To many, Boston is the center of the HIT universe. And to put an even finer point on it, Partners HealthCare is often thought of as the center of that center. With the departure of long-time corporate CIO John Glaser, and a complete reevaluation of the organization’s application landscape, Partners certainly is a time of flux. Sue Schade, CIO of Partner’s Brigham and Women’s Hospital, a 747-bed facility, is working to lead her hospital, and the overall health system, through that change, while still qualifying for HITECH, handling the transition to ICD-10, and dealing with any and all other changes that healthcare reform has to offer. To learn more about what it’s like to lead one of the nation’s leading hospitals, healthsystemCIO.com editor Anthony Guerra recently chatted with Schade.
- Living up to the “Boston/Partners” reputation
- The hardest part of moving forward
- Putting in place the right “decision-making framework”
- “Most organizations that are at (HIMSS Analytics) Stage 7 seem to be Epic clients … many are Kaiser”
- Internal development can have a downside (certification)
- Measuring up to Meaningful Use — “We have some challenges there” (clinical documentation)