Evaluation of Barts Health NHS Trust Merger: Pre-Merger Study
Start Date: Dec 2011 End Date: June 2012 Status: Completed
The NHS in England is experiencing a wave of mergers, acquisitions and reconfigurations as hospital trusts seek sustainable solutions to government targets on financial health, clinical outcomes and Foundation Trust status. But evidence about the success or failure of mergers in the UK health sector and what influences these is thin. The proposal to create Barts Health (the largest hospital merger in England, with an estimated turnover of £1.1bn) from the merger of Barts and the London NHS Trust (BLT), Whipps Cross University Hospital NHS Trust (WXUHT) and Newham University Hospital NHS Trust (NUHT) offered a rare opportunity to investigate, in real time a large scale merger in the UK health sector before, during, and after the event. This evaluation was designed as the first of a two stage study and also, therefore, aimed to establish a baseline for a second phase longitudinal study.
To evaluate the processes and decisions leading up to the merger with a focus on four core questions:
- Was the merger plan good enough?
- Was the implementation good enough?
- Was it working?
- Could it have worked better?
- Documentary review of project documents and the wider health and commercial sector mergers and acquisitions (M&A) evidence base
- In-depth, semi-structured interviews with senior personnel in the merger team and individual Trusts.
- Analysis of Trust performance data
Prof Adrian Renton
Project Team: Prof Adrian Renton (UEL), Dr Patrick Tobi (UEL), Prof David Welbourn (Cass Business School), Dr Alex Mears (LSBU), Prof Mike Roberts (QMUL).
Funder: North East London, North Central London and Essex Health Innovation Education Cluster (NECLES HIEC)
Project Partners: Barts Health Merger Board
For more information, contact: Dr Patrick Tobi email@example.com