JFS at Home Strategic Communications Plan

1. JFS at HomeStrategic Communications Plan October 17, 2007 Presented by Davis Design

2. Situation Analysis • An aging population and longer life expectancies are increasing the need for personal care and homemaker services in the home. • According to the US Census Bureau, as of 2005, Colorado has a population of over 4.2 million residents. Furthermore: - 19% are age 65 or older (over 900,000 people) - 4% are 75 or older (207,000) • Caregivers of older adults report that care giving services are needed due to: • Old age (15%) • Cancer, diabetes and heart disease (9% each) • Alzheimer’s disease (8%)

3. Situation Analysis • A study sponsored by the National Alliance for Caregiving and the AARP reports that 21% of the US population is providing unpaid care to friends and family age 18 and older. Additionally, this same study reported that: • The typical caregiver is a 46-year-old female, providing over 20 hours of care each week to her mother. • 48% of caregivers work full-time while another 11% work part-time • More than half the care recipients live in their own homes and about 25% live alone.

4. Situation Analysis • There is substantial consumer choice in selecting personal care and homemaker services, with over 160 certified personal care and homemaker provider organizations. About half are in the metro Denver area, yet the market is very fragmented and consumers find themselves with little knowledge of how to select a trustworthy provider. • Jewish Family Service is well positioned to launch JFS at Home and provide home care services, given their legacy of reliable community outreach to the underserved, excellent leadership and committed staff.

5. Situation Analysis • A differentiating feature of JFS at Home’s philosophy and service is its case management component. An in-home assessment will be undertaken by a case manager, establishing a collaborative partnership with the family/client to determine the scope of services, coordinate care and match the client with appropriate caregivers. • JFS at Home will begin operations a private pay organization with the goal of being able to subsidize care for those unable to pay within several years. The current situation creates both opportunities and challenges.

6. Opportunities • Jewish Family Service of Colorado is a strong brand, imbued with integrity, excellence, commitment and is recognized as a champion of ordinary and underserved people. Leveraging that brand equity is a significant asset. • Existing senior and adult services staff provide an excellent stream of referrals and a strong infrastructure is already in place.

7. Opportunities • JFS at Home is a natural extension of the Jewish Family Service mission and vision, and it will allow the organization to enhance the lives of many more families. • Since JFS at Home does not include medical care, traditional Medicare-certified home health agencies are more amenable to referring to them as there is no possibility to lose a Medicare patient to JFS at Home. Private pay, non-Medicare certified organizations that provide nursing are notoriously slow to refer clients back to Medicare agencies when those clients are Medicare eligible.

8. Challenges • Retaining and training qualified staff members is an ongoing challenge for any organization providing home care services. • The brand equity of Jewish Family Service must be balanced with overcoming any preconceived notions that JFS at Home’s affiliation means that it is a Jewish-only organization. • Operational glitches may occur as the new division is launched and contingencies should be designed to handle those. Service shortfalls can be difficult for consumers to overcome.

9. Challenges • The enormous number of competitors makes it more difficult to differentiate one organization from another. True separation from the crowd will only be possible by creating authentic points of differentiation. • There may be inconsistencies in the patient/family experiences that create a gap between the brand promise and the brand experience. • Changing the referral patterns of caregivers will require significant outreach and education.

10. Objectives • Build awareness of the JFS at Home brand among all target audiences. • Increase the number of referrals from non-JFS organizations. • Increase the volume of consumer inquiries regarding JFS at Home. • Continue to deliver on the Jewish Family Service mission by adding value to consumers and the community. • Educate internal audiences about JFS at Home capabilities.

11. Target Audiences • Internal: • All employees • Volunteers • Organizational Leadership • Board of Directors

12. Target Audiences • External: • Consumers, particularly women age 45+ • Hospital and home health discharge planners • Staff of senior residences • Selected primary care doctors and geriatricians • Support groups & associations that assist people living with chronic conditions (Ex. Local chapters of Arthritis Foundation, AHA) • In-home caregivers, targeted through support groups, women’s groups • Synagogues and affiliated schools

13. Strategies • Build a guerilla marketing infrastructure that will allow JFS at Home to effectively target specific market sectors and deploy resources in an agile, cost-effective and sustainable way. • Leverage the non-medical aspect of JFS at Home as it is a differentiating feature that separates it from some of the most highly regarded competitors (ex Bayada Nurses). This point of differentiation is a tremendous competitive advantage as it creates opportunities for collaborative relationships with Medicare-certified home health agencies. • Harness JFS brand equity by cultivating a reputation as a thought leader and industry expert ancillary, non-medical home care.

14. Strategies • Enhance relationships with discharge planners and other referral sources. • Educate Jewish Family Service employees and volunteers about JFS at Home capabilities. • Use the strong network within the Jewish community to help create grass roots results • Complement marketing tactics with PR to stretch dollars.

15. TacticsOrganizational Referral Sources • Designate a few champions who are responsible for networking with organizational referral sources such as geriatricians, hospital discharge planners and Medicare-certified home health agencies and creating collaborative relationships with them. There is potential to cross-refer clients who may need Medicare skilled care services. Although clients needing skilled care will require physician orders, the JFS at Home staff is in a position to help consumers select their Medicare provider. • Use a tickler system to ensure regular contact with referral sources.

16. TacticsOrganizational Referral Sources • Provide potential referral sources with a laminated piece that has JFS at Home overview, contact information, telephone numbers, web site address, emergency number, etc. so that referring agencies have a durable, user-friendly tool that they are inclined to keep. • Join and become an active member of the Colorado Association of Home Health Agencies.

17. TacticsJFS Employees, Volunteer, Board • Create an energetic, upbeat internal launch for JFS at Home within Jewish Family Service to increase awareness of the service and knowledge about its capabilities. • Creatively educate launch attendees about the scope of services and the referral mechanisms. Employees and volunteers make tremendous ambassadors so the ROI on such an event can be significant if they leave a launch party with expanded knowledge and a sense of excitement about the new division. • Use existing communication channels (newsletter, e-mail, etc.) as mechanisms for sustaining awareness and encouraging referrals. • Engage influential volunteers and Board members to become ambassadors for JFS at Home.

18. TacticsJewish/Non-Jewish Consumer Markets • Create several print ads that can be used repeatedly over the next twelve months in selected venues that JFS at Home can routinely place themselves. Vehicles include: • Intermountain Jewish News • Playbills for events at Jewish Community Center and other theatrical outlets, including Denver Civic Theater, Denver Center Theatre Company, Curious Theater Company, etc. These venues are affordable and provide repeat exposure • Next edition of Seniors Blue Book of Denver, which is well regarded among seniors • Selected community newspapers/magazines • Metro area church and synagogue newsletters

19. TacticsJewish/Non-Jewish Consumer Markets • Use www.SeniorsResourceGuide.com/Denver in multiple ways (web site of the Seniors Blue Book). • o Become listed as a provider in their referral section on homemakers and companions • o Submit articles to their web site • o Advertise on their site • Design a brochure to educate consumers about home care and help them gain confidence in selecting JFS at Home. Uses include: • o Follow-up to a phone or web inquiry • o Leave-behind at community centers, senior residences

20. TacticsJewish/Non-Jewish Consumer Markets • Provide robust online content and resources for consumers. Possible topics include: • Downloadable PDF of brochure about services offered • How to choose a home care provider • The benefits of home care • FAQ section (great place to talk about inclusivity, overcome the question of whether clients must be Jewish) • Why an in-home assessment and care management provide added value • Education on the difference between Medicare services and private pay offerings • Tips for determining whether your loved one needs home care or a higher level of care • The role of the in-home assessment

21. TacticsJewish/Non-Jewish Consumer Markets • Provide robust online content and resources for consumers. Possible topics include: • A safety checklist for the home • Dealing with depression • Common sense strategies for coping with an older parent • Tips and tricks for keeping mental acuity from declining • Online bridge or other games to provide social networking • “Ask an expert” column—sort of an Ann Landers style Q & A • Support for family caregivers, links to various organizations that provide other kinds of assistance and information • Blog for people to discuss all kinds of concerns, issues, share tips, etc.

22. Next Steps • Finalize a budget • Finalize the timeline • Prioritize and finalize tactics