The CMIO--A New Leader for Health Systems

Leviss, Jonathan; Kremsdorf, Richard; Mohaideen, Mariam F.

doi:10.1197/jamia.m2097

Cited by 34 publications

(17 citation statements)

References 5 publications

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“…37 Turnover in the CIO position can cause a leadership gap to support PHM IT strategic planning and/or create instability in the IT department, impacting their support of business priorities. Widespread adoption of EHR and computerized provider order entry has prompted a dramatic increase in the number of Chief Medical Information Officer (CMIO) positions nationally, 38,39 often with multiple CMIO-like roles within a single large health care organization.…”

Section: Developing and Gaining Support For A Phm It Investment Road Mapmentioning

confidence: 99%

Guide for Developing an Information Technology Investment Road Map for Population Health Management

Hunt

Gibson²,

Whittington

et al. 2015

Population Health Management

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Many health systems recovering from a massive investment in electronic health records are now faced with the prospect of maturing into accountable care organizations. This maturation includes the need to cooperate with new partners, involve substantially new data sources, require investment in additional information technology (IT) solutions, and become proficient in managing care from a new perspective. Adding to the confusion, there are hundreds of population health management (PHM) vendors with overlapping product functions. This article proposes an organized approach to investing in PHM IT. The steps include assessing the organization's business and clinical goals, establishing governance, agreeing on business requirements, evaluating the ability of current IT systems to meet those requirements, setting time lines and budgets, rationalizing current and future needs and capabilities, and installing the new systems in the context of a continuously learning organization. This article will help organizations chart their position on the population health readiness spectrum and enhance their chances for a successful transition from volume-based to value-based care.

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Section: Developing and Gaining Support For A Phm It Investment Road Mapmentioning

confidence: 99%

Guide for Developing an Information Technology Investment Road Map for Population Health Management

Hunt

Gibson²,

Whittington

et al. 2015

Population Health Management

View full text Add to dashboard Cite

show abstract

“…The term was first formally defined by healthcare recruiters around 20 years ago being a senior physician leader in health IT 10. However, only around a third of CIOs employed Chief Medical Information Officers a decade ago, increasing to around three quarters by 2012 5 , 8 , 11 , 12.…”

Section: Discussionmentioning

confidence: 99%

Chief Information Officer team evolution in university hospitals: interaction of the three ‘C’s (CIO, CCIO, CRIO)

Sridharan

Priestman

Sebire

2018

BMJ Health Care Inform

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Background The Chief Information Officer (CIO) and Chief Clinical Information Officer (CCIO) are now established senior roles in hospital practice. With increasing emphasis on optimising use of routine health data for secondary purposes and research, additional skills are required as part of the senior information officer team, particularly in academic health care institutions. Objective To present the role of the Chief Research Information Officer (CRIO), as an emerging, and important, component of the senior information team. Method We review recent publications describing the composition of the senior information team, including CIO and CCIO roles, and discuss the development of the CRIO as a distinct component of the team, based on the published evidence and our experience. Results The CRIO is emerging as an additional senior role in academic healthcare institutions, whose roles include leadership of the informatics strategy and optimisation of routine data collection systems for research data use, in addition to important aspects of research data governance. Such individuals should be senior clinicians with experience in informatics, in addition to having established research expertise and knowledge of research processes, governance and academic networks. Conclusions The CRIO is emerging as a distinct senior information leadership role in conjunction with the already established positions of CCIO and CIO, who together, can provide optimal oversight of digital activities across the organisation. Keywords: CRIO, CCIO, CIO, clinical informatics, research, data Practical applications and discussions

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“…In 2016, an American Medical Informatics Association (AMIA) task force defined a chief clinical informatics officer (CCIO) role in terms of knowledge, education, and operational skillsets. 12 This role sought to expand beyond the chief medical information officer (CMIO) position 13 in a manner that also included nursing, dental, and pharmacy informatics perspectives. Despite this, neither CCIO nor CMIO roles consider informaticians working in academic, startup/consultant/vendor, or government/public policy settings.…”

Section: Background and Significancementioning

confidence: 99%

KOI Pond: The “Elevator Pitch” that Adapts to Describe the Breadth and Variety of Clinical Informatics Practice

et al. 2020

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Background The practice of clinical informatics (CI) is diverse and frequently tailored to individual skills and interests or to organizational/departmental needs. Prior studies have sought to define core content areas, educational milestones, and practice patterns within the clinical informatics subspecialty (CIS). Unfortunately, no single tool or framework currently exists that can succinctly define an informatician's role regardless of setting. The diversity of informatics practice makes it difficult to have one “pitch” that describes all possible domains, tasks, knowledge, and skills available to an informatician. Objective Using qualitative data from multiple informaticians, provide a succinct framework to describe and compartmentalize the various functions an informatician can contribute to the healthcare field. Methods We created an iterative focus group of five CIS fellows enrolled in different fellowship programs nationwide, one CIS program director, and an MD-PhD candidate in biomedical informatics. After much discussion, iteration, and consideration of career options within a young and burgeoning subspecialty, a dual-axis model was created that describes CIS practice in terms of settings (internal, external, and policy) and focus areas (knowledge, operations, and innovation). Results and Conclusion By combining both axes into a single “KOI pond” and then prioritizing sections by interest/resource investment, we are able to generate a unique snapshot for each informatician. These snapshots can be used (1) by informaticians to characterize their own practice succinctly as a pitch, (2) by CIS fellows who are considering career options, and (3) by those unfamiliar with CIS who want to learn more.

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The CMIO--A New Leader for Health Systems

Cited by 34 publications

References 5 publications

Guide for Developing an Information Technology Investment Road Map for Population Health Management

Guide for Developing an Information Technology Investment Road Map for Population Health Management

Chief Information Officer team evolution in university hospitals: interaction of the three ‘C’s (CIO, CCIO, CRIO)

KOI Pond: The “Elevator Pitch” that Adapts to Describe the Breadth and Variety of Clinical Informatics Practice

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