number of things we might be looking at
at any point in time.”
Fairbanks reviews the same types of
information, but adds financial data (such
as EBITDA and Net Operating Income),
marketing (sales calls, mailers, inquiries
received, etc.), labor costs, and nursing
data to that long list.
Adding in feedback
As important as all of those metrics are,
feedback—from employees as well as
residents—is just as important when it
comes time for decision-making.
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we’ll evaluate it from an organizational
perspective. And if it’s beneficial to the or-
ganization we’ll do it. If it’s neutral to the
organization, we’ll do it. If it’s negative to
the organization, well, we’ll still evaluate
it and consider it—if it’s going to benefit
the residents and the employees.”
Country Meadows surveys both its
customers (residents) and coworkers
annually. The provider also surveys cus-
tomers about a month after move-in and
coworkers about two months after they
begin. In the latter case, coworkers are
asked questions such as, How was your
orientation? How was your training? How
was your mentoring? Customers are asked,
How was the move-in process? How was
your adjustment? Have we lived up to our
promises?
Additionally, the company conducts
exit interviews whenever customers and
coworkers leave a Country Meadows community. In each situation, “the numbers
are important, but even more important
