A Health Care Facility

Organizing our serve and staff is in all case a mosttimes-difficult ch eitherenge. We need to make sure that in-home calls ar do on schedule, and to be advised if there is a moderateness for a delay, or if a nurse or therapist is at one home longer than required. Additionally, contingency plans are set in motion so that the next patient of to be called on will not be unexpended waiting. We have a very lean bureaucracy. Reporting straightway to me are the Nursing supervisor, the medical doctor, and my administrative adjuvant who as well serves as office manager. Since the vast majority of our business occurs outdoor(a) our alpine office, we do not have a mess hall of personnel sitting around at desks waiting for something to do. This sparseness makes it possible to stay on top of every situation, whether called for or unexpect. All those reporting to me have access to me at all times. I demand (in a friendly way, of course) that I be kept informed about everything that happens - again, whether planned or unplanned. My assistant keeps a daily log of whop is where, doing what, and the times arriving and expected to depart. She also handles those responsible for bookkeeping and staff and payroll. The bookkeeping is organized not merely to handle our overhead costs and maintenance, as well as staff payroll, but coordina

Leading is a very subjective project, of course. I make it a point to hold a person-to-person confrontation with every employee on a regular basis, at least once each quarter. This makes it possible to discuss the mastery or problems that every employee may encounter, even some inter-departmental differences. At this time, I attempt to set goals that are achiev suitable by everyone. These goals, of course, include the most effective and economy use of time, travel, handling emergencies, relations with patients and their physicians.

We also have a quarterly meeting of the staff, very often we will do this at a dinner, in order not merely to be able to well-disposedize, but to get away from the "business" atmosphere of our Upland headquarters. This is a time to introduce new hires, to discuss any and all problems that affect us all- for example, the need to upgrade some equipment we use, or new equipment we should have, travel time, expenses for car maintenance or repairs, uniform allowance, benefits for employees, and even some problems with insurance qualification for defrayal on the part of some of our patients. At the same time, we compulsion to hear about relations between our staff and the patients' physicians, and whether they are satisfied enough to recommend new patients.

Leading inwardness more than sitting behind a desk. It means confidential information by example. This requires that, on occasion, I am out on calls with our nurses and other trained staff, or that I hold meetings with social services personnel, representatives of hospitals and HMOs and health insurance companies.

tion with the health insurers and social services agencies who pay us for our services.

Perhaps more than many businesses, ours is people-driven. throng who provide the care, and the patie
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