An even greater threat.

Many organizations wait until a crisis actually happens such as critically low cash flow or an adverse survey that puts the facility's license and reimbursement at risk before reacting; however, even if the crisis is averted, often the outcome does not make them seem heroic, but rather "asleep at the wheel."

There are many "early warning signs" that the leadership of a nursing home has become complacent. Some of these include: a slipping census, an increase in outstanding accounts receivable, tight cash flow resulting in increased outstanding accounts payable, use of agency nursing staff, low employee morale, and an increase in customer complaints.

Many administrators do recognize the warning signs, but by themselves are not able to adequately transform the organization to avoid an imminent disaster. Usually they are not able to establish a high enough sense of urgency in their department managers to move them out of their "comfort zones" so they watch initiative after initiative sink into a sea of complacency. The most common feedback in a complacent organization is, "Yes we have big problems, but it's not my department's fault".

"Synergy has a team of professionals capable of inserting themselves into each department of a long term care organization to ensure that every department is successfully navigated and assimilated into the vision created for the organization so success can be lasting"