1. FY14-FY22 IT Roadmap – Update Budget and Investment Committee October 8, 2013

2. Since August 13 th Meeting 2 Total IT Roadmap estimated costs (capital and operating): $186.1 million Balanced overall IT Roadmap for FY14-FY22 –FY14 and FY15 in balance –Balances and deficits exist in years FY16-22 –Will address gaps through annual planning process Validated recharge and unit contributions for associated projects Drafted roles for managing the implementation of the IT Roadmap

3. Funding Sources: Capital Expense FY14-22 3 Total =$112.8 million

4. Funding Sources: Operating Expense FY14-22 4 Total = $73.3 million

5. FY14 and FY15 Projects: Capital Expense 5

6. FY14 and FY15 Projects: Operating Expense 6

7. Managing the IT Roadmap 7

8. Managing Implementation All projects have a Project Manager, Executive sponsor and sponsor from IT Governance sub-committee. –Executive business sponsor for each major project is accountable for achieving the business return. –Additional sponsor from the related sub-committee is on the project steering committee and held accountable for project success. Large-scale projects will also have a Steering Committee. Project Sponsor and Project Manager report out to the related sub-committee. 8

9. Proposed Roles for Managing Implementation of IT Roadmap CommitteeRole Project Manager and Project Sponsor Develop operating budget for new technology. Part of the project plan must be a glide path to funding ongoing operations. This includes: Business outcomes / financial outcomes fund the ongoing operational costs. Allocation via a rate structure Absorb into existing cost basis Secure ongoing funds from the Core plan (least likely). Review project approach and budget with IT Governance Subcommittee; Once approved, provide quarterly project updates to IT Governance Subcommittee; Develop, manage, and execute project plan, budget, resources, milestones, etc; Identify project issues, concerns, etc; Accountable for project success and realizing project benefits/return. 9

10. Proposed Roles for Managing Implementation of IT Roadmap CommitteeRole IT Governance Sub- Committees Provide quarterly status reports to ITG Steering Committee on domain-specific projects; Oversee domain-specific technology investments, approval, and prioritization of major project proposals; Review domain-specific project approach and budget; Assist with project issue resolution; Review all off-sequence project proposals meeting following criteria: Requires investment over $100,000 (hardware, software and labor) and/or impacting multiple departments; Requires integration with one of more technology applications (research, education, clinical and/or business); Impacts underlying information architecture and/or requires change in architecture; Requires change in IT policy; Requires change in overall workflow and/or business process flow; Requires development of new IT skill set in ITS. 10

11. Proposed Roles for Managing Implementation of IT Roadmap CommitteeRole Steering Committee Able to approve reallocation of funds between projects up to $250K if within 2 year overall IT Roadmap forecast. Approve material changes in scope or schedule (up or down) as proposed by Sub-Committee. Report to B&I Committee twice annually for overall status of projects and budget. Report to B&I Committee if 2 year IT Roadmap financial forecast is > $500K out of budget. Provide strategic direction and guidelines to the subcommittees; Manage overall IT Roadmap portfolio and understand the interdependence/impact of the portfolio of projects; Make priority decisions across Research/Education/Business/Patient Care in terms of priority; Resolve issues or conflicts across domains. Review and approve all capital (and operating) IT budgets for a rolling two-year period. Budget and Investment Approve overall IT portfolio spend and for two years. 11