Mason, Ohio (August 15, 2017)—Strategic planning is well underway at Cedar Village, with a focus on protecting and preserving its mission. The process launched with a 2016 summit that included leaders from the region’s Jewish agencies, Cedar Village board members and employees.
In May of 2017, the strategic plan identified four pillars: financial sustainability, quality healthcare, customer satisfaction and workforce. Since then, Cedar Village has made measurable progress.
Under the “Quality Pillar,” the organization recently achieved its highest quality rating in three years from the Centers for Medicare and Medicaid Services. As part of its workforce initiative, Cedar Village reduced temporary labor by more than 80% building a better trained team. Under “Customer Satisfaction,” there has been a 20% uptick in resident approval of dining services, as measured by regular surveys.
The focus of the financial sustainability pillar is to review ways to improve the organization’s finances. Cedar Village relies on revenue from post-acute care (inpatient rehabilitation), with 50 of 162 patient beds delivering that care. That model worked for many years, with profits nearly off-setting the cost of the mission that includes serving people on Medicaid and kosher kitchens. Until recently, the gap was small enough to be filled through fundraising.
Recent changes to Medicare have significantly impact revenue and the volume of patients at Cedar Village. Cedar Village launched new service lines, including private duty home care and a skilled home health and hospice joint venture with Maple Knoll Village. However, revenue from these new sources is not keeping pace with the declines in reimbursement from Medicare, and Medicaid reimbursements that have remained flat as costs climb.
As Cedar Village moves forward with its strategic planning process, information is being shared, and the community is invited to comment at: CedarVillage.org/strategicplan/.”