Organizational performance measurement is useful in any organization to help it ascertain whether it is meeting its set goals and objectives in the business environment. This also aids in the organization to account for efficiency and effectiveness of its services to the community.
In the case of the Montefiore Medical Centre, organizational performance should be measured based on its strategic plans to analyze how well the organization is performing in meeting its goals. The group seems to be on the right track since despite the challenges of high proportion of lower-income, medically complex, and government-insured patients in its vicinity, Montefiore’s financial status has still been projecting with an operating margin of 1.3 percent and a total margin of 2.5 percent in 2009 (Alcalay, Caccappolo, Mejia-Santana, Tang, Rosado, Reilly, & Louis, 2012). Furthermore, Montefiore’s average inpatient length of stay has dropped from 8.7 days in 1993 to 5.4 days in 2009, compared with 7.2 days for New York State hospitals and 6.7 days for New York City hospitals. This, as the organization’s CEO says, is attributed to success in efficiencies, innovation, the depth and breadth of specialty services, and patient-centered care.
The facility has also been able to build relationships with voluntary physicians in the borough, the number rising by 15% which has resulted in the growth of the integrated delivery system. Most of these physicians are attracted to Montefiore because of its academic excellence with trained physicians from the Albert Einstein College of Medicine, combined with the community mission.
The annual total volume of emergency department visits at Montefiore has grown by an average of almost 350% since 1995 (Soo et al, 2011). This is attributed to the facilities mission of pushing toward higher quality, efficiencies, and appropriate access. As a result of this growing demand for emergency services, Montefiore has added 7,000 square feet, more doctors and nurses, and child care to respond to patient needs. This growth is an indicator of the organization’s great performance.
Care management processes adopted by this organization that allows for integration across the system, by combining traditional and new models of primary care, and by focusing on population health and community, accountability has enabled it to achieve financial and organizational sustainability.
Why don’t all HCO’s have strategic goals like Montefiore’s?
All health care organizations cannot have strategic goals like Montefiore’s because operating on low-income and vulnerable communities makes the operation complex due to financial constraints that make it difficult to acquire the necessary facilities that can aid in the implementation of the strategic goals. Obtaining an experienced staff and findings may also be a significant challenge to non-profit health care organizations (Bhattacharjee, Kheirandish-Gozal, Spruyt, Mitchell, Promchiarak, Simakajornboon & Marcus, 2010).
What contributions should the management team make?
The management team should be responsible for ensuring that the set goals are being effectively achieved through their service delivery (Tartaglia, Howell, Sutherland, Wilson, & Wilson, 2010). This can be done by actively engaging stakeholders and donors to ensure minimum wastage and offering training services to the staff to motivate talent and innovation. This will, in turn, bring about efficient and satisfactory services available to the community. Quality services will attract more stakeholders and volunteer staff thereby growing the organization.
Alcalay, R. N., Caccappolo, E., Mejia-Santana, H., Tang, M. X., Rosado, L., Reilly, M. O., & Louis, E. (2012). Cognitive performance of GBA mutation carriers with early-onset PD the CORE-PD study. Neurology, 78(18), 1434-1440.
Bhattacharjee, R., Kheirandish-Gozal, L., Spruyt, K., Mitchell, R. B., Promchiarak, J., Simakajornboon, N., … & Marcus, C. L. (2010). Adenotonsillectomy outcomes in treatment of obstructive sleep apnea in children: a multicenter retrospective study. American journal of respiratory and critical care medicine, 182(5), 676-683.
Soo, J. et al. (2011). Trends in probable PTSD in firefighters exposed to the World Trade Center disaster, 2001–2010. Disaster medicine and public health preparedness, 5(S2), S197-S203.
Tartaglia, N. R., Howell, S., Sutherland, A., Wilson, R., & Wilson, L. (2010). A review of trisomy X (47, XXX). Orphanet journal of rare diseases, 5(1), 8.
Zeig-Owens, R., Webber, M. P., Hall, C. B., Schwartz, T., Jaber, N., Weakley, J., … & Kelly, K. (2011). Early assessment of cancer outcomes in New York City firefighters after the 9/11 attacks: an observational cohort study. The lancet, 378(9794), 898-905.