Designing the clinical and operational plan for the merger of an acute-care hospital with a mental- health hospital
- Business Dilemma:
TASC was asked to devise a long-term strategic plan to guide the merger of an 800-bed acute-care hospital with a 400-bed mental-health hospital, including creating a new brain and behavior center to fully capture the medical synergies between the two facilities. - Process:
Our team analyzed publicly available data and best local and international practices and conducted interviews with key opinion leaders, management, and staff from both hospitals. Based on that process, we devise in-depth reviews and recommendations regarding synergies between various disciplines and operational matters.
- Strategic solution & impact:
The findings and recommendations were shared with the merger committee and approved. The plan was translated into an architecture program that will serve as a base for additional planning processes over the next decade.
*Other than TASCs in-house team, the consulting team included Prof. Shlomo Noy, the former manager of Sheba’s rehabilitation hospital (~200 beds) and current VP research in Sheba, and Itzhak Marom, former VP operations, Clalit HMO (~5M patients, inc. hospital chain ownership)
