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Westminster-Thurber Community

Organizational Impact

Early to Mid-Implementation Signs of Organizational Impact:
Increased levels of occupancy; Reduction in the use of agency staff; increases to operating margins; Waitlists for residents; Reduction in turnover of leadership team; Reduction in turnover of front-line staff (may be negligible or slight until 2+ years post full implementation efforts); Strengthening of outside community support and volunteers.

Organizational Impact Findings - Organizational impact in case study findings is defined as impact in quality and/or staffing impact that increases revenue and/or decreases costs for the organization.

  • The above average occupancy graph illustrates the organizational advantages of reputation and quality impact. Even at an extremely conservative scenario of $50,000 total yearly revenue per resident, Westminster-Thurber still generates $600,000 in additional revenue over the national average (100 bed assumption).
  • Rehab studios have embraced culture change and garnered an impressive presence in the community. Admissions increased by 62% from 2005 to 2008. This is further illustrated by the above graph indicating that 98% of residents would recommend Westminster to a friend and are satisfied with the overall environment.
  • Annualized staff turnover for the entire organization decreased by 9.4% from fiscal years 2007 to 2008.
  • Westminster reduced agency staff by 50% a year in 2007 & 2008.
  • Despite challenges, one year post-implementation the Pathway Home is Westminster-Thurber's most profitable operational area generating positive operating margins. Self-scheduling of staff has reduced use of agency personnel and the Pathway Home already has a lengthy waitlist for residents.  

Case study findings also revealed additional examples of quality improvements that lead to cost efficiencies.

  • Westminster's decision to educate the entire staff (labor costs) incurred unbudgeted expenses for training, which were absorbed in the operational budget. Resources for educational materials (books, supplies, etc.) came out of each department's training lines. 
  • Each team member gave sacrificially of their time to achieve culture change objectives. The sacrifice came through staff often staying late or taking work home. The non-monetary costs were in the commitment of Westminster staff, who realized the value and need for change, where the ultimate outcome would be to obtain a work environment built on establishing relationships, honoring each other, and working in teams to overcome obstacles. 
  • With this exception, all others costs were covered by donations or gifts from interested residents and family members who spoke of the noted changes they could see in management and staff.

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