Jennifer Greenman, VP of IT & CIO, Moffitt Cancer Center, Chapter 2

When a great opportunity comes along, you don’t pass it up — even if it happened much sooner than anticipated. That’s the mindset Jennifer Greenman adopted when, in September of 2014, she was promoted to CIO at Moffitt Cancer Center when Mark Hulse took on the role of Chief Administrative Officer. The plan for Greenman, who was hired as senior director of application services, was to succeed Hulse eventually, and so even though it was an accelerated path, it was still one she happily took. In this interview, she talks about the innovative work being done through the Total Cancer Care initiative, the proactive approach she takes with security education, how Moffitt hopes to continue to improve patient engagement, and the biggest challenge in stepping into the CIO role.

Chapter 1

Chapter 2



* Staff motivation — “Being able to contribute is a very meaningful experience.”

* Patient-centered care as a “core principle”

* 100% portal adoption

* Proactive approach to security — “We want to inform, not scare.”

* HIMSS Stage 6 — “It helped energize our efforts.”

* Professional development plans



LISTEN NOW USING THE PLAYER BELOW OR CLICK HERE TO SUBSCRIBE TO OUR iTUNES PODCAST FEED

Bold Statements

We all have a connection to cancer in some form or fashion, whether it’s family members, friends, even in some cases a personal experience, and so I think that being able to contribute to the prevention and cure of cancer and having that real impact is a very meaningful experience.

We have made considerable investment in human and technical resources to enhance our cybersecurity prevention, detection and response capabilities, and we have more initiatives planned over the upcoming year.

Even with the best staff, the best technologies, and the best processes in place, organizations are being compromised every single day, and that is very concerning to me as the leader of our technology department.

This achievement has been an encouragement to our many team members involved in years of implementation and support activities. It also has energized our efforts toward continued innovation.

We recognize that human capital investment is essential to position our department and the broader organization for future success.

Gamble:  And I would think that maybe there’s more motivation in just dealing with this type of unique area where you are talking about potential preventions and cures for cancer, so is that something where it does kind of help motivate the staff, even on the IT side?

Greenman:  I think so, and I think that for our workforce, for our team members, it’s incredibly rewarding to be able to apply our technical knowledge and our technical interest to a very real and personal, deeply emotional experience for many people. We all have a connection to cancer in some form or fashion, whether it’s family members, friends, even in some cases a personal experience with cancer, and so I think that being able to contribute in this way, to contribute to the prevention and cure of cancer and having that real impact is a very meaningful experience for all of us.

Gamble:  Right. And when we talk about patient engagement, this is an area where I also imagine that you’re in a unique position. We have heard before in speaking to some other people who are at cancer institutes and organizations that there is a deeper level of engagement among the patients and their families. Is that something that you’ve seen?

Greenman:  Definitely. Patient and family-centered care is a core principle for Moffitt, and our patient portal is an essential element of this model. We are tremendously fortunate to have outstanding portal adoption — 100 percent of ...