...Of ICD-10 delaying, HIT rock stars, stage 2 MU snafus, and... those old ladies playing slots in the Vegas casinos...
One very large hurdle in any really big EMR project is to get board approval. While every significant hospital capital expense requires board approval, the projects with all these zeros on the bottom line require more than merely approval—they require genuine commitment. Bringing the board along on the journey is just as important as with every other stakeholder group, but board members require their own special process. And despite all the groundwork, every CIO has to get past the final meeting and vote.
This fall has been a time for panels. I was on one a few weeks ago at AMIA. I experienced the odd coincidence of being asked to speak on two different panels for two different groups on the same day, one in the afternoon and one in the evening. Then last week, I attended a breakfast CEO panel.
Twice in the last six months, I have accepted the resignation of an IT director. In both cases, they liked working at Edward, but had received jobs with a bigger scope, in a bigger organization, for a bigger salary.
Once Upon a Time, a CIO wandered into the enchanted gathering of the Citizens of the Realm (otherwise known as a User Group Meeting). She knew this was a magical gathering, because even though this CIO had been to many other user group meetings over the years, this one was unlike any other.
Usually when I sit down to write a blog post, the words flow pretty easily and quickly—of course the smart-aleck readers may say that the speed shows in the quality… Writing about our corporate site visit to Epic, however, has been difficult. Yes, work has been crazy busy and I have triplets heading back to school, but trying to get the whole experience into 500 words or less is the cause of my writer’s block not time constraints. I have therefore decided to not comment on the great product, interesting future and the smart people. That and more was all present, but I will focus on the less-discussed but still noteworthy parts of our trip.
Some time ago, I heard that Epic had pulled down over a billion dollars in sales based on site visits to Evanston Northwestern Healthcare (now North Shore University Health System), on Chicago’s North Shore. I have no idea if that is true or not (but that does not stop me from quoting it).
As an officer of my corporation, I am obligated to act in the best interest of the corporation. Even if I did not have to, I have always taken my professional responsibility very seriously. I don’t like anything that even smells inappropriate. How a particular business decision should impact me personally should be irrelevant. But is that possible?
I swear that this is a real-live conversation I had with my insurance company, Blue Cross Blue Shield of Illinois: Company: “Ma’am, you are required to use mail order prescription services under your plan.” Me: “But you sent me a letter that says that you do not have the drug in stock.”
For years, I have been reading about the costs of implementation of enterprise information systems. The numbers that are thrown around in the press and over cocktails are outrageous. It is not uncommon to hear the term “over $100 M” with regard to a project, especially in relationship to one particular vendor. I even remember in my vendor days that it would be common to hear that a particular contract was “a $30M deal.”