Ellen Zane Leading Change at Tufts Essay

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Ellen Zane – Leading Change at Tufts/NEMC
      Felicia Martin
      Danita Hunter, Professor
      HSA 599: Health Services Administration
      July 29, 2012
























Abstract
This paper describes the health care environment in Massachusetts.   It also describes what was happening within Tufts/NEMC in the 1990’s and what was wrong with Tufts/NEMC by 2002 and 2003.   Finally it describes four actions Zane took in her first six months.   Great leaders exist in many organizations and they exhibit unique leadership styles that enable them to be effective within their respective organization.

















Ellen Zane – Leading Change at Tufts/NEMC
Introduction
Massachusetts is known for health care, education, and computer technology.   The Boston area was a world-renowned destination for health care services (Swayne, Duncan and Ginter, 2009).   The Academic Medical Centers in Boston received $2.3 billion in National Institutes Health (NIH) research grant money.   Hospitals in Massachusetts accumulated large amounts of debt in the 1970’s and the 1980’s as they refurbished older facilities, expanded services, and purchased expensive new technologies (Swayne, et al, 2009).   Throughout the 1990’s, insurance plans merged causing increase power to the marketplace.   In 1991 Massachusetts deregulated hospitals for the first time in 10 years (Swayne, et al, 2009).   Boston’s health care leaders struggled for a strategy to survive in the new environment.   Mergers, closures, and conversions loomed (Swayne, et al, 2009).
Tufts-NEMC was struggling, although in the 1990’s the hospital had posted gains, it was largely due to write-down assets, and not improved efficiency or an enhanced revenue cycle (Swayne, et al, 2009).   Tufts-NEMC continued to produce strong programs in cancer treatment, transplant, and neurosurgery.   In 1992, with the addition of a maternity service, Tufts-NEMC became the first full service,...

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