Confidential Personnel Record
EMPLOYEE DISCIPLINARY ACTION
& PLAN OF CORRECTION
Dine Right Eat Well Consulting, LLC d/b/a Dulla Care Home Healthcare
Employee
Amina Ali
Position
Operations Director
Department
Operations
Date Issued
October 29, 2026
Issued By
AK Jones, Owner / CEO
Level of Action
Written Warning (First Level)
30-Day Review Completed
October 2026
30-Day Follow-Up Review
November 27, 2026
60-Day Follow-Up Review
December 28, 2026
Notice of disciplinary action. This document is formal written notice that the performance concerns described below have been reviewed with you, and that a written warning is being placed in your personnel file. It also establishes a written Plan of Correction with specific, measurable expectations and follow-up review dates.
1. Basis for This Action
This action is based on your Operations Director job description, your 30-Day Performance Review, and direct observation of your attendance and work performance between October 25 and October 28, 2026. The job description requires the Operations Director to provide on-site leadership, supervise and hold office and field staff accountable, coordinate authorizations and billing follow-up, meet state and internal deadlines, and maintain dependable attendance.
Performance is evaluated against those written requirements, not against any standard outside of them. You are being given a specific opportunity to correct each deficiency identified in this document.
2. Statement of Deficiencies
F-1 Poor Attendance and Reliability
The Operations Director job description requires dependable, scheduled on-site presence to open and supervise the office. Between 10/25/2026 and 10/28/2026 the Operations Director failed to report as scheduled on one day, departed early without approval on two days, and called off on one day — four consecutive scheduled work days of lost operational coverage.
F-2 Failure of Accountability and Present Leadership
The position carries responsibility for daily operations, staff supervision, and audit readiness. Those duties cannot be performed remotely or retroactively. Leaving the office during an open OAG audit deadline, and without naming an acting supervisor, left staff and state-facing documentation without leadership oversight.
F-3 Missed Deadlines and Lack of Planning
Work assigned to the Operations Director continues to fall behind, including case manager communications, authorizations, and denied billing referred for action. There is no documented plan, tracking method, or escalation practice to ensure these items are completed within required timeframes.
F-4 Failure to Delegate and Hold Staff Accountable
The Operations Director is expected to lead through staff rather than personally absorbing every task. Case manager follow-up, authorization entry, and denial research can be delegated to office staff under supervision. The Operations Director has not built that workflow, has not held one-on-one production meetings, and has not held staff accountable for attendance, customer call handling, or timely submission of timesheets and daily clock in/out.
F-5 Non-Compliance with a Prior Written Commitment
At the 30-Day Performance Review the Operations Director acknowledged the attendance concern and committed to being present more consistently now that her sister would be home to attend to home issues. The days immediately following that review show the opposite result.
Page 1 of 4 · Dine Right Eat Well Consulting, LLC d/b/a Dulla Care Home Healthcare · 20 E. Broad St, Columbus, OH 43115
Record of Specific Incidents & Prior Commitment
The following dates are documented because they occurred within a single work week, immediately following your 30-Day Performance Review.
| Date | Incident Observed | Duty Implicated | Operational Impact |
|---|---|---|---|
| 10/25/2026 | Was scheduled to report to work at 10:00 AM. Did not report to work and did not notify the Owner/CEO in advance. | JD — Operations leadership presence; reliable attendance | Office opened without operational leadership; scheduled work and staff questions went unaddressed. |
| 10/26/2026 | Left work early for an unplanned appointment/meeting without prior approval, during the OAG audit deadline. | JD — Ownership of audit readiness, deadlines, and daily operations | Audit response and documentation were left incomplete while a state reporting deadline was open. |
| 10/27/2026 | Left work almost half a day early citing family issues, without prior notice or approval. | JD — On-site supervisory coverage; coordination of authorizations and billing | Authorizations and denied-claim work stopped mid-process; staff had no supervisor on site for the remainder of the day. |
| 10/28/2026 | Called off from work citing family issues, with no advance coverage plan for office operations. | JD — Accountability for office staff supervision and customer response | Supervision, call handling, and timekeeping follow-up were not performed that day. |
Prior commitment not met. During the 30-Day Performance Review, Ms. Ali agreed that she would be present more consistently, stating that her sister would be home to attend to home issues. The absences and early departures listed above occurred after that commitment was made, and the stated change in her home situation did not result in improved attendance or on-site leadership.
3. Ongoing Performance Concerns
- Case manager communications: calls and emails forwarded to you are not being answered or returned in a timely manner, leaving referral sources waiting on the agency.
- Authorizations: authorization requests and renewals passed to you remain incomplete, delaying service start dates and billing.
- Denied billing: denials referred to you for research and correction are not being worked or escalated within required appeal windows.
- Delegation: most of the above tasks can and should be assigned to office staff under your supervision; the work is not being distributed, reviewed, or tracked.
- Staff accountability: no one-on-one production meetings are being held; staff attendance is not being monitored; customer calls are not being tracked to resolution; and field staff are not being held accountable for timely timesheet submission or daily clock in/out.
4. Impact on Agency Operations
The agency is currently operating under an open OAG audit deadline. Unplanned absences and early departures during this period place the agency's compliance standing, reimbursement, and client services at risk, and shift unresolved work onto other staff and ownership. Home healthcare operations require a leader who is present, reachable, and able to make decisions on site during business hours.
Page 2 of 4 · Dine Right Eat Well Consulting, LLC d/b/a Dulla Care Home Healthcare · 20 E. Broad St, Columbus, OH 43115
Plan of Correction
Each deficiency listed in Section 2 has a corresponding corrective action, standard of evidence, and due date. Compliance will be measured by the evidence listed, not by intent or assurance.
| Ref | Deficiency | Corrective Action Required | Evidence of Compliance | Due |
|---|---|---|---|---|
| F-1 | Attendance and punctuality | Report to the office no later than 9:00 AM Monday through Friday. Any late arrival, absence, or departure before the scheduled end of day requires prior written approval from the Owner/CEO. Same-day call-offs must be reported by phone no later than 8:00 AM. | Daily sign-in/out sheet plus a written attendance summary submitted every Friday. | Immediate |
| F-2 | On-site leadership during audit deadlines | Be physically present on site during all OAG/ODA audit, submission, and recertification deadlines. Personal appointments are to be scheduled outside those windows. Any unavoidable absence requires written notice and a named acting supervisor. | Audit calendar with coverage assignments and submitted audit documentation. | Effective immediately |
| F-3 | Case manager communications and follow-through | Maintain a daily tracking log of all case manager calls, emails, and requests. Every inquiry is answered or escalated within one business day; no item may remain open more than 48 hours without documented escalation. | Shared tracking log reviewed weekly with the Owner/CEO. | Within 7 days |
| F-4 | Authorizations and denied billing | Clear all authorizations and denied claims assigned to the Operations Director within 5 business days of receipt. Maintain an aging report and escalate any denial requiring clinical input the same day. | Weekly authorization/denial aging report showing no item older than 5 business days. | Within 14 days |
| F-5 | Delegation and staff utilization | Assign case manager follow-up, authorization data entry, and denial research to designated office staff in writing, retaining oversight and review. Provide the Owner/CEO a written delegation list identifying each task, the assigned staff member, and the review cadence. | Signed delegation list and weekly review notes. | Within 7 days |
| F-6 | Individual accountability meetings | Hold and document a 30-minute one-on-one production meeting with each direct-report office staff member every week, reviewing output, deadlines, and attendance. | 1:1 log with dates, attendees, and production notes submitted monthly. | Weekly beginning 11/02/2026 |
| F-7 | Customer call accountability | Review the daily call log each morning and assign follow-up on every missed, abandoned, or unreturned call. Unreturned calls must be resolved within one business day. | Call log review sheet with staff assignments and resolution dates. | Daily |
| F-8 | Field staff timesheets and clock in/out | Run the timekeeping/EVV exception report daily. Contact every staff member with a missing timesheet or missed clock in/out the same day, issue a written reminder, and document repeat offenders. | Weekly compliance percentage report and written follow-ups on file. | Daily |
5. Monitoring and Follow-Up
- A written weekly status report covering items F-1 through F-8 is due to the Owner/CEO every Friday by 4:00 PM.
- The first follow-up review will be held on November 27, 2026 (30 days). A final follow-up review will be held on December 28, 2026 (60 days).
- Each review will determine whether the standard stated for each item has been met for the full period, and will be documented in the personnel file.
- Any new missed deadline, unapproved absence, or early departure during this period will be documented separately and reviewed at the next follow-up.
6. Consequences of Continued Non-Compliance
This is a written warning, the first level of progressive discipline. Failure to meet the requirements of this Plan of Correction within the 30-day review period may result in a final written warning. Failure to sustain compliance through the 60-day review period may result in further disciplinary action up to and including termination of employment.
Failure to report to a scheduled shift without notice, or abandonment of your post during business hours without approved coverage, may be treated as job abandonment. Nothing in this document alters your at-will employment status.
Page 3 of 4 · Dine Right Eat Well Consulting, LLC d/b/a Dulla Care Home Healthcare · 20 E. Broad St, Columbus, OH 43115
Employee Acknowledgement of Receipt & Response
I, Amina Ali, acknowledge that I have received and read this Employee Disciplinary Action and Plan of Correction. The deficiencies, corrective actions, evidence requirements, due dates, and follow-up review dates have been explained to me, and I have had the opportunity to ask questions about them.
I understand that continued failure to meet these requirements may result in further disciplinary action, up to and including termination of employment. My signature below acknowledges receipt of this document and does not necessarily indicate agreement with its contents.
Employee Response (Optional)
You may state your position, provide additional information, or note any disagreement here.
Employee Signature
Amina Ali
Witnessed By (Owner / CEO)
AK Jones
If the employee declines to sign, the witness below confirms that this document was presented and explained, and that a copy was provided to the employee.
Witness Signature
Name / Title
Human Resources
Carmelethia Johnson, HR Manager
Page 4 of 4 · Dine Right Eat Well Consulting, LLC d/b/a Dulla Care Home Healthcare · (614) 450-2966 · 20 E. Broad St, Columbus, OH 43115
Confidential personnel record — retain in employee file per agency record retention policy
