Rising from the crisis - Case study
COVID has hit many care homes across the country, in terms of loosing so many precious lives. The occupancy in care homes is at record time low. Some care homes are at the verge of closure. But the majority of the care homes are still going very strong with their occupancy and operational process.
It is the time for care home leaders to ask themselves the following questions.
- If they were prepared enough for COVID?
- Did they have enough operational margins pre-covid to have some buffer money to survive COVID?
- How did the team and leadership perform during the COVID time?
- If the business was efficient enough to be monitored remotely?
- If the team was ready to adapt to change quickly?
We want to bring your attention to the story of Columbus Regional Health Hospital in Indiana. This particular hospital was severely affected by a flood in 2008. They had to completely stop the operations due to $170 million damage the flood has caused. The experts predicted that it would even take 18-24 months to normalise the operations. But they were able to put the normal activities back on track in just five months. This also happened without laying off a single employee.
There were four reasons why they were able to bounce back in such a short period.
CRH was consistently named as one of the best places to work in Indiana. It was rated as the best hospital to work on the list for up to four straight years (2006, 2007, 2008, and 2009). The Hospital scored in the top 1% of over 300 hospitals surveyed for employee satisfaction as a recognized national best practice.
Patient satisfaction levels are above the 90th percentile in the country for patient services. Columbus Regional Hospital ranks among the top 5% in the country for clinical quality based on the national CMS (Centers for Medicare and Medicaid Services) quality measures that all hospitals are required to report.
Growth and innovation
CRH is committed to using the latest technology and innovation to improve patient safety and outcomes.
A strong grip on finance helped to recover the flood in 2008. They always had a surplus operating margins to survive the flood and get it back on track in five months.
When asked, "what is the best reason for such a quick turnaround?" the CEO said, " it was due to their intentional efforts in investing in decades of positive culture development."
Questions for care business leaders.
- Your people are your best asset - are you investing in them enough?
- How are you intentionally developing a positive culture within your care business?
- Are your leaders the best? If not, what are you doing to make leadership great?
- Do you have enough buffer money to last another crisis?
- Is your business continuously looking for opportunities to improve?
Contact our care home expert Issac Theophilos in moving your care home from Good to Great.
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