Hospitals – integration, merger, acquisition
This project involved the integration of two hospital sites as well as the integration of two health delivery organisations. Some of the obvious pre-existing cultural and site based differences masked deeper underlying issues that were identified by us. The project plan encompassed to deal with the deeper issues that were central to success.
We established and ranked all key elements belonging to the two organisations, their work environments, third party linkages and their health delivery to determine the timing, resources and sequencing requirements to achieve an integrated health solution orientated organisation.
This was achieved whilst maintaining the momentum for renewal at each site and in the context of a dynamic and conflicting regulatory and funding model. The final outcome was an consistent, enhanced and cutting edge health service targeted to emerging health needs and changing demographics.
Stakeholders involvement was highly complex and involved the obvious and proximate:
- Board
- leadership team
- employed health staff
- locally based doctors
- specialist
- allied health
- key administrative staff
and extended to include the necessary but ancillary
- shareholders
- financiers
- constructors
- local community