luncheon with the CEO.. what should I suggest?

[cebuana_nurse]

I came to work yesterday with an invitation card on the table inviting me and my co-workers for a luncheon with the CEO to talk about what we could suggest to improve our facility. To tell him frankly, I have a lot of things in my mind that I would like to suggest. Our DON is quitting, she was hired right around the time I got hired. Judging on how we did on the recent state survey, things are not looking well for my facility and I believe that's the reason why CEO is trying to do something. Now, if you're given the chance to talk to the CEO about ways that could improve your facility, what would it be? I know proper staffing is a priority. What else? Is there a state approved staff to patient ratio in LTC facilities?

[Forever Sunshine, ASN, RN]

SUPPLIES! Make a list of things you need to use on a daily basis at your job to care for your residents. Ask the CNAs to do the same. Ask for your CNA's input on this too.

I am always hunting for supplies. Missions are not always successful and its very upsetting that I can't even give the proper g-tube feeding formula(of course I have to call and get an order for a new formula).

[pghfoxfan]

I would ask for more "ancillary" personal. I think most administrators underestimate their importance to our team. People who probably get paid just a little over minimum wage, yet have a big impact on nursing,,,ie "escort", housekeeping, pharmacy runners, etc. It is not beneath a nurse to do these jobs, but heck, hire people for these positions and keep nurses where they belong, with patients. Many of these patients don't even need to be full time, or don't need benefits, they just need a job.

[thinkertdm]

I would suggest organizing your thoughts with your colleagues before attending, and finding a few of the best ways solve the problem. Having a venting session will only get ugly. Also, do not give him a shopping list of items you need- it's the CEO. He doesn't do the ordering! Perhaps suggest implementing a tracking system to efficiently order needed supplies- also include that this will reduce waste and cost. Remember, he's not doing this to make you happy, he's trying to find a way to increase profits. If you are smart, everyone will benefit, though.

[Brainiacster]

Whatever you say, say it professionally and make it productive for the CEO and the hospital. (Remember, this isn't about venting; it's about positive, beneficial, maybe even innovative yet cost-conscious ideas that will make the hospital & CEO really shine...hopefully, it's something that will be a plus for EVERYONE) BTW, this could also be YOUR opportunity to really shine & start building a foundation for a really great career. Not many people get the opportunity to hang out with the CEO! Professional & productive...

This is a good example

Perhaps suggest implementing a tracking system to efficiently order needed supplies- also include that this will reduce waste and cost.

(Perhaps YOU could even be involved or in charge of implementing such a system...if your interest lies in that direction...or suggest something else equally beneficial...if he likes your suggestion, maybe you could offer to implement it! ...could be quite a career boost...heck, maybe even leading to working with the CEO!)

Ideas like the one above, or ideas pertaining to patients' families (seems hospitals are always wanting to improve "client relations"), or find out what it was that caused the hospital to get a lower rating than expected and use that as a basis for ideas, are there new efficient ways of doing things that would benefit the hospital, can you streamline something, or...the list is endless. Try to also think of things that would also work well with your own strengths...are you good at organizing, are you good at writing, do you have technical knowledge in computers/software (could lead to informatics, for example), are you good with people, and so on...

Brainstorm, do some research, leg work, and preparation, talk to co-workers both in & out of your realm, find out what needs to be addressed (esp from the CEO's perspective) & come up with some specific, well-thought out solutions & answers to professionally present...maybe even come up with several ideas...basically, present solutions to whatever it is that could be beneficial to the hospital, the CEO, and all...

[diligent-trooper]

It appears your CEO realizes there are issues, and they need to be addressed. One thing does come to mind: Task force meetings should be implemented. I don't like meeting either, but I do like productive meetings. You need to assemble teams of your key management and administration personnel to discuss your unique problems facing your facility. The only way to solve issues, is to identify them, set specific goals to resolve them. And, implement interventions which will assist in meeting your goals. This will take some time. It could be months, and possibly a year before you begin see progress. But, these issues did not happen over night. The problem needs to be addressed in a systematic and serious fashion. And, "knee-jerk" responses or interventions will certainly just add to your problem. So, get busy.. Times a wasting!

[Kooky Korky, BSN, RN]

Is the CEO for real?

[CapeCodMermaid, RN]

I have worked for very large and very small companies and have met and dined with CEO's from most of them. Mostly they are not medical people- they are business people. You have to understand where they are coming from since, ultimately, they are the ones who have the power to help improve your facility. It's not always just staffing and lack of money. Some places have histories of not giving a hoot about the residents.

Take a look at the tags you received on your last survey. If any of them can be traced back to lack of staff--really traced back, not the same 'we don't have enough staff', then point that out and ask if you can have the staffing budget increased. If you are constantly running out of supplies, you might suggest an increase in the supply budget and a look at how supplies are ordered and who orders them. Did you get tagged on pressure ulcers? Maybe you need better mattresses. Be specific about the problems you face, and how the CEO can help solve them.

If you want ancillary staff, you could keep track of how many hours a day you perform non-nursing tasks: making copies, waiting on the phone, running to the supply room. Then look at your pay stub. How much of your OVERTIME can be attributed to your having to be the supply clerk and the unit secretary and and and...

Don't complain...don't whine. Don't WINE either...never a good idea to order a drink at a business lunch. Be logical and reasonable. If the CEO sees that your ideas are well thought out and well presented, and in the long run could save money and increase positive outcomes, he might go along with your ideas.