4. TRAVEL BUDGET
Over budget year after year
Most of the travel costs are due to transportation and lodging
Suggested minimum travel of budget of $25,000
5. VOC TEAM BUILDING
Recognition of intradepartmental difficulties
Request for team building activity
3 activities in a 2-hour timeframe to address
and work out issues
6. SED & MEC TEAM BUILDING
11 out of 12 participants responded to the survey
All were either somewhat satisfied or very satisfied with the activities
8 out of 11 would recommend these activities to other departments
Suggestions: a session to discuss issues then a team-building session to address those issues
7. ESOP EVENT
Arranged for 56 tickets to Tigers
game
Rented a bus for travel to and
from Comerica Park
Inclement weather affected the
event
8. LARGE GROUP OUTING POLICY
New rules for planning and going on
large group outings
Plan event 1 month in advance
Require upfront payment
Utilize EC app
9. CLIENT ADVOCACY
Clients and staff benefit from deeper
bonds
Staff select two clients to advocate for
Assign advocate within 2 weeks of
admission
Follow client throughout time at EC
Utilize volunteers from the community
11. OVERTIME TREND
Analyzed over-time trends over
a six month period
Slots full vs. Over time hours
Provided a template for HR to
continually update
12. PARADISE HOUSE/CONNECTING WITH THE VA
Traveled to Paradise House
location
Licensed location under CARF
Met with the VA hospital in
Iron Mountain, Darlene
Gronevelt from KEDA, and the
VFW at Houghton County
Airport to discuss community
outreach.
13. ADMINISTRATIVE EXPENSE REPORT
Analyzed administrative
expense accounts from 2011-
2015
Used for bonus payout
distribution consideration
Relationship to Travel Budget
14. ADMISSIONS PROJECT
Collected and managed
admissions data for a one-year
time frame
Discussed several refractory
clients with Unit Managers
Discussed out comes and
solutions in the management
meeting
15. INTERNAL UNIT MARKETING
Discussed internal marketing with Unit
Managers
Discussed unit uniqueness factors and
how that applies to client treatment
protocol
Suggested ways to promote specific unit
based on unit resources and client needs
17. WHERE OUR ADMITS COME FROM
Currently developed relationships with:
Hospitals: 20%
Case Managers: 30%
Social Workers/Guardians/Lawyers: 20%
External Sources:
Relatives searching for options: 27%
Unknown: 3%
18. PROGRAM COORDINATORS
Currently
• Maintain relationships
• Actively market when comfortable
• Bonus based on whether or not they market
Barriers
• Time
• Comfort level
• Incentives
19. PC MARKETING IMPERATIVE
1x/2 month physical outing with
PC Team
After meeting, thank them for
their time; follow up
Make a new contact 1x/2 weeks
Call or email potentials; must
follow up
Continual monthly follow-up
20. RATIONALE
10 PCs * 24 contacts = 240 contacts/year
48 people will take interest in EC
About 10 (9.6) will admit a year
1 admit per PC
1 year in Licensed Space for one transitional client ≈ $441*365 = $160,965
$160,965*10
Efforts translate to $1,609,650 in revenue
10 PCs 24 Contacts $1,609,650* =
21. SUGGESTIONS
Eliminate BAs and UMs from the marketing teams
If UMs want to move up to become PCs, must do marketing
Structure the bonus related to referral development
If 2/month contacts and 6/year outings +1 admit BONUS
Start program at beginning of next fiscal year
Thank you so much for your attendance. We’ve come to the end of our time here and would just like to take some time to show you what we’ve done this summer.
So here is a brief outline we’re going to discuss today. We’ll go over some of our individual projects, talk about our joint project, give some suggestions, and then conclude our presentation.
So first for the projects I worked on…
I did an analysis of budget spending on executive travel. I found that we are over budget year after year, and that most of the costs are due to transportation and lodging. This is where we should try to save money. Based on spending current travel and spending trends, I recommended a budget of $25,000 and made some suggestions on how to save money in the future.
Next I did a team building activity for the VOC dept. They enjoyed it and found it useful, so they asked for an activity with the farm staff as well.
So we did some team building with MEC as well, which was generally looked upon as favorable. I sent them a brief electronic evaluation survey on their experience.
I helped put together the ESOP Event as well. (r). Because of the event cancellation issues, I wrote some new P&Ps for large group outing planning. Give 3 or 4 options and have staff vote on which one they’d like to do; provide different dates so that everyone on all 3 shifts has an opportunity to attend.
Some of the key features of the new P&Ps are (read slide). In app you can register for events; at the end of registration period payment is taken out of staff’s paycheck. When there are updates or changes to outing, it will send you a push notification. Other uses for the app can include staff profile, and EC News Bulletin.
I looked at the client advocacy program and looked for ways to spread it throughout EC (btw it is also listed as a service offered by the ATI Program). The reason Client Advocacy is so successful in East is due to the long-term status of their clients. So first I would suggest starting the program in South, then moving on to the suites in Moriah, then the apartments.
In order to address these issues, we came up with a simple format for PCs to follow. 1x/2 month physical outing with PC Team- can be a seminar or conference; After meeting, thank them for their time with a handwritten note (include promotional item and/or marketing materials); follow up
With just bi-weekly contacts, leaving out the physical outings and other marketing efforts…
