BUSINESS PLAN Sept 2013 – Sept 2014

OBJECTIVES

BY WHOM

BY WHEN

HOW MEASURED
GOOD COMMUNICATIONTo ensure information is circulated around home to staff, outside agencies residents and relatives. ­– All key workers and named nurses to have at least monthly reviews with families-  Web site to get feedback from staff and families.- All Residents/relatives/committee meetings to be of equal stature

– All comments whether positive or negative, to be reviewed and acted on

– No more than 2 complaints/home, from either staff or residents, to reach owner

– Managers  to have visual presence around the home 2xdaily min,

– all managers to work clinically at least weekly.

 All  staff

Admin staff

Staff rep on committee

All staff

All Staff

managers

Alison

Managers

 Sept 2014

May  2014

Dec 2013

ongoing

Sept 2014

Oct 2013

Dec 2013

 At least 12  recorded on care sys each residentImproved communication, Monitor websiteFacebook

Minutes of meetings with clear paper trail.

Number of complaints

Care plans

One to one with relatives

Complaints and suggestion book

Policies newsletters to be emailed 3 monthly

Audits, environmental, complaints

Owner to find max 10 issues/home

CareSys records, environmental

All to have visual presence in all areas

REPUTATIONTo be the best home locally in the area. – All staff & residents to feel they are in the  best home, all visitors to feel welcome- all homes to have own action plan, reviewed and actioned min each audit.

– To  maintain full compliance at all times, without suggestions

– All new staff through referrals

– Staff bonus always to have positive effect

All staff

Alison

      Alison

Managers

managers

All staff

All staff

Ongoing

Feb 2014

on-going

maintained

Dec 2013

All staff  audited through regular questioningHome occupancy & how referrals come6 monthly questionnaire & residents meeting

CQC Inspection written action plan

home audits between all three homes

Audit, feedback forms

Disclosure of bonus – automatic withdrawal

ECONOMYTo maintain a good quality of service at minimum cost to residents.

 

– Turnover of staff to be below 10%- No rooms vacant for more than 2 wks- To maintain care within 5 % of budget for all areas.

– Residents fees to be financially viable

– Gross Staff wages to not increase over inflation.

Staff sickness, holiday, hours controlled and monitored

– Staff to take full accountability for misuse

-Day Centre to have 15 occupants each day

Managers & Seniors

Elizabeth

Managers

All Staff

Alison

Managers

Kim

All staff

Kandy

Jan 2014

April 2014

March 2014

Dec 2013

March 2014

Dec 2013

Feb 2014

April 2014

April 2014

Figures – fee increaseVacancy records

Budgets

Bonuses

Residents fee increase – under HC inflation

End of year/monthly accounts, RPI,

Sickness and holiday being used

All correct – reports from Kim

Through maintenance and replacement costs

Evidence, accounts,

logos