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What's more, the 2024 Compass Survey from symplr finds that 85% of clinicians say they lose more than an hour each day to administrative tasks – time that could be used for patient care if the right technology was in place.

The typical chief information officer in healthcare is taking on more responsibility for determining strategy and digital transformation, with 84% of CIOs now part of their organization's executive leadership team. That's just one stat from a recent WittKieffer survey of CIOs and chief digital officers that also found the majority (54%) are reporting directly to the CEO. The report also found some shifts in IT titles. While traditional CIO titles remain common, with 71% retaining this designation, one in five now hold the title of chief digital and information officer, indicating a shift toward emphasizing digital transformation responsibilities. Two-thirds of these CDIOs were appointed within the last three years, indicating a recent trend toward integrating digital functions at a high level. A highly prized role Nick Giannas, senior partner with WittKieffer, said there are few C-suite leaders as pivotal to an organization's future as the CIO. "Healthcare organizations greatly value the role, partnership, and impact of their CIO at all levels," he said. "They seek their advice and guidance as they prioritize digital and AI initiatives to enable efficiency, improve the patient and provider experience and care outcomes overall." Current IT priorities include preparing for AI and machine learning adoption, anticipated by 92% of CIOs by 2025. The immediate focus, however, appears to be on foundational efforts, with 47% prioritizing advancing security programs. Forty percent of respondents said they were committed to major system implementations, such as electronic health records and enterprise resource planning systems. Abu Mirza, global SVP of digital products and engineering for GE HealthCare, said health systems increasingly prioritize the adoption of AI and cloud-enabled technologies, particularly those helping with scalability and cost-efficiency. "It's a trend that we'll continue to see in 2025, especially as we see such technologies drive measurable benefits when it comes to the enhancement of patient care and improved operational efficiencies," he said. Job satisfaction, high turnover Despite a high turnover rate – 53% of CIOs have assumed their roles within the last three years – job satisfaction is high, with 78% describing themselves as "extremely" or "very" satisfied. Brian Ackley, chief technology officer at UpScriptHealth, said organizations need to think holistically about their technology staff or they will suffer from high turnover rates. "Currently there is high turnover because skilled resources have many options available to them," he explained. "Generally if a CIO is happy at their current company, feels respected, appreciated, reasonably well compensated, and believes there is an excellent career track, there is no reason to seek employment elsewhere." He added fundraising for healthcare IT companies has been challenging in recent years and many have been companies unable to raise another round of capital, which makes alternatives intriguing for technology resources. "Technology leaders are in very high demand and compensation has been escalating," he said.  Matching expected CIO compensation The survey results suggested compensation trends parallel this rise in authority, as nearly half (47%) of CIOs appointed in the past three years earn over $500,000 annually. WittKieffer consultant Zachary Durst said it's important to emphasize compensation is dependent on organization size and scope, geography and other factors. The report points out that salaries are increasing across the board, especially for those executives who move to a new employer – a quarter of CIOs who changed jobs increased their income by more than 20%. "This implies that organizations may need to reevaluate annual salary adjustments to retain existing IT leaders in an increasingly competitive market," Durst said. He added it's important for the organization to know what market expectations are for CIOs and other key IT team members so they can adjust accordingly rather than lose key personnel. CIOs plan for expanded IT workforce More than two-thirds (68%) of CIOs surveyed said they plan to maintain or expand their IT teams, with a strong commitment to internal talent, as 87% of organizations said they plan to outsource less than a quarter of their IT functions. Talent development remains a top priority, although challenges in enhancing team performance (59%) and creating development opportunities (53%) indicated the need for focused skill-building initiatives. Dr. Harvey Castro, a physician and healthcare consultant, said upskilling programs are a key part of the effort to retain and bolster internal talent. "Continuous learning opportunities in areas like AI/ML, cloud technologies, and cybersecurity keep IT staff competitive and prepared for the demands of healthcare technology," he said. This commitment to skill development should be accompanied by efforts to build a collaborative culture, where interdisciplinary teams merge IT and clinical expertise to drive impactful solutions. To retain top talent, many organizations are also establishing structured career pathways. "Clear growth opportunities within the organization give employees a reason to stay and develop their careers internally," Castro explained. Flexible work models, career development In addition, flexible work models, including hybrid and remote options, have become essential offerings, especially as healthcare IT adapts to post-pandemic expectations. Beyond proficiency in AI/ML and data analytics, a strong understanding of cybersecurity frameworks is critical to protect sensitive healthcare data. "Cybersecurity is a top priority given the importance of protecting patient information," Castro said. Hillary Ross, managing partner, information technology practice leader for WittKieffer, recommended healthcare organizations cast a wider net for talent into other industries, especially for individuals who may be interested in working in a mission-driven industry like healthcare. "Create individualized development plans that map out how an individual can grow and advance within the organization and in their careers," she said. Nathan Eddy is a healthcare and technology freelancer based in Berlin. Email the writer: nathaneddy@gmail.com Twitter: @dropdeaded209

The women's healthcare company failed to find adequate product market fit, and the company's CEO, Alison Greenberg, says many lessons were learned along the way.

Dr. Kathy Ku is vice president at Vive Collective, a venture capital firm focused on digital health. Kathy is an entrepreneur, an engineer and a former consultant. She holds an MD/MBA from Stanford, where she was a recipient of the Paul and Daisy Soros Fellowship, and an AB/SM from Harvard, where she studied engineering sciences and molecular and cellular biology. In other words, she's pretty smart. And she's got a suggestion to the C-suites and boards at hospitals and health systems across the country: Get caregivers involved in the allocation of investment dollars. In this week's HIMSSCast, Ku will expand on this idea, while also discussing the current deals landscape, hybrid care models in telemedicine, the next 12 months in healthcare AI, and innovation in government institutions to benefit the country's public health sector.   Like what you hear? Subscribe to the podcast on Apple Podcasts, Spotify or Amazon Music. Talking points: Healthcare needs to see more nurses, pharmacists, physicians and other caregivers influence the allocation of investment dollars and be involved in health IT companies. How can these individuals – as well as C-suite leaders – make this happen at their organizations? Fewer and smaller deals in the near term. Telehealth: Balance virtual care with in-person care, hybrid care models could be the future. The next 12 months in the realm of healthcare AI. Innovation in government institutions is crucial for the country's public health sector; public-private partnerships could be the key. More about this episode: Telehealth, hybrid care adding to physicians' EHR workload More hybrid virtual care and asynchronous telemedicine on the way for 2024 Developing an effective hybrid care strategy for telehealth Artificial intelligence is enabling big advances in surgery Why won't this expert's clients sign onto AI projects for more than 12 months at a time? Chief AI Officer: Healthcare's hot new role demands a rare combination of skill sets How to apply responsible artificial intelligence in healthcare

The former GOP congressman from Georgia has served as a U.S. Navy chaplain and is a colonel in the Air Force Reserve. He would inherit a major EHR modernization initiative, currently paused but slated to restart in 2025, among other IT imperatives.

By partnering with Meharry Medical College, the cloud giant says it aims to enhance community care and wellness in Middle Tennessee with AI and clinical applications, spark health innovation and cultivate workforce skills.

This can include mentorship and support for local communities, work to improve health equity at the state level and much more, says Marjorie Rosen, vice chair of the HIMSS Chapter Advocacy Task Force.

The new Veterans Community will support veteran workforce development and transition to civilian life for former members of any branch of the U.S. military and their spouses.

A virtual nursing success story emerges from a large New York health system, and examples of the kinds of care coordination services that virtual nurses can handle during message triage, from Anurag Mehta, CEO of Omega Healthcare.

Burnout was also heavily associated with medication errors, patient safety incidents and other adverse events.