Client Case Studies

Multiple client ACOs needed to align IT plans with overall strategies and CMS requirements, improve core business processes, set IT priorities, select clinical solutions, and secure stakeholder buy-in.

Worked with stakeholders to develop IT ‘roadmaps’, establish Board-level IT governance models, optimize key processes, drive vendor selection efforts, and manage implementations.

These organizations transformed ambiguity into certainty, establishing clear IT priorities and effective linkages to critical stakeholder groups. They engaged vendors with clearly-defined requirements.

This large physicians organization was about to undertake the largest project in its history, a private Health Information Exchange (HIE) implementation linking several affiliated clinical entities to drive coordination of care and analytics.

Developed a Program Charter and schedule, and executed a formal program kickoff. Leveraging best-practice PM methodologies, we managed multiple EHR integrations, while ensuring effective stakeholder communication.

Our efforts instilled structure and accountability, drove on-time execution, and ensured vendor performance. The organization’s executive management team used our successful engagement as the impetus to establish a PMO, with our help.

Our client had been unable to mobilize to plan and execute the pilot. Stakeholders were diffused throughout the hospital and were not engaged. Vendors were anxious to participate, but a lack of organizational focus was creating inertia.

• Assessed current state; validated scope
• Established program governance
• Identified critical success factors
• Developed requirements and initiated vendor management
• Developed a comprehensive plan.

After two years of inertia, our client made dramatic progress during the first three months of our engagement. During our eight month engagement, our client successfully engaged four vendors, initiated testing, and formulated a house-wide RTLS strategy.

Configuration and software testing within the client organization was managed primarily at the project level. Project teams within the organization were not able to consolidate their testing resource requirements, resulting in over-allocation of temp resources.

Developed well-defined testing methodologies and processes, including process roadmaps, estimation models, staffing models, status reporting, etc. The engagement model included Testing Lead participation throughout the project lifecycle to ensure a seamless testing and release process.

Through the implementation of our methodology, the client was able to support Enterprise Projects, Services Requests, and Production support work simultaneously, with proper resource planning. This resulted in reduced internal resource and external consultant needs.

Needed a new Broker Compensation Program that aligned with the Corporate Strategy.

Created entirely new commission and bonus plans aligning distribution compensation with the goals of the organization while maintaining overall competitiveness in the market.

Increased membership penetration in specific market sizes, products and target regions; increased net profit margins by nearly 50%. Effectively aligned broker distribution costs with desirable new business production.

Needed to set up sales and marketing process for health insurance product offerings and distribution channels for sales.

Recruited sales, retention, and sales operations staff, created organizational strategies and marketing plan (TV, Radio & Print). Developed processes linking sales to other functional areas; created new products to align with appropriate market risks and compensation plans for internal staff and the distribution channels.

Gained over 27,000 commercial members in 3 years of operations and increased broker engagement from 32 to over 1,300.