The First Job Report

Having been appointed the new healthcare administrator following the graduation from UCF with a HAS bachelor degree, my first job is to become a director of a 250-bed and Orlando-based (FI) nursing facility. Almost everything is out of order, and I have to start fixing them with immediate effect. This paper will a give a report that will walk my boss through the initiatives I took as soon as I reported for duty, and those that I planned to take in the long term, intermediate, short run, and immediate to make the facility functioning again. In details, the paper will examine the issues/problems of the Facility, the execution plan of my first observations, actions or reactions that underline my action steps and goals. Also included in the paper is my Resource Evaluation (technology, financial, and personnel, among other factors) to take all the steps of the Execution Plan. Lastly, the paper will present the Strategic Plan for improving the performance of the organization.
Keywords: Healthcare Administrator, Nursing Facility, Strategic Plan, Execution Plan
Introduction
In this paper, the author will give an in-depth review of the procedural process of handling all the problems facing the Facility. It will cover the long-term, intermediate, short and immediate solution to all of them. In details, the paper uses a set of leadership qualities, theories, and organizational values that the incoming director can use to revive the Facility.
The Issues/Problem
Some of the challenges existing in the facility included:
Ringing phones, the call buttons for patients going unanswered, and overflowing trash cans
Only a small percentage of the employees who were to work on the night shift still existed in the building, and almost all of them napped on the job
In the director’s office lied unpaid bills, unmet accreditation requirements, nine unopened notices from the CMC (Center for Medicare & Medicaid Services) on the desk, and a resignation letter from the facility’s administrative assistant
The boss, the Operations’ corporate VP, called and angrily reports a set of other problems.

She explains that the Facility’s report is over budget, the rates of vacancy are high, and that the out-going director failed to submit even a single input to the process of the capital budget which was two weeks late.
The boss also added that several employees had filed complaints about the facility, with one even suggesting that her supervisor sexually harassed her.
The boss gave me a two-week timespan to meet her with her a plan of how I would fix the facility’s mess as well as the progress I had made during that period.
Some of the problems that faced the staff included lack of motivation, poor working environment, and lack of proper regulatory measures for management
Evaluation Plan
Immediate Response
Goals
Handling all the problems
Directing the existing employees on what to do
Help them out
Action Steps
One of the first things I did to fix the disarray at the facility was to direct the clinical to reach out to the patients
Answer the ringing phones
Ask one staff member to empty the trash can
Wake up the napping staff members
Answer the boss’s call
Measurable Metrics
Completing all the tasks above is the perfect way for measuring their success
Short-term Plans
Goals
Draw up a plan of some of the things to be done as soon as possible
Reviewing the unpaid bills, the unmet accreditation requirements, the unopened notices from the CMC (Center for Medicare & Medicaid Services)
Informing the staff that we would hold a meeting the following day to introduce myself to them as the Facility’s new director and discuss the action plan for reinstating the operations of the Facility.
Action Steps
Paying all the pending bills
Opening all the CMC notices
Measurable Metrics
Completing all the tasks above is the perfect way for measuring their success
Intermediate Plans
Goals
Reading the resignation letter from the facility’s administrative assistant
Reviewing the Facility’s budget to draft another one, work on the vacancy rates, and draw a plan for submitting the inputs for the process of the capital budget.
Meeting the supervisor and the female employee who reported a claim about sexual harassment.
Action Steps
Calling the administrative assistant and talking to him about the decision to resign. Perhaps, a change in the position of a director could have him change his mind.
Announcing the post of administrative assistant vacant if he resigns
Measurable Metrics
I expect the administrative assistant to consider staying, but if he goes, then I will recruit a new person for the post.
Long-term Goals
Goal
I would ensure that staff report to duty, handle all the errands assigned to them, and observe all the regulations of the company.
Action Steps
Hold meetings to explain to the staff what is expected of them
Post up notices and standards of the Facility
Measurable Metrics
A change in the way people work at the Facility and an outlined plan for carrying out the short, intermediate and long-term errands for improving the performance of the Facility.
Resource Evaluation
Finances
Immediate Response
The first action to take about the financial issues of the Facility is to calculate all the pending debts and bills as well as all the available money.
Short-term Plans
Cater for the unpaid bills as failure to do that could lead to the termination of services and utilities that ensure smooth functionality of the Facility.
Draw up an appropriate budget
Intermediate Plans
Update the budget of the Facility and submit inputs to the process of the capital budget.
Ask the treasury department to keep records of all financial operations
Long-term Goals
Review all the Facility’s financial records on a seasonal basis
Work in line with the budget
Personnel
Immediate Response
One of the first steps I would take to fix the issues of staff involved asking the staff to assist the patients by answering the call buttons and emptying the trash cans.
Wake up those napping on job
Summon them on failing to report to job
Short-term Plans
Holding a meeting to discuss the appropriate way working at the Facility
Listening and handling the staff complaints
Intermediate Plans
Seeking the staff’s opinion on some of the Facility’s operations
Holding routine meetings to ensure that the staff works in line with the Facility’s codes of conduct as well as handle their problems
Long-terms Goals
Have all the staff members working in line with the Facility’s culture
Have all the staff members improve their performing and working towards achieving the Facility’s goals
Technology
Immediate Response
Answer the ringing phones
Ask the staff members to use the call alerts to attend to the patients
Short-term Plans
Draw up a list of all the other equipment needed at the Facility. Although the Facility already had some devices that the staff can use to assist the patients, it still needs more items to improve provision health care. For example, the Facility should install CCTV to have the patients under surveillance as well as acquire some state-of-art machines and medical devices for healthcare provision.
Monitor all the available equipment to ensure that they are fully operational
Intermediate Plans
Repair all the faulty equipment
Budget and buy all the missing equipment
Long-term Goals
Install the Facility with state-of-art equipment by buying new machines and facilities for caring for patients.
Strategic Plan
Mission and Vision
This project’s mission is to reinstate the Facility to proper working ways by fixing the disarray and ensuring that the staff works in line the organization culture. Improving its performance will transform the staff into professional healthcare providers who can handle almost all medical issues CITATION Pet15 l 1033 (Olden, 2015). Its vision is to become the best healthcare Facility in Orlando, FI.
Values
Any workplace requires a set of guiding principles to attain success. In this project, getting the Facility out of its mess and making it one of the best organizations in Orland requires discipline, perseverance, diligence, accountability, and integrity. With the latter, I will find it appropriate to tell the staff about the actual situation of the tasks that they need to handle to help the organization improve. On the other hand, the staff should adopt discipline and accountability to respect the needs of the patients and observe the organization as well as handle all the duties assigned to them. Unless the Facility’s staff perseveres the current situations, they are not likely to stick around to help improve its performance. They also need to demonstrate diligence in running the errands of the Facility CITATION Rob09 l 1033 (Joss, 2009).
External Environment
Orlando has a range of health facilities that can rival this Facility for clients. In fact, the current situation of the Facility (underperforming staff) gives its competitors an upper hand, allowing them to utilize the opportunity to receive many clients. At the same time, the community is likely to overlook the Facility in search of better services elsewhere. Since the CMC (Center for Medicare & Medicaid Services) has been sending notices to the Facility, it is highly likely that it could have some troubles with the relevant authorities.
Internal Environment
An exhaustive analysis reveals that the Facility faces a range of strengths, opportunities, weaknesses, and threats CITATION Wij12 l 1033 (Wijngaarden, Scholten, & Wijk, 2012).
Strengths
The Facility has about 250 beds so it can host as many patients. It also has a professional staff that can run various errands of the Facility, including a profound leadership. In addition to that, it has equipment such as patient facilities that it can use to improve its overall performance.
Weaknesses
The staff’s continued underperformance is the Facility’s biggest weaknesses. Evidently, the workers are dissatisfied with several activities of the Facility, which result in their reluctance to observe the organization culture. Although the Facility made the right move by hiring a new director to revive its fortunes, it still has leadership issues.
Opportunities
The Facility has several drawbacks, but so are the opportunities that can help it solve its problems. For example, the incoming director has the prowess to reinstate its performance. The plan to redraw the budget and handle all the issues complaints and challenges facing the staff will help the Facility cater for their development needs and motivate the staff, respectively.
Threats
The fact that Orlando has several health centers and that the Facility has many problems to deal with, give its competitors an upper hand. The unpaid bills could lead to the termination of some vital services and utilities. The notices from the CMC (Center for Medicare & Medicaid Services) could also land the Facility in problems.
Action Steps
Some of the measures for handling the Facility’s weaknesses and threats include improving its performance and conform to the authorities’ policies to oust its rivals as well as avoid the wrath of the authorities. An intensive review of the above values reveals that the Facility needs a sound leadership approach. For starters, I will motivate and influence the staff, starting with my assistant to the staff at the lowest ebb of the employee hierarchy. I will also control the activities of the staff to through regular monitoring to promote their performance level. Also crucial to improving the performance of the Facility is a set of leadership theories that will guide operations. With Skills Theory, Behavior Theory, and Contingency Theory, I can focus on the skill sets, traits, and situational cases of the staff to run the Facility errands.
Benchmarks
The best tool for checking the results of this plan is the Plan-Do-Study-Act/Adjust or PDCA Model CITATION Ame16 l 1033 (American Society for Quality, 2016). With it, I can handle all the activities for improving the Facility’s performance in line with the actual plans. For example, motivating and handling the staff’s complaints is to get them 100% dedicated to working for the Facility, while a change in leadership, although above average, cannot reach that mark immediately as it is a work in progress.
Reference
BIBLIOGRAPHY l 1033 American Society for Quality. (2016). Plan-Do-Check-Act (PDCA) Cycle. Retrieved from ASQ: http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html
Joss, R. L. (2009, May 11). Management Values that Count. Retrieved from Stanford Business: https://www.gsb.stanford.edu/insights/management-values-count
Olden, P. C. (2015). Management of Healthcare Organizations; An Introduction Second Edition. Health Administration Press.
Wijngaarden, J. D., Scholten, G. R., & Wijk, K. P. (2012). Strategic analysis for health care organizations: the suitability of the SWOT-analysis. View issue TOC, 34–49.