A Post-Merger Value Realization Framework for a Large Community Hospital

Christa Hruska; Alfred Ng; Michele James; Cedomir Tosevski

doi:10.12927/hcq.2020.26276

A Post-Merger Value Realization Framework for a Large Community Hospital

Healthc Q. 2020 Jul;23(2):37-43. doi: 10.12927/hcq.2020.26276.

Authors

Christa Hruska¹, Alfred Ng², Michele James³, Cedomir Tosevski⁴

Affiliations

¹ The 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.
² The vice president, clinical operations at Medcan in Toronto, ON. He can be contacted at 416-400-2778.
³ The vice president, people and transformation at SHN in Toronto, ON. She can be contacted at 416-882-4656.
⁴ A planner in the Strategy and Planning Office at SHN in Toronto, ON. He can be contacted at 416-284-8131 ext. 4442.

PMID: 32762819
DOI: 10.12927/hcq.2020.26276

Abstract

To capture the value of the Scarborough Health Network amalgamation, a value realization framework (VRF) was developed, based on three themes and nine goals. Each goal was mapped to key strategies and indicators that signalled our delivery of value to the community. Value was achieved when indicators moved in the desired direction. The VRF acknowledged that integration is a journey and identified value in the short, medium and long term. Four quarterly VRF progress reports were completed, illustrating a positive story of the post-merger period. The VRF provided a standardized framework for tracking and monitoring strategies for a successful organizational transition.

MeSH terms

Health Facility Merger*
Health Facility Planning
Health Personnel
Hospitals, Community / organization & administration*
Hospitals, Community / standards*
Humans
Ontario
Patient Satisfaction