healthsystemcio.com » Podcast Feed
By Anthony Guerra
To listen to an audio podcast, mouse over the title and click Play. Open iTunes to download and subscribe to podcasts.
Podcast Description
healthsystemCIO.com Podcasts feature one-on-one interviews with the industry's most influential figures. From hospital CIOs to CEOs from the largest EMR vendors, you'll enjoy these lively exchanges with editor Anthony Guerra.
| Name | Description | Released | Price | ||
|---|---|---|---|---|---|
|
1 |
Mary Alice Annecharico, CIO, Henry Ford Health System, Chapter 1 | After accomplishing what she set out to do at University Hospitals Health System in Cleveland, where she oversaw a major upgrade and full system deployment, Mary Alice Annecharico decided it was time for a new challenge. So she ventured across Lake Erie to Henry Ford Health System, a large, Detroit-based organization that is transitioning from a home-grown system to Epic’s EMR. In this interview, Annecharico talks about why Henry Ford appealed to her, the path from clinical nursing to CIO, and how her early career experience shapes her current role. She also discusses the importance of knowing what drives an individual, her IT philosophy, and why nurses can make effective CIOs. | 2/9/12 | Free | View In iTunes |
|
2 |
Tom Ciccarelli, CIO, East Orange General Hospital, Chapter 2 | Every hospital CIO is undoubtedly feeling the burden of Meaningful Use, but for some, the weight is greater. As Tom Ciccarelli, CIO of East Orange General Hospital, leads the 211-bed, community hospital through EMR implementations and other major projects, he is finding that organizations that are on a tight budget — and can’t afford consulting help — really are at a disadvantage. In this interview, Ciccarelli speaks candidly about how the combination of ICD-10 and Stage 2 of Meaningful Use will overwhelm hospitals, how vendor flexibility can be a double-edged sword, and the effect that changing workflows and an increased data entry burden has on clinicians. He also talks about the similarities between EMR implementations and having young children, and the critical attributes needed for today’s CIOs. | 2/8/12 | Free | View In iTunes |
|
3 |
Joanne Burns, CIO, University of Missouri Health Care, Chapter 3 | Three years ago, the University of Missouri Health Care and Cerner teamed up to develop the Tiger Institute for Health Innovation, an initiative designed to improve the delivery of care across the state through data exchange and patient engagement. In this interview, Joanne Burns, who plays a key role with both organizations, talks about how the partnership has benefited both parties, University of Missouri’s path to Meaningful Use, and the challenges of juggling multiple priorities. She also discusses how she works to make sure IT’s goals are closely aligned with those of the organization, and why she has set the bar high for all vendor relationships. | 2/7/12 | Free | View In iTunes |
|
4 |
Chuck Christian, CIO, Good Samaritan Hospital, Chapter 3 | Chuck Christian, the longtime CIO at Good Samaritan Hospital, believes that health information exchanges have been getting a bad rap. Christian has been involved in HIE work for more than a decade — long before Meaningful Use was even on the radar, and he wants CIOs to realize that getting connected with data exchange can yield benefits that go beyond just qualifying for funds. In this interview, Christian talks about the state of HIE in Indiana, how his organization is leveraging HIEs to improve patient care, and the optimal role for CIOs when it comes to HIE initiatives. He also discusses negotiation points, the importance of knowing the costs involved, and why he thinks the industry is just beginning to scratch the surface on how information can be most effectively used. | 2/6/12 | Free | View In iTunes |
|
5 |
Tom Ciccarelli, CIO, East Orange General Hospital, Chapter 1 | Every hospital CIO is undoubtedly feeling the burden of Meaningful Use, but for some, the weight is greater. As Tom Ciccarelli, CIO of East Orange General Hospital, leads the 211-bed, community hospital through EMR implementations and other major projects, he is finding that organizations that are on a tight budget — and can’t afford consulting help — really are at a disadvantage. In this interview, Ciccarelli speaks candidly about how the combination of ICD-10 and Stage 2 of Meaningful Use will overwhelm hospitals, how vendor flexibility can be a double-edged sword, and the effect that changing workflows and an increased data entry burden has on clinicians. He also talks about the similarities between EMR implementations and having young children, and the critical attributes needed for today’s CIOs. | 2/1/12 | Free | View In iTunes |
|
6 |
Joanne Burns, CIO, University of Missouri Health Care, Chapter 2 | Three years ago, the University of Missouri Health Care and Cerner teamed up to develop the Tiger Institute for Health Innovation, an initiative designed to improve the delivery of care across the state through data exchange and patient engagement. In this interview, Joanne Burns, who plays a key role with both organizations, talks about how the partnership has benefited both parties, University of Missouri’s path to Meaningful Use, and the challenges of juggling multiple priorities. She also discusses how she works to make sure IT’s goals are closely aligned with those of the organization, and why she has set the bar high for all vendor relationships. | 1/31/12 | Free | View In iTunes |
|
7 |
Chuck Christian, CIO, Good Samaritan Hospital, Chapter 2 | Chuck Christian, the longtime CIO at Good Samaritan Hospital, believes that health information exchanges have been getting a bad rap. Christian has been involved in HIE work for more than a decade — long before Meaningful Use was even on the radar, and he wants CIOs to realize that getting connected with data exchange can yield benefits that go beyond just qualifying for funds. In this interview, Christian talks about the state of HIE in Indiana, how his organization is leveraging HIEs to improve patient care, and the optimal role for CIOs when it comes to HIE initiatives. He also discusses negotiation points, the importance of knowing the costs involved, and why he thinks the industry is just beginning to scratch the surface on how information can be most effectively used. | 1/30/12 | Free | View In iTunes |
|
8 |
Joanne Burns, CIO, University of Missouri Health Care, Chapter 1 | Three years ago, the University of Missouri Health Care and Cerner teamed up to develop the Tiger Institute for Health Innovation, an initiative designed to improve the delivery of care across the state through data exchange and patient engagement. In this interview, Joanne Burns, who plays a key role with both organizations, talks about how the partnership has benefited both parties, University of Missouri’s path to Meaningful Use, and the challenges of juggling multiple priorities. She also discusses how she works to make sure IT’s goals are closely aligned with those of the organization, and why she has set the bar high for all vendor relationships. | 1/25/12 | Free | View In iTunes |
|
9 |
Chuck Christian, CIO, Good Samaritan Hospital, Chapter 1 | Chuck Christian, the longtime CIO at Good Samaritan Hospital, believes that health information exchanges have been getting a bad rap. Christian has been involved in HIE work for more than a decade — long before Meaningful Use was even on the radar, and he wants CIOs to realize that getting connected with data exchange can yield benefits that go beyond just qualifying for funds. In this interview, Christian talks about the state of HIE in Indiana, how his organization is leveraging HIEs to improve patient care, and the optimal role for CIOs when it comes to HIE initiatives. He also discusses negotiation points, the importance of knowing the costs involved, and why he thinks the industry is just beginning to scratch the surface on how information can be most effectively used. | 1/23/12 | Free | View In iTunes |
|
10 |
Todd Richardson, CIO, Deaconess Health System, Chapter 4 | As a CIO, having all hospitals within a health system on the same EMR is the ideal scenario. But as Todd Richardson knows, it isn’t always a reality, particularly when physicians are minority owners. In this interview, Richardson, who serves as CIO of the six-hospital Deaconess Health System, gives his honest take of how having physician owners can impact IT decision making, and why organizations need to accommodate the growing need among patients to access their data. He also talks about the flaws with statewide HIEs, the challenges of managing the different needs of device users, the IT rounding program his team implemented, and the importance of viewing technology as an enabler. | 1/17/12 | Free | View In iTunes |
|
11 |
Todd Richardson, CIO, Deaconess Health System, Chapter 3 | As a CIO, having all hospitals within a health system on the same EMR is the ideal scenario. But as Todd Richardson knows, it isn’t always a reality, particularly when physicians are minority owners. In this interview, Richardson, who serves as CIO of the six-hospital Deaconess Health System, gives his honest take of how having physician owners can impact IT decision making, and why organizations need to accommodate the growing need among patients to access their data. He also talks about the flaws with statewide HIEs, the challenges of managing the different needs of device users, the IT rounding program his team implemented, and the importance of viewing technology as an enabler. | 1/11/12 | Free | View In iTunes |
|
12 |
Kim Ligon, CIO, DCH Health System, Discusses Her CHIME Member-To-Member Survey On IT Steering Committees, Chapter 4 | The regulatory requirements that CIOs are grappling with are overwhelming enough—throw in a major leadership change, and it can feel like being caught in a whirlwind. It’s how Kim Ligon felt when DCH Health System had a new CFO take the helm just as Meaningful Use was coming down the pike. But rather than panic, Ligon, who serves as CIO for the West Alabama-based system, reached out to her colleagues for help. What she found is that there is no better source than CIOs for issues like dealing with steering committees, prioritizing projects, and balancing the budget. In this interview, Ligon also talks about having to interface with physician offices that use different EMR systems, her role in developing a statewide HIE, when a project needs to be delayed, and why she believes nurses bear the biggest brunt of CPOE. | 1/10/12 | Free | View In iTunes |
|
13 |
Todd Richardson, CIO, Deaconess Health System, Chapter 2 | As a CIO, having all hospitals within a health system on the same EMR is the ideal scenario. But as Todd Richardson knows, it isn’t always a reality, particularly when physicians are minority owners. In this interview, Richardson, who serves as CIO of the six-hospital Deaconess Health System, gives his honest take of how having physician owners can impact IT decision making, and why organizations need to accommodate the growing need among patients to access their data. He also talks about the flaws with statewide HIEs, the challenges of managing the different needs of device users, the IT rounding program his team implemented, and the importance of viewing technology as an enabler. | 1/5/12 | Free | View In iTunes |
|
14 |
Kim Ligon, CIO, DCH Health System, Discusses Her CHIME Member-To-Member Survey On IT Steering Committees, Chapter 3 | The regulatory requirements that CIOs are grappling with are overwhelming enough—throw in a major leadership change, and it can feel like being caught in a whirlwind. It’s how Kim Ligon felt when DCH Health System had a new CFO take the helm just as Meaningful Use was coming down the pike. But rather than panic, Ligon, who serves as CIO for the West Alabama-based system, reached out to her colleagues for help. What she found is that there is no better source than CIOs for issues like dealing with steering committees, prioritizing projects, and balancing the budget. In this interview, Ligon also talks about having to interface with physician offices that use different EMR systems, her role in developing a statewide HIE, when a project needs to be delayed, and why she believes nurses bear the biggest brunt of CPOE. | 1/4/12 | Free | View In iTunes |
|
15 |
Todd Richardson, CIO, Deaconess Health System, Chapter 1 | As a CIO, having all hospitals within a health system on the same EMR is the ideal scenario. But as Todd Richardson knows, it isn’t always a reality, particularly when physicians are minority owners. In this interview, Richardson, who serves as CIO of the six-hospital Deaconess Health System, gives his honest take of how having physician owners can impact IT decision making, and why organizations need to accommodate the growing need among patients to access their data. He also talks about the flaws with statewide HIEs, the challenges of managing the different needs of device users, the IT rounding program his team implemented, and the importance of viewing technology as an enabler. | 12/29/11 | Free | View In iTunes |
|
16 |
Kim Ligon, CIO, DCH Health System, Discusses Her CHIME Member-To-Member Survey On IT Steering Committees, Chapter 2 | The regulatory requirements that CIOs are grappling with are overwhelming enough—throw in a major leadership change, and it can feel like being caught in a whirlwind. It’s how Kim Ligon felt when DCH Health System had a new CFO take the helm just as Meaningful Use was coming down the pike. But rather than panic, Ligon, who serves as CIO for the West Alabama-based system, reached out to her colleagues for help. What she found is that there is no better source than CIOs for issues like dealing with steering committees, prioritizing projects, and balancing the budget. In this interview, Ligon also talks about having to interface with physician offices that use different EMR systems, her role in developing a statewide HIE, when a project needs to be delayed, and why she believes nurses bear the biggest brunt of CPOE. | 12/29/11 | Free | View In iTunes |
|
17 |
Cathy Crowley, CIO, Columbia Memorial Hospital, Chapter 3 | For Cathy Crowley, the path that took her to the CIO position at Columbia Memorial Hospital wasn’t a typical one. It was the economic downturn that steered her away from consulting and into the temporary position that eventually became full-time, but it was her proficiency for implementations and multitasking that has kept her there. Crowley is leading the way as Columbia Memorial Hospital — a 192-bed acute care facility that includes a long-term care site and several practices — seeks to achieve interoperability despite having three different systems. In this interview, she discusses how her organization has been able to leverage government dollars, the challenges in working with community practices, and the importance of being able to navigate the hospital politics involved in vendor selection. | 12/28/11 | Free | View In iTunes |
|
18 |
Kim Ligon, CIO, DCH Health System, Discusses Her CHIME Member-To-Member Survey On IT Steering Committees, Chapter 1 | The regulatory requirements that CIOs are grappling with are overwhelming enough—throw in a major leadership change, and it can feel like being caught in a whirlwind. It’s how Kim Ligon felt when DCH Health System had a new CFO take the helm just as Meaningful Use was coming down the pike. But rather than panic, Ligon, who serves as CIO for the West Alabama-based system, reached out to her colleagues for help. What she found is that there is no better source than CIOs for issues like dealing with steering committees, prioritizing projects, and balancing the budget. In this interview, Ligon also talks about having to interface with physician offices that use different EMR systems, her role in developing a statewide HIE, when a project needs to be delayed, and why she believes nurses bear the biggest brunt of CPOE. | 12/22/11 | Free | View In iTunes |
|
19 |
Dave Souerwine, President, McKesson Provider Technologies, Chapter 2 | McKesson recently made a big splash when the company announced it was reorganizing its Horizon and Paragon product lines with major emphasis on the latter. In the same breath, the company stated it would invest $1 billion over the next two years in research and development of IT products as part of an initiative called Better Health 2020. In this interview, David Souerwine, president of McKesson Provider Technologies, takes us behind the curtain by discussing the goals of the new strategy, what factored into the decision to shift away from Horizon, the advantage he feels that McKesson now offers its customers, and the challenges involved in managing customer perceptions. | 12/21/11 | Free | View In iTunes |
|
20 |
Robert Slepin, VP/CIO, John C. Lincoln Health Network, Chapter 4 | For Robert Slepin, health information technology has never been an end in its own right, but rather a tool that can be used to improve individual and population health. In this interview, Slepin discusses his organization’s goal of getting its hospitals and physician network on Epic in 2012, best practices for disengaging with vendors, how disease management can help improve patient outcomes, and why ICD-10 should be postponed. He also talks about the importance of transparency within an organization, how to effectively delegate tasks, and why it’s okay to say, ‘I don’t know.’ | 12/20/11 | Free | View In iTunes |
|
21 |
Dave Souerwine, President, McKesson Provider Technologies, Chapter 1 | McKesson recently made a big splash when the company announced it was reorganizing its Horizon and Paragon product lines with major emphasis on the latter. In the same breath, the company stated it would invest $1 billion over the next two years in research and development of IT products as part of an initiative called Better Health 2020. In this interview, David Souerwine, president of McKesson Provider Technologies, takes us behind the curtain by discussing the goals of the new strategy, what factored into the decision to shift away from Horizon, the advantage he feels that McKesson now offers its customers, and the challenges involved in managing customer perceptions. | 12/15/11 | Free | View In iTunes |
|
22 |
Cathy Crowley, CIO, Columbia Memorial Hospital, Chapter 2 | For Cathy Crowley, the path that took her to the CIO position at Columbia Memorial Hospital wasn’t a typical one. It was the economic downturn that steered her away from consulting and into the temporary position that eventually became full-time, but it was her proficiency for implementations and multitasking that has kept her there. Crowley is leading the way as Columbia Memorial Hospital — a 192-bed acute care facility that includes a long-term care site and several practices — seeks to achieve interoperability despite having three different systems. In this interview, she discusses how her organization has been able to leverage government dollars, the challenges in working with community practices, and the importance of being able to navigate the hospital politics involved in vendor selection. | 12/14/11 | Free | View In iTunes |
|
23 |
Robert Slepin, VP/CIO, John C. Lincoln Health Network, Chapter 3 | For Robert Slepin, health information technology has never been an end in its own right, but rather a tool that can be used to improve individual and population health. In this interview, Slepin discusses his organization’s goal of getting its hospitals and physician network on Epic in 2012, best practices for disengaging with vendors, how disease management can help improve patient outcomes, and why ICD-10 should be postponed. He also talks about the importance of transparency within an organization, how to effectively delegate tasks, and why it’s okay to say, ‘I don’t know.’ | 12/13/11 | Free | View In iTunes |
|
24 |
Cathy Crowley, CIO, Columbia Memorial Hospital, Chapter 1 | For Cathy Crowley, the path that took her to the CIO position at Columbia Memorial Hospital wasn’t a typical one. It was the economic downturn that steered her away from consulting and into the temporary position that eventually became full-time, but it was her proficiency for implementations and multitasking that has kept her there. Crowley is leading the way as Columbia Memorial Hospital — a 192-bed acute care facility that includes a long-term care site and several practices — seeks to achieve interoperability despite having three different systems. In this interview, she discusses how her organization has been able to leverage government dollars, the challenges in working with community practices, and the importance of being able to navigate the hospital politics involved in vendor selection. | 12/7/11 | Free | View In iTunes |
|
25 |
Robert Slepin, VP/CIO, John C. Lincoln Health Network, Chapter 2 | For Robert Slepin, health information technology has never been an end in its own right, but rather a tool that can be used to improve individual and population health. In this interview, Slepin discusses his organization’s goal of getting its hospitals and physician network on Epic in 2012, best practices for disengaging with vendors, how disease management can help improve patient outcomes, and why ICD-10 should be postponed. He also talks about the importance of transparency within an organization, how to effectively delegate tasks, and why it’s okay to say, ‘I don’t know.’ | 12/6/11 | Free | View In iTunes |
|
26 |
Robert Slepin, VP/CIO, John C. Lincoln Health Network, Chapter 1 | For Robert Slepin, health information technology has never been an end in its own right, but rather a tool that can be used to improve individual and population health. In this interview, Slepin discusses his organization’s goal of getting its hospitals and physician network on Epic in 2012, best practices for disengaging with vendors, how disease management can help improve patient outcomes, and why ICD-10 should be postponed. He also talks about the importance of transparency within an organization, how to effectively delegate tasks, and why it’s okay to say, ‘I don’t know.’ | 12/1/11 | Free | View In iTunes |
|
27 |
Laishy Williams-Carlson, VP/CIO, Bon Secours Health System, Chapter 4 | As a mother of six, Laishy Williams-Carlson knows a thing or two about multitasking and prioritizing — and she better, because of the 18 hospitals that are part of the $3 billion Bon Secours Health System, 14 are implementing Epic. And as Williams-Carlson has learned, dividing her time between the hospitals that are already live and those in the earlier stages is not easy, especially since the facilities are spread out across the Eastern seaboard. In this interview, Williams-Carlson talks about dealing with different cultures at different hospitals, maintaining the delicate balance between security and access needs, the benefits of having a financial background, and the importance of having go-to people on the clinical side. She also discusses the challenges in dealing with physicians who use different systems, and why conference calls can never replace face-to-face interactions. | 11/30/11 | Free | View In iTunes |
|
28 |
Stephen Stewart, CIO, Henry County Health Center, Chapter 3 | Stephen Stewart is one of many CIOs who believe that Meaningful Use is happening too quickly. In fact, he believes that delaying Stage 2 isn’t just a smart idea; it’s a necessary step to avoid the perfect storm of requirements that would inevitably cause undue stress. In this interview, the CIO of Henry County Health Center — a southwest Iowa-based system that includes a 25-bed critical access hospital, a long-term care facility, and physician offices — talks about the process of attesting to Stage 1, his organization’s EMR journey, and the benefits and drawbacks of being a small facility. He also provides insights on why it’s better to lead than to manage, how to handle pushback from physicians, and what it takes to cultivate an environment that enables the staff to thrive. | 11/29/11 | Free | View In iTunes |
|
29 |
Laishy Williams-Carlson, VP/CIO, Bon Secours Health System, Chapter 3 | As a mother of six, Laishy Williams-Carlson knows a thing or two about multitasking and prioritizing — and she better, because of the 18 hospitals that are part of the $3 billion Bon Secours Health System, 14 are implementing Epic. And as Williams-Carlson has learned, dividing her time between the hospitals that are already live and those in the earlier stages is not easy, especially since the facilities are spread out across the Eastern seaboard. In this interview, Williams-Carlson talks about dealing with different cultures at different hospitals, maintaining the delicate balance between security and access needs, the benefits of having a financial background, and the importance of having go-to people on the clinical side. She also discusses the challenges in dealing with physicians who use different systems, and why conference calls can never replace face-to-face interactions. | 11/28/11 | Free | View In iTunes |
|
30 |
Barbara Riddell, VP/CIO, Atlantic General Hospital, Chapter 3 | Most CIOs have experienced a major change at one point in their careers. But they’re rarely as drastic as the transition Barbara Riddell made when she went from Tenet Health, a corporation that includes 49 acute care hospitals in 11 states, to Atlantic General Hospital, a relatively small system with a patient output that fluctuates by season. And as Riddell has learned, a smaller organization does not necessarily mean less complexity. In this interview, she talks about having the right team in place to prepare for data exchange, how vendor agreements are like a marriage, and the added pressure that smaller organizations face in getting it right the first time. | 11/22/11 | Free | View In iTunes |
|
31 |
Laishy Williams-Carlson, VP/CIO, Bon Secours Health System, Chapter 2 | As a mother of six, Laishy Williams-Carlson knows a thing or two about multitasking and prioritizing — and she better, because of the 18 hospitals that are part of the $3 billion Bon Secours Health System, 14 are implementing Epic. And as Williams-Carlson has learned, dividing her time between the hospitals that are already live and those in the earlier stages is not easy, especially since the facilities are spread out across the Eastern seaboard. In this interview, Williams-Carlson talks about dealing with different cultures at different hospitals, maintaining the delicate balance between security and access needs, the benefits of having a financial background, and the importance of having go-to people on the clinical side. She also discusses the challenges in dealing with physicians who use different systems, and why conference calls can never replace face-to-face interactions. | 11/22/11 | Free | View In iTunes |
|
32 |
Stephen Stewart, CIO, Henry County Health Center, Chapter 2 | Stephen Stewart is one of many CIOs who believe that Meaningful Use is happening too quickly. In fact, he believes that delaying Stage 2 isn’t just a smart idea; it’s a necessary step to avoid the perfect storm of requirements that would inevitably cause undue stress. In this interview, the CIO of Henry County Health Center — a southwest Iowa-based system that includes a 25-bed critical access hospital, a long-term care facility, and physician offices — talks about the process of attesting to Stage 1, his organization’s EMR journey, and the benefits and drawbacks of being a small facility. He also provides insights on why it’s better to lead than to manage, how to handle pushback from physicians, and what it takes to cultivate an environment that enables the staff to thrive. | 11/21/11 | Free | View In iTunes |
|
33 |
Laishy Williams-Carlson, VP/CIO, Bon Secours Health System, Chapter 1 | As a mother of six, Laishy Williams-Carlson knows a thing or two about multitasking and prioritizing — and she better, because of the 18 hospitals that are part of the $3 billion Bon Secours Health System, 14 are implementing Epic. And as Williams-Carlson has learned, dividing her time between the hospitals that are already live and those in the earlier stages is not easy, especially since the facilities are spread out across the Eastern seaboard. In this interview, Williams-Carlson talks about dealing with different cultures at different hospitals, maintaining the delicate balance between security and access needs, the benefits of having a financial background, and the importance of having go-to people on the clinical side. She also discusses the challenges in dealing with physicians who use different systems, and why conference calls can never replace face-to-face interactions. | 11/17/11 | Free | View In iTunes |
|
34 |
Stephen Stewart, CIO, Henry County Health Center, Chapter 1 | Stephen Stewart is one of many CIOs who believe that Meaningful Use is happening too quickly. In fact, he believes that delaying Stage 2 isn’t just a smart idea; it’s a necessary step to avoid the perfect storm of requirements that would inevitably cause undue stress. In this interview, the CIO of Henry County Health Center — a southwest Iowa-based system that includes a 25-bed critical access hospital, a long-term care facility, and physician offices — talks about the process of attesting to Stage 1, his organization’s EMR journey, and the benefits and drawbacks of being a small facility. He also provides insights on why it’s better to lead than to manage, how to handle pushback from physicians, and what it takes to cultivate an environment that enables the staff to thrive. | 11/15/11 | Free | View In iTunes |
|
35 |
Barbara Riddell, VP/CIO, Atlantic General Hospital, Chapter 2 | Most CIOs have experienced a major change at one point in their careers. But they’re rarely as drastic as the transition Barbara Riddell made when she went from Tenet Health, a corporation that includes 49 acute care hospitals in 11 states, to Atlantic General Hospital, a relatively small system with a patient output that fluctuates by season. And as Riddell has learned, a smaller organization does not necessarily mean less complexity. In this interview, she talks about having the right team in place to prepare for data exchange, how vendor agreements are like a marriage, and the added pressure that smaller organizations face in getting it right the first time. | 11/14/11 | Free | View In iTunes |
|
36 |
Barbara Riddell, VP/CIO, Atlantic General Hospital, Chapter 1 | Most CIOs have experienced a major change at one point in their careers. But they’re rarely as drastic as the transition Barbara Riddell made when she went from Tenet Health, a corporation that includes 49 acute care hospitals in 11 states, to Atlantic General Hospital, a relatively small system with a patient output that fluctuates by season. And as Riddell has learned, a smaller organization does not necessarily mean less complexity. In this interview, she talks about having the right team in place to prepare for data exchange, how vendor agreements are like a marriage, and the added pressure that smaller organizations face in getting it right the first time. | 11/9/11 | Free | View In iTunes |
|
37 |
Gary Barnes, CIO, Medical Center Health System, Chapter 2 | After nearly two decades as a health system CIO, Gary Barnes has seen his fair share of change, and learned a thing or two about how to manage it. He believes that when it comes to initiatives like Meaningful Use, sometimes it’s better to just rip off the band-aid than waste time dwelling on how much it might hurt. In this interview, Barnes talks about why, even though he's still got concerns about the program, Meaningful Use is long overdue. Barnes also discusses how his organization is preparing for Stage 2, why EMR upgrades involve more change than people expect, the shortage of quality health IT people in the industry, and how satisfying it can be to help physicians. | 11/8/11 | Free | View In iTunes |
|
38 |
Gary Barnes, CIO, Medical Center Health System, Chapter 1 | After nearly two decades as a health system CIO, Gary Barnes has seen his fair share of change, and learned a thing or two about how to manage it. He believes that when it comes to initiatives like Meaningful Use, sometimes it’s better to just rip off the band-aid than waste time dwelling on how much it might hurt. In this interview, Barnes talks about why, even though he's still got concerns about the program, Meaningful Use is long overdue. Barnes also discusses how his organization is preparing for Stage 2, why EMR upgrades involve more change than people expect, the shortage of quality health IT people in the industry, and how satisfying it can be to help physicians. | 11/3/11 | Free | View In iTunes |
|
39 |
Ben Clark, VP/CIO, Centra Health, Chapter 4 | Like many rural systems, Centra Health serves a large geographic area — which requires supporting physician practices with different needs and expectations. It’s a challenge that Ben Clark, VP/CIO, welcomes with open arms. Now in his ninth year as the head of IT, Clark has spent a total of 23 years at Centra, a nonprofit system that includes three hospitals, as well as health and rehabilitation centers, a regional cancer center, and physician practices. In this interview, he talks about being a McKesson shop surrounded by Epic organizations, the importance of staying ahead in terms of Meaningful Use, balancing the needs of different specialties, and the challenges that both his team and physicians face in connecting the continuum of care. | 10/31/11 | Free | View In iTunes |
|
40 |
Christopher Scanzera, CIO, AtlantiCare, Chapter 2 | Christopher Scanzera hasn’t been a CIO for very long — in fact, the former consultant has only been on the hospital side for a year. But that's been enough time to develop a solid understanding of the key priorities for hospital-side IT leaders. As CIO of AtlantiCare, a two-hospital system located in southeastern New Jersey, Scanzera is focused a number of key issues, from ensuring that his organization has the technology required to support accountable care, to establishing internal and external health information exchanges. In this interview, he talks about the challenges involved with having multiple vendors, what he expects will happen with personal health records, the advantages of have a consulting background, and why he prefers the term "integrated delivery" to "ACO". | 10/31/11 | Free | View In iTunes |
|
41 |
Christopher Scanzera, CIO, AtlantiCare, Chapter 1 | Christopher Scanzera hasn’t been a CIO for very long — in fact, the former consultant has only been on the hospital side for a year. But that's been enough time to develop a solid understanding of the key priorities for hospital-side IT leaders. As CIO of AtlantiCare, a two-hospital system located in southeastern New Jersey, Scanzera is focused a number of key issues, from ensuring that his organization has the technology required to support accountable care, to establishing internal and external health information exchanges. In this interview, he talks about the challenges involved with having multiple vendors, what he expects will happen with personal health records, the advantages of have a consulting background, and why he prefers the term "integrated delivery" to "ACO". | 10/27/11 | Free | View In iTunes |
|
42 |
Allana Cummings, CIO, Northeast Georgia Health System, Chapter 3 | When it comes to major IT projects, two of the most important pillars of success include putting the right team into place and being able to guide a project through a rough patch. Allana Cummings, CIO at Northeast Georgia Health System, has addressed these key issues by embedding clinicians in the IT department and applying a different approach to right projects that seem to be veering off course. In this interview, Cummings talks about the value of a collaborative approach to problem-solving that includes the vendor, the importance of effective communication, having all the right information, and knowing when to take a time-out. She also discusses the application environment at Northeast Georgia, best practices in fostering CPOE adoption, and her organization’s iPhone and iPad empowerment strategy. | 10/24/11 | Free | View In iTunes |
|
43 |
Allana Cummings, CIO, Northeast Georgia Health System, Chapter 2 | When it comes to major IT projects, two of the most important pillars of success include putting the right team into place and being able to guide a project through a rough patch. Allana Cummings, CIO at Northeast Georgia Health System, has addressed these key issues by embedding clinicians in the IT department and applying a different approach to right projects that seem to be veering off course. In this interview, Cummings talks about the value of a collaborative approach to problem-solving that includes the vendor, the importance of effective communication, having all the right information, and knowing when to take a time-out. She also discusses the application environment at Northeast Georgia, best practices in fostering CPOE adoption, and her organization’s iPhone and iPad empowerment strategy. | 10/18/11 | Free | View In iTunes |
|
44 |
Ben Clark, VP/CIO, Centra Health, Chapter 3 | Like many rural systems, Centra Health serves a large geographic area — which requires supporting physician practices with different needs and expectations. It’s a challenge that Ben Clark, VP/CIO, welcomes with open arms. Now in his ninth year as the head of IT, Clark has spent a total of 23 years at Centra, a nonprofit system that includes three hospitals, as well as health and rehabilitation centers, a regional cancer center, and physician practices. In this interview, he talks about being a McKesson shop surrounded by Epic organizations, the importance of staying ahead in terms of Meaningful Use, balancing the needs of different specialties, and the challenges that both his team and physicians face in connecting the continuum of care. | 10/17/11 | Free | View In iTunes |
|
45 |
Allana Cummings, CIO, Northeast Georgia Health System, Chapter 1 | When it comes to major IT projects, two of the most important pillars of success include putting the right team into place and being able to guide a project through a rough patch. Allana Cummings, CIO at Northeast Georgia Health System, has addressed these key issues by embedding clinicians in the IT department and applying a different approach to right projects that seem to be veering off course. In this interview, Cummings talks about the value of a collaborative approach to problem-solving that includes the vendor, the importance of effective communication, having all the right information, and knowing when to take a time-out. She also discusses the application environment at Northeast Georgia, best practices in fostering CPOE adoption, and her organization’s iPhone and iPad empowerment strategy. | 10/13/11 | Free | View In iTunes |
|
46 |
Ben Clark, VP/CIO, Centra Health, Chapter 2 | Like many rural systems, Centra Health serves a large geographic area — which requires supporting physician practices with different needs and expectations. It’s a challenge that Ben Clark, VP/CIO, welcomes with open arms. Now in his ninth year as the head of IT, Clark has spent a total of 23 years at Centra, a nonprofit system that includes three hospitals, as well as health and rehabilitation centers, a regional cancer center, and physician practices. In this interview, he talks about being a McKesson shop surrounded by Epic organizations, the importance of staying ahead in terms of Meaningful Use, balancing the needs of different specialties, and the challenges that both his team and physicians face in connecting the continuum of care. | 10/12/11 | Free | View In iTunes |
|
47 |
Ben Clark, VP/CIO, Centra Health, Chapter 1 | Like many rural systems, Centra Health serves a large geographic area — which requires supporting physician practices with different needs and expectations. It’s a challenge that Ben Clark, VP/CIO, welcomes with open arms. Now in his ninth year as the head of IT, Clark has spent a total of 23 years at Centra, a nonprofit system that includes three hospitals, as well as health and rehabilitation centers, a regional cancer center, and physician practices. In this interview, he talks about being a McKesson shop surrounded by Epic organizations, the importance of staying ahead in terms of Meaningful Use, balancing the needs of different specialties, and the challenges that both his team and physicians face in connecting the continuum of care. | 10/6/11 | Free | View In iTunes |
|
48 |
David Bradshaw, Chief Information/Planning/Marketing Officer, Memorial Hermann Healthcare System, Chapter 3 | They say everything is bigger in Texas. But Memorial Hermann Healthcare—a system that certainly qualifies as ‘big’ with 11 hospitals and a large network of affiliated physicians and specialty programs—is trying to make healthcare better. One way the organization looks to change the game is by offering different organizational models for physicians and letting them choose the option that best meets their needs. In this interview, David Bradshaw talks about the challenges he faces in establishing connectivity between the hospitals and the various groups of physicians who work with Memorial Hermann, managing an application environment that includes multiple vendors, working with fiercely independent physicians, wearing different management hats, and competing with big oil for IT talent. | 9/27/11 | Free | View In iTunes |
|
49 |
Tom Stride, VP/CIO, Aria Health, Chapter 2 | Of all the tools and resources available to him as CIO, perhaps the most useful for Tom Stride is his clinical background. As vice president and CIO of Aria Health, a Philadelphia-based system that includes three community hospitals and a network of outpatient centers and physicians, Stride faces a challenge many CIOs can relate to in integrating independent and owned physician practices with the acute setting. But where he has an advantage is in understanding firsthand the extent to which upgrades impact workflow, and how important it is that clinicians are on board with any initiative. In this interview, Stride discusses how he has benefited from his experience, how his organization has achieved 96 percent CPOE, the importance of optimally prioritizing projects, and best practices in vendor relationship management. | 9/21/11 | Free | View In iTunes |
|
50 |
David Bradshaw, Chief Information/Planning/Marketing Officer, Memorial Hermann Healthcare System, Chapter 2 | They say everything is bigger in Texas. But Memorial Hermann Healthcare—a system that certainly qualifies as ‘big’ with 11 hospitals and a large network of affiliated physicians and specialty programs—is trying to make healthcare better. One way the organization looks to change the game is by offering different organizational models for physicians and letting them choose the option that best meets their needs. In this interview, David Bradshaw talks about the challenges he faces in establishing connectivity between the hospitals and the various groups of physicians who work with Memorial Hermann, managing an application environment that includes multiple vendors, working with fiercely independent physicians, wearing different management hats, and competing with big oil for IT talent. | 9/20/11 | Free | View In iTunes |
|
51 |
Buddy Hickman, EVP/CIO, Albany Medical Center, Discusses His CHIME Survey on HIPAA And IT Security, Chapter 3 | The transformation of HIPAA from a toothless herbivore into a fierce meat-eater began with a few high-profile prosecutions that concluded in significant fines. Since that time, the government has been working to add ever more claws to this growing beast. The most recent of those has been an accounting of disclosures NPRM, which seeks to define exactly what type of information a patient is entitled to regarding access to their EHR after their hospital stay. The NPRM created a firestorm of response, largely critical, due to the onus it would place on IT and compliance departments. But more than this one rule, healthcare organizations can see the writing on the wall, with CIOs understanding that security needs to be shored up, quickly and efficiently. To gauge what others are doing with respect to staff education on the dos and don'ts of security, Albany Medical Center EVP/CIO Buddy Hickman issued a survey to his fellow CHIMErs. To learn more about his motivation for issuing the survey, the results, and how he plans to turn lessons-learned into policies, healthsystemCIO.com caught up with the New York-based CIO. | 9/15/11 | Free | View In iTunes |
|
52 |
Tom Stride, VP/CIO, Aria Health, Chapter 1 | Of all the tools and resources available to him as CIO, perhaps the most useful for Tom Stride is his clinical background. As vice president and CIO of Aria Health, a Philadelphia-based system that includes three community hospitals and a network of outpatient centers and physicians, Stride faces a challenge many CIOs can relate to in integrating independent and owned physician practices with the acute setting. But where he has an advantage is in understanding firsthand the extent to which upgrades impact workflow, and how important it is that clinicians are on board with any initiative. In this interview, Stride discusses how he has benefited from his experience, how his organization has achieved 96 percent CPOE, the importance of optimally prioritizing projects, and best practices in vendor relationship management. | 9/14/11 | Free | View In iTunes |
|
53 |
Rich Wheatly, CIO, Cape Regional Medical Center, Chapter 4 | A 242-bed acute care facility based in the beach town of Cape May, N.J., Cape Regional Medical Center serves a patient population that hovers under 100,000 during the off-season before swelling to more than one million during the summer. But for CIO Rich Wheatly, the operational challenges associated with a fluctuating patient base pale in comparison to the complexity of New Jersey’s HIE environment, which is about as “clear as mud.” Throw in Cape Regional’s plans to bring on physician practices, the challenges of juggling different systems, and the Meaningful Use timelines, and it’s safe to say that Wheatly’s job is no vacation. In this interview, he discusses his plans to integrate physician practices with the inpatient Siemens Soarian system, the use of Allscripts in the ED, his thoughts on the merits and weaknesses of Meaningful Use, and how he docked in Cape May. | 9/13/11 | Free | View In iTunes |
|
54 |
David Bradshaw, Chief Information/Planning/Marketing Officer, Memorial Hermann Healthcare System, Chapter 1 | They say everything is bigger in Texas. But Memorial Hermann Healthcare—a system that certainly qualifies as ‘big’ with 11 hospitals and a large network of affiliated physicians and specialty programs—is trying to make healthcare better. One way the organization looks to change the game is by offering different organizational models for physicians and letting them choose the option that best meets their needs. In this interview, David Bradshaw talks about the challenges he faces in establishing connectivity between the hospitals and the various groups of physicians who work with Memorial Hermann, managing an application environment that includes multiple vendors, working with fiercely independent physicians, wearing different management hats, and competing with big oil for IT talent. | 9/12/11 | Free | View In iTunes |
|
55 |
Buddy Hickman, EVP/CIO, Albany Medical Center, Discusses His CHIME Survey on HIPAA And IT Security, Chapter 2 | The transformation of HIPAA from a toothless herbivore into a fierce meat-eater began with a few high-profile prosecutions that concluded in significant fines. Since that time, the government has been working to add ever more claws to this growing beast. The most recent of those has been an accounting of disclosures NPRM, which seeks to define exactly what type of information a patient is entitled to regarding access to their EHR after their hospital stay. The NPRM created a firestorm of response, largely critical, due to the onus it would place on IT and compliance departments. But more than this one rule, healthcare organizations can see the writing on the wall, with CIOs understanding that security needs to be shored up, quickly and efficiently. To gauge what others are doing with respect to staff education on the dos and don'ts of security, Albany Medical Center EVP/CIO Buddy Hickman issued a survey to his fellow CHIMErs. To learn more about his motivation for issuing the survey, the results, and how he plans to turn lessons-learned into policies, healthsystemCIO.com caught up with the New York-based CIO. | 9/8/11 | Free | View In iTunes |
|
56 |
Rich Wheatly, CIO, Cape Regional Medical Center, Chapter 3 | The Soarian implementation Measuring up to Meaningful Use "My concern is can the industry as a whole support the change being forced on it?" The art of vendor disengagement "ACO is not on my front burner right now"Source: Rich Wheatly, CIO, Cape Regional Medical Center, Chapter 3 on healthsystemcio.com » Podcast Feed - healthsystemCIO.com Podcasts feature one-on-one interviews with the industry's most influential figures. From hospital CIOs to CEOs from the largest EMR vendors, you'll enjoy these lively exchanges with editor Anthony Guerra. | 9/7/11 | Free | View In iTunes |
|
57 |
Patrick Neece, CIO, Jefferson Regional Medical Center, Chapter 2 | As one of only 240 hospitals to have achieved HIMSS Analytics Stage 6 status, 471-bed Jefferson Regional Medical Center is in good company. For Patrick Neece, CIO of the Pine Bluff, Ark.-based facility, one of the keys to success has been working closely with physicians to deploy systems that accommodate their workflows — instead of putting in systems and then asking the users to change the way they practice. In this interview, Neece talks about Jefferson Regional’s progress in implementing advanced clinicals, why it was beneficial to get physicians on CPOE before HITECH forced their hands, and what it means to truly partner with a vendor. | 9/6/11 | Free | View In iTunes |
|
58 |
Rich Wheatly, CIO, Cape Regional Medical Center, Chapter 2 | Allscripts in the ED (but looking at Siemens for the future) The Allscripts/Soarian integration, "is one of the things keeping me up at night" Moving off Meditech Magic 5.6 — "It's not sexy, bottom line" Deciding against 6.0 "Siemens did an outstanding job of cultivating our relationship"Source: Rich Wheatly, CIO, Cape Regional Medical Center, Chapter 2 on healthsystemcio.com » Podcast Feed - healthsystemCIO.com Podcasts feature one-on-one interviews with the industry's most influential figures. From hospital CIOs to CEOs from the largest EMR vendors, you'll enjoy these lively exchanges with editor Anthony Guerra. | 8/31/11 | Free | View In iTunes |
|
59 |
Patrick Neece, CIO, Jefferson Regional Medical Center, Chapter 1 | As one of only 240 hospitals to have achieved HIMSS Analytics Stage 6 status, 471-bed Jefferson Regional Medical Center is in good company. For Patrick Neece, CIO of the Pine Bluff, Ark.-based facility, one of the keys to success has been working closely with physicians to deploy systems that accommodate their workflows — instead of putting in systems and then asking the users to change the way they practice. In this interview, Neece talks about Jefferson Regional’s progress in implementing advanced clinicals, why it was beneficial to get physicians on CPOE before HITECH forced their hands, and what it means to truly partner with a vendor. | 8/30/11 | Free | View In iTunes |
|
60 |
Buddy Hickman, EVP/CIO, Albany Medical Center, Discusses His CHIME Survey on HIPAA And IT Security, Chapter 1 | Origins and goals of the survey Breaking down breach scenarios CHIME's position on the accounting of disclosures NPRMSource: Buddy Hickman, EVP/CIO, Albany Medical Center, Discusses His CHIME Survey on HIPAA And IT Security, Chapter 1 on healthsystemcio.com » Podcast Feed - healthsystemCIO.com Podcasts feature one-on-one interviews with the industry's most influential figures. From hospital CIOs to CEOs from the largest EMR vendors, you'll enjoy these lively exchanges with editor Anthony Guerra. | 8/30/11 | Free | View In iTunes |
|
61 |
John Halamka, MD, CIO, Beth Israel Deaconess Medical Center, Chapter 3 | Leadership and staff management Crafting a sound work/life balance The Blog The challenge of being a CIO today — "There's going to come a point in time at which the CIO role is untenable" Halamka's futureSource: John Halamka, MD, CIO, Beth Israel Deaconess Medical Center, Chapter 3 on healthsystemcio.com » Podcast Feed - healthsystemCIO.com Podcasts feature one-on-one interviews with the industry's most influential figures. From hospital CIOs to CEOs from the largest EMR vendors, you'll enjoy these lively exchanges with editor Anthony Guerra. | 8/29/11 | Free | View In iTunes |
|
62 |
Rich Wheatly, CIO, Cape Regional Medical Center, Chapter 1 | A 242-bed acute care facility based in the beach town of Cape May, N.J., Cape Regional Medical Center serves a patient population that hovers under 100,000 during the off-season before swelling to more than one million during the summer. But for CIO Rich Wheatly, the operational challenges associated with a fluctuating patient base pale in comparison to the complexity of New Jersey’s HIE environment, which is about as “clear as mud.” Throw in Cape Regional’s plans to bring on physician practices, the challenges of juggling different systems, and the Meaningful Use timelines, and it’s safe to say that Wheatly’s job is no vacation. In this interview, he discusses his plans to integrate physician practices with the inpatient Siemens Soarian system, the use of Allscripts in the ED, his thoughts on the merits and weaknesses of Meaningful Use, and how he docked in Cape May. | 8/24/11 | Free | View In iTunes |
|
63 |
Heath Bell, CIO, KishHealth System, Chapter 3 | There is a growing sentiment that when the Meaningful Use criteria were established, small organizations—which are often short on resources—were not the top priority. Even forward-thinking organizations like KishHealth, an Illinois-based health system that has been running an EMR for more than a decade, are spinning their wheels to meet the requirements. But CIO Heath Bell hasn’t let that hamper his plans. In fact, he has big dreams for his (relatively) small organization that include consolidating from three EMR systems to one, facilitating data sharing both within and outside the health system, entering the realm of owned physician practices, and of course, meeting those Meaningful Use requirements. | 8/23/11 | Free | View In iTunes |
|
64 |
John Halamka, M.D., CIO, Beth Israel Deaconess Medical Center, Chapter 2 | After years of taking on responsibility after responsibility, John Halamka, M.D., CIO, Beth Israel Deaconess Medical Center, found the increasing demands of his many roles meant one would have to go. Considering he's a doctor fascinated by the challenges of accountable care, it's not surprising the CIO role of Harvard Medical School wound up on the chopping block. In this interview with healthsystemCIO.com — during which Halamka begins to caution government organizations that the industry is being asked to change too much too fast — he discusses Meaningful Use, ACOs, ICD-10, CIO leadership, and much more. | 8/22/11 | Free | View In iTunes |
|
65 |
George Evans, VP/CIO, St. Joseph’s/Candler Health System, Discusses His CHIME Survey on Building An Informatics Staff, Chapte | It’s a problem many CIOs know all too well. As the pressures mount to meet Meaningful Use requirements, they’re finding resources are already stretched thin, and the supply of individuals with both clinical and technical expertise dangerously low. George Evans wanted to know how his colleagues were facing the challenge of too many high-priority tasks, too little IT talent, so he put out a survey that garnered some interesting results. In this interview, Evans reveals what he learned about how organizations are building out their clinical informatics staffs, the qualities that are most valued in staffers, and why internal poaching isn’t always a bad thing. He also discusses the application environment at St. Joseph’s/Candler, and where his organization stands in its quest for Meaningful Use. | 8/22/11 | Free | View In iTunes |
|
66 |
KLAS Analysts Talk CPOE Adoption | Cerner and Epic hospitals are leading the CPOE-adoption pack in an industry supercharged by the passage of HITECH in early 2009, according to a new KLAS report: CPOE 2011: The ARRA Effect. | 8/18/11 | Free | View In iTunes |
|
67 |
George Evans VP/CIO, St. Joseph’s/Candler Health System, Discusses His CHIME Survey on Building An Informatics Staff, Chapter | It’s a problem many CIOs know all too well. As the pressures mount to meet Meaningful Use requirements, they’re finding resources are already stretched thin, and the supply of individuals with both clinical and technical expertise dangerously low. George Evans wanted to know how his colleagues were facing the challenge of too many high-priority tasks, too little IT talent, so he put out a survey that garnered some interesting results. In this interview, Evans reveals what he learned about how organizations are building out their clinical informatics staffs, the qualities that are most valued in staffers, and why internal poaching isn’t always a bad thing. He also discusses the application environment at St. Joseph’s/Candler, and where his organization stands in its quest for Meaningful Use. | 8/17/11 | Free | View In iTunes |
|
68 |
John Halamka, M.D., CIO, Beth Israel Deaconess Medical Center, Chapter 1 | After years of taking on responsibility after responsibility, John Halamka, M.D., CIO, Beth Israel Deaconess Medical Center, found the increasing demands of his many roles meant one would have to go. Considering he's a doctor fascinated by the challenges of accountable care, it's not surprising the CIO role of Harvard Medical School wound up on the chopping block. In this interview with healthsystemCIO.com — during which Halamka begins to caution government organizations that the industry is being asked to change too much too fast — he discusses Meaningful Use, ACOs, ICD-10, CIO leadership, and much more. | 8/16/11 | Free | View In iTunes |
|
69 |
Drex DeFord, SVP/CIO, Seattle Children’s Hospital And Research Institute, Chapter 3 | For Drex DeFord, Seattle Children’s Hospital offered quite a few selling points. The organization, which includes a 250-bed teaching hospital, research institute, and foundation, is among the nation’s top-ranked children’s hospitals, and is located in the scenic Pacific Northwest. But perhaps the biggest boon was the organization’s belief and involvement in lean methodologies. At Seattle Children’s, continuous performance improvement is a core philosophy that bleeds into every area and is guiding the way through Seattle’s five-year IT transformation. In this interview, DeFord talks about the role of change management in a successful implementation; the importance of not just training physicians, but helping them to see the big picture; what policymakers need to keep in mind when it comes to Meaningful Use; and why it’s critical to taking time away and unplug every once in a while. | 8/16/11 | Free | View In iTunes |
|
70 |
Heath Bell, CIO, KishHealth System, Chapter 2 | There is a growing sentiment that when the Meaningful Use criteria were established, small organizations—which are often short on resources—were not the top priority. Even forward-thinking organizations like KishHealth, an Illinois-based health system that has been running an EMR for more than a decade, are spinning their wheels to meet the requirements. But CIO Heath Bell hasn’t let that hamper his plans. In fact, he has big dreams for his (relatively) small organization that include consolidating from three EMR systems to one, facilitating data sharing both within and outside the health system, entering the realm of owned physician practices, and of course, meeting those Meaningful Use requirements. | 8/15/11 | Free | View In iTunes |
|
71 |
George Evans VP/CIO, St. Joseph’s/Candler Health System, Discusses His CHIME Survey on Building An Informatics Staff, Chapter | It’s a problem many CIOs know all too well. As the pressures mount to meet Meaningful Use requirements, they’re finding resources are already stretched thin, and the supply of individuals with both clinical and technical expertise dangerously low. George Evans wanted to know how his colleagues were facing the challenge of too many high-priority tasks, too little IT talent, so he put out a survey that garnered some interesting results. In this interview, Evans reveals what he learned about how organizations are building out their clinical informatics staffs, the qualities that are most valued in staffers, and why internal poaching isn’t always a bad thing. He also discusses the application environment at St. Joseph’s/Candler, and where his organization stands in its quest for Meaningful Use. | 8/11/11 | Free | View In iTunes |
|
72 |
Drex DeFord, SVP/CIO, Seattle Children’s Hospital And Research Institute, Chapter 2 | For Drex DeFord, Seattle Children’s Hospital offered quite a few selling points. The organization, which includes a 250-bed teaching hospital, research institute, and foundation, is among the nation’s top-ranked children’s hospitals, and is located in the scenic Pacific Northwest. But perhaps the biggest boon was the organization’s belief and involvement in lean methodologies. At Seattle Children’s, continuous performance improvement is a core philosophy that bleeds into every area and is guiding the way through Seattle’s five-year IT transformation. In this interview, DeFord talks about the role of change management in a successful implementation; the importance of not just training physicians, but helping them to see the big picture; what policymakers need to keep in mind when it comes to Meaningful Use; and why it’s critical to taking time away and unplug every once in a while. | 8/10/11 | Free | View In iTunes |
|
73 |
Heath Bell, CIO, KishHealth System, Chapter 1 | There is a growing sentiment that when the Meaningful Use criteria were established, small organizations—which are often short on resources—were not the top priority. Even forward-thinking organizations like KishHealth, an Illinois-based health system that has been running an EMR for more than a decade, are spinning their wheels to meet the requirements. But CIO Heath Bell hasn’t let that hamper his plans. In fact, he has big dreams for his (relatively) small organization that include consolidating from three EMR systems to one, facilitating data sharing both within and outside the health system, entering the realm of owned physician practices, and of course, meeting those Meaningful Use requirements. | 8/8/11 | Free | View In iTunes |
|
74 |
George McCulloch, Deputy CIO, Vanderbilt University Medical Center, Chapter 3 | To say that there is a strong focus on innovation at Vanderbilt University Medical Center would be quite an understatement. In fact, it’s more like a way of life at the academic medical center, which includes an acute care hospital, children’s hospital, clinic, and cancer center. If there is a tool that clinicians need, the IT team will determine whether it can be developed in-house before turning to a vendor. For Deputy CIO George McCulloch, this type of environment may be challenging, but it’s also deeply rewarding. In this interview, McCulloch talks about balancing the needs of different constituents, how practicing medicine is both an art and a science, the importance of working to meet the needs of specialists, and his organization’s road to Meaningful Use. | 8/4/11 | Free | View In iTunes |
|
75 |
Drex DeFord, SVP/CIO, Seattle Children’s Hospital And Research Institute, Chapter 1 | For Drex DeFord, Seattle Children’s Hospital offered quite a few selling points. The organization, which includes a 250-bed teaching hospital, research institute, and foundation, is among the nation’s top-ranked children’s hospitals, and is located in the scenic Pacific Northwest. But perhaps the biggest boon was the organization’s belief and involvement in lean methodologies. At Seattle Children’s, continuous performance improvement is a core philosophy that bleeds into every area and is guiding the way through Seattle’s five-year IT transformation. In this interview, DeFord talks about the role of change management in a successful implementation; the importance of not just training physicians, but helping them to see the big picture; what policymakers need to keep in mind when it comes to Meaningful Use; and why it’s critical to taking time away and unplug every once in a while. | 8/3/11 | Free | View In iTunes |
|
76 |
Jackie Lucas, VP/CIO, Baptist Healthcare System, Chapter 3 | Like many CIOs, Jackie Lucas believes Meaningful Use is the right thing to do because it’s moving the industry forward. But she also believes the planning and execution of such a major initiative left something to be desired. Lucas would have liked to see a more holistic, layered approach to health IT that addressed workflow concerns — something more like the deliberate strategy that she has tried to implement at Baptist Healthcare. In this interview, Lucas talks about the challenges community hospitals face in adopting CPOE and meeting quality measures, the experiences she has had in maintaining multiple vendor partnerships, and what healthcare CIOs can learn from other industries. | 8/2/11 | Free | View In iTunes |
|
77 |
Charles Colander, VP/CIO, Elmhurst Memorial Healthcare, Chapter 4 | Charles (Chuck) Colander has been around the health IT game long enough to know that choosing the most sophisticated system doesn’t necessarily guarantee high adoption rates. Colander's experience — which includes time spent as both a CTO and consultant — has taught him the best way to get physicians engaged is to build an implementation strategy that focuses on improving the patient experience. In this four-part interview, Colander shares his thoughts on how he manages a varied application environment, the vast difference between being a CIO and a consultant, why it’s critical for the IT department to embrace its role as a service organization, and how he hopes to steer a smooth transition into a new building. | 8/2/11 | Free | View In iTunes |
|
78 |
George McCulloch, Deputy CIO, Vanderbilt University Medical Center, Chapter 2 | To say that there is a strong focus on innovation at Vanderbilt University Medical Center would be quite an understatement. In fact, it’s more like a way of life at the academic medical center, which includes an acute care hospital, children’s hospital, clinic, and cancer center. If there is a tool that clinicians need, the IT team will determine whether it can be developed in-house before turning to a vendor. For Deputy CIO George McCulloch, this type of environment may be challenging, but it’s also deeply rewarding. In this interview, McCulloch talks about balancing the needs of different constituents, how practicing medicine is both an art and a science, the importance of working to meet the needs of specialists, and his organization’s road to Meaningful Use. | 7/28/11 | Free | View In iTunes |
|
79 |
Jackie Lucas, VP/CIO, Baptist Healthcare System, Chapter 2 | Like many CIOs, Jackie Lucas believes Meaningful Use is the right thing to do because it’s moving the industry forward. But she also believes the planning and execution of such a major initiative left something to be desired. Lucas would have liked to see a more holistic, layered approach to health IT that addressed workflow concerns — something more like the deliberate strategy that she has tried to implement at Baptist Healthcare. In this interview, Lucas talks about the challenges community hospitals face in adopting CPOE and meeting quality measures, the experiences she has had in maintaining multiple vendor partnerships, and what healthcare CIOs can learn from other industries. | 7/27/11 | Free | View In iTunes |
|
80 |
Charles Colander, VP/CIO, Elmhurst Memorial Healthcare, Chapter 3 | Charles (Chuck) Colander has been around the health IT game long enough to know that choosing the most sophisticated system doesn’t necessarily guarantee high adoption rates. Colander's experience — which includes time spent as both a CTO and consultant — has taught him the best way to get physicians engaged is to build an implementation strategy that focuses on improving the patient experience. In this four-part interview, Colander shares his thoughts on how he manages a varied application environment, the vast difference between being a CIO and a consultant, why it’s critical for the IT department to embrace its role as a service organization, and how he hopes to steer a smooth transition into a new building. | 7/27/11 | Free | View In iTunes |
|
81 |
Michele Zeigler, VP IS/CIO, Summit Health, Chapter 3 | With nearly two dozen years of CIO experience under her belt, Michele Zeigler knows full well that when it comes to physicians, no two are alike. The needs and preferences of a specialist can differ drastically from those of a primary care physician, and affiliated physicians and employed doctors often present with a completely different set of concerns. So how does Zeigler handle this delicate situation? By steering clear of the cookie cutter approach when deploying new systems, and by getting physicians involved in the selection process. In this interview, she talks about the importance of being flexible, the challenges of dealing with many interfaces at once, what she looks for in a vendor, and what her organization is doing around wireless device management. | 7/26/11 | Free | View In iTunes |
|
82 |
KLAS Analysts Pitcher And Bird Talk Interface Engine Vendors | Corepoint Health tops a new KLAS report, Interface Engines: Beyond Interoperability, scoring 96.3 points out of 100. | 7/21/11 | Free | View In iTunes |
|
83 |
George McCulloch, Deputy CIO, Vanderbilt University Medical Center, Chapter 1 | We ended up coming back with some designs in terms of the indicators or tasks that were critical to preventing VAP. And we ended up doing a pilot of a dashboard that we use on a particular unit that said there are eight indicators of VAP and if you do oral care and had it about 30 degrees and used other kinds of indicators, that should make a difference. So we ended up using our EMR tools to do certain kinds of things and track that, and now we’re using that similar technology across a lot of other clinical problems. So we a problem and focus on it, try to use our tools to pilot test, and then see what we can do about rollout. | 7/21/11 | Free | View In iTunes |
|
84 |
Jackie Lucas, VP/CIO, Baptist Healthcare System, Chapter 1 | Like many CIOs, Jackie Lucas believes Meaningful Use is the right thing to do because it’s moving the industry forward. But she also believes the planning and execution of such a major initiative left something to be desired. Lucas would have liked to see a more holistic, layered approach to health IT that addressed workflow concerns — something more like the deliberate strategy that she has tried to implement at Baptist Healthcare. In this interview, Lucas talks about the challenges community hospitals face in adopting CPOE and meeting quality measures, the experiences she has had in maintaining multiple vendor partnerships, and what healthcare CIOs can learn from other industries. | 7/20/11 | Free | View In iTunes |
|
85 |
Charles Colander, VP/CIO, Elmhurst Memorial Healthcare, Chapter 2 | Charles (Chuck) Colander has been around the health IT game long enough to know that choosing the most sophisticated system doesn’t necessarily guarantee high adoption rates. Colander's experience — which includes time spent as both a CTO and consultant — has taught him the best way to get physicians engaged is to build an implementation strategy that focuses on improving the patient experience. In this four-part interview, Colander shares his thoughts on how he manages a varied application environment, the vast difference between being a CIO and a consultant, why it’s critical for the IT department to embrace its role as a service organization, and how he hopes to steer a smooth transition into a new building. | 7/19/11 | Free | View In iTunes |
|
86 |
Michele Zeigler, VP IS/CIO, Summit Health, Chapter 2 | With nearly two dozen years of CIO experience under her belt, Michele Zeigler knows full well that when it comes to physicians, no two are alike. The needs and preferences of a specialist can differ drastically from those of a primary care physician, and affiliated physicians and employed doctors often present with a completely different set of concerns. So how does Zeigler handle this delicate situation? By steering clear of the cookie cutter approach when deploying new systems, and by getting physicians involved in the selection process. In this interview, she talks about the importance of being flexible, the challenges of dealing with many interfaces at once, what she looks for in a vendor, and what her organization is doing around wireless device management. | 7/18/11 | Free | View In iTunes |
|
87 |
Charles Colander, VP/CIO, Elmhurst Memorial Healthcare, Chapter 1 | Charles (Chuck) Colander has been around the health IT game long enough to know that choosing the most sophisticated system doesn’t necessarily guarantee high adoption rates. Colander's experience — which includes time spent as both a CTO and consultant — has taught him the best way to get physicians engaged is to build an implementation strategy that focuses on improving the patient experience. In this four-part interview, Colander shares his thoughts on how he manages a varied application environment, the vast difference between being a CIO and a consultant, why it’s critical for the IT department to embrace its role as a service organization, and how he hopes to steer a smooth transition into a new building. | 7/13/11 | Free | View In iTunes |
|
88 |
Chris Belmont, System VP/CIO, Ochsner Health System, Chapter 3 | Five years ago, Chris Belmont was called upon to help Ochsner Health System recover from one of the worst natural disasters the United States has seen in decades. Not only was the organization able to get back on track, but it acquired several facilities, forcing leadership to begin the process of replacing the homegrown record system with an EMR that could more effectively serve its growing patient population. Belmont was looking for a partner — not just a supplier, and that's exactly what he got with Epic, a company that uses unconventional methods to achieve results. In this interview, he talks about why Ochsner called on third-parties to assist with the enterprise EMR rollout, why integration always trumps individual preferences, and how to get the right mix of talent in the C-suite. | 7/12/11 | Free | View In iTunes |
|
89 |
Michele Zeigler, VP IS/CIO, Summit Health, Chapter 1 | With nearly two dozen years of CIO experience under her belt, Michele Zeigler knows full well that when it comes to physicians, no two are alike. The needs and preferences of a specialist can differ drastically from those of a primary care physician, and affiliated physicians and employed doctors often present with a completely different set of concerns. So how does Zeigler handle this delicate situation? By steering clear of the cookie cutter approach when deploying new systems, and by getting physicians involved in the selection process. In this interview, she talks about the importance of being flexible, the challenges of dealing with many interfaces at once, what she looks for in a vendor, and what her organization is doing around wireless device management. | 7/11/11 | Free | View In iTunes |
|
90 |
KLAS GM Mike Smith Talks Clinical Implementation Services | Whether in a leading or supporting role, third-party firms specializing in a vendor's applications almost always implement them more adeptly than the vendor itself — often by a wide margin, according to a new KLAS study Clinical Implementation Services: High in Demand But More Specialized in Need. | 7/7/11 | Free | View In iTunes |
|
91 |
Chris Belmont, System VP/CIO, Ochsner Health System, Chapter 2 | Five years ago, Chris Belmont was called upon to help Ochsner Health System recover from one of the worst natural disasters the United States has seen in decades. Not only was the organization able to get back on track, but it acquired several facilities, forcing leadership to begin the process of replacing the homegrown record system with an EMR that could more effectively serve its growing patient population. Belmont was looking for a partner — not just a supplier, and that's exactly what he got with Epic, a company that uses unconventional methods to achieve results. In this interview, he talks about why Ochsner called on third-parties to assist with the enterprise EMR rollout, why integration always trumps individual preferences, and how to get the right mix of talent in the C-suite. | 7/7/11 | Free | View In iTunes |
|
92 |
Steven Riney, VP/CIO, Methodist Medical Center of Illinois, Chapter 3 | One of the biggest pain points for CIOs—at large health systems, community hospitals, and everywhere in between—has been positioning themselves as Accountable Care Organizations. The ultimate goal of aligning the patient, provider, and insurance carrier to provide quality care at a low cost is not an easy one, especially when factoring in Meaningful Use, ICD-10, and other top priorities. To help provide some guidance, a number of leaders—including Steven Riney, CIO of Methodist Medical Center of Illinois—collaborated with Premier to develop a multi-phased ACO roadmap. In this interview, Riney talks about what it takes to make the ACO transformation, how Meaningful Use has challenged vendors as well as healthcare organizations, and how Methodist worked with their vendor to tailor a system that accommodates the needs of different specialties. | 7/6/11 | Free | View In iTunes |
|
93 |
John Stanley, SVP/CIO, Riverside Health System, Chapter 4 | John Stanley is no rookie when it comes to health IT. The senior VP and CIO at Riverside Health System, a 5-hospital network based in Newport News, Va., has been deploying technologies for 35 years. What has his experience taught him? To position his organization ahead of the curve when it comes to initiatives like Meaningful Use, and to have a ‘bullish’ attitude about meeting requirements. In this interview, Stanley talks about his organization’s long-standing relationship with Siemens, how he and his team are working to create an environment of interoperability, and why sometimes you need to bring in help to deal with the complexities of order sets. | 7/5/11 | Free | View In iTunes |
|
94 |
Chris Belmont, System VP/CIO, Ochsner Health System, Chapter 1 | Five years ago, Chris Belmont was called upon to help Ochsner Health System recover from one of the worst natural disasters the United States has seen in decades. Not only was the organization able to get back on track, but it acquired several facilities, forcing leadership to begin the process of replacing the homegrown record system with an EMR that could more effectively serve its growing patient population. Belmont was looking for a partner — not just a supplier, and that's exactly what he got with Epic, a company that uses unconventional methods to achieve results. In this interview, he talks about why Ochsner called on third-parties to assist with the enterprise EMR rollout, why integration always trumps individual preferences, and how to get the right mix of talent in the C-suite. | 6/30/11 | Free | View In iTunes |
|
95 |
Steven Riney, VP/CIO, Methodist Medical Center of Illinois, Chapter 2 | One of the biggest pain points for CIOs—at large health systems, community hospitals, and everywhere in between—has been positioning themselves as Accountable Care Organizations. The ultimate goal of aligning the patient, provider, and insurance carrier to provide quality care at a low cost is not an easy one, especially when factoring in Meaningful Use, ICD-10, and other top priorities. To help provide some guidance, a number of leaders—including Steven Riney, CIO of Methodist Medical Center of Illinois—collaborated with Premier to develop a multi-phased ACO roadmap. In this interview, Riney talks about what it takes to make the ACO transformation, how Meaningful Use has challenged vendors as well as healthcare organizations, and how Methodist worked with their vendor to tailor a system that accommodates the needs of different specialties. | 6/28/11 | Free | View In iTunes |
|
96 |
John Stanley, SVP/CIO, Riverside Health System, Chapter 3 | John Stanley is no rookie when it comes to health IT. The senior VP and CIO at Riverside Health System, a 5-hospital network based in Newport News, Va., has been deploying technologies for 35 years. What has his experience taught him? To position his organization ahead of the curve when it comes to initiatives like Meaningful Use, and to have a ‘bullish’ attitude about meeting requirements. In this interview, Stanley talks about his organization’s long-standing relationship with Siemens, how he and his team are working to create an environment of interoperability, and why sometimes you need to bring in help to deal with the complexities of order sets. | 6/27/11 | Free | View In iTunes |
|
97 |
Sue Schade, VP/CIO, Brigham and Women’s Hospital, Partners HealthCare, Chapter 2 | As hospitals in other countries look to expand their health IT presence, they often look to organizations like Partners Harvard Medical International for guidance. It’s precisely why Brigham and Women’s Hospital CIO Sue Schade recently took a trip to India. For Schade, however, sharing her expertise on IT planning helped open her own eyes to both the similarities and differences between healthcare in the United States and India, and helped her develop a better understanding of the strategies employed by major US-based vendors. In this interview, Schade, who has been CIO of the 793-bed hospital since 2000, talks about the experience she had with PHMI, and the value of taking time away from work. | 6/22/11 | Free | View In iTunes |
|
98 |
Steven Riney, VP/CIO, Methodist Medical Center of Illinois, Chapter 1 | One of the biggest pain points for CIOs—at large health systems, community hospitals, and everywhere in between—has been positioning themselves as Accountable Care Organizations. The ultimate goal of aligning the patient, provider, and insurance carrier to provide quality care at a low cost is not an easy one, especially when factoring in Meaningful Use, ICD-10, and other top priorities. To help provide some guidance, a number of leaders—including Steven Riney, CIO of Methodist Medical Center of Illinois—collaborated with Premier to develop a multi-phased ACO roadmap. In this interview, Riney talks about what it takes to make the ACO transformation, how Meaningful Use has challenged vendors as well as healthcare organizations, and how Methodist worked with their vendor to tailor a system that accommodates the needs of different specialties. | 6/22/11 | Free | View In iTunes |
|
99 |
John Stanley, SVP/CIO, Riverside Health System, Chapter 2 | John Stanley is no rookie when it comes to health IT. The senior VP and CIO at Riverside Health System, a 5-hospital network based in Newport News, Va., has been deploying technologies for 35 years. What has his experience taught him? To position his organization ahead of the curve when it comes to initiatives like Meaningful Use, and to have a ‘bullish’ attitude about meeting requirements. In this interview, Stanley talks about his organization’s long-standing relationship with Siemens, how he and his team are working to create an environment of interoperability, and why sometimes you need to bring in help to deal with the complexities of order sets. | 6/21/11 | Free | View In iTunes |
|
100 |
Sue Schade, VP/CIO, Brigham and Women’s Hospital, Partners HealthCare, Chapter 1 | As hospitals in other countries look to expand their health IT presence, they often look to organizations like Partners Harvard Medical International for guidance. It’s precisely why Brigham and Women’s Hospital CIO Sue Schade recently took a trip to India. For Schade, however, sharing her expertise on IT planning helped open her own eyes to both the similarities and differences between healthcare in the United States and India, and helped her develop a better understanding of the strategies employed by major US-based vendors. In this interview, Schade, who has been CIO of the 793-bed hospital since 2000, talks about the experience she had with PHMI, and the value of taking time away from work. | 6/15/11 | Free | View In iTunes |
| Total: 100 Episodes |
Customer Reviews
In depth, informative and worth your time
Anthony provides great benefit to healthcare CIOs by providing this podcast. I especially enjoy getting a peek inside the minds of my colleagues and unserstanding their challenges and learing from their experiences. Thanks to all of you who participate!
Listeners also subscribed to
- A Way with Words
- Martha Barnette and Grant Barrett, produced by Stefanie Levine
- View In iTunes
