, investment prioritization & allocation, portfolio management, project management, systematic evaluation & analysis support for the benefit of UNMC and Nebraska Medicine.

unmc & nebraska medicine information technology fiscal ... · pdf filemission / values /...

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