One of the more popular sessions at Corepoint Connect 12 was the CIO Panel, moderated by Jon Mertz, Corepoint Health's vice president of marketing. The CIOs provided insight that I thought would be appreciated by customers unable to attend the conference as well as regular readers of this blog.
Not all questions are covered below, but I was able to record and share most of the Q&A. If you have any questions or would like any of the CIO participants to address another question, please leave it in the comments below, along with who you would like to answer the question.
Pictured above, left to right:
Joey Sudomir, Texas Health Partners
Joe Moore, Radiology Consultants of Iowa
Randy Davis, NorthCrest Medical Center
Q: What keeps you up at night?
Randy Davis: Trying to make sure that all primary thinking works into a global plan that advances what we're going to do for the organization.
How are we going to achieve Meaningful Use? What does interoperability mean? Are the proper resources available?
Joe Moore: Our industry in general, quite frankly. Radiology is under attack because of rising healthcare costs. Radiology is a big part of that discussion and some of the criticism is deserved but some of it is not.
I don't think there is enough recognition from those within radiology of the fact that their future is in jeopardy. Cardiology is a good example. If we choose to keep things the way they are we're going to lose, and lose big. We want to hopefully have a service model that can't be beaten by a national radiology provider or a hospital trying to do it themselves.
Joey Sudomir: What keeps me up is avoiding anything that is going to put myself or my organization on TV. I jest, but that is a concern. There's this really odd challenge by both sides in that we have got to be as interoperable as we can but be as private and secure as possible. Breaches are top of my mind. Secondary is staffing.
The reality is reimbursement is really driving where healthcare is going. There's not a lot of funding to make sure the plans we do are done right. To me, Meaningful Use really is the playbook and we really don't have much of a choice.
The good news is that the government is pushing what our initiatives are, and that is to electronify things. The long-term plan is adoption. Whether users have adopted the technology or not is not the question anymore, it's if we've presented it to them properly for adoption.
Randy Davis: We understand the healthcare landscape is changing and that we're going to a quality-based healthcare system. We're tired of being reactive. We want to be proactive and to get in front of things. We're looking to work closely with technical resources so we can data mine our own community to spearhead wellness and prevention programs in our community, and we're banking on reform continuing on that direction.
Joe Moore: A lot of it is really doing the right thing and taking pride in being a great service provider. Technically we've accomplished a lot, but we never want to stop. We want to keep looking at how we can build better relationships with hospitals and clinicians in the hospital, and how we can become a better service provider. So, really, there is no better option.
Q: How has integration changed?
Joe Moore: We've certainly seen our fair share of change. You need to look more like the organizations you're working with and you need to look more like you're part of other facilities.
Joey Sudomir: Kudos to the integration space. If you think back about HL7 it's fairly impressive that it took the lead in standardizing things. Looking forward, and even today, we never deploy any interface as just point A to point B.
Capturing the data from medical devices is probably the huge wave that is about to push forward. It has gained adoption and momentum but I think it first needs to become standard like traditional HL7 messages did many years ago.
Randy Davis: Now that integration is there we have to wrap the workflow and data process to serve the end user, who is becoming very knowledgeable about what's available and what they need. They're much more liable to say they don't like the way you're providing the data.
Q: What future changes do you see on the horizon?
Joe Moore: For me it's an incredibly exciting time to be where I'm at – we're doing big things. I still like the technology and I still like the computers, but nowadays I don't think so much about the box. I think going forward I'm going to think less and less about the box. Now it's more about what technology solutions I need to assemble to reach our goals.
What's wonderful about this point in time is that services are becoming available to me. I'm spending less operationally and I'm spending more on initiatives that affect the core business. Going forward my role really is going to be as a solutions architect. I'm going to be tapping different companies to provide me their expertise because it’s getting too complicated.
Randy Davis: A lot of strategy. We really don't have to know the nuts and bolts of hardware and handle IT as much because it really has become an assumption with me that the box is going to work.
I'm really involved in everything in the organization because every contract coming into the organization has an IT component. It seems our good project managers come from the IS and IT fields. I'm seeing more of a shift that CEOs have MD behind their name and the CIO is becoming the strategist in the organization.
Joey Sudomir: One piece I'm excited about is that you're going to see a trend that CIOs are no longer going to have to leave the company to move up in their job. The reality is we're no longer technologists who don't know much about strategy – we're strategists who know just a little about technology.
Q: What kind of qualities do you emphasize with your team?
Joey Sudomir: One of the things we preach to our team is healthcare knowledge. We take every opportunity to talk about outcomes-based reimbursement because it's becoming critically important that technologists understand the end game.
Joe Moore: Be creative. Understand the end user. Talk to them, visit with them and really see what their needs are. You've got to get out and see what's going on to get creative.
Randy Davis: Customer service is a priority. You have to understand healthcare and that the patient is the center of everything we do. Everything that we do can have a detrimental effect on care. Everyone's perceptions are based on what they've seen on commercials and they come into the workplace and demand that same experience.Tags: Health IT Matters