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SHSMD U Unit 4, August 2013
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Unit 4SHSMD University
August 22, 2013
• Four sessions– Deal basics (Session 1)
• Structure• Timeline• Political thinking
– Ten Rules for Healthcare M&A• The Campaign Strategy (Session 2)• The Campaign Plan and Efforts (Session 3)
– Troubleshooting the Tough Spots (Session 4)
• Troubleshooting your M&A Campaign• What to do with the toughest scenarios– NFP -> FP conversion– Faith-based transition– Name change– FTC & AntiTrust– Restructuring
• If the deal fails, communications is critical• Q&A
• Signed papers = time to answer “Now what?”• New phase of the campaignFrom Staff New expectations
Working with new peersIdentity questions
From Physicians Disruption to patients? Privileges? Refer somewhere else?
From Patients Same physician? Records in tact? Insurance change?
From the Community Service changes? Same nurses and physicians? Same “feel”?
• Take a “New We” approach– Operational integration– Cultural approach to the new
organization
• Keep your promises• Set expectations clearly• Start internally• Assume a public role … again
• Use the same 10 Rules in a new way• Keep the communication going
– Start early, plan for post-close communication before you close
– Keep the joint approach– Get a baseline – formally through a survey or
informally
• Keep the drumbeat for 3 months to 3 years– Day One: Celebration vs. Funeral– Month One: Hard work, operating in new normal– Month Two+: Celebrate small wins, establish
ongoing approach
Theme
Staff Matter
s
Humanize with Video
2-Way Communication
Key Points from Peyton:- Two dynamic teams
coming together- Shared vision for
care to the community
- Working together for enhanced healthcare services
- Encourage leadership, doing the right thing and never settling
- Your commitment will make a difference in this transition
• Not as hot as the 1990’s• Creative partnerships currently underway• Both models face similar challenges and
are in need of solutions• What are the differences– Taxes– Capital access– Analysts and investors– Ownership– Sale proceeds– Charity care
• Managing the shift– Humanize the deal– Get the facts– Visit other locations
• Emotional response trumps operational changes
• Operational changes– Ethical and Religious Directives– Charity care– Chaplaincy programs– Prayer on units– Religious artifacts
• Know the leaders• Understand the approval processes• Honor the heritage– Host a ceremony– Dedicate a wall/wing
• Consider representation on the new board from the founders/former sponsors
• Finding a new name– From the new partner, depending on structure– Named by the community
• Addition versus entirely new name• May not be immediately accepted• The old name will stick – for a long time• Repetition will be key– Messaging– Visuals
• Increased scrutiny of in-market hospital mergers
• Their goal: protect the community, often triggered by payor concern
• There is no deal without this approval• Affects your entire campaign– Internal emails– External message– Official communication– Off-the-cuff, casual remarks
• Focus on:– Quality– Increased access– Enhanced services– Jobs saved
• Avoid:– “Own” the market– Be more “competitive”– “Gain control”
• Today’s likely scenarios: – ACO creation– Centers of Excellence– Inpatient -> ambulatory
• Hold great opportunity and significant challenge
• Can lead to…– Confused patients– Job changes– Curious or frustrated physicians
• Greatest challenge: change patient and physician
mindset and patterns
• Solution must be presented as:– Right for the development of healthcare in
your community– Responding to the community need, patterns– A clear new model, with clear direction on how
to use the care• Maps are helpful• Mail-based campaigns• Refrigerator magnets to remind patients of care
• Be clear about and helpful in job transitions
• Break the news first – jointly • Explain why• Threat and vision remain in tact; time
to pursue a new solution• Keep the drumbeat of
communication ongoing• Build a “next step” into your
message
• Online Discussion questions:– Talk about the emotion involved in any of
these changes. How can communications meet that real, political response?
– Apply one of the rules to one of these challenges. How would you use the rule in a different way?
– For your community, what would be an effective, ongoing communication vehicle – internal or external – to keep your partnership communications alive?
• You have a framework• You have an approach• What else can we address?
