Transforming a Long-Term Care Facility











Ted LeNeave, a speaker at the marcus evans Long-Term Care CXO Summit Spring 2012, on succeeding in the long-term care business.

Interview with: Ted LeNeave, President & Chief Executive Officer, American Healthcare, LLC


FOR IMMEDIATE RELEASE


The key to success in long-term care (LTC) facilities is having the right culture, a place where people want to work, says Ted LeNeave, President & Chief Executive Officer, American Healthcare, LLC. If employees feel engaged and valued, the relationship of trust will go both ways, resulting in a thriving organization, he adds.


A speaker at the upcoming marcus evans Long-Term Care CXO Summit Spring 2012, LeNeave talks about overcoming staffing and reimbursement issues by having an attractive organizational culture.


How can facilities overcome the issues that being short staffed brings about?


One solution is to hire more staff if possible, but the problem is related to finding the right employees. The work environment must be able to attract people, as nursing facilities are currently competing against each other for the same people. This does not solve the nurse shortage problem, but it would address the issues individual facilities are faced with.


What culture are healthcare employees looking for?


Some LTC facilities have plants or pets to make them more homelike, but that is not the type of culture change that attracts and retains employees.


What we have done is turn our organizational chart upside down. In a traditional chart, the president is at the top, with several vice presidents one level down, then various managers and employees. This automatically makes people think that the person on top of the pyramid is the most important, when that is not the case.


In our chart, I am at the very bottom, with 2,300 people above me. I always say that whoever is behind or underneath you is a resource, and the person above you, your boss. In our company, I am a resource for 2,300 people; they are my boss and I have to make sure that they are happy. 


How do you practice this philosophy?


This cannot simply be on a piece of paper; you have to live it. It means giving people the authority to develop their own facilities and departments, because they know what is needed more than you do. Becoming a resource and less of a dictator helps you build a relationship of trust, and makes staff feel engaged and that their voices are heard. This makes the difference.


When I came into this organization, it was failing and many employees were unhappy. In large organizations with many facilities where you do not have all employees in front of you, you have to let them run facilities the way they see fit. This is a service industry.


In today’s low reimbursement and cost-cutting environment, how do you make sure the quality of service does not suffer?


As reimbursement rates go down, we must find a way to generate more revenue with lower reimbursement rates or cut costs. The way we decide is: is it a matter of quality of life or quality of care? Quality of care is the most important, as it includes food, and making sure that residents are getting the medication and therapies they need. Quality of life is what makes living fun, providing activities and an aesthetically pleasing environment. We try to be more efficient on the quality of life side.


How should LTC facilities prepare for US demographic changes?


The current reimbursement structure has created an institution-like environment, but the Baby Boomers will soon demand a higher quality and more individualized care. They are used to getting what they want and need, but most of them are outliving their savings, therefore this will be a challenge. Who will pay for it? This will have a domino effect, with unhappy residents and staff eventually putting facilities out of business.


The key to success is having an organizational culture that makes staff happy. They will then make sure that patients are getting quality care.



Contact: Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division


Tel: + 357 22 849 313
Email: press@marcusevanscy.com



About the Long-Term Care CXO Summit Spring 2012


Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event. The Summit includes presentations on the Health Care Reform, innovative quality improvement, and staff recruitment and retention strategies.


For more information please send an email to info@marcusevanscy.com or visit the event website


marcus evans group – healthcare sector portal 


Please note that the Summit is a closed business event and the number of participants strictly limited.


About marcus evans Summits


marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, think tanks, seminars and one-on-one business meetings. For more information, please visit www.marcusevans.com 


                                   



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