Ellen Zanes Actions of Sustainability at Tufts-NEMC Hospital

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Best Practices to Improve Tufts-NEMC Non-clinical Outcomes

Tufts-New England Medical Center (Tufts-NEMC) was sinking in debts and losses and thought it would be nice to seek a merger with other Medical Centers to alleviate the fiscal challenges in 1994 (Ingols & Brem, 2016, p. 452). After Tufts-NEMC continued to sink in monthly losses and there was no cash in hand to run the organization, it resolved to dissolve the merger and carry its burden.

Managed care contracts are between healthcare providers and medical facilities to offer services and care at a lower cost. In the U.S., healthcare insurance enters into managed care plans with healthcare providers to maximize profit by increasing the volume of services while offering them at affordable prices. Therefore, Tufts-NEMC increased services and profitability by opening managed care contracts (Ingols & Brem, 2016, p. 459). Zane assessed the mission ahead of her and set about determining the credibility of senior staff. Those that had experience and expertise like Deeb Salem and Scotland, she appreciated while replacing others. For instance, she fired the senior president of strategy and vice president of fundraising and development. They were replaced by a network-building expert outsourced from Partners and Deb Taft from Dana Farber, respectively (Ingols & Brem, 2016, p. 459). She was also known for picking great minds in administration. Deborah Joelson, senior vice president for market development and planning, appreciates, together with her colleagues, the transparent and honest character of Ellen (Ingols & Brem, 2016, p. 460). The CEO held a series of town meetings throughout the night and day with the physicians and other staff revealing the financial facts, targeted growth initiatives, and general topics she considered worthy of their knowledge.

Reasons Why the Proposed Best Practices will Yield the Desired Improvements

Ellen Zane helped Quincy stand on its legs and acquired a myriad of expertize working in the Healthcare industry for over three decades. She is expressed as a non-physician female CEO with the required mix of management skills to salvage Tuft-NEMC from the prevailing adverse economic, political, and social challenges. She had also demonstrated passion in preserving patients and physicians relationships and that of the community and the hospital. After Zane brought BDC Advisors consulting group and sat with Scotland, she realized that the company was losing close to $6 million a month and not $3 million had earlier informed during entry (Ingols & Brem, 2016, p. 458). It also came to her attention that the hospital did not have two years of cash on hand but ten months.

Cost and Revenue Implications for the Organization of the Proposed Best Practices

Maintaining the clinical excellence, teaching, and research branches saved Tufts-NEMC recruitment and induction cost because it reduced staff turnover rate.

Return on investment and net income determines the financial facet of a balanced scorecard. In the case of Tufts-NEMC, dissolution of merger terminated cycles of monthly losses. Secondly, Sale of real estate earned the hospital capital to run it past ten months. Staff changes was also a financial game changer in saving the organizations losses by paying for performance and value.

Customer Service and Satisfaction Drivers Present

Managed care contracts are a cheaper and more affordable healthcare financing model. The insurer negotiates on behalf of the patients who are clients to both parties of the contracts. Community involvement makes people feel honored and trusts that their feedback will lead to positive change in their concerns. Improve the working condition and set out standards and ethics that show respect for the clientele. When Ellen realized that many community doctors were not referring patients to Quincy Hospital, she reached out. The physicians replied that the parking lots had been closed by the ongoing construction (Ingols & Brem, 2016, p. 456). Boost the morale of the staff through timely remuneration even during hard financial times. A merry workforce will always offer satisfying service and have improved and quality performance.

Assessment Methodologies for Organizational Success and the Timeliness, Effectiveness, and Efficiency of Services after the Change

Tufts-NEMC ought to have a touch with the Beacon Hill and Mayors office. Political goodwill is necessary to ensure that the organizations interests are taken care.

One of Ellens cost-cutting and efficiency initiatives was to sell real estate. The proceeds from the transaction would improve the capital base and pay some debts. When Ellen Zane was hired as the new Tufts-NEMC CEO, she spent substantial time on Beacon Hill to ensure that political offices recognized their existence and presence in Boston. Customer satisfaction is the clearest external indicator of improved performance, effective, timely, and efficient services. Customer satisfaction implies indirect advertisement, marketing, and profitability. Employees are a rational factor trade, and thus, ought to be treated with caution for optimal performance. When employees are poorly remunerated and have unpleasant working conditions, they get demotivated and underperform (Koys, 2001, p. 101). Whenever they get better working conditions, they resign to take advantage of the available opportunity, increasing the turnover rate.

Specific Measurements for Assessing Post-Change Organizational Success

The success or failure of any profit-making entity is determined by its revenues and costs.

The three measures are related, and whenever one suggests a failure of the entity, the management should apply mitigating measures to return it to the path of sustainability and success. However, success is a journey, not a one-day event (Hurley & Estelami, 2007, p. 186).

Rationale for Selecting the Measures Discussed

Without profitability, the organization stares at a dark and unpromising future. Therefore, for profitability is a visible and big determinant of firms level of success.

Customer satisfaction shows willingness of the clients to buy the services and recommend the providers to others seeking it. Thus, free marketing strategy and it has capacity to edge out other competitors.

Employees are in a mission to score their personal goals, and hence, when they lag behind their counterparts in other organizations because of poor working conditions they shift to greener pastures.

Bibliography

Hurley, R. F., & Estelami, H. (2007). An exploratory study of employee turnover indicators as predictors of customer satisfaction. Journal of Services Marketing, 21(3), 186, 199.

Ingols, C. & Brem, L. (2016). Case study 5 Ellen ZaneLeading change at Tufts/NEMC. In Cawsey, T. F., Deszca, G., & Ingols, C. Organizational change: An action-oriented toolkit (3rd ed.), (pp. 448479).

Koys, D. J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unitlevel, longitudinal study. Personnel psychology, 54(1), 101-114.

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