Signaling a new era for healthcare in Northeast Pennsylvania, Tenor Health Foundation’s CEO Radha Savitala assures the community of the foundation’s long-term commitment. Following the acquisition of three hospitals, Tenor is keen to uphold stability and enhance healthcare services in the region.
“The impact really has been to show that we are here for the long run,” Savitala emphasized, affirming Tenor’s dedication to the area.
After acquiring Wilkes-Barre General Hospital, Regional Hospital of Scranton, and Moses Taylor Hospital from Community Health Systems, the primary hurdle was to ensure the retention of staff. Initially, Tenor faced a wave of resignations during the transition phase. However, efforts to bring back staff were fruitful.
Dr. Patrick Conaboy, Commonwealth Health’s vice president of clinical services and quality, stated, “About 80% have rescinded those resignations, and that’s all the way from environmental services up through advanced cardiac services, and I think that says a lot about the leadership and that people want to be here, and they want to stay.”
In discussions with WVIA News, Savitala, Conaboy, and Michael Clark, the president and CEO of the three hospitals, reflected on the transition’s initial months and hinted at their aspirations for the future. The recruitment process, initially perceived as daunting, has turned out to be less challenging than anticipated.
“We’re finding that there’s a lot of excitement surrounding the region and the building back of core services and service lines,” noted Savitala.
Financial stability in focus
The acquisition came after a period of uncertainty about the future of the hospitals. Financial challenges were evident, as reported by the Pennsylvania Health Care Cost Containment Council. In fiscal 2023, the hospitals faced deficits, with expenses outpacing revenues at Moses Taylor, Regional, and Wilkes-Barre General.
Patrick Conaboy are joined by Tenor Health Foundation CEO Radha Savitala on video to discuss the last three month’s of Tenor’s leadership of three area hospitals.
For fiscal 2024, financial reports indicated continued challenges, although there were signs of improvement. Tenor’s strategy focuses on streamlining operations to align expenses and revenues.
Savitala elaborated, “There are multiple parts that go along with stabilizing financially, and that’s really the process that we’re going through now. Lending is one thing, but if you are not operationally rightsizing your expenses and your revenue, the long-term debt won’t help you.”
Tenor’s immediate goals
Addressing short-term objectives, Tenor prioritizes workforce development. Recruitment for primary care, especially in light of past neglect, is a key focus.
“Our immediate needs are recruiting for primary care, which is an area that really lost focus in the past few years in this region,” emphasized Savitala.
Infrastructure upgrades are also on the immediate agenda, with plans for new imaging equipment and necessary facility repairs to improve patient care services.
Tenor’s long-term goals
In the long run, Tenor aims to enhance specialized services, particularly in women’s health and cardiac care. Investments in infrastructure and fostering community partnerships are also pivotal to their strategy.
“The substantial needs of the communities will be met here long term. Investing in the infrastructure is a big part of that long term process,” Savitala added.
Community leaders weigh in
Local leaders have expressed optimism about Tenor’s acquisition. Scranton Mayor Paige Cognetti and U.S. Rep. Rob Bresnahan highlighted the potential for service continuity and job security.
“After years of uncertainty, the fact that services are continuing and staff members are staying is really, really impactful,” Cognetti remarked.
Bresnahan emphasized the importance of the hospitals to the community and has requested federal funding to support healthcare services in the region.
Community-focused approach
Savitala is mindful of future challenges, such as upcoming Medicaid changes projected to increase the uninsured population. However, she believes Tenor’s nonprofit status is advantageous, fostering transparency and meaningful partnerships.
Conaboy noted the positive shift in community perception and hospital traffic since Tenor’s takeover. “What we are seeing is that getting out the word that we’re here, we’re better than ever, and we’re growing has really changed traffic patterns,” he stated.
As Tenor marks three months of ownership, Savitala reaffirmed their commitment to the region’s healthcare landscape, emphasizing the importance of stability and community engagement.
