November 2007 to Present. Directed the transition from contracted management (Life Care Services) to self-management of a 25 year-old continuing care retirement community; now strengthening financial foundation, refining operations and furthering reputation as the premier retirement community in South Alabama. Total units: 344 (IL, AL and SNF); revenues: $14.4 million; assets: $35 million (Please see www.WestminsterVillageAL.com).
Accomplishments include:
SUCCESSFUL CONVERSION TO SELF MANAGEMENT:
Included implementation of new financial reporting software, implementation of systems and procedures in all operating departments, training of management staff to new post-contracted-management roles.
EFfectively guiding organization through tumultuous financial environment:
Included negotiating with parties to complex variable rate 1998 bond transaction including municipal bond insurer providing credit enhancement, standby liquidity bank, fixed rate swap party, and refinancing $18.0 million bond issue.
COORDINATION OF COMPLICATED LEASE-BACK OF 75-BED NOT-FOR-PROFIT FREE-STANDING NURSING HOME:
Proposed lease-back from regional hospital system, performed financial feasibility (profitability) study, entered into letter of intent and developed communications plan, pending consummation of above refinancing.
CAREFUL REFINING, UPDATING AND STREAMLINING OPERATIONS:
Including reduction in base staff by 9.5% and expense rollback to 2006 levels substantially improving NOI from -$320,000 for ending fiscal 2007 (June) to +$485,000 ending fiscal 2009 (June), with 2% annual increase in monthly service fees.
REFOCUSED MARKETING:
To include more effective promotion, increasing new inquiries and reservations, and developed continuing care contract alternatives to existing life care agreement (including revenue neutral monthly fee only and abbreviated health care options).
DEVELOPED AND IMPLEMENTED STRATEGIC PLAN:
Following input from day-long retreat (February 2008) including selected residents, management staff and board.
1991 to 2007. Led the transformation of a declining single-site continuing care retirement community (Wesley Glen) into a state-of-the-art and financially-strong multi-facility senior housing and health care organization with three campuses and two satellite adult day care sites (Methodist ElderCare Services). Total units: 600 (IL, AL/RCF and SNF), plus 50 adult day care clients/day; revenues: $27 million; assets: $71 million.
Accomplishments include:
Thoughtfully evaluating intermediate and long term corporate position, and developing a long range plan to strengthen the long-term viability of a single-facility corporation (by strategically improving economies of scale and broadening the customer base through the addition of multiple sites and new levels of service):
Attracted acquisition of previously stand-alone §501(c)3 adult day care provider, “Life Center, Inc.” (then 16 years old, averaging 27 clients/day), increasing to four sites and serving an average of 55 clients/day, while improving operating performance during a period of flat state reimbursement through innovative marketing and improved operating efficiency.
Conducted site search and selection, then oversaw design, HUD financing, construction, marketing, opening and operations of new $12 million project (60-unit assisted living and 40-unit dementia care buildings) and day care operation, at new §501(c)3 corporation Wesley Ridge Retirement Community, Reynoldsburg, Ohio.
Added conventionally-financed single-story independent living “ridge homes” to Wesley Ridge campus.
Oversaw design, development, financing, construction, marketing and operation of $16 million 89-unit premier independent living building, Parkside at Wesley Ridge.
Highly visible leadership, interactive with all constituencies and publics:
Developed strong and loyal team through careful recruitment, general and specific training, supportive management style and responsive leadership of carefully-selected outstanding executive, middle management and entry-level staff members.
Led evolution of parent organization model for board governance, corporate ownership and management, ultimately for six affiliated organizations under one parent board.
Developed and executed successive 3-year strategic plans, to guide individual site development and overall corporate growth to assure long-range financial stability in an increasingly competitive and very dynamic senior housing and health care environment.
EXCELLENCE IN OPERATIONS:
Typically maintained greater than 96 percent occupancy in all levels of care, with high levels of resident, employee and family satisfaction, excellent state health department surveys, low turnover, no litigation, reduced general liability and workers’ compensation insurance premiums, prudent expense management, consistently resulting in strong bottom line performance.
Applied for and earned accreditation and reaccreditation by Continuing Care Accreditation Commission (CCAC) at Wesley Glen.
Executive Director, The Renaissance, Olmsted Township, Ohio (Cleveland metropolitan area). Opened new 252-unit continuing care retirement community, including hiring and orientation of staff, implementation of operating policies and procedures, initial licensing of nursing home and final marketing phase to fill and day-to-day operations. (1988-1991)
Director of Marketing and Facility Development, Van Scoyoc Associates, Alexandria, Virginia. National consulting firm specializing in market research and surveys, development and management, of senior housing and health care for nonprofit sponsors; led all new-project development, facility marketing and troubled-project turnaround engagements for 22 major clients (including 15-month full-time assignment to The Mayo Clinic). (1983-1988)
Assistant Administrator, Westminster-Canterbury, Virginia Beach, Virginia. Opened new 388-unit not-for-profit retirement community, jointly-sponsored by the Presbyterian and Episcopal churches; responsible for personnel, purchasing and operating divisions (dining services, housekeeping, laundry and maintenance) before/during opening and subsequent operations. (1981-1983)
Director of Manpower and Materials Management, Westminster-Canterbury, Lynchburg, Virginia. Opened new 244-unit retirement community; responsible for all initial hiring and acquisition of pre-opening capital equipment and supplies; later additionally responsible for dining services and housekeeping operations. (1980-1981)
Store Manager, Miller & Rhoads (division of Garfinkel’s, Brooks Brothers and Miller & Rhoads, Inc. Washington, D.C.), Lynchburg, Virginia store. Managed retail department store, oversaw redesign and renovation, 1977; “Most Profitable Store per Square Foot”, 1976; “youngest store manager in corporate history” at age 22. (1975-1979)
