CIOs What are the Top 3 Things the CMIO can do to benefit you?

As founder of SSi-SEARCH, an executive search firm focused on the recruitment of the hospital CIO and CMIO, we talk every day with premier health systems about the results they need these leaders to accomplish.  One thing is becoming clear:  CIOs and CMIOs need a close partnership to succeed in their respective roles.

Obama’s requirement for health systems to implement and demonstrate meaningful use of an Electronic Health Record, or EHR, set in motion a hiring frenzy to implement the sophisticated software needed to improve the quality of care.  This hiring has included a strong focus on IT with a clinical focus.  It is no surprise that we see the role of the CMIO evolving and gaining importance in the drive to get to the “meaningful use” part of this equation.  Officially, an EHR is now a critical mission and the CIO cannot get there alone.  However, the role of the CMIO is still evolving and organizations are establishing key guidelines for the role.

When the role first began to emerge, more than 15 years ago, we saw the CMIO reporting into IT.  That is changing.  Now we are seeing (depending on what survey you review) less than 50% reporting into the CIO.  This speaks to career path.  CMIOs now respond that they aspire to do more than stay in the CMIO role.  Some report that they want to move into the CIO role.  Others the CMO role.  Still others are beginning to report that they aspire to the CQO role.   The role is gaining momentum in terms of compensation as well.  Most report compensation around $250 – $300K but for most this still is not a 100% full time job as CMIOs still keep their day job as a physician.  For now, the CMIO and the CIO are linked closely on EHR deployments.  Working together in partnership is critical in terms of moving HIT initiatives forward – and moving your career forward.

I’d love to hear from you on what you think the top 3 objectives are for this role that could benefit the CIO.

Top 10 Qualities of CIOs that still GET IT DONE

10.  Mitigate Risk

The most basic level of the IT organization is a sound infrastructure.  If you are struggling with keeping systems running, you are likely not deploying innovative technologies.  In addition to maintenance, information systems need to be safeguarded against external issues, such as natural and manmade disasters and, increasingly, data breaches.  CIOs must be savvy in working through policy, procedure and technology to address disaster recovery, continuity planning, and data breach processes. According to the PricewaterhouseCoopers 2011 report, the risk of data breaches increased with the widespread adoption of EHRs (even though protection around PHI has increased).  Inadequate planning and inadequate infrastructure can cost the system millions of dollars and possibly a few careers.  Every CIO needs to get this one right.

9. Understand and Manage Regulatory Requirements

Today’s healthcare CIOs must meet the demands of the patients/ consumers, physicians, administration – and the Federal Government.  The volume and complexity of regulatory requirements have increased so much that the ability to stay on top of regulatory requirements is now on the Top Ten list.  While these requirements put the CIO into a more strategic position within the health system, (s)he must monitor and ensure there is a solid understanding of regulations throughout the IT organization. This includes Meaningful Use of an Electronic Health Record, EHR, Stages 1, 2, and 3, HIPAA, ICD-10 and beyond.  With the huge financial ramifications to meeting (or not meeting) these deadlines, the CIO must also ensure that the health system administration understands these deadlines. It sounds simple, but not getting the requirements right can lead to gaps in strategic planning, misunderstandings, and project failure.

8.  Collaborate

Working within the health system, the CIO must be successful working with key stakeholders across departments. For example, EHRs require continuous collaboration with clinicians due to the disruption it creates in workflow.  ICD-10 requires collaboration with the CFO and Finance teams.  Coordinating healthcare requires increased collaboration at all levels.  The healthcare CIO, tasked with knitting the healthcare entities in the community together in the transition to ACOs, must be a great collaborator.

Viewing collaboration as both a skill and a mindset, we like to see evidence of a history of creating or working well with a structured process that has ensured effective collaboration, not just “strong communication skills”.  True collaboration will ensure CIOs get a seat at the table in setting strategy.  Collaborating will be critical to executing on the plan.  We like to see evidence of collaborative process because that is repeatable.

7.  Build Great Teams

As Bill Collins says in his book, Good to Great: Why Some Companies Make the Leap… and Others Don’t, “you need to make sure you’ve got the right people on the bus and the right people in the right seats on the bus.”  The same thing can be said of the healthcare CIO’s teams.  Building a great team requires a firm understanding of the goals, the timeframe, and then the resources.  The CIO’s team also needs to be flexible to move quickly to achieve their goals.  Therefore, a good CIO must “rebuild” teams as necessary, reallocating resources based on project demands in order to maximize the value team members bring. We like to understand whether a CIO built a team and to what scale, or did they reduce or reallocate resources and why.  In each situation, the question is really about how they achieve maximum results from the team. There is much more to consider than whether a CIO had high or low turnover rates on his team.

6. Communicate, Motivate then Delegate

Strong CIOs build great teams that can take ownership of key tasks.  But first, they must delegate. When you have the right person in the right role and they understand the vision, the value they bring, and the value to them, they typically want ownership of the task. Rather than micromanage, the CIO can more effectively support the team in other ways.  For instance, by removing outside barriers to progress and ensuring there is good support across departments for the projects.  Facilitating joint ownership in projects across departments is even better. CIOs that can convey a sense of the excitement and conviction of the people involved likely have done a great job of motivating their team.

5. Finding New Ways to Build Consensus Across the Organization

Gaining consensus for an EHR has been a challenge for CIOs as they just might lack consistent support for the effort in the midst of disrupting clinical workflows.  That’s changed.  Now it is important for the entire leadership team as it impacts revenue for the health system.  The perception that these are “IT” projects is a thing of the past.  With greater support for the EHR deployment, we see the role of the Chief Medical Information Officer, the CMIO, emerging and gaining importance.  [1]A strong partnership between the CIO and CMIO can speed consensus and adoption of an EHR.  Clinical Informatics, including CNIO, leadership can be another great ally for the CIO in gaining consensus for clinical IT projects.  We love to see CIOs who develop real partnerships between IT teams and the clinical team as well as operations, finance, and marketing teams

4. Use Technology as a Tool to Deliver on the Strategy

Technology is really just a great enabler.  It is not, of course, the actual strategy.  Understanding how technology can improve clinical and financial outcomes is more meaningful than an IT initiative. Positioned appropriately, technology can be perceived as a tremendous strategic advantage, even with workflow modifications.  Within the community, technology can also be a strategic distinguisher and competitive advantage for the health system. A great CIO helps translate the value to the health system’s strategy

3. Execute on the Strategy

“Execution is everything” says Larry Bossidy, former CEO of Honeywell in his book Execution: The Discipline of Getting Things Done, “and the ability to create, influence and evangelize change is an essential element.”  Bossidy goes on to say that the healthcare CIO’s challenge is not to set strategy – it is to execute on the strategy.  The execution of a strategic initiative is usually more difficult than setting the strategy.  The CIO who can execute on the vision and move through the challenges usually employs all of the skills previously listed.  This CIO has earned a demonstrated track record success.  This CIO is frequently acknowledged by peers as a leader.

2.  Set the Strategy

The trust established through helping to solve system challenges through complex EHR deployments while gaining buy-in throughout the system can be huge. As healthcare CIOs help to translate the value of technology to the enterprise in specific, tangible ways, it should become a natural transition to engage in the visioning of the system’s overall strategy, beyond IT.  We all like to see healthcare CIOs communicate a keen understanding of the key issues impacting healthcare, the community and government.   The successful healthcare CIO in the future will focus beyond health IT.

1.  The Top Quality of a CIO that can still GET IT DONE:  Lead and Mentor

These CIOs are truly passionate about transforming healthcare and it inspires those around them.  This is seen in the teams that surround healthcare CIOs and in the creative and thoughtful manner in which they achieve their goals.  When mistakes occur they help understand the lesson behind it. When their insights are sought, they are happy to share knowledge.  In spite of busy schedules, these individuals just seem to make time.  This quality makes those around them feel important to the overall mission.  These individuals inspire our appreciation and we are happy to acknowledge them and support their leadership.  We like to see CIOs who are mentoring those around them to become effective future leaders.



You Are Not a Gadget: A Manifesto

Jaron Lanier, a computer scientist and author, is often described as “visionary”.  In the 80′s Lanier helped to pioneer the field of virtual reality and possibly pioneered the term.  Last year, he published, “You Are Not a Gadget: A Manifesto,” which critiqued digital technologies and social-networking sites like Facebook as dehumanizing; designed to encourage shallow interactions.  In 2010 he was also named to Time Magazine’s annual TIME 100 issue which names the people who most affect our world.  To me, Lanier seems to be looking for humanity in technology.  I believe it is actually there.

In the link below, Jennifer Kahn writes about Lanier in the New Yorker.  See  http://www.newyorker.com/reporting/2011/07/11/110711fa_fact_kahn

Leadership Turnover

by Pamela Dixon

In this challenging Health IT market, hospitals are seeing increasing leadership turnover under pressure of meeting Meaningful Use objectives as more and better resources are needed.

SSi-SEARCH is seeing increased demand for our executive search services. We are seeing two causes. First is a need for stronger HIT leadership, CIOs and CMIOs, that can meet the increasing demands of the industry. We see a need for strategic leadership on the rise vs operational leadership. Additionally, we see specific vendor experience requirements increasingly in addition to a history of successful EHR / CPOE deployment experience.

Second is a need to expand key teams. Specifically, we see, and anticipate seeing, a growing need for clinical informatics leadership. These leaders play a key liaison role between IT and clinicians and are critical to a successful EHR outcome.

As the need to replace or add more talented leaders grows, we are seeing a growing shortage of highly sought after candidates. This competition leads to higher compensation packages.

Finally, the urgency in the industry is growing as well. We encourage employers generally to take a proactive and strategic approach to determine gaps on the leadership team near-term and long-term. Compensation trends for strong leadership is expected to continue to trend up. We always encourage candidates to look beyond compensation as the key motivator. Look instead more closely at the overall career opportunity. In terms of your financial security, this will always be the safe bet.

Kentucky Teaching Hospital Receives First EHR Incentive Payment Written

by Leigh Page

The first electronic health record incentive payment to a hospital went to University of Kentucky Healthcare, which received $2.86 million in federal funds, or one-third of its expected full payment, according to a report by Health Imaging.

These Medicare and Medicaid funds, paid through the states, are going to hospitals and physicians demonstrating “meaningful use” under the HITECH Act.

The first meaningful use EHR payment to physicians was $21,250 each to two physicians at Gastorf Family Clinic of Durant, Okla.

Kentucky and Oklahoma were responding to hospitals’ and practices’ registration for the EHR incentive program, which, in addition to those two states, also just started in Alaska, Iowa, Louisiana, Michigan, Mississippi, North Carolina, South Carolina, Tennessee and Texas.

CMS reported about 4,000 hospitals and practices registered in the EHR incentive program in the first four days.

In February, registration will open in California, Missouri, and North Dakota.  Other states are expected to launch their Medicaid EHR incentive programs during the spring and summer of 2011.

Healthcare is a rare bright spot in employment picture April 27, 2011

Hospitals, drug companies, medical device makers and public health agencies are hiring again, although at a slower pace than before the recession.

By Chen May Yee

Emily Zabor graduated with a master’s degree in biostatistics from the University of Minnesota this year, right in the middle of the worst job markets in decades.

No problem. “I expected to have good prospects,” Zabor said. “I knew it was a field that was growing.”

Even before graduating, Zabor accepted a $75,000-a-year job at Memorial Sloan-Kettering Cancer Center in New York City, helping to design and analyze clinical studies. In fact, all 21 students in Zabor’s program have found work, with drug companies, medical device firms and public health agencies.

Nearly one quarter of participating hospitals (in recent HIMSS Analytic Survey) have the capability to achieve 10 or more of the required core measures in the meaningful use Stage 1 requirements. April 25, 2011




15 Statistics on Healthcare Leader Compensation from Becker’s Hospital Review April 25, 2011

Written by Rachel Fields | December 14, 2010

Here are 15 statistics about compensation of various types of hospital leaders, including leaders of non-profit hospitals and CEOs with clinical backgrounds.

Healthcare organization leaders

1. Median compensation of non-physician CEOs in healthcare organizations was $259,302 in 2009.
2. Median compensation of physician CEOs in healthcare organizations was $417,934.
3. Median compensation of CFOs in healthcare organizations was $197,447.
4. Median compensation of COOs in healthcare organizations was $210,000.
5. Median compensation of CIOs in healthcare organizations was $153,087.

Non-profit hospital leaders

Persons listed as “CEO” or “chief executive officer” were treated as top management officials by the survey. If no person was listed in either position, persons listed as “president,” “executive director” or “administrator” were treated as the top management officials.

Average salary by hospital revenue:

6. Revenue under $25 million — $149,700
7. Revenue between $25 and $100 million — $289,600
8. Revenue between $100 and $250 million — $465,300
9. Revenue between $250 and 500 million — $642,100
10. Revenue over $500 million — $877,200

Physician CEOs

11. Median compensation of physician CEOs and presidents working at academic medical centers was $672,000.

12. Median compensation of physician CEOs and presidents working at government facilities was $185,000.

13. Median compensation of physician CEOs and presidents working at health system corporate offices was $400,910.

14. Median compensation of physician CEOs and presidents working at hospitals was $367,500.

15. Median compensation of physician CEOs and presidents working at physician-hospital organizations was $395,000.

Sources:
1-5: 2009 AMGA Medical Group Compensation and Financial Survey.
6-10: Internal Revenue Service’s Exempt Organizations Hospital Compliance Project Final Report.
11-15: 2009 Physician Executive Compensation Survey by Cejka Search and the American College of Physician Executives.

Becker’s Hospital Review: 6 Predictions on Stage 2 Meaningful Use April 25, 2011

Written by Jaimie Oh | January 19, 2011

The HITECH Act under the American Recovery and Reinvestment Act of 2009 allows eligible healthcare providers to receive incentive payments upon demonstrating “meaningful use” of electronic health records. In order to meet meaningful use, providers must meet a set of criteria provided by the Office of the National Coordinator. The criterion is published in three phases, with Stage 1 going into effect this year. There has already been a significant amount of buzz and debate around Stage 2 requirements to meet meaningful use, but not much has been said about specific measures and requirements. Here, healthcare industry experts share six predictions on possible Stage 2 meaningful use requirements.

1. Increased measures from Stage 1. Stage 1 meaning use requirements include a subset of clinical quality measures. For Stage 1, although all eligible hospitals must report on all 15 clinical quality measures, some healthcare experts, including Russ Branzell, CIO and vice president of Poudre Valley Health System in Fort Collins, Colo., who is part of the ONC’s tiger team for Stage 2 meaningful use that works on quality measures, predicts these clinical quality measures will likely be heightened in Stage 2.

“If you look at it from a building block perspective, the intent of Stage 1 meaningful use is so that the basic components of an EHR are in place and the hospital has the ability to support those metrics for quality outcomes,” Mr. Branzell says. “As we move into Stage 2, what we’re going to see is not new standards but rather fully implemented standards from Stage 1.”

In one such example, Mr. Branzell cites a Stage 1 clinical quality measure that will likely undergo an expansion in Stage 2: computerized physician order entry. Stage 1 meaningful use requires more than 30 percent of all unique patients with at least one medication in their medication list admitted to the eligible hospital’s inpatient or emergency department have at least one medication order entered using CPOE. Mr. Branzell says the industry can safely expect this requirement to dramatically increase to 80-90 percent in Stage 2.

Charles W. Jarvis, FACHE, vice president of healthcare services and government relations for NextGen Healthcare, a provider of health IT and EHR solutions, agrees with that notion.

“It’s going to be challenging at this point to make any predictions on Stage 2 because we don’t even have the recommendations from the ONC Health IT Policy Committee, but what we do expect from preliminary comments made by Dr. Blumenthal and ONC is that there is going to be much higher bars for performance,” Mr. Jarvis says. “In fact, we expect most, if not all, measures will be at 100 percent in Stage 2.”

2. New focus on patient safety measures. The five core concepts for Stage 2 clinical quality measures are patient and family engagement, clinical appropriateness/efficiency, care coordination, patient safety and public health. Mr. Branzell says other work groups that are part of constructing meaningful use requirements have been focusing on subdomains to fall under the category of patient safety. Among these, he says it is likely Stage 2 patient safety measures will include some measures on medication safety, hospital-associated adverse events such as infection rates as well as patient identification.

“Falls are another patient-safety factor hospitals may be required to start measuring,” Mr. Branzell says. “That includes close monitoring and having the predictive modeling to follow and reduce serious falls occurring in hospitals.”

Monitoring of medication administration through bedside medication verification is another patient safety measure the work group has felt strongly about including in Stage 2 meaningful use. “There should be an ability in a hospital’s EHR system to report what percentage of drugs are administered with the right route, right patient and right dose,” he says.

3. Introduction of evidence-based order sets. Evidence-based order sets has emerged in the healthcare arena as a means to reduce medical errors and care variation. Such orders are typically created through collaboration among physicians, nurses and other health practitioners who use evidence and medical literature to establish the best treatment protocols for various illnesses and conditions. Mary Anne Leach, CIO and vice president of The Children’s Hospital in Aurora, Colo., says hospitals may find the introduction of evidence-based order sets as part of Stage 2 meaningful use requirements.

“Evidence-based order sets are essentially best-practice treatment, as defined by evidence,” Ms. Leach says. “What does the evidence tell us is the best set of medications or procedures related to a specific kind of disease? In some cases though, such as with complex pediatric patients, there is a challenge with those kinds of approaches because many children have some very complex and sometimes multiple problems. There isn’t always a straightforward protocol.”

4. Introduction of structured and discrete physician documentation. Ms. Leach says although she doesn’t suspect Stage 2 requirements will require a 100 percent inclusion of structured and discrete physician electronic documentation, the topic may very well be introduced. Currently, there is still a significant amount of dictating and transcribing of physician-reported data occurring in hospitals, which, while efficient for the physician, does not give the overall organization or the physician the discrete data elements required to support quality reporting, coding or clinical analytics.

“This is likely to start out as a menu set rather than a required reporting requirement,” Ms. Leach says.

5. Introduction of patient-contributed, structured data into EHRs. Many hospitals are moving toward incorporating a patient portal with their EHRs to help patients more quickly and directly connect with their healthcare providers. However, as many systems function today, most patient portals do not allow a very wide array of patient feedback regarding their own personal health information. Ms. Leach says hospitals could possibly see the introduction of patient-contributed data as a possible menu item in Stage 2.

“Many organizations offer what they are calling a “patient portal,” but oftentimes those systems cannot accept patient-contributed data, such as over-the-counter medications, readings from home glucometers or corrections to their personal information,” she says. “It will be important for hospitals and physicians to anticipate eventual integration of provider-’tethered’ EHRs with patients’ own online personal health records.”

Online personal health records allow comprehensive, integrated up-to-date view of data to be available and also allow patients, families and consumers to participate and be accountable for their own health, she says.

6. Move toward true “meaningful use.” The stages of meaningful use takes providers from initially simply collecting and reporting various measures in Stage 1 to eventually using that collected information to make meaningful decisions about the delivery of healthcare to patient populations in Stage 3. Although Stage 3 won’t be enacted until 2015, hospitals can generally expect Stage 2 to begin the move toward connecting the dots between reported data and healthcare decision-making.

“Another progressive requirement that we’re going to start seeing in Stage 2 is making that connection between the use of health IT and improved outcomes, reduced costs and improved population health,” Ms. Leach says. “Stage 2 and 3 requirements for quality and population management will progressively require this evidence to be electrically reported as a direct by-product of EHR use. This will help move us forward toward true ‘meaningful use.’”

Mr. Jarvis agrees that it is this very idea that will separate providers who are able to meaningfully use EHRs and those who simply have a knack for collecting information and adopting health IT.

“There will eventually be a requirement for 100 percent electronic sharing of data, and I think that is going to clearly delineate those who are able to meet Stage 1 and those who can effectively use health IT to change patterns of care in Stage 3,” he says. “It will be much more outcomes-oriented rather than process-oriented.”

Top 10 Healthcare Predictions for 2011

Predictions identify major trends that will impact the U.S. provider IT landscape in 2011

The 2011 provider predictions include:

Health Reform Providers Will Explore New Care and Reimbursement Models.
EMRs Will Shift from Purchase to Adoption Phase for Hospitals in 2011.
EMR-as-a-Service Options Will Take Off Among Ambulatory Providers.
CPOE Will Get Real-World Experience.
Clinical Decision Support Will Be Integrated into Care.
Meaningful Use and Healthcare Reform Technology Purchasing Will Continue.
Clinical Mobility Will Drive Meaningful Use.
Business and Clinical Intelligence Will Become Actionable.
Client Virtualization Will Become the Rule for Point-of-Care Applications.
Healthcare Storage Will Transform to Support Electronic Records and Images.