In Ohio, a company called Graceworks Lutheran Services provides residential and other services to individuals to achieve

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Question:

In Ohio, a company called Graceworks Lutheran Services provides residential and other services to individuals to achieve stability in their lives. The 1,100 employees work at 40 group homes, day programs, and long-term care facilities. The 40 homes are located throughout four counties in Ohio. The situation from call-offs home managers spent upwards of 4 hours trying to find replacements, which led to house managers becoming burned out as they would have to pick up the shifts where staff were not available to fill. Employees would become frustrated as home managers contacted them on their days off to work multiple houses—schedules created with a pencil or spreadsheets, which would not allow for corporate oversight into the staff shortages. Staffing would vary based on each resident's needs, which made daily adjustments a necessity and nearly impossible with the current process. Home managers must carry the paper schedule and be available at any time. Employees can pick up shifts, but there is no way of knowing if the changes are functional. Home managers are unaware of available and willing employees for open shifts. PRN staff became discouraged as they had to keep in touch with each other to find available shifts. The home manager would develop a circle of employees that would become their go-to employees. The average turnover rate in behavioral health is estimated at 40% but can rise to 70% in the country for the dsp field. The constant turnover rate affects the continuity for their residents, and on average costs providers up to $4,000. Graceworks Lutheran Services has issues in the company that needs modernizing in its communication with each other, technologically, and increased employee satisfaction to save the company funds from the cost of turnover while doing this in a field that struggles with turnover across the country.

Objectives (3 max.)

70% of shifts filled by shared staff
Lower the turnover rate down to 25%
Increase employee satisfaction using a survey by 60%

Target Audience

Graceworks Lutheran Services is a company that not only takes care of a population of people that require the staff's daily attention and their families who struggle to provide adequate care for several reasons, which include the health and or age of a family member. Graceworks provides services throughout Ohio in Dayton, OH, and the Cincinnati, OH, areas. A company, it's a line of reliance residents rely on staff, but the company relies on the team staff just as much as the staff depends on the company. The sustainability and progression of the company, not only for residential care but the company's financial success as well as how the companies may impact the family's decision to where they send their loved one. In a company that takes care of people, how they have viewed matters to the greatest extent because they are scrutinized to the greatest extent.

Primary Audience

Direct Support Staff
Residents
House Managers
Families of Residents

Secondary Audience

Citizens of the Ohio area
Oversight of the State of Ohio
Future Direct Support Staff

Communication Strategies and Tactics (3 strategies minimum with at least 3 tactics for each strategy)

Strategy 1: Increase communication throughout the company

-Home mangers program to schedule online program such as (When I Work) which is immediately viewable by staff and corporate office.

- Home managers have their own separate communication program that is quickly accessible between home managers in order to expediate messages and lessen the chances of messages being missed.

-Have an on-call system for a group of office members who can work in case of emergency.

Strategy 2: Lower turnover rate in company

- Develop extensive paid classes about what the job entails, and corporate managers who started as a staff

- Implement a reward system that recognizes staff for going above and beyond the call of duty.

Strategy 3: Strengthen the relationship between corporate office and staff

-Have monthly and yearly surveys between houses for employee satisfaction for the home managers and corporate offices to review.

- Increase pay and give opportunities to increase pay based on seniority and explementary work.

-A company wide newsletter that highlights staff achievements, events, and updates.

6. Evaluation

(1.) Objective: 70% of shifts filled by shared starting 12 15, 2022 by February 1, 2023.

Evaluation: In order to determine whether or not the goal of having shared staff cover 70% of shifts has been achieved, the organization needs to keep track of the number of shifts that have been covered by shared staff over a specified amount of time and compare that number to the 70% threshold that was set.

(2.) Objective: Lower the turnover rate down to 25% starting 12 20, 2022 to February 1, 2023 by May 1,2023.

Evaluation: In order to determine whether or not the goal of lowering the turnover rate to 25% has been achieved, the organization should monitor the turnover rate over a specified amount of time and compare it to the target 25%. If the organization discovers that the turnover rate is less than 25%, the communication plan has been successful in achieving its goal and has been successful in achieving its objective.

(3.) Objective Increase employee satisfaction using a survey by 60% starting 12 25, 2022 by June 1, 2023.

Evaluation: In order to determine whether or not the goal of increasing employee satisfaction through the use of a survey by 60% has been achieved, the organization should carry out a survey to measure employee satisfaction and compare the results to the 60% increase that was desired. If the organization determines that the survey indicates that employee satisfaction is greater than 60%, then the communication plan has been successful in achieving its objective and achieving its goal.

This is the rough draft of the communication plan as a project and just wondering if there are any suggestions?