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Regional Director
 Approximately 1800 units on 8 Campuses
 3 Unbundled CCRCs: IL / AL /SNF
 4 IL / AL Communities
 1 Freestanding IL building
 $55 million Region
 $7.9 million of Operating Income
42%
5%
53%
IL AL SNF Total
853 275 234 1362
5 Communities
 Sales & Marketing Training
 Including Administrator, Activities & Food Service
Director = SALES TEAM
 Enhanced Services & Focus on Resident Lifestyle
 Applied to Every Aspect of the Business
 Weekly Follow-up
 Goal tracking – Big Boards / Graphs
 Recognition & Rewards
 CELEBRATE SUCCESSES publicly
 Private notices of under-performance
 Conference Calls
Averaged 5+ “net” move-ins per week
 “So thankful that Activities & Dietary finally
included in training!”
 “Glad to be part of the Team”
 “Learned a lot & enjoyed the energy”
 “Eye Opening”
 “One of the best things that has happened since
being here [with the organization].”
 “Learned a Better Way to do my Job”
 “Good Team Building”
Courtenay Springs Village
Financial/Census Analysis
Before "+1" After "+1"
10 Month Average 3 Month AverageIncome
Net Residential Rental Revenue 197,814 243,973
Asst. Living Rental Revenue & Services + ECC 25,087 24,778
Net SNF Revenues (Inc. Ancillary Revenues) 554,515 601,971
Other Revenue 83,416 84,549
Total Revenue 860,832 955,272
Expenses
Operating Expenses 661,336 717,714
Management Fees 57,865 58,238
General Insurance 24,005 33,016
Property Taxes 10,681 8,851
Total Expenses 753,887 817,819
Net Operating Income 106,945 137,452
Operating Margin 12% 14%

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Regional Director Sales and Marketing Training Boosts Occupancy

  • 2.  Approximately 1800 units on 8 Campuses  3 Unbundled CCRCs: IL / AL /SNF  4 IL / AL Communities  1 Freestanding IL building  $55 million Region  $7.9 million of Operating Income 42% 5% 53%
  • 3.
  • 4. IL AL SNF Total 853 275 234 1362 5 Communities
  • 5.
  • 6.
  • 7.
  • 8.  Sales & Marketing Training  Including Administrator, Activities & Food Service Director = SALES TEAM  Enhanced Services & Focus on Resident Lifestyle  Applied to Every Aspect of the Business  Weekly Follow-up  Goal tracking – Big Boards / Graphs  Recognition & Rewards  CELEBRATE SUCCESSES publicly  Private notices of under-performance  Conference Calls Averaged 5+ “net” move-ins per week
  • 9.
  • 10.  “So thankful that Activities & Dietary finally included in training!”  “Glad to be part of the Team”  “Learned a lot & enjoyed the energy”  “Eye Opening”  “One of the best things that has happened since being here [with the organization].”  “Learned a Better Way to do my Job”  “Good Team Building”
  • 11.
  • 12.
  • 13. Courtenay Springs Village Financial/Census Analysis Before "+1" After "+1" 10 Month Average 3 Month AverageIncome Net Residential Rental Revenue 197,814 243,973 Asst. Living Rental Revenue & Services + ECC 25,087 24,778 Net SNF Revenues (Inc. Ancillary Revenues) 554,515 601,971 Other Revenue 83,416 84,549 Total Revenue 860,832 955,272 Expenses Operating Expenses 661,336 717,714 Management Fees 57,865 58,238 General Insurance 24,005 33,016 Property Taxes 10,681 8,851 Total Expenses 753,887 817,819 Net Operating Income 106,945 137,452 Operating Margin 12% 14%