The Huntzinger Blog

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What Works – IT Roadmap Provides Path to Operational Excellence

Tampa General Hospital

Background
One of Florida’s highest-rated hospitals, according to U.S. News & World Report’s Best Hospitals 2014-15, Tampa General Hospital (TGH) is a private not-for-profit hospital and one of the most comprehensive medical facilities in west central Florida, serving a dozen counties with a population in excess of 4 million. As one of the largest hospitals in Florida, TGH is licensed for 1,011 beds, and is the primary teaching affiliate of the USF Health Morsani College of Medicine. TGH is a service provider to USF Health, a 450-physician enterprise (practice) of specialists that provide ambulatory care, hospital care and teaching. TGH employs roughly 7,000 employees (IT department is 250 FTEs). Annual revenue is trending at $1.2B. TGH has earned HIMSS Stage 7 (inpatient) EMRAM medical records adoption, Magnet status for nursing, and Most Wired recognition five consecutive years.

Topics: What Works Series

Insider’s View of Medical Device Security

A topic getting a significant amount of attention at the recent HIMSS 2018 Conference and Exhibition was that of medical device security. Addressing that topic was a dinner and panel discussion hosted by CloudPost Networks, Huntzinger, and Meditology Services. Approximately 40 CIOs, CTOs, CISOs, and others, listened to Wes Wright, CTO of Sutter Health, and Clint Perkinson, Director of Information Technology at Beebe Healthcare, provide their insights on medical device security. The expert panelists, as well as the attendees, expressed concern that medical devices present a significant cybersecurity challenge to healthcare organizations.

Topics: Announcements

Huntzinger at HIMSS18

Below is a quick look back at Huntzinger Management Group attending HIMSS18 last week, which was held in Las Vegas.

Topics: Announcements

What Works – Huntzinger Defines IT Merger, Acquisition & Affiliation Playbook

Michigan Medicine

Background, Opportunities & Challenges
In February 2016, Michigan Medicine established a formal strategy for clinical growth. The strategy outlined a goal to provide care for 400,000 total lives, which would require the addition of 250,000 lives to the localized patient population they served at the time. Further, Michigan Medicine sought to extend its care delivery network to 3.5 million lives statewide, through acquisitions, affiliations and referrals — an ambitious increase above the existing 2.2 million lives being served. After being brought in late to Michigan Medicine’s Mergers, Acquisitions and Affiliations (MA&A) process on several occasions, Michigan Medicine’s information technology leadership team (the Health Information Technology Services (HITS) department) recognized that they needed a more structured approach, or playbook, to manage the growing number of Michigan Medicine MA&As, and become a more strategic MA&A partner within Michigan Medicine.

Topics: What Works Series

Advisors’ Advice: A More Formal — and Earlier — Role for IT in Healthcare Mergers, Acquisitions and Affiliations Processes


By Lynn H. Vogel, Ph.D.
Next Wave Health Advisors

Mergers and Acquisitions Seem Inevitable
Mergers and acquisitions have always been a part of the corporate landscape. Companies seeking greater market share, more control over their supply lines, adding products to their existing portfolios, and eliminating competition have often sought to accomplish these goals by acquiring or merging with other companies. In recent years, the healthcare industry has joined these types of efforts with health systems acquiring hospitals and other health systems, and hospitals and health systems acquiring physician practices. But healthcare has also added a unique component to these processes: affiliations that fall short of an actual formal merger or acquisition by entering into joint ventures, joint operating agreements, professional associations or agreements to facilitate interoperability through mutual cooperative associations. So, what has been typically known as “M&A” activities, becomes “MA&A” activities in healthcare. Unlike the corporate world in which formal changes in control typically follow from mergers and acquisition, affiliation agreements in healthcare can include mutual management or oversight responsibilities in addition to activities that result in changes in control. When lawyers, physicians and executives get together, there is almost no limit to their creativity in developing new organizational arrangements.

Topics: Advisors' Advice

Tech Blog: Mergers & Acquisitions

Welcome to the Huntzinger Tech Blog. Our goal is to provide some insights and perspectives on various technical topics that CTOs, IT directors, and other healthcare IT professionals deal with from a technical infrastructure perspective.


Chris Holda
Senior Management Consultant
Huntzinger Management Group

For this edition of the Huntzinger Tech Blog, I am writing about mergers and acquisitions (or affiliations, associations, or whatever flavor of relationship you are having to support).

Mergers and acquisitions are nothing new in healthcare. However, the recent trends have seen an across-the-board increase of activity. Whether that is due to the realities of trying to compete in an ultra-competitive market place, financial pressures due to declining reimbursement rates, strategic growth, or other myriad reasons, there is always some technical component involved that will need to be addressed. 

Topics: Tech Blog

CIO Chat - Andrew Rosenberg, MD, Michigan Medicine and the University of Michigan

This a guest post provided by Andrew Rosenberg, MD, CIO of Michigan Medicine, and the interim VP for IT and CIO at the University of Michigan. Huntzinger periodically invites its clients and partners to contribute to The Huntzinger Blog.



By Andrew Rosenberg, MD

Associate Professor, Anesthesiology & Internal Medicine
Chief Information Officer for Michigan Medicine
Interim Vice President for IT and CIO for University of Michigan

Time as a CIO
Two years

Time in Current Role
I’ve been the CIO of Michigan Medicine since January 2016, and have been the interim VPIT/CIO of U-M since December 2017.

Topics: CIO Chat

Consultant's Corner - Belinda Dial

An Inside Look into the Lives of Huntzinger Consultants



Role
I am a Management Consultant and a Delivery Manager for Huntzinger. My background is in IT servicing. I have built and managed IT support and project management organizations (PMOs) in my past and have a particular expertise in support, help desks, and contact centers. I also happen to be a medical technologist with a laboratory background, so I often do lab IT work for our clients. I tend to flip flop between support services and laboratory roles with Huntzinger, depending upon the client’s needs. As a Delivery Manager, I have consultants who report to me, and I manage this team from a Huntzinger perspective on behalf of our clients.

Topics: Consultant's Corner

Huntzinger Congratulates Randy McCleese, Named CIO of the Year by CHIME and HIMSS

Randy McCleese has been named the 2017 John E. Gall, Jr. CIO of the Year by the College of Healthcare Information Management Executives (CHIME) and the Healthcare Information and Management Systems Society (HIMSS). McCleese is the CIO at Methodist Hospital, a two-hospital system in western Kentucky.

Topics: Announcements

CIO Chat - John Kravitz, Geisinger Health System

This is a guest post provided by John Kravitz, Senior VP and CIO of Geisinger Health System. Huntzinger periodically invites its clients and partners to contribute to The Huntzinger Blog.

 

By John Kravitz, CHCIO
Senior Vice President and CIO
Geisinger Health System

Time as a CIO
15 years

Time in Current Role
18 months as CIO, but I’ve been a part of Geisinger Health System for eight years.

Topics: CIO Chat

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