Branching out to other senior groups and allowing them to host events in our communities. aka bridge clubs, men’s groups, outside bible studies etc.
Improve first impressions/curb appeal
Risk management for falls, skin, medication management
Continue to develop the regional wellness team to be strong in defining solutions when problems are identified.
Implement outreach and relationship building campaigns across all departments
Payroll with Archer compliance (regional director of operations)
Need to eliminate agency
Drive consistency and compliance with company expectations
When to use agency
Shift pick up bonuses
Engage employees to fill shifts without agency
Employee shift pick ups
PRN shift visibility
Address care fee gaps (wellness service area)
CBA accuracy and POC documentation to capture needs
AR Aging (internal operations support)
Culinary expense control (culinary service area)
Culinary: transition from attempting to manage day-to-date operations at the community level to a more global program mindset.
Turn on additional income streams
Are invoices coding to the new added charge codes?
Along with deploying the PCM model in the coming year, put more effort in readiness for attractiveness to advantage plans, consolidate vendors, etc.
Satisfaction driving retention (culture based)
Continue the use of Activated Insights: adding to our Annual survey. Using it for move in, 90 day, and pulse surveys.
Culture training to reduce grievances filed
Overcome the home office vs community dynamic.
Retaining employees will help reduce hiring costs and will give us the institutional knowledge needed to better onboard new employees and leaders.
Retention (Staff and longevity, incentive programs)
Career ladder: Leadership development program to help those interested in growing within the organization understand their path forward
Implement event involvement for line staff to increase engagement
Google Review campaign for Arrow by service area
Set onboarding standards for new hires
Improve service area culture toward internal and external customer satisfaction
Front of the house revamp and new roll out standards
Improve current traditions
Jolly Squad 2.0 and Centenarians Club
Create a bigger social media presence. Day in the Life presence?
Joint Commission & ALZ Certification
Channels of Communication (collaborate with service areas)
Home Office & Community Leadership Dashboards
Roles and responsibilities/Key accountabilities
Develop one-on-one agenda/relevant topics per position
Business Plan implementation as a regular discussion point
COO will serve as Captain
C Suite will select new priorities across Arrow to ensure alignment
Overcoming the us vs. them (home office vs community management)
Skills mastery (take community examples)
Continuing to bridge the gap and improve communication not just within our department but across other departments.
Continue to collaborate with other departments on event programming.
Accountability: Defining KPIs
Metrics Scorecard more widely used
Add new metrics
Revenue / Unit
Archer Schedule Compliance
Bonuses tied to performance
End of month reporting
Bringing all service areas onto KPIs
Create a phased approach to Executive Director onboarding. We are currently focused on the first 14 days or so but need to look beyond the initial experience and take it to the next level.
Clearly define the potential roles an Assistant Executive Director can hold in a community. This has been hanging out there for a bit mainly because this is a versatile position that we need to continue to use in that manner based on the needs of the community.
Clearly define the Resident Services Coordinator role.
Define demos, pilots and roll-outs
Move manual workflows into
Automated Monthly Wellness Visits
Revise helper report – at risk focus/QAPI
Revised wellness scorecard
Have all vendors through DSSI to capture all expenses more timely
Culinary move towards company wide vendors/partnerships
Night cleaning checklist
Special Care & Path
Helping families with emotional transition (ex: move-in to MC or transfer)
Integrate AI into our processes
Streamline creative requests and marketing workflow to hit deadlines
Automating the renewal and insurance process to reduce the manual administrative work required.
Streamline accounting process
Better define role of Internal Operations
See more detail in bulleted item below
Accounts Payable Improvement
Build efficiencies in accounts payable processing to allow us to manage more communities without adding staff
AP automation solution to streamline the process and also reduce fraud. Possibly save money on the check, envelope, stamp costs, and overhead of doing it.
Review of cost/benefit of outsourcing our AP to a 3rd party vendor or bank provided system
Have all contracts updated and maintained in Sage and develop a sustainable process for contracts to lower liability risk of not having visibility of our commitments and to lessen the payroll hours needed to manage any due diligence items in regard to contracts.
Continue to restructure the accounting department and grow the Financials Coordinators to a higher level and transition more items to internal operations. Cross train and grow the Internal Operations team to better assist at all areas of the company
Arrow App powered by Cubigo
To create excitement and buy-in, we will be referring to Cubigo as the Arrow App consistently throughout the organization.
Grow resident use
Use the Arrow App as a direct line of contact with family members and residents.
Grow employee use
Streamline our processes and how we can record and use the metrics to align our communities