A CHIME Leadership Education and Development Forum in collaboration with iHT2

HIT Leader 3.0 Cornerstone: Partnering for Success

Gary Barnes Myra Davis Sr. Vice President and CIO Sr. Vice President and CIO Medical Center Health System Texas Children’s Hospital

#LEAD15

Partnering for Success Objective 1

• Discuss approaches the HIT leadership can use

in building trusted relationships, enhance

effective communication styles and embrace

effectively ways to adapt and respond to rapid

change.

A CHIME Leadership Education and Development Forum in collaboration with iHT2

Partnering for Success • Building trusted relationships

• Worked for the same organization for 30 years and CIO for 23

years alot have changed!

• Reported to 3-CFO’s,3-COO’s,2-CEO’s but not in this order.

• In order for you to be successful you have to help others be

successful!

• Trust is the Key to any relationship!

• So find out their your C- Suite partners goals and never assume.

A CHIME Leadership Education and Development Forum in collaboration with iHT2

Partnering for Success -- MD’s Definition of Leadership as CIO --

• “ Leadership is accountable and transparent partnerships (peers, physicians, leaders, and most importantly people to ensure goals are successfully achieved.”

Partnering for Success Objective 2

• Discuss strategies to embrace the changing

HIT leadership role and shifting dialogues

away from technology management to

organizational strategic business strategies

and relationship management.

A CHIME Leadership Education and Development Forum in collaboration with iHT2

• Be open and trusting

• Be a problem solver, Not a blamer

• Be agile and adaptable

• Be willing to lead change

• Be willing to negotiate towards Yes

• Be willing to empower your team to be decision makers

• Be willing to do what is “right” not what is “easy”

• Be willing to have open and honest conversations

Partnering for Success – “B” Attitudes

Leadership Commitment Letter

A CHIME Leadership Education and Development Forum in collaboration with iHT2

How to Adapt and Respond to Rapid Change

• Becoming aware of situation

• Understanding the change

• Building your skills and knowledge -CIO 2.0- 3.0

• Effective IT governance structure

• Business plan in which technology is part of not separate.

• Traditional IT implementation take to long.

• Balance Legacy and New Technology

A CHIME Leadership Education and Development Forum in collaboration with iHT2

• These stories are real cases, believe them or not but the

names have been changed to protect the innocent!

Strategies to Embrace the Changing HIT Leadership Role

e2 Empowering Excellence

Physician Advisory Council

Acute and Ambulatory; AL: Dr. Mathews /Dr. Sepulveda

LDI O’Hearn/Banks

Standards of Behavior Exec Lead – Banks Lead - McQueen

Measurement

Exec Lead – Barnes Lead - Bulman

Interdepartmental Satisfaction

Exec Lead – Collins Lead - Stuart

Workplace of Choice Reward & Recognition

Exec Lead – Banks Lead - Evans

Inpatient/Ed Experience Exec Lead – Dunavan

Lead – Timmons/Stumpff

Outpatient/Medical Prac. Experience

Exec Lead – O’Hearn/Beseril Lead – Garcia/Alvarado

Prov. Collaboration & FB Exec Lead – Mathews /

Sepulveda Lead – Dr. Shipkey

Patient Access

Exec Lead – Riggs Lead – J.R./Pickens

Communications

Exec Lead – Gore Lead - Garcia

LEM Riggs/Ruiz

e2 Steering Team

Clinical Advisory

Council-Accountable Leads:

Dunavan/O’Hearn/Ruiz

Rev Cycle/ Reporting Advisory Council:

Leads: Riggs/Edmiston

Org Excellence Exec. Sponsor Team

Dunavan, Barnes, Matthews, Rhodes

Training-The Breakaway

Group

Quality Impact Steering Team (QIT) Dunavan/Rhodes

Information Coordination Team (ICT) Barnes/Mathews

Emergency Department

Patient Accounting

Charge Services

Radiology

Ambulatory

Women’s Health

HIM

Cardiovascular

Lab/Gen Lab

Physician CPOE/Orders

Pharmacy

Pharmacy Supply Chain

CCL/Analytics Reporting

Inpatient Rehab

Deviceworks

IT

Solution Teams

IT Infrastructure Lead: Barnes

Med/Surg

Critical Care

Nutrition

Infusion Services

Pain

Management

Dialysis

NICU

Cardiopulmonary/Neurodiagnostic

Pastoral Care

Infection Control

Wound Care

Cardiology

Respiratory Therapy

Cardiopulmonary Rehab

Palliative Care &

Hospice

Nursing Charge Svcs.

Medication Process – Nursing

PM&R

Periop Nursing Documentation

Periop

Anesthesia

Periop GI Imaging

Physician

Documentation - Acute

Patient Access –

Ambulatory

Critical Care

Services

Periop Supply

Chain

Care

Management

Lab/Pathology

Lab/Blood Bank

Lab/Microbiology

Lab/Outreach

Patient Access

Acute

Quality/Reporting

Lab/Collection Mobile

Content 360

Staff Management

Capacity Management

Infusion Integration

Partnering for Success Objective 3

• Discuss challenges and issues with the evolving

HIT Leader role and ways to anticipate change

as well as effectively manage the relationships

involved.

A CHIME Leadership Education and Development Forum in collaboration with iHT2

• Industry Knowledge

• Anticipate Change and Advancement

• Change Management still the Most Important Skill

• Strong Personal Network Throughout the Organization

• Skills to address “Resistors and Fence Sitters”

• What are other challenges?

Challenges/Issues with the Evolving CIO 3.0

Q & A

Gary Barnes Myra Davis Gbarnes@echd.org mldavis1@texaschildrens.org Sr. Vice President and CIO Sr. Vice President and CIO Medical Center Health System Texas Children’s Hospital

A CHIME Leadership Education and Development Forum in collaboration with iHT2

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