The document summarizes Lizbel Vasquez's consulting internship with The Amsterdam Nursing Home (ANH) and Caretech Group to help reduce ANH's operating costs. Steve Katz from Caretech initiated the relationship to outsource ANH's purchasing. Vasquez's role was to analyze cost data to identify savings from Caretech's purchasing approach and support transitioning to their new system. This helped ANH realize efficiencies from outsourcing to Caretech and minimize costs from things like back orders and requisition processes. Vasquez learned the importance of data to support changes, managing challenges that occur during implementation, and understanding an organization's culture.

1. CONSULT AS A CHANGE AGENT
Lizbel Vasquez
May 24, 2016

2. The Amsterdam Nursing Home
& Caretech group
•Prof Katz, initiated consult relationship
with A.N.H. for out sourced purchasing
•Opportunity to participate

3. Consult As a Change Agent
• Reduce operating costs
• Labor component
• Reduce costs and wastes
• Help ongoing viability to
meet it’s mission

4. The Amsterdam
Nursing Home
• Located on the Upper
West side of Manhattan
• Founded 1872 by
Episcopal church members
• Led by Rev. Isaac H. Tuttle
• Not for profit organization
• 409 beds
• Top 33
• Population 70% Medicaid

5. A.N.H. Mission statement
• We seek to provide the comforts of life
to the elderly and infirm who require
nursing home or community centered
care.
• “lighten the burden” of those we serve

6. HELPING LONG TERM CARE
PROVIDERS WITH SUPPLY CHAIN
MANAGEMENT AND LOGISTICS

7. Caretech Approach
• Serve over 500 facilities
• Leverage to improve purchasing power
• Acts as a GPO
(grand purchasing organization)
• Lean thinking , Lean supply management

8. Preceptor
Steve Katz

9. Stephen Katz
• Vice President for Business Development
at Caretech Group
• Reports to Vice President and the
Administrator at A.N.H.
• Exposed me to key management process
within the organization
• How the organization operates especially
aspects of interdepartmental cooperation
within the organization

10. My Role

11. Management Intern
• Adjust cost report figures to properly reflect
related party transactions
• Provide data analysis Caretech comparison
cost savings
• Support transition from existing purchasing
systems to new system that Katz is providing
• Prepare purchase orders, finalize inventory
information to expedite A.P. process

12. My contribution
• Established close working relationships
with interdisciplinary departments
• Provided data that Katz used to identify
opportunities for savings
• Data was used as a catalyst to improve the
timeliness of the A.N.H. decisions.
• Data helped A.N.H. adapt to the changes
from the outsource purchasing entity

13. Summary
Problems
• Employee salary
• Back orders
• (Waste)too much time
processing purchasing
forms and orders
Solution
• used outsourcing services
• Minimized vendor
selections
• (Lean) reduced requisition
usage to certain vendors
• eliminated paper
requisitions and use
electronic order guide
• minimized days to put in
orders and delivery of items

14. OUT COME
Nursing home realized that
Steve’s business and his solutions
was more efficient and decided to
stay contracted with outsourcing
services

15. What I
learned

16. What I Learned
• Sense of work and data that supports the
change
• Purchase items and supplies as prudent buyer
• Do not receive and or store excessive volumes
of inventory for length periods
• Even when senior management support
change Implemented change is bumpy at
best

17. What I Learned
• Some leaders can be inflexible about
systems changes and system
integration
• Katz and Caretech had to adapt
implementation process accordingly
• Patience ( managing your boss)
• Willing to except managing that
occurs in order to be in an
organization fit

18. What I Learned
• Conclude tasks that are applied to decision
making
• Even when people agree to change they
don’t move swiftly to support it
• Find areas of agreement
• Important to understand the culture of the
organization

19. Trusted
Advisors

21. Steve Katz
Prof. Lehman College
V.P. Business Development
• It’s important to Read the
Harvard Business Review
On How to Manage your
boss? It makes it crystal
clear !
• Health care is ever evolving
• Be prudent & have a Plan B
• Doing things well does not
mean you can do leadership
• Quality = Bottom Line

22. HR Director
Nicole Beckford
• Make sure your job looks
like you
• If your not passionate it’s
work, If your passionate
it’s a pleasure
• It’s not just what you
know it’s getting to know
the players
• Better to give a delayed
answer than a wrong
answer
• You never get to re-do a
bad impression

23. Judith Fenster
Administrator
”
• Leadership is your Central
Guiding Core
• Need good alignment to
resolve conflict
• “Jack of all trades but a
Master of none”
• Know enough to gain
respect

24. President & CEO
Jim Davis
• Critical elements in
staying successful is
Trust and Loyalty
• Go with your instincts
• Problem solving is
relied upon those
around you
• Don’t expect and think
you can do it on your
own

25. “There are different
philosophies of what being
in business is, how you treat
employees and customers
should be focused on
patient care”
L.E.

26. Resources
• <http://www.amsterdamnursinghome.org/
• http://www.caretechgroup.com/
• https://hbr.org/2005/01/managing-your-boss