In reviewing strategies and the operational and tactical objectives, what key performance, benchmark, and evaluation indicators should I consider? adequately explain how to measure success and failure for each performance, benchmark, and evaluation indicator; including depth, breadth, and triangulation for each indicator.

• Identify at least 3 key performance indicators
• Identify at least 3 performance benchmarks
• Identify at least 2 evaluation indicators

Here are my strategies:

Operational and Tactical Plan (for each Strategic Priority listed above)

Strategic Priority #1: Resident-Centric Excellence

1. Operational/Tactical Objective #1: Conduct regular resident surveys to gather feedback:This objective involves regularly administering surveys to residents to collect their feedback, opinions, and suggestions regarding the nursing home's services and amenities. By actively seeking resident input, the nursing home can identify areas for improvement, assess the effectiveness of current services, and make data-driven decisions to enhance the overall resident experience.2. Operational/Tactical Objective #2: Implement additional recreational and social activities:This objective focuses on diversifying the range of recreational and social activities offered to residents. By introducing new and engaging activities, the nursing home aims to provide residents with a broader spectrum of options to participate in, catering to various interests and preferences. These activities can contribute to residents' mental and emotional well-being, reduce isolation, and promote a sense of community.3. Operational/Tactical Objective #3: Expand fine dining program options:This objective involves broadening the choices and experiences within the fine dining program provided to residents. It may include offering a more extensive menu, incorporating thematic dining events, or accommodating specific dietary needs and preferences. Expanding the fine dining program aims to enhance the dining experience, making it more enjoyable and personalized for residents.4. Operational/Tactical Objective #4: Improve resident-staff communication channelsThis objective seeks to establish and enhance effective communication channels between residents and staff. It may involve implementing regular meetings, feedback mechanisms, or digital communication platforms that allow residents to express their concerns, provide suggestions, and maintain open lines of communication with the caregiving team. Improved communication fosters a more collaborative and resident-centered care environment.

Strategic Priority #2: Fiscal Strength and Longevity

1. Operational/Tactical Objective #1: Diversify revenue sources through partnerships:This objective aims to broaden the nursing home's sources of revenue by forming strategic partnerships with other healthcare providers, organizations, or businesses. Such partnerships might involve collaborations with local hospitals, rehabilitation centers, or home health agencies to provide additional services and generate income. Diversifying revenue sources can reduce reliance on government reimbursements and enhance financial stability.2. Operational/Tactical Objective #2: Implement cost-effective measures for long-term care: This objective focuses on identifying and implementing cost-effective practices without compromising the quality of care. It may involve streamlining administrative processes, optimizing resource allocation, and adopting efficient healthcare technologies. By reducing unnecessary expenses and improving resource management, the nursing home can enhance its financial sustainability.3. Operational/Tactical Objective #3: Develop financial counseling services for residents:This objective involves offering financial counseling services to residents and their families to help them navigate the complex financial aspects of long-term care. These services can include guidance on Medicaid and Medicare eligibility, insurance claims, and financial planning. By assisting residents in making informed financial decisions, the nursing home can ensure that residents can afford their care and reduce potential financial strain.4. Operational/Tactical Objective #4: Explore grant opportunities for facility improvements:This objective focuses on seeking and applying for grants and funding opportunities that can support facility improvements and upgrades. Grants may be available from government agencies, philanthropic organizations, or community foundations. Exploring and securing grants can provide additional financial resources for necessary facility enhancements, such as renovations, equipment upgrades, or technology investments, contributing to the nursing home's long-term sustainability.

Strategic Priority #3: Community Empowerment and Engagement

1. Operational/Tactical Objective #1: Establish partnerships with local organizations:This objective involves forming collaborative partnerships with local community organizations, such as senior centers, educational institutions, or cultural groups. By working together, Jasper Gardens can create mutually beneficial relationships that offer residents access to additional resources, activities, and support while also contributing to the broader community's well-being.2. Operational/Tactical Objective #2: Host regular community events at Jasper Gardens:This objective focuses on organizing and hosting events at the nursing home that are open to the local community. These events may include health fairs, educational workshops, cultural celebrations, or social gatherings. Hosting such events promotes interaction between residents and the community and positions Jasper Gardens as an active and engaged member of the local area.3. Operational/Tactical Objective #3: Promote Jasper Gardens as a resource for the community:This objective emphasizes actively marketing Jasper Gardens as a valuable resource for residents and their families in the community. It includes promoting the nursing home's services, expertise, and contributions to the local area through various communication channels, such as social media, local media outlets, and community newsletters. This helps raise awareness about the services available and fosters a positive image in the community.4. Operational/Tactical Objective #4: Collaborate with local healthcare providers for referral programs:This objective seeks to establish collaboration agreements with local healthcare providers, such as hospitals, clinics, and physician practices. These partnerships can facilitate the referral of patients in need of nursing home care to Jasper Gardens. By working closely with local healthcare providers, the nursing home can ensure a smooth transition for patients and their families while also contributing to better healthcare coordination within the community.

Strategic Priority #4: Infrastructure Advancement and Expansion

1. Operational/Tactical Objective #1: Assess and plan for facility expansion:This objective involves conducting a comprehensive assessment of the nursing home's current capacity, needs, and potential for growth. Following the assessment, a strategic plan for facility expansion is developed. This can include evaluating the feasibility of adding more beds, constructing additional buildings, or renovating existing spaces to accommodate the changing needs of residents and the community.2. Operational/Tactical Objective #2: Upgrade and modernize the physical environment:This objective focuses on enhancing the physical infrastructure and environment of Jasper Gardens. It may include renovating common areas, resident rooms, and facilities a more modern and comfortable living space. Upgrades can also involve incorporating advanced technology and safety features to improve the quality of care and the overall resident experience.3. Operational/Tactical Objective #3: Ensure compliance with regulatory requirements:Ensuring compliance with regulatory standards is a critical objective for maintaining the nursing home's operational integrity. This involves regularly reviewing and updating policies and procedures to align with federal and state regulations, as well as industry best practices. Compliance efforts aim to provide residents with a safe, high-quality care environment while avoiding potential legal and financial consequences.4. Operational/Tactical Objective #4: Optimize bed utilization for maximum revenue:This objective seeks to maximize the utilization of available beds within the nursing home to increase revenue. It involves carefully managing bed occupancy, ensuring that all beds are consistently filled, and minimizing vacancies. Strategies may include effective marketing, efficient admissions processes, and managing discharges to maintain a steady and sustainable revenue stream for the facility.

Strategic Priority #5: Talent Excellence and Retention

1. Operational/Tactical Objective #1: Implement a comprehensive staff training program:This objective focuses on designing and implementing a structured training program for staff members. It includes orientation for new hires and ongoing professional development opportunities for existing employees. The program ensures that staff members have the necessary skills and knowledge to provide high-quality care, adapt to evolving practices, and stay updated on industry standards.2. Operational/Tactical Objective #2: Develop a career advancement plan for employees:This objective involves creating a clear career development path for employees within the organization. It includes identifying opportunities for growth, defining promotion criteria, and providing resources for staff to acquire additional skills and qualifications. A well-defined career advancement plan can motivate employees, enhance job satisfaction, and improve retention rates.3. Operational/Tactical Objective #3: Enhance staff satisfaction and retention initiatives:This objective aims to improve the overall job satisfaction of staff members and reduce turnover. It may include implementing measures to enhance the work environment, recognizing and rewarding exceptional performance, and actively seeking and addressing employee feedback and concerns. A satisfied and engaged workforce is more likely to stay committed to the organization.4. Operational/Tactical Objective #4: Strengthen leadership and management capabilities:This objective focuses on developing the leadership and management skills of individuals in leadership roles within the nursing home. It includes training, mentoring, and coaching programs to enhance their abilities in areas such as team management, communication, conflict resolution, and strategic planning. Strong leadership can positively influence staff morale and performance, contributing to overall talent retention.

Evaluation Plan:

1. Regularly assess resident satisfaction through surveys:This involves conducting periodic surveys with the use of a Likert scale. The survey aims to measure resident satisfaction and assess its effectiveness. To quantify responses a Likert scale allows an assigned numerical value to satisfaction levels for analysis. The survey measured objectives among residents to gauge their overall satisfaction with the services, care, and living environment provided by Jasper Gardens. These surveys capture resident feedback on various aspects, such as the quality of care, dining experience, social activities, and staff interactions. The results help identify areas for improvement and measure the success of initiatives aimed at enhancing resident services and quality of life.2. Monitor financial performance and revenue diversification:This component entails ongoing financial monitoring to assess the nursing home's financial health and sustainability. It involves tracking key financial indicators. Utilizing financial key performance indicators (KPIs) to calculate revenue, expenses, and profit margins. Additionally, it focuses on diversifying revenue streams through partnerships, grants, and other initiatives to reduce dependency on government reimbursements and ensure long-term financial stability.3. Measure the impact of community engagement initiatives on facility reputation:To assess the effectiveness of community engagement efforts, this element involves collecting data on the nursing home's reputation and standing within the local community. Metrics may include feedback from community members, attendance at community events, and media coverage. Evaluating the impact helps determine if community engagement efforts are positively influencing the nursing home's image and community relationships.4. Track progress in facility expansion and improvements:This aspect involves continuous monitoring of the progress and outcomes related to facility expansion and improvement projects. Utilizing net promoter score as a framework to gauge the likelihood of residents recommending the facility based on their experiences with community engagement initiatives.5. Evaluate staff training effectiveness and retention rates:Evaluating the effectiveness of staff training involves the use of pre-and post-training assessments. To track retention rates continuous monitoring and calculating will be compared with historical data to determine the impact on employee retention. The collection of feedback will be used as the perception of its effectiveness. The use of this qualitative data identifies areas for improvement.

Change Management Plan:

Change management plan, including the following:

1. The size of the change and its impact on the community and the organization:The size of the change that Jasper Gardens Nursing Home is embarking upon is substantial, involving multiple strategic priorities aimed at enhancing resident services, achieving financial sustainability, engaging with the community, expanding the facility, and developing talent and staff retention. These changes will significantly impact both the community and the organization. Residents and their families will experience improved services and facilities, while the community will witness a more engaged and open nursing home. The organization will undergo a transformation in its processes, services, and culture, requiring adjustments and adaptation from all staff members. 2. The organization's readiness for change:The organization's readiness for change will be assessed through a thorough analysis of its current state, including staff capabilities, culture, and capacity for change. This will involve surveys, interviews, and discussions with employees at all levels. Readiness will also consider the willingness of the community to engage with the nursing home in a more active manner. Based on this assessment, strategies will be developed to address any resistance or barriers to change.3. Change management strategy:The change management strategy will focus on communication, engagement, and collaboration. It will involve forming cross-functional teams responsible for specific initiatives, fostering a culture of continuous learning, and involving employees and residents in decision-making processes. The strategy will emphasize transparency, soliciting feedback, and providing regular updates to ensure that all stakeholders are well-informed and involved in the change process.4. Team structure and responsibilities:The team structure will include a Change Management Team led by a Change Manager, along with sub-teams dedicated to each strategic priority. Each team will have specific responsibilities related to planning, implementation, communication, and evaluation.5. Champion roles and responsibilities:Champion roles and responsibilities will be assigned to enthusiastic and influential employees who will advocate for the changes within their respective departments. These champions will act as change agents, encouraging their colleagues to embrace the new initiatives and serving as a bridge between leadership and staff.6. Planning and implementation:Planning and implementation will be guided by a detailed roadmap that outlines the objectives, activities, timelines, and resource requirements for each strategic priority and operational objective. The plan will prioritize the most critical changes while ensuring alignment with the organization's mission and vision.7. Communications plan:The communications plan will encompass both internal and external stakeholders. It will involve regular town hall meetings, newsletters, digital platforms, and direct engagement with residents and their families to ensure transparent and timely information sharing. The plan will also include mechanisms for soliciting feedback and addressing concerns. 8. Resistance management plan:A resistance management plan will be in place to proactively identify potential sources of resistance and address them through open dialogue, additional training, or support measures. This plan will acknowledge that resistance to change is natural and provide strategies for managing it constructively.9. Training plan:A training plan will be developed to ensure that employees have the necessary skills and knowledge to adapt to the changes. It will include both initial training for new processes and ongoing development opportunities.10. Incentives and celebration of key milestones and successes:Incentives and celebrations will be incorporated to recognize and reward staff and residents for their contributions to the successful implementation of changes. This may include awards, recognition events, and milestones' celebrations.11. Timeline/schedule of activities:A timeline/schedule of activities will be created to provide a clear view of the sequence of change initiatives, milestones, and deadlines. This will help ensure that the change process stays on track and is completed within the desired timeframes.12. Budget for change management:A budget for change management will be allocated to cover the costs associated with training, communication, incentives, and any external support required for the successful implementation of the strategic priorities. The budget will be regularly reviewed and adjusted throughout the change process to ensure adequate resources are available.