The following plan identifies strategic areas of focus within the whole of Pleasant View and is designed to provide the framework for measurable goals and outcomes designed to promote higher levels of quality of life, services, and opportunities for the individuals and staff of Pleasant View. The focuses identified are to be actively monitored and updated within Executive Reports to the Board of Directors including measurable outcomes and timelines. The overall focus remains to be true to the mission, vision, and values of Pleasant View while fostering a greater level of quality of life.

The four primary areas of focus are: Competency of and retention of staff, enhance programs and services, improve the environment of care and supports, and increase/maintain financial viability.

Competency and retention of staff:

• Offer bonus for end of fiscal year 2021-22
• Increase pay scale across the board with a $2/hour increase
• Develop master professional development standards to enhance competencies and add to future pay increases
• Explore retention and attendance bonuses
• Revise employee evaluation process to foster competency-based outcomes associated with job performance and pay

Enhance programs and services:

• Continue the implementation of the Electronic Health Records.
• Redefine the scope of services based upon current staffing patterns and competencies within the organization to include rightsizing and maximizing the economy of scale
• Enhance structure of day program
• Implement Community Engagement
• Finalize reorganization of departments and positions to foster efficiency of programs

Improve the environment of care:

• Transition all administrative processes from Broadway to Harrisonburg to improve efficiency and communication
• Assess the long-term use of Lee High (12 bed home and HCBS) and make renovations to environment to maximize quality and staffing
• Increase outdoor use areas of Harrisonburg Day Program
• Create individual bedroom in Brenneman House and move staff office to garage
• Assess long-term use of Turner House with renovations as necessary including a potential additional bathroom
• Assess best use of space for current and long-term use of Harrison House as an ICF or a modified program in the future

Increase/maintain financial viability:

• Partner with Housing Authority for leasing and property management of closed facilities for a minimum of two year.
• Enhance quality control measures for purchasing focused on groceries and supplies while having routine comparisons to previous fiscal years.
• Monitor and increase billable service hours of the Harrisonburg Day Program
• Add Community Engagement services to enhance billables