Healthcare CIO Survey 2011 -- Participant Profile 7.5%
5.7% 11.3% 11.3% 13.2%
Reporting Structure for Healthcare CIOs
For profit, investor owned Not-for-profit, faith-based Not-for-profit, other
University/academic/ teaching hospital Government, state
Government, county/city/ community
Even though HIMSS’ certifi cation program is still relatively young (10 years old next year), more than 26 percent of our survey’s CIOs have earned the Certifi ed Professional in Health- care Information and Management Systems (CPHIMS) certi- fi cation. An even newer healthcare IT credential is CHIME’s certifi cate, initiated in 2009. Yet, it has already attracted its share of disciples; close to 11 percent of survey respondents indicate that CIOs ought to pursue that organization’s Certifi ed Healthcare CIO (CHCIO) certifi cation. Another certifi cate of growing importance is the Project Management Professional (PMP) certifi cation. Only a few sitting CIOs (fewer than 2 percent) report having PMP cre- dentials, but 8 percent of survey participants say that CIOs should possess the training.
Who’s your boss?
The pendulum continues to swing in the role or title that healthcare CIOs report to. In the fi rst few years after 2000, CIO reporting in organizations both inside and outside of healthcare shifted so that it wasn’t even a toss up anymore whether you reported to the CEO. Instead of pulling up their chairs at the senior executive table, CIOs were more commonly reporting to the CFO or the COO than they were to the CEO. In some polls, more than 30 percent of CIOs were reporting to the CFO. But, by 2005 or 2006, the CIO star began rising again, as that strategic role evolved. Especially in healthcare, with hospitals investing greater sums and bigger budget shares than ever in information technology, CIO reporting trended back to the top brass. In our 2009 survey, only 43 percent were reporting to CEOs; now, it’s 54 percent, with almost 20 percent reporting to the CFO. The relatively large “other” response segment (14 percent) is comprised of split or dual reporting (e.g., CEO and CFO), direct to the board of directors or less-common titles, such as chief administrative offi cer, chancellor or chief of corporate services.
Busy leaders of many
It has been often repeated, after actor/comedienne Lucille Ball said it, “If you want something done, ask a busy person to do it.” Apparently, health systems have taken Lucy’s advice and piled the work on their CIOs. Our survey says that today’s
www.healthmgttech.com Bonus Pay Potential 11.1% 7.4% 13.0% 7.4% 11.1% 7.4% 13.0% 29.6% 14.2% 7.1% 53.6% 19.6%
Chief executive officer - CEO Chief operating offier - COO
Chief financial officer - CFO Executive vice president - EVP
No bonus potential Bonus potential 0-5% Bonus potential 6-10% Bonus potential 11-15% Bonus potential 16-20% Bonus potential 21-25% Bonus pontential over 26-30% Bonus potential over 30%
healthcare CIOs oversee an average of 2.7 departments, or al- most two departments more than just information technology. Of responding CIOs, 89 percent report leading at least one other department. In the electronic age, it makes sense that the most common allied role is telecommunications; in close to 80 percent of healthcare organizations, the CIO heads up telecommunications as well as IT. But, the bailiwick of CIOs broadened widely a year ago and the domain they rule seems to be getting wider. Now, 22 percent of CIOs report also leading health information management departments, and 13 percent are in charge of biomedical engineering.
Do you speak clinical?
CIOs are not generally credentialed clinicians, and the per- centages are dropping in recent years, as IT staffs now include more formal positions for clinicians, including roles for nursing informatics and medical informatics leaders. Of the 2011 survey respondents, just fewer than 15 percent of CIOs report having any clinical background. Of those that do, few are physicians; common backgrounds include nursing, as well as pharmacy, radiology and lab techs.
And just because the top IT dog isn’t a clinician, that doesn’t mean clinical representation isn’t there. In fact, clinical rep- resentation has increased dramatically in the past few years. Hospitals and health systems recently crossed a threshold where more than half include chief medical information offi cers (CMIOs) in their organization charts. In this year’s survey, 51 percent of respondents indicate their organization charts now
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