Vision & Strategy

Our Vision

Our Medical School colleagues are reaching higher levels of productivity, innovation, and effectiveness. Through deep engagement with our colleagues, MSIS is in a unique position to proactively provide solutions that closely align with their needs while reflecting the collective priorities of the Medical School. Our culture embraces full transparency and collaborative decision making.

Our Strategy

MSIS Strategy Map  

 

MSIS 2016 Strategic Objectives

Expand MSIS capabilities in Order to Serve the Needs of UMMS Departments & Centers

Within the Medical School there are 29 academic departments and dozens of interdisciplinary centers or institutes. MSIS will systematically engage with the whole of the School and expand our services to partner with this broad constituency, while continuing to invest in the support of the Medical School Administration. By leveraging our resources more efficiently,  we will further enable and facilitate teaching, learning, research and clinical capabilities across these communities.

Strengthen and Commit to Services Oriented Architecture

Service-oriented architecture (SOA) is an approach and discipline that liberates data, enables innovative ways of using data and services, increases the speed to delivery, and reduces development costs over time. A SOA approach produces systems that are modular and reusable, intrinsically interoperable, and easier to build and maintain.

SOA has three fundamental design principles:

  • Service orientation to encapsulate system functions and data enabling multiple consumers to use and reuse the services
  • Separation of concerns so that features and functions can change at different rates
  • Loose coupling to reduce dependencies and unanticipated effects between functions

SOA principles can be applied when building new applications; when refactoring, extending or modifying existing applications; when building new interfaces to an application; or when integrating applications.

For MSIS to be successful, our culture will need to encourage, support and reward staff to balance the short-term perspective with the long-term perspective.

Establish Consistent Continuous Service Improvement Practices

Continuous service improvement practices are the structured on-going efforts to increase overall value of our services. The MSIS services that have the highest impact for the enterprise will be exposed to new continuous improvement methods this year. These behind-the-scenes processes and rituals are part of an incremental practice that will identify suboptimal processes, inefficient products and systemic waste. For our more enterprise-oriented solutions, continuous service improvement practices will help deliver patron valued services that are regularly evaluated and improved so that we can function within the School as a trusted colleague and steward of information service investments.

Scale and Leverage our Services for Information Aggregation and Dissemination

Our organization currently supports the information dissemination needs of instructors, students, and professionals (clinicians and researchers) with specialized products and services using many different types of data, media and delivery modes. Going forward, we will build upon our existing expertise to proactively and systematically expand our offerings across departments and specialties. The products and services that we develop will be scalable, adaptable, and easily modified for multi-purpose use horizontally and vertically through UMMS/UMHS and beyond. We will endeavor to empower our constituency to continue building upon the products that we develop thus allowing them to provide their own personalization as needed.

Design and Implement Services Focused on the Investigators and Laboratories

Laboratories and individual researchers are an underserved constituency at the School. At a time when expectations on investigators’ performance are highest, MSIS must strive to focus on their specific needs in order to enable and facilitate their research and academic success. Laboratories need to work within increasingly complex systems and technologies, maintain a secure and functional environment. Currently there is no specific service designed to support these needs. We will devote new priority and shift our resources to embed ourselves within the laboratories, help develop new solutions, and integrate investigator technology demands into complete information services.

Establish Common Capacity & Resource Management

Understanding our teams throughput so that we can predictably deliver solutions to our colleagues is paramount to our operational and project capabilities success. Capacity management is the means that will support optimal provisioning of information services by understanding business demands while resource management is the process we use in order to align roles to meet those demands. Evolving appropriate capacity and resource management practices throughout MSIS will aid the efficient and effective allocation of our efforts so that we can produce solutions on time, on budget and on target.

Promote Leadership at All Levels

In order to better serve our colleagues, every MSIS team member needs to be able to lead positive change and feel confident in making decisions. In the coming year, we will radiate information needed so each person can make informed decisions, actively support each other in contributing ideas and leading change, and develop a playbook so that everyone has a shared understanding of how we will work together.

Model Behaviors That Help Others Thrive

To create the energy needed to execute on our strategy, we will Identify core behaviors that help others thrive and create a training program with practical tools and methods individuals can use to develop the core behaviors. We will experiment and change the program over the course of the year as we ask all MSIS staff members to participate. As part of the program, we will provide external coaches to all participants.

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