Caldwell : Software Consulting
Summary
The Caldwell Regional Hospital System is a non-profit healthcare network with four acute care hospitals, eleven outpatient clinics, and a home health division serving a predominantly rural population.
About Caldwell Regional Hospital System
The Caldwell Regional Hospital System is a non-profit healthcare network with four acute care hospitals, eleven outpatient clinics, and a home health division serving a predominantly rural population.
Caldwell was at a turning point defined by the federal reimbursement system's shift toward value-based payment models, while its technology landscape was not prepared to support those goals. A decade of reactive technology purchases had produced a disjointed digital environment that made care coordination more difficult, hindered data sharing across the network, and left leadership without the analytical tools needed for value-based reimbursement.
Markeltree was engaged to evaluate Caldwell's technology environment, create a transformation roadmap, and advise on vendor selection and multi-year implementation planning not to build software.
- Enterprise Technology Assessment and Portfolio Analysis
- Strategic Alignment Facilitation
- Value-Based Care Technology Strategy
- Vendor Market Analysis and Selection Guidance
- Implementation Sequencing and Dependency Mapping
- Business Case and Investment Plan Development
The Challenges
Every project starts with real problems. Here are the core challenges we tackled for this engagement.
A decade of reactive technology purchases had produced overlapping systems, integration challenges, and unclear ownership of key data domains.
Leadership lacked internal expertise to evaluate competing technology strategies, assess vendor proposals, or sequence implementation across a multi-site healthcare organisation.
Caldwell's current systems were not equipped to support the shift to value-based care, but the organisation had no framework for determining which technology investments would have the greatest direct impact.
Multiple departments had begun engaging technology vendors independently, creating risk of duplicated investments and conflicting platform decisions.
Internal teams did not have the capacity to develop a costed multi-year technology investment plan required for board capital approval.
Core approach & deliverables
A breakdown of the core components built and delivered for this project.
Enterprise Technology Assessment
Markeltree mapped all clinical, operational, and administrative technology systems across Caldwell's four hospitals, eleven clinics, and home health division. Each system was evaluated for clinical utility, integration capability, vendor support status, and strategic fit with value-based care requirements. The assessment produced a comprehensive picture of the technology landscape for the first time, including redundant platforms, critical integration gaps, and end-of-life systems carrying unacknowledged risk.
Strategic Alignment Workshops
Markeltree facilitated structured alignment workshops with Caldwell's clinical leadership, operations, finance, compliance, and information technology teams. These sessions aligned strategic technology priorities to Caldwell's value-based care transition objectives, financial constraints, and organisational change capacity ensuring the transformation roadmap reflected genuine institutional priorities rather than consultant assumptions.
Vendor Market Analysis and Selection Guidance
Markeltree conducted detailed market research across key technology gaps including population health management, care coordination, and enterprise analytics. The team developed evaluation criteria, issued requests for information, scored vendor responses against Caldwell's requirements, and facilitated demonstration sessions with shortlisted vendors, providing objective analysis to inform decisions beyond vendor sales narratives.
Implementation Sequencing and Dependency Mapping
Markeltree developed a phased implementation roadmap that prioritised programmes by strategic importance, technical dependency, organisational change capacity, and capital requirement. The roadmap identified which investments needed to be completed first, which shared infrastructure could benefit multiple projects, and which high-risk initiatives required additional planning before commitment.
Business Case and Board Investment Plan
Markeltree developed multi-year business cases including detailed total cost of ownership breakdowns for each initiative, operational savings projections, potential value-based reimbursement contract benefits, and risk-adjusted ROI estimates. The business case gave Caldwell's board the financial clarity needed to make sound capital allocation decisions and approve the transformation programme.
Internal Capability Building
Markeltree structured the engagement to include knowledge transfer and capability building throughout. Caldwell's information technology leadership was an active partner in all assessment, analysis, and planning activities rather than a passive recipient of recommendations. At engagement close, the internal team had the skills to manage vendor relationships, run implementation programmes, and continue refining the technology strategy independently.
Key Outcomes & Impact
Comprehensive enterprise technology assessment across all clinical, operational, and administrative systems in the Caldwell network.
Organisationally endorsed strategic technology priorities aligned to value-based care transition requirements.
Structured vendor selection process completed for population health management and enterprise analytics platforms.
Phased multi-year implementation roadmap sequenced by strategic priority, technical dependency, and organisational capacity.
Board-approved multi-year capital investment plan supported by detailed business case and risk-adjusted financial modelling.
Internal technology leadership capability built to govern and execute the transformation programme independently.
We had been buying technology for years without a strategy, and we knew it. Every department had their own priorities and vendor conversations, and nobody had a view of the whole picture. Markeltree gave us that picture and helped us build a plan we could actually defend to our board and execute with the team we have. What I value most is that they built our capacity to keep going without them. That is what real consulting should look like.
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