ORGANIZATIONAL UPDATES
INFORM & EMPOWER TEAM MEMBERS Our team continues to work toward implementing a comprehensive Team Member Engagement program to empower staff to provide feedback, and foster connectivity through increased communication and departmental collaboration. • Improvement on Press Ganey Employee Engagement Results indicate significant and steady progress – 3rd>21st>40th percentile • Implemented Employee Rounding across all service lines • Monthly formal communication from CEO • Monthly department meetings (required) • Quarterly Town Halls (12-14/quarter) at all locations and various shifts/times • Comprehensive overhaul of ConnectTeam employee app and renewed focus on utilization RECRUIT & RETAIN OUTSTANDING EMPLOYEES We strive to be the employer of choice in our community and invest in recruiting the most qualified workforce. • Voted Best Place to Work in Butler County 2023 • Implemented new Hiring Software & Recruitment Process • Hired 2 new recruiters with specialized focus areas • Monthly collaboration of marketing & recruitment teams for prioritized position campaigns • Redesigned Onboarding Process • New Celebrate Rewards & Recognition Program • Monthly (purposeful) leader rounding ENGAGEMENT What It Means We are committed to cultural transformation, increasing engagement, connecting with and empowering staff, recruiting and retaining a skilled and dedicated workforce. Why it’s Important An engaged and well informed team results in happier employees, decreased turnover and increased client satisfaction. Strategic Priority #1
COMMITMENT TO TRAINING & CAREER DEVELOPMENT As an organization, we are committed to providing increased and ongoing professional development opportunities. • Implemented Leadership Development Institute (LDI) for all managers to promote an aligned and consistent approach to leadership training and development • Collaborate with community partners to further workforce development initiatives. • Miami University’s Work+ Program, Butler Tech Partnership, Hamilton High School Partnership, Easter Seals • Developed a Tuition Reimbursement program to help fund the continued educational efforts of our staff • Skills Lab and annual competency evaluation added for Health Services staff training and education • CBH participating in the Great Minds Fellowship internship program to enhance behavioral health workforce Expand Engagement Strategies to Include Donors & Volunteers We remain focused on connecting individuals with our philanthropic mission. • Hired Katie Crank at new Director of Development • Shifted development focus to planned and major gift strategy • Working on relaunching Legacy Society • Landing Campaign completed at Berkeley Square • In process of developing a new position for Executive Director of Resident Lifestyle to coordinate Lifestyles/Volunteer & Memory Care programming for all service lines
REIMBURSEMENT & PAYMENT MODELS We embrace a value-based approach to managing the health and wellness of a broader population in a capitated model. • We maintain Preferred Provider status in all three Health Systems; Kettering, Mercy & Tri-health • Hired Axis Consulting to audit our billing and documentation processes • Annual rate review and adjustments as-needed • Retooled IL Fee structure at BSQ and WRC to limit our long term entrance fee liability (standard 5 year amortization) • Retooled IL fees at BSQ and WRC for enhanced focus on monthly fees that compound annually vs. increasing our Entrance Fee CONTINUUM OF CARE We continue to advance our position within the region, focusing more attention on providing additional value to our clients by leveraging our broad scope of services to provide clients with exceptional quality from their trusted provider. • Launched Community First Pharmacy Meds to Bed program • Expansion of Independent Living on Berkeley Square’s Campus • Extending Rep Payee & Guardianship programs into Warren County • Foundations KY • Montage Mason • Kettering Health – Sycamore Glen • Discounted Foundations Counseling for Team Members • Counseling for Seniors (BSQ/WRC/MM) through CBH • Expanded HCBS to assist Middletown community when local service provider closed • Increased from #197 in 2022 to #192 in 2023 Ziegler top 200 largest US non-profit multi-site senior living providers VALUE What It Means Quality/Cost = Value, and we are dedicated to finding the balance in this ratio in order to maximize the quality clients receive while remaining focused on delivering services at the most appropriate cost. Why it’s Important In order to stay viable in a dynamic value-based healthcare environment, clients and payers are seeking the highest outcomes at a reasonable cost. Strategic Priority #2
ORGANIZATIONAL EFFICIENCIES We are focused on furthering our reputation for connecting clients with a diverse scope of services from a convenient and trusted provider. • Hired Vice Presidents of Sales to lead organization-wide approach to sales • Hiring Executive Director Resident Lifestyle to lead alignment of lifestyle services across all residential communities • Implemented content plan for ConnectTeam Employee App to focus on promoting connectivity & communication between service lines • Launched phase I of full website redesign to help clients more easily connect with services through our continuum
INDUSTRY BENCHMARKS We actively participate in local, regional and national industry leadership forums to ensure we identify and respond to current and future trends. • LeadingAge Ohio Board • LeadingAgeOhio Chair Advocacy Committee • Ohio Aging Services Network (Contracting with Payors) • LinkAge Board • NIC Conference • LinkAge Fund #3 • Ohio Council for Behavioral Health • Fitch Benchmarking OPERATIONAL EXCELLENCE We are working to implement a balanced scorecard approach to strategically identify and improve service line operations and their resulting outcomes, benchmarking local, regional and national trends. • Implemented Vena • AVP Quality & Compliance • Significant success with MDS • Completed Love and Company Market Study • CBH utilizing new custom reporting system in Carelogic called Looker • Implementing monthly budget reviews with service line leaders BEST PRACTICE What It Means Using industry benchmarks, we will work together to right size programs, continuously monitor expenses, identify operational efficiencies and opportunities for revenue growth. Why it’s Important Benchmarking and implementing Best Practice ensures we remain competitive in our market, increase performance outcomes, gain efficiencies and provide the highest quality. Strategic Priority #3
COLLABORATIVE PARTNERSHIPS We remain focused on building relationships to identify opportunities for collaborative partnerships that further organizational goals. • Kettering Health – Sycamore Glen • Maximize preferred provider referral source networks • Kettering Health – Repisodic Implementation • Council on Aging support for Central Connections client transition • Miami University Hamilton – Work+ program • Butler Tech – Nursing Assistant Training Program • Hamilton High – Work program
GROWTH What It Means We will continue to expand our mission, seeking to serve more clients and develop additional programs in response to dynamic community needs. Why it’s Important Community First has been a recognized leader for more than a century. In order to sustain and further our mission, we must continually seek to support more clients generating increased revenue. Strategic Priority #4 GROW EXISTING SERVICES IN EXISTING GEOGRAPHIC MARKET • Meals on Wheels Butler County • Berkeley Square Independent Living Expansion • Reopening of Coach House • Expansion of Berkeley Square Resident Amenities – The Landing • Addition of CBH working with Butler County Juvenile Court GROW EXISTING SERVICES IN NEW GEOGRAPHIC MARKETS • Completed acquisition of Montage Mason • Formalized strategic partnership with Kettering Health - Sycamore Glen • Opened Foundations Kentucky office GROW NEW SERVICES WITHIN OUR EXISTING SERVICE LINES • Launched Colonial At Home Lite for short-term resident assistance • Relocation & reset of Community First Pharmacy & Medical Supply DEVELOP NEW SERVICE LINES OUTSIDE OF OUR TRADITIONAL SCOPE & (POTENTIALLY) GEOGRAPHIC MARKET • Evaluated JV with local consulting group but we ultimately decided it was a “no-go” due to contract negotiations
METRICS & OUTCOMES We achieve and maintain high quality indicators from annual surveys, industry ratings and accreditations. • Voted Best of Butler County (5 separate categories) • Best Place to Work in Butler Co. • Best Assisted Living #1 BSQ; #2 WRC • Best Rehab – JT • Best Pharmacy – CFP • Best Fitness Center – Elements • Jamestowne named Best Short Term Rehabilitation by US News & World Report • Maintain 4 & 5 – Star CMS ratings at Westover, Berkeley Square & Jamestowne • Implemented Vena KPI program • Consolidated CBH and Lifespan quality and compliance tasks through singular leader • Nursing Hourly Rounding to improve quality and reduce the risk of falls OPERATIONAL EXCELLENCE We deliver value-based quality care, standardizing policies and practices across our service lines and organization (as applicable) using national best practice. • Implemented Always Behaviors across all service lines • Much much better but still work to be done • Converted CBH NPs to a comp model based on productivity/collections and instituted a similar model at Foundations • Hired AVP Quality & Compliance CLIENT SATISFACTION We are focused on exceeding client expectations - we actively collect and respond to satisfaction indicators and seek to provide a positive experience through every step of the consumer journey. • Council on Aging Survey Results • Resident Satisfaction surveys & Action Plans • Joint Commission Accreditation at CBH QUALITY What It Means We are focused on providing exceptional outcomes to our clients in an affordable, safe, effective manner. Why it’s Important Providing high quality programs and services is critical to satisfying clients and retaining their loyalty. Quality is becoming increasingly transparent, and that transparency allows us the opportunity to better communicate outcomes. Strategic Priority #5
SUSTAINABILITY We strive to achieve long-term financial strength, ensuring operational results support the strategic priorities of the organization. • 5-year capital plan created & implemented • Annual capital process created • “A-“ Fitch rating – continued affirmation of rating even with additional debt • Analyzed all major spend and re-contracted services in medical supplies, equipment rental, therapy services, dietary management and others that all yielded significant savings • Converted to a 100% self-insured model for unemployment expense saving almost $100,000 annually GROWTH We continue to build an operating model that allows us to leverage fiscal resources needed to support growth. • Developed relationships with a number of brokers in order to get on their radar for evaluating potential acquisitionshave also developed a highly respected team of bond counsel, investment bankers, and lawyers that can execute our debt and acquisition/growth plans • Each new program is now accretive • Streamlined our Evaluation/Due Diligence Process to include reputation analytic, market demand analysis, fiscal modeling with multiple scenarios • Added VP of Sales will allow us to consider more Value Add facilities that may have a demand that isn’t being met by a particular facility but could be with the right marketing and sales structure • Bond Financing – Phase 15 & Montage – that will align and mature on the same date to allow for a refi that could include bond financing if rates are desirable. This would allow us to re amortize these projects and reduce our MADS for another 30+ Years • Established Mission Link for financing outside risk of CFS FISCAL INTEGRITY What It Means We are committed to sound budgeting practices, prudent fiscal management, cost effective operations, and long term planning. Why it’s Important Ensuring we have the capital and operating funds needed to sustain the organization and support our mission. Strategic Priority #6
REVENUE CYCLE/ACCOUNTING PRACTICES We are committed to fiscal transparency with team members, and focus on standardizing practices within Accounting and Revenue Cycle. • Review of fiscal positioning with entire CFS team during Town Halls • Clean annual audit report show the level of sophistication and processes • Created automated distribution of departmental reporting and implemented a consolidated budget tool through the implementation of Vena • Financial screening of new residents allow using a formal system designed for Senior Living and is scientific methodology to accurately predict org liability (potential) • New Rates with COA • Meals, Case Mgt, MHARS BOARD, CBH • Contracted with 3rd party AR specialists to work final denied accounts on a contingency basis, which has collected over $200,000 • Contracted with a 3rd party for AP check processing/mailing which pays for itself through rebates on converting some vendors to electronic payment processing
MARKET LEADER We are recognized as an active thought leader in developing new services and programs to meet the need of our local, regional and state-wide market. • Best of Butler County • PMD Middle Market Assessment • Love & Company Market Study – IL expansion • Engaged RLPS National Senior Living Architectural Leader for Berkeley Square Master Planning TECHNOLOGY & INFRASTRUCTURE We evaluate new technologies and effectively deploy technologies to support the goals and mission of the organization and improve quality outcomes. • Meds to beds program • Repisodic – KH SNF Referral System • BoardSpot communication efficiencies • Touchtown Resident Communication App • Nursing implemented new scheduling software to allow more flexibility and minimize scheduling disruptions when employees are off the clock COLLABORATION & COMMUNITY We understand the dynamic challenges in our community and partner with other providers to develop solutions. • Hamilton Links • Hamilton Vision Commission Board • Fitton Center & Resident LifeStyle Programming Collaboration • Tours and advocacy with State Representative Carruthers & Congressman Warren Davidson • Leadership Hamilton stops annually at CFS to discuss healthcare and post-acute care INNOVATION What It Means Continually seeking new, better, more effective ways of meeting the needs of our communities. Why it’s Important Innovation is vital to market growth, positioning the organization as an industry leader. Strategic Priority #7