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CIOs worried about short timeline for standards implementation

Almost two-thirds of hospital CIOs are concerned they may not have enough time to implement the 20 or so standards recommended by the federal Health IT Standards Committee for compliance with "meaningful use" of electronic medical records before the Medicare incentive program begins, according to a new survey from the College of Healthcare Information Management Executives (CHIME). Only 8.3 percent of the 176 respondents said they were not worried that they would meet the deadlines. For hospitals, the effective date is Oct. 1, 2010, the start of federal fiscal year 2011; physician practices have three more months, since Medicare Part B follows the calendar year.

There is no single, dominant reason for their concern, though. Some 21.6 percent of CIOs said vendor readiness was their chief issue, while 15.3 percent cited problems accessing capital to invest in the necessary technology. Staffing issues, including lack of staff or inadequate training of current employees, could hinder implementation efforts for 18.7 percent of respondents.

"Adequate time to understand the impact of change, to test the changes and to adequately train the users are some of my secondary concerns," David Muntz, senior VP and CIO at Baylor Health Care System in Dallas, says in a CHIME statement. "My primary concern is the time and effort required to implement successful change management."

For more information about this survey:
- read this Health Imaging & IT story
- see the CHIME press release, with links to the report

Related Articles:
Initial 'meaningful use' standards to be simple, as deadline is in sight
CIOs don't feel prepared for ICD-10

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Comments (1) | Post a comment

Comments

I would like to suggest, to
Mr. David Muntz VP,CIO for Baylor healthcare system in Dallas Texas.
1. seek out lowest bids, for leasing, renting, outsourcing, quality performance imaging technology. Collaborate with diagnostic departments and seek other medical modalities, that the departments are in need of.

2.Plan a top down meeting for first string supervisors, use effective communicative skills, conveying the message, that Job creation is vital, funding needs to be found, to locate skilled employees and on the job training.

3. Rely on Human resources to interview, test and appraise, to draw out specific candidates, whom can serve the Baylor implementation project and follow the mission statement.
4. Strategize a staffing schedule which can serve Baylor Patients,Baylor Employees and downtown Dallas community in the qualitative and quantitative status which Downtown Baylor hospital normally serves.

I truly hope some of my ideas, can jolt your senses and create effective decision making ability, while remaining within the mission statement of our Baylor Hospital.

Sincerely
Barbara Guster
Weareregularfolks!

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