Tom Ciccarelli, CIO, East Orange General Hospital, Chapter 2

Tom Ciccarelli, CIO, East Orange General Hospital

Thoughts on ED scribes
The ICD-10 factor
Living on a razor-thin margin — “This is where the small guys are going to have big problems”
Giving users what they want versus what they need
Clinician dissatisfaction with the data entry burden
The benefit of bringing in outside eyes
GE’s performance — “You can’t go wrong”

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Joanne Burns, CIO, University of Missouri Health Care, Chapter 2

Joanne Burns, CIO, University of Missouri Health Care

Creating an IT innovation group
Cutting out the middle layers to build trust
U of M’s atypical vendor relationship with Cerner
Juggling multiple projects
Avoiding being swallowed up by Meaningful Use
Aligning IT’s goals with those of the organization

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Todd Richardson, CIO, Deaconess Health System, Chapter 3

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The organization’s bring-your-own-device strategy
“We don’t provide company-based phones or iPads”
Balancing flexibility and scalability
Picking your battles

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Kim Ligon, CIO, DCH Health System, Discusses Her CHIME Member-To-Member Survey On IT Steering Committees, Chapter 4

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Managing meeting politics
Becoming a strategic CIO
Supporting physicians — “They don’t leave messages”
Setting (and re-setting priorities)
Taking the best of a survey — and leaving the rest
Expanding one’s comfort zone

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Kim Ligon, CIO, DCH Health System, Discusses Her CHIME Member-To-Member Survey On IT Steering Committees, Chapter 3

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Meditech’s performance
The CHIME Survey on HIT steering committees
Getting docs involved in governance
The nitty gritty of successful meetings
As always, communication is key

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Stephen Stewart, CIO, Henry County Health Center, Chapter 3

Managing clinical types
Leveraging internships to recruit talent
The CIO role at large and small facilities
When hiring, knowing the app is nice, but not paramount
Dear Dr. Mostashari … “Does the pace of change have to be quite as frenetic as it is right now?”

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Laishy Williams-Carlson, VP/CIO, Bon Secours Health System, Chapter 3

The C-suite talent pool
Finding support for weaknesses
Balancing the governance process
Defining culture — balancing regional differences
Handling the docs — diffusing charged situations

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