Throughout the project, I was able to understand different aspects concerning the merging of the healthcare providers and the immediate benefit to the people. However, I was not able to know how the merging and acquisition would affect the patients and particularly those who do not reside around the leafy suburb. For a very long time, merging and acquisition have been a subject of debate and controversy across the medical industry, with a call to question the tools and also the scale necessary to do well in the current care models. There is also the notion of anti-trust laws in the healthcare system (Heath, 2018) . It is impossible to brush the fact that merging will have an effect on the people and how they relate to the new system.
The proponents of healthcare providers' merging suggest that these new structures change the essentials to survive in the ever-shifting industrial landscape. It is widely believed that acquisitions and mergers are aimed at ensuring patients can access quality care across the state or country and also keep a cap in the expenditure. Many suggest that merging makes healthcare more cost-effective and, in turn, lower patients spending (Lee, 2015) . On the other hand, it is believed that this merging would result in increasing the capital and also pulling other resources for healthcare organizations. As such, it is right to speculate that the merger between St. Catherine's Medical center, St. Luke's hospital, and Hickman Hospital to form the Gateway Healthcare Systems would be useful in ensuring that patients are able to access quality care at subsidized pricing, making healthcare more affordable.
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References
Heath, S. (2018, August 07). How Do Healthcare Mergers and Acquisitions Impact Patients? Retrieved April 23, 2020, from Patient Care Access News: https://patientengagementhit.com/news/how-do-healthcare-mergers-and-acquisitions-impact-patients
Lee, D. (2015). The effect of operational innovation and QM practices on organizational performance in the healthcare sector. International Journal of Quality Innovation, 1 (1), 8. doi:https://doi.org/10.1186/s40887-015-0008-4
