Communications workflows mapped, tested, and ready for a new care facility.

An acute care facility faced a fixed, immovable opening date and a communications cutover where a misrouted call is a patient-care risk, not an inconvenience. Charter ran it as a workflow readiness program rather than a phone migration, mapping and testing every call flow across reception, switchboard, clinical, and administrative teams. The facility opened on schedule with communications that worked from the first hour.

At a glance
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• Departments and user groups transitioned to one environment
• All flows mapped, documented, and tested before go-live
• Users prepared, with focused training for complex call-handling roles
• Opened on the fixed date with communications working at go-live

Business challenge

‍A healthcare organization preparing to open a new acute care facility needed to move a large and diverse group of users to a new telephone environment. Reception teams , switchboard operators, clinical departments, and administrative groups each relied on distinct communication workflows, and those requirements had to be understood, documented, configured, and tested before the facility opened.

The organization had to bring many departments into a common communications environment without overlooking the different ways each received, routed, transferred, and escalated calls.

A fixed opening date left little room for uncertainty. Incomplete requirements, incorrect routing, or unprepared users could create confusion during a sensitive opening and disrupt the communications that support care delivery.

What Charter delivered

‍Charter structured the engagement as a workflow readiness program, not a telephone system migration.

The team worked with clinical and operational stakeholders to understand how communications move through the organization in practice, translating that into documented call flows, planning materials, test scenarios, and targeted user preparation. This grounded the future-state design in real operations and gave the organization a structured way to validate the new environment before go-live.
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• Phase 1: Requirements and workflow discovery: Charter engaged reception, switch board, clinical, administrative, and departmental stakeholders to understand needs, routing requirements, escalation paths, and specialized call-handling responsibilities.
• Phase 2: Call-flow documentation: the team mapped communication workflows across departments, so routing logic and operational requirements could be reviewed before configuration and cutover.
• Phase 3: Reusable planning and testing documentation: Charter developed practical planning materials and test plans for key scenarios, helping the organization validate how the new environment would perform against real use cases.
• Phase 4: Deployment coordination and targeted training: the team supported deployment planning, stakeholder coordination, and focused preparation for users with more complex call-handling responsibilities.

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Outcomes
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• Delivered on time. A fixed opening date held, with communications operational from the first hour rather than stabilized in the days after.
• Cutover risk reduced before go-live.
• Workflows built on real operations. The environment reflected how reception, switchboard, clinical, and administrative teams actually handle calls, not an assumed design.
• Users ready on day one. Teams with complex call-handling responsibilities received focused preparation, so communication continuity held through go-live.
• A repeatable foundation. The planning, call-flow, and testing materials support future facility openings, departmental migrations, and communication changes.

Capabilities engaged
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• Project Services: the four-phase readiness program, deployment coordination, and targeted training. Delivery Management, Rollout & Adoption.
• Consulting & Business Architecture: requirements and call-flow discovery across departments. Design-Thinking.

Charter treated the cutover as a delivery and adoption program, not a phone install, which is why users were ready and the opening held.

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FAQ

How do you reduce risk when moving a hospital to a new phone system?

‍Treat it as a workflow readiness program, not a migration. Charter mapped and tested every call flow across all departments before go-live, so the facility opened on time with communications working from the first hour.

Why do communications matter so much for a care facility opening?

‍In an acute care setting, a misrouted or dropped call can affect patient care. Getting routing, escalation, and user readiness right before opening protects care delivery from day one.