The second annual healthcare CIO survey by SSi-SEARCH, a retained executive search firm, shows a CIO with 11 yrs on the job who is highly educated, primarily male and makes around $290,000. He feels strategically engaged but wants to raise his profile, likes being CIO but might be interested in the Chief Transformation Officer role.

2. Responses collected in April, 2014.
Out of an initial 175 respondents, 32 who did
not have a CIO title were discontinued
Total who started the survey: 142
Skipping was allowed
Average time to complete was 9 minutes
2

3. Male, 76.8%
No answer
1.4%
Female, 21.8%
3

4. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Undergraduate Graduate degree Doctoral Degree Post-doctoral Certification
4
Top Three Areas of Bachelor’s Degrees:
Computer Science, IS, IT (37 people)
Business, Finance, Management, Economics (35)
Biology, Physics, Math (15)
Top Three Areas of Master’s Degrees:
MBA, Management, Business (42 people)
Health/Hospital Admin., Public Health (20)
IT, IS, Computer Science (19)

5. 87.1%
Yes
In next 12 months
No
5
Are you engaged in obtaining an
additional / advanced degree?
13%

6. 6
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0%
Over $800K
750 - 800
725 - 750
700 - 725
675 - 700
650 - 675
625 - 650
600 - 625
575 - 600
550 - 575
525 - 550
500 - 525
475 - 500
450 - 475
425 - 450
400 - 425
375 - 400
350 - 375
325 - 350
300 - 325
275 - 300
250 - 275
225 - 250
200 - 225
Less than $200K 28%
Average is $290,000

7. 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Decreased 0-3% 3%-6% 6%-10% 10%-15% 15%-20% 20%-25% 25%-50% Over 50%
7
8% reported earnings
increase over 10%
64% of these CIOs reported
a job change or promotion

8. 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No
8
17%
83%
Q8: Did your compensation change due to a job change or promotion?

9. 0%
5%
10%
15%
20%
25%
30%
Decreased 0-3% 3%-6% 6%-10% 10%-15% 15%-20% 20%-25% 25%-50% Over 50%
9
Change In Earnings After Job Change or promotion

10. 0%
5%
10%
15%
20%
25%
30%
35%
Decreased 0-10% 10%-20% 20%-30% 30%-40% 40%-50% > 50% Other (n/a)
Workload Increase Vs. Prior Year
10
91% reported workload increase over 10%

11. 0% 10% 20% 30% 40% 50% 60%
Concerned
Not Concerned
Unsure
11
Q11: Are you concerned about your ability to keep pace with the change required of your role?

12. 0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
% of respondents
12
Median: 10 Years As CIOAverage: 11

13. $200,000 $250,000 $300,000 $350,000
11 or more
1-10 years
$310,000
$263,000
W-2
13

14. 0
100
200
300
400
500
600
700
800
900
0 5 10 15 20 25 30 35
AnnualIncome(‘000)
Years with CIO Title (Tenure)
14
(Those reporting earnings <$200K set at $175K for calculation purposes)

15. $100,000 $200,000 $300,000 $400,000
Doctor
MD
Master
Bachelor
no degree
$386,000
$379,000
$289,000
$252,000
$175,000
15
15%
2%
Average $277K
Avg. $382K
38%

16. Graduate Degree:
Doctoral Degree:
Average W-2:
Job Change or Promo
Tenure
16
All Respondents
71%
10%
$290,000
17%
10.8 yrs
Women
57%
10%
$261,000
13%
11.1 yrs

17. 0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
Healthsystem Critical CIO Time Spent
17
CIOs would like more involvement in three key areas

18. 18
Health System Critical Areas
 Growth and Affordability
 Integrating or replacing two different
EHR vendors / Also M&A activity has
been critical
 merger
 Financial Report and Analysis
 financial viability
 Patient Safety
 Coordinating our PHO IT strategy with
our state HIE initiatives is a major factor
in my position
 Research systems
 Reimbursement reductions and overall
cost reductions enterprise-wide
 Expanding and establishing ourselves as
the regional market leader and provider
of choice the above are all just tasks that
feed that
CIOs Additional Time Spent
 New technology projects
 Growth, Affordability, Relationship
Development/Management
 process redesign, Leadership development
 Operationalizing ACO
 HIM
 Compliance
 Integration efforts - M&A - Improving the
capability maturity model across the board -
strategic planning - managing a burned out
staff
 Strategy business development
 Leading a Director team of 18 direct reports
 Extending use of shared EMR to 3rd parties to
support CIN
 innovative programs
 I am also the Chief Operating Officer in
addition to being the CIO, so I spend a large
amount of time on my COO responsibilities
 Establishing effective IT governance
 Aging infrastructure and networking
 Growth

19. Strategic
57.3%
Operational
42.7%
19
Q15: Do you see your role as largely operational or largely strategic?
Select Comments:
I wish I actually had time to be more strategic
Pretty good blend of both, but getting more strategic
Trending more operational given the focus on cost excellence
Sadly....just can't get out of the weeds.

20. 0.0%
20.0%
40.0%
60.0%
80.0% 72.2%
54.9%
47.4% 47.4%
37.6%
17.3%
12.0%
8.3%
“Which leadership roles are most critical to you in
terms of achieving the key objectives of your role?”
20
CEO
COO CMedO
CMIO Other CMrkO
CISO
CFO
“CNO” accounted for over half of “Other” which
puts it at about 10% of total

21. 0%
10%
20%
30%
40%
50%
60%
21
Other Comments:
• TIME! I need more TIME!
• Them believing IT is a priority
• Stopping media hype and educating
executives
• Leadership who is much more
operationally focus
• Being asked
• Time and skilled resources
• Board members do not see technology as
an enabler.
• Improve overall strategic goals and PMO
• Operational responsibility outside of IT
Q18: What do you believe would facilitate greater strategic involvement with key executives?

22. 0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
22
Other comments:
• Old culture - not teamwork oriented
• Lack of understanding by the business
on how to best leverage my teams
and myself
• Vendor management
• Lack of Enterprise Focus,
Prioritization, Governance
• Limited Executive knowledge of IT
• Changing priorities by CEO
• Effective Governance
• Workload
• Willingness to change
• Too many priorities
• Too often initiatives seen as IS
Projects
• Too many #1 priorities
• New to the organization and just need
time
• Conflicting priorities, lack of decision
makers that can make decision based
on information

23. 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
23

24. Self-focused
 Greater expertise in business strategy
 Understanding the business including payer and physician contracting
 I will need to be more involved in the strategic direction
 Leading & Educating Senior Executive and Board Members
 Improve communication skills for physician communication
 Executive planning
 Catching up to where we should be while planning and executing our
strategy
 More grace under fire when confronted with resistance and responsibility
hot potato
 Improved persuasion techniques
 Data Architecture, Integration
 Board and physician engagement
 Understanding new business models to assess IS needs
 New market/revenue and selling innovations
 Ongoing improvement working in matrixed organization
 Organizational Change Management
 Expand relationships throughout organization
 More interactions with board members and physicians
 Leadership/Strategy
 Organizational project management
 All of the above, my knowledge needs to continually expand, to be able
to access the people/resources to solve the problems effectively (costs
and timelines)
 Project scoping and risk assessment around when and how much to
invest in technology solutions, buy vs. build decisions.
24
Other people-focused
 I will need Executive Team to
mature
 Leadership buy-in of IT as a
priority
 I need the culture to be one of
participation, willingness to
change and ownership of their
applications
 I will need adequate resources so i
can spend more time developing
strategic direction.
 More Solid/Capable Direct Reports
 More revenue

25. 0%
10%
20%
30%
40%
50%
60%
70%
Partner with
team member
Augment the
team with skill
Advanced
certification
Advanced
degree
25
Q21: How will you acquire or improve on [lacking] skill?

26. 0% 10% 20% 30% 40% 50% 60%
Highly Engaged
Routinely Engaged
Occasionally Engaged
Never Engaged
26
87%

27. 0% 20% 40% 60%
Bringing innovative technologies to the organization
Creating improved patient safety through the use of technology
Bringing different departments together to achieve a common…
Creating financial savings through the use of new technology
Rebuilding / turnaround department for greater efficiency
Meeting MU objectives
Patient Engagement Initiatives
Population Health Initiatives
Creating a solid infrastructure
Creating a secure environment
HIE Engagement / Leadership
Ranking in HIMSS Analytics
Other (see below)
ACO Engagement / Leadership
Data Warehouse
27
“Other” Comments
 Systemic Clinical and Financial Improvements
 Improving health care delivery for 1 million people
 Increasing market share, creating new products and
services
 Achieving business metrics
 IT recognized as an effective business partner
 improving health care value
 Outstanding morale and teamwork in my areas of
responsibility
 Developing solid process and project management methodoogy
 Building a culture of service and collaboration
 Being accountable & progressive by implementing technology that brings
efficiencies, revenue, improves quality & safety, and reduces costs
 Successful EHR rollout with real value
 applying the right mix of technology, people, and process for my organization
 Improving the quality and access of care in our region. In short using
technology as a tool to meet patient needs better.

28. Was your accomplishment important
to the strategic mission of your
organization?
Has your organization recognized
you for this accomplishment?
68%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Critically
important to
the strategic
mission
Very
important
Somewhat
important
Not
important 0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes No We'll See
28
60%

29. 0
10
20
30
40
50
60
70
Highly Satisfied
Moderately Satisfied
Needs Improvement in the
next year
Not at all Satisfied -
Looking to make a change
29

30. 0%
10%
20%
30%
40%
50%
60%
Same role
greater
responsibilities
in similar or
larger
organization
Same role
greater
responsibilities
in same
organization
Different role
same or similar
organization
Leadership role
at a vendor
organization
Not interested
in a change
Leadership role
within
consulting
organization
Leadership role
at ancillary line
of business,
such as
outpatient
physician
services group 30
Q26: If you were to consider a
change to your role, what would be
a reasonable next step for you?

31. 54.1%
24.7%
16.5%
4.7%
CMO
0.0%
Chief Transformation Officer
Chief Executive Officer
Chief Strategy Officer
Chief Quality Officer
Chief Medical Officer
31
Of 24 additional comments, half named COO as the desired next role
Q27: If you would like a different role within the same or similar organization, which would you choose?

32. Key Contacts at SSi-SEARCH:
Pamela Dixon Managing Partner pdixon@ssi-search.com
Steve Nilsen General Manager snilsen@ssi-search.com
Telephone (727) 822-3338