Making $ense In A Downturn Economy
 Chances are with 2009 underway your Long Term Care business is going through some changes. What was allowed in 2008 might not make financial sense today. As your Long Term Care business evolves with new economic realities, remember that two bedrocks for prosperity come from the stability of your staff and the satisfaction of your residents.
Many current facilities are challenged to find the right balance between the touch of humanity within sound financial principles. Key to addressing the problem is properly aligning skill sets to resident caregiving demand curves. This requires moving from traditional 8 or 12 hour shifts to preference-based flex schedules (6, 8, 10, 12 hour shifts). The approach has proven to reduce overtime, increase operational profits from 5% to 20% while increasing overall staff satisfaction up to 92% to 98%.
A motivated staff and profitable operations encourages continuity of care and promotes resident attitudes. Contented residents and families encourage referrals. This brings in new admissions which produces a sustainable cash flow. As a result, management is then capable of reinvesting in their facilities, caregiving operations and staff salaries... which also encourages employee retention.
The Point: Long Term Care operations need to revisit traditional methods of skill set allocation to reduce costs, improve operational profits, motivate staff satisfaction and retain qualified personnel.
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