1 / 54

Leadership: The CIO

Leadership: The CIO. HSPM J713. Chief Information Officer. This chapter was at end of 6 th edition Learning objectives Job duties and responsibilities of CIO and CEO and other leaders Key knowledge, skills, abilities that CIO must have Various paths to becoming CIO

verdi
Download Presentation

Leadership: The CIO

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Leadership: The CIO HSPM J713

  2. Chief Information Officer • This chapter was at end of 6th edition • Learning objectives • Job duties and responsibilities of CIO and CEO and other leaders • Key knowledge, skills, abilities that CIO must have • Various paths to becoming CIO • Organizational chart for HIT • Future challenges to CIO

  3. Chief Information Officer • Leadership • Human resources • Management expertise • Not just running things, but also planning for future. • transitioning

  4. Leadership and management • Too much required knowledge for any one person • Managing and coordinating the content experts

  5. CFO and CIO • Years ago, the chief financial officer was chief information officer • Reflects IT’s start in handling • Payroll • Accounts payable and receivable • Communication with payers • All involve money flows

  6. CIO as separate job • New requirements beyond money control • Clinical information systems • Regulatory compliance • Strategic planning and decision support

  7. Successful organizations do this with IT • Actively design governance • Know when to redesign • Involve senior managers • Make choices • Have an exception-handling process

  8. Successful organizations do this with IT • Provide right incentives • Establish “ownership” and accountability • Design governance at multiple levels in the organization • Transparency and education • Implement common mechanisms across the “six key assets”

  9. Successful organizations do this with IT • Actively design governance • Focus on goals and objectives of the organization, not just the IT dept.’s operations

  10. Successful organizations do this with IT • Know when to redesign • CIO must design procedures for reviewing what IT does • Involves teamwork outside of IT • Lead the review

  11. Successful organizations do this with IT • Involve senior managers • Bring senior management into technology decisions • Bring, to senior management, technology decisions with strategic implications

  12. Successful organizations do this with IT • Provide right incentives • Establish “ownership” and accountability • Encourage a broad view of the organization, • Not turf protection

  13. CIO’s functional responsibilities • Reports directly to the CEO • Enterprise planning • Leadership • Management oversight • Human resources • Financial management

  14. CIO responsibilities • Careful planning process • Master plan • updated annually • Linked to organization’s strategic plan

  15. CIO responsibilities • User-driven focus • Active involvement of personnel at all levels • In choosing technology • Designing installation and transition • Operation • Evaluation

  16. CIO responsibilities • Recruiting • Competent personnel • Vendor selection

  17. CIO responsibilities • Integration / interoperability of • Data files • Interfaces • Especially tricky for complex organizations with subsidiaries • [The prospects for interoperability must be considered for any proposed acquisition.]

  18. CIO responsibilities • Assure that legal and ethical obligations are met • Confidentiality • Patients • Medical staff • employees

  19. CIO responsibilities for new projects • Establish interdisciplinary teams to design new systems • Systems analysts and computer programmers fit in here • CIO doesn’t have to have their expertise, but has to be able to understand them • User-driven focus rather than technology-driven focus

  20. CIO responsibilities for new projects • Careful systems analysis must precede implementation • Preliminary design specifications for technology applications must fit with master plan • Lay out all details before implementation starts

  21. CIO responsibilities for new projects • Careful scheduling of all activities • Periodic progress reports • Plan for training of personnel on new system

  22. CIO responsibilities for new projects • Always test system before going live • Test must be comprehensive • Software and procedures • Personnel training • User reaction • Effectiveness at meeting stated objectives • Cost in practice compared with initial projections

  23. CIO responsibilities for new projects • Maintenance • Must be planned for

  24. CIO responsibilities for new projects • Audits and formal evaluations

  25. What makes a successful CIO • Skills in • Business • Clinical processes • Leadership • Administration • Communication • “technical savvy” [downplayed? Or is this reacting to past tendency to promote a geek to CIO?]

  26. What makes a successful CIO in practice (well-regarded within organization) • Business basics • Getting things done on time and on budget • Involvement in broader goals less often cited • Successful CIOs have active support and involvement of CEO. • Work experience in health care IT cited • [geek with management training and experience?] • Clinical experience less often found

  27. Organization of IT department • This book advocates that the CIO should report to the CEO directly • Broadening responsibilities, centrality of IT • A survey finds, however, that only 37% of CIO’s report to CEO’s. • 38% report to CFO’s (reflecting old IT focus) • 25% report to COO, chief medical officer, or other

  28. Organization of IT department depends on: • Centralization/decentralization of computer systems • Book seems to advocate centralization for interoperability • Systems developed in-house vs. purchased software or systems developed by outside application service providers • In-house vs. outsourced functions

  29. IT organizational chart

  30. IT organizational chart • In large organizations, each block is a manager with staff • In small organizations, each block may be one person. One person may share functions.

  31. Info Systems Operations functions • Systems • Maintenance • Analysis • Programming • Software evaluation • User support • Operations • Computer • Network • Data preparation

  32. IT organization • In many organizations, IT people lower in the organization chart report to clinical departments rather than, or in addition to, up the ladder to the CIO. • That’s how USC operates • Complicates leadership role of CIO • Departmental decisions affect the whole • But the responsibility is local

  33. Staffing the IT department • Taking qualifications seriously. For example, the head of health information management should be experienced and certified http://www.ahima.org/certification/ • With “broad knowledge of information flow and electronic health records …”

  34. Professional personnel • Systems analysts • Tech knowledge • Must be able to deal with people • Human-machine interaction • Computer programmers • More technically focussed • Shifting from mainframe to networks with distributed computing • Highly creative processes

  35. Technical personnel • Technical leadership • Up on latest technical developments • Financial manager • Interpersonal relationships • Professional and technical staff have grown and are expected to grow more

  36. Budgeting and IT • Direct spending 2.5% of budget, typically • But impact is much broader • Labor costs – table of 2006 typical salaries • CIO $150,000 • Info Sys director $104,000 • Systems analyst $63,000 • Help desk operator $46,000

  37. Outsourcing vs. in-house • When you read those requirements for personnel and expected salaries, staffing that IT organizational chart can look daunting. • Buy better than Make?

  38. Benefits of outsourcing • Less in-house staff • Less in-house capital equipment investment • More flexibility as requirements and technology change • You’re not stuck with old stuff • Faster to get a solution that’s already developed • Predictable costs

  39. Dangers of outsourcing • Dependent on vendor, who may go broke or make changes to meet other market demands • Vendors can charge $$$ • Especially once your business model depends on them • Contractors not intimately familiar with your organization

  40. One author’s suggestions • Seek long-term commitment from vendor • [But there goes your flexibility] • Require relevant experience • Develop performance measures • [In general, outsourcing is more manageable if the product is well-specified.] • Don’t jump at the low bid.

  41. Accounts receivable as candidate for outsourcing • Outsourcing doesn’t reduce costs, but outsources are more ruthless and more consistent at collecting • Collecting is outsourcer’s business, so they have more specialized expertise • Collecting is outsourcer’s business, so they have more appropriate technology • You can focus on health services, rather than bill collecting

  42. Outsourcing example • Jefferson Regional Medical Center (Pittsburgh) and Siemens Medical Solutions • Billing and clinical support • Worked with functional departments as an in-house IT operation would • PDAs for physicians • Technology changing fast

  43. Outsourcing survey • >30% outsourced • Web site • Dictation and transcription • <20% outsourced • Project management • Help desk • Database management • telecommunications

  44. Near-term issues for CIO’s • Low hospital budgets for IT • Particularly regarding electronic medical records and clinical applications • Need to argue for increased budgets based on • Accountability measures that need to be designed and implemented

  45. Near-term issues for CIO’s • Changing technologies • Radio identification (“RF”) replacing bar codes • [smart phones replacing PDAs]

  46. Near-term issues for CIO’s • Interoperability • Standardization, driven by national policy, is coming. • Confusion meantime, because we can only guess what the standard will be

  47. Near-term issues for CIO’s • Ambulatory settings • Integration of electronic medical records

  48. The CIO in the organization • CIO’s do not directly use technical skills, but probably need technical skills to go up the ladder.

  49. The CIO in the organization • Up • Relations with CEO and Board of Directors • Horizontal • Relations with Chief Financial Officer, Chief Medical Officer, head of nursing • Internal • Management of the IT unit

  50. The CIO in the organization • Responsibility shifting back to CFO because of Sarbanes-Oxley reporting requirements?

More Related