The Huntzinger Blog


Embracing Technology 2.0 – Preparing for the Future that is Now

Highlights from Huntzinger's CHIME Focus Group, March 6, 2018

By Nancy Ripari
Executive Vice President and Partner
Huntzinger Management Group

Spawned by federal regulations and funding, for the past several years, healthcare organizations have largely focused their IT efforts, and funding, on EMRs and Meaningful Use. More recently, attention and funding, has shifted to an emphasis on cybersecurity. While these issues are important, focus on them has been somewhat at the expense of the organizations' technical infrastructures. The vision for the future of the technical infrastructure was the topic of a focus group of nine CIOs, CTOs and healthcare IT leaders recently conducted at the CHIME 2018 Spring Forum.

Topics: Announcements

CIO Chat - Jon Burns, University of Maryland Medical System

This is a guest post provided by Jon Burns, Senior VP, CIO and Associate Performance Improvement Officer at University of Maryland Medical System. Huntzinger periodically invites its clients and partners to contribute to The Huntzinger Blog.

By Jon P. Burns
Senior Vice President, Chief Information Officer
Associate Performance Improvement Officer
University of Maryland Medical System

Time in Healthcare
38 years, starting in 1980 at Geisinger Medical Center.

Time in Current Role
Since 2006 (12 years) as Senior Vice President, Chief Information Officer and Associate Performance Improvement Officer for the University of Maryland Medical System.  

Topics: CIO Chat

Consultant’s Corner – Kathi Goovert

An Inside Look into the Lives of Huntzinger Consultants


Managing Director and Client Executive. My goal is to build long-lasting relationships with our clients by working with them to achieve their business objectives and providing them with solutions that exceed their expectations. I work with my clients and colleagues to provide advisory, implementation, management and staffing services, and have recently launched Huntzinger’s Merger, Acquisition and Affiliation (MA&A) Information Technology Methodology.

Topics: Consultant's Corner

What Works – IT Roadmap Provides Path to Operational Excellence

Tampa General Hospital

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