Challenge
A mid-size, regional not-for-profit health system was preparing for its most significant transaction in decades: the acquisition of a for-profit regional health system in a new state. The transaction would double the organization’s footprint, welcome thousands of new colleagues and expand access to care in rural and underserved areas.
Healthcare is inherently local, and even positive change can create uncertainty. Although the acquisition was expected to be well received, entering a new state required the health system to establish trust with unfamiliar communities, keep transitioning employees informed and engaged, and maintain confidence among patients, referral partners, community organizations, elected and civic leaders, and other stakeholders throughout the transaction process. Clear, consistent communications would be critical to supporting a successful close and transition.
Solution
The health system engaged Lovell Communications early – during due diligence and prior to a definitive agreement – to provide communications strategy, coordinate closely with project management teams and offer counsel throughout the transaction. Lovell served as a trusted adviser to the health system’s C-suite, many of whom had not previously led an acquisition of this scale.
Working closely with the acquiring system’s executive leadership and coordinating with communicators from both organizations, Lovell developed an integrated plan for each phase of the transaction. The strategy anticipated key milestones, considered what each stakeholder group would need to know and aligned messages, messengers and communications channels across the deal process.
Within the parameters of the transaction, Lovell established a regular communications cadence between the acquiring system’s leadership and transitioning employees to help employees understand what to expect and support operational readiness ahead of close.
Drawing on decades of healthcare M&A experience, Lovell guided internal and external communications while providing project management support from announcement through integration, helping the health system deliver clear, consistent information while building trust in its vision for the combined organization.
Results
The transaction closed on schedule and was well received internally and externally. Transitioning employees completed onboarding at a record pace ahead of close, supporting operational readiness and earning positive feedback from human resources and executive leadership.
Closing celebrations brought together employees, media, community partners, referral sources and elected and civic leaders, reinforcing enthusiasm for the expansion and the health system’s commitment to its new communities.
Media interest continued after close, creating opportunities for the health system’s executives to share integration lessons and best practices. The resulting coverage extended the organization’s visibility and positioned its leaders as a resource for other health systems pursuing strategic growth.