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A Post-Merger Value Realization Framework for a Large Community Hospital
Christa Hruska1, Alfred Ng2, Michele James3
1The director strategy and transformation at SHN in Toronto, ON. She can be reached by e-mail at chruska@shn.ca or by phone at 289-314-7523.
Healthcare Quarterly (Toronto, Ont.)
|August 9, 2020
Summary
A value realization framework (VRF) was developed to track the success of the Scarborough Health Network
Area of Science:
- Healthcare Management
- Organizational Development
- Health Services Research
Background:
- The Scarborough Health Network (SHN) underwent an amalgamation, necessitating a structured approach to assess its value.
- Effective integration strategies are crucial for realizing benefits post-merger in healthcare organizations.
Purpose of the Study:
- To develop and implement a Value Realization Framework (VRF) to measure the success of the SHN amalgamation.
- To establish a standardized method for tracking progress and demonstrating value delivery to the community.
Main Methods:
- A VRF was created, centered on three core themes and nine specific goals.
- Each goal was linked to key performance indicators (KPIs) and strategic initiatives.
- Progress was monitored through quarterly reports over the post-merger period.
Main Results:
- The VRF successfully tracked the delivery of value, with indicators moving in the desired direction.
- Short, medium, and long-term value realization was identified throughout the integration process.
- Four quarterly reports demonstrated a positive trajectory following the merger.
Conclusions:
- The developed VRF provided a standardized and effective framework for monitoring organizational transition.
- The framework facilitated the tracking and realization of value post-amalgamation for SHN.
- The VRF supports continuous improvement and strategic alignment in integrated healthcare systems.
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