Organic Growth – Getting More Out of What You Already Have

“You’ve Got Questions . . . We’ve Got Answers”

 Is there something really important that I should focus on in 2017?

 

You should focus heavily on “organic growth” in 2017.  My definition of organic growth is reducing expenses and enhancing revenues of existing properties.  Committing substantial capital investments in terms of new development and construction is not the only way to realize additional future growth.  Here are three basic organic growth strategies:

  1. Revenue Enhancement – Sharpening your pricing strategies while staying competitive and market-responsive.
  2. Improving Occupancy – Since most of your fixed costs are probably already covered, the incremental profit margin for each additional unit occupied soars to approximately 65% for assisted living and up to at least 80% for independent living.
  3. Expense Reduction – As an example, a community consisting of 120 independent living and 35 assisted living/memory care units operating at 90% occupancy results in approximately 50,000 annual resident-days. Reducing operating expenses by just $2.00 per resident-day (PRD) would result in $100,000 of additional cash flow in 2017.  The median operating expense benchmark for the above defined community is approximately $112 PRD.  A $2.00 PRD expense reduction would decrease operating costs by 2%.

The central budgeting theme for 2017 should be – organic growth – getting more out of that which you already have.

 

MDS can tailor our services based on your need of revenue enhancement, occupancy and/or expense reduction. An operations analysis can uncover a way to increase your cash flow.  Call us today and let’s get started on your success.

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To Understand What Works, Drill Down

 

[This article by Jim Moore previously appeared in the industry publication McKnight’s Senior Living]

It is generally recognized that the senior living business is becoming more complex with increasing need for operational sophistication and innovative best practices. The senior living continuum of products and services is growing. There is a pressing need to optimize the financial viability of existing communities through revenue enhancement and expense reduction.

Yet in spite of these generally recognized complexities and challenges, many sponsors and owner/operators still focus exclusively on tracking and evaluating their financial position on a broad consolidated basis. This is a great big-picture summary approach, but the true financial dynamics and sensitivity of the organization must address the development of individual cost and profit centers within the continuum. Simply combining three or four businesses within a community into one simple consolidated income statement of revenues and expenses is not the best practice for the future. In reality, each of these major product and service businesses should meet reasonable industry financial benchmarks of:

  1. Revenue
  2. Expenses
  3. Net operating income
  4. Profit margins
  5. Cash flow

Each cost center must initially stand alone before being merged into the consolidated financial statement. Just using consolidated financials can frequently mask unacceptable sub-par performance of one cost center, while penalizing another one.

Clearly owner/operators must provide a seamless consolidated continuum of products and services for their aging residents. But this consolidated continuum is really composed of a number of individual business models with unique challenges and opportunities. Each key element of this continuum must first be segmented as standalone cost and profit centers and then (and only then) combined to track the results on a consolidated basis. Each business element must be successful individually.

Let’s take a look at a typical example. One of my clients operates a comprehensive CCRC that has independent living, assisted living/dementia/memory care, nursing/rehabilitation and assistance-in-living/wellness as major components in their seamless continuum for their residents. These components have each been segmented as these standalone profit centers. Individual income statements exist for each one. These individual income statements include earned operating revenues, operating expenses including direct costs and an appropriate overhead allocation that applies to that cost center, individual net operating income, profit margin and cash flow. These financial statements also include monthly and year-to-date budget versus actual results and, where appropriate, a discussion of why variances occur.

This approach also quantifies and enhances the objective assessment of key staff member performance. Coupled with resident satisfaction scores, this provides an objective criteria for addressing important initiatives.

The senior living continuum is becoming more complex, with services like comprehensive assistance-in-living within independent living, geriatric assessment, memory care and external continuing care at home. Financial performance sensitivity is also increasingly putting more pressure on profits, debt service coverage and capital investment needs impacting overall cash flow for aging physical plants.

The standalone cost and profit center is a concept whose time has arrived. It is already being implemented by progressive sponsors and owner/operators. The benefits include sharpened pricing, focused cost controls and potential overhead cost reduction. Finally, the concept is fast becoming a key element of a state-of-the-art business practice.

Need help drilling down your financials? Contact MDS at 817-731-4266

 

More Wage Pressure Could Be On The Horizon!

In a proposed plan by the White House, more exempt employees will be eligible for overtime compensation.

More Wage Pressure Could Be On The Horizon!

Not long ago I wrote a piece on the impact of increasing wages through both higher minimum wages and entry level wages in Is Your Business Prepared for the $15-An-Hour Entry Level Worker? Now, you should not only consider the impact of rising wages for hourly workers, but also potential wage impacts related to exempt employees. The proposed plan by the White House would raise the threshold of wages in which exempt works are eligible for overtime compensation.

The Proposal

A recent White House Proposal will increase the number of exempt employees eligible for and entitled to compensation for overtime work beginning in 2016. The new regulation increases the minimum pay for overtime-eligible exempt employees from $455 a week to $970 a week, or $23,660 to $50,440 on a yearly basis.

Currently, hourly and salaried employees making under $455 a week or $23,660 a year are generally eligible for overtime compensation for hours worked in excess of 40 per week. If this proposal goes into effect, it will increase the eligibility for salaried employees making up to $50,440 a year to be eligible for overtime compensation. This will more than likely have an effect on most department managers and some administrative personnel currently employed at senior living communities who have previously been ineligible for overtime due to their exempt status.

Changes To Be Considered

If the proposal is approved, this will create a need to start doing a few things differently for the exempt employees making under $50,440 per year. The first thing would be to start tracking these newly eligible employees’ time closely, even if they work off-site or from home. If the employee consistently works overtime, the changes that can be considered will include: whether to institute a no more overtime policy, increase the employees pay to $50,500, or convert them to an hourly rate and adjust for overtime normally worked.

Policies for communicating with these employees during off hours by phone, text, or email will also need to be evaluated. It would also be prudent to consider the impact of employees who might cover for others due to no-calls, no-shows, or other absences. If the coverage situation happens at the end of the scheduled work week, then this employee would more than likely have already worked enough hours to be eligible to an overtime situation.

Definitive Action is Needed

It may be tempting for management and employees alike to take a laid-back view on this emerging situation. If you don’t get anything else from this article, the one piece of information you should remember is this: I can assure you that you will be better off planning ahead for the proposed rule change. Don’t be tempted to procrastinate, and don’t simply make a handshake agreement with an employee and think that nothing needs to be changed because everything will work out in the long run. Unfortunately, it doesn’t always work out, and the cost can add up.  The cost of the overtime work, penalties, time other employees will spend on this, and possible litigation will cost you more than it would have to initially just do be prepared from the start. Not to mention the hassle of having the Labor Department in your business for goodness knows how long.

Be Proactive

Let MDS help you evaluate the possible impact of wage increases in your community. I can work with you and your team to calculate your financial expose based on potential changes in over-time regulations for exempt employees. A proactive approach will allow us to develop alternative pay plans and work schedules to minimize the financial and service impact on your organization.

While we don’t know where minimum and entry level wages will eventually land, I will also help your team run “what-if” scenarios based on several factors to estimate the impact of multiple levels of increase. Putting this all together will help guide management’s approach to evaluating and setting monthly service fees, and service packages designed with minimal impact to the organization, its residents, and staff members.

Don’t procrastinate on these important wage-related issues. There is still plenty of time to design a well-rounded solution that has minimal impact to your organization.

 

As an update to the entry level worker pay story, the New York Wage Commission has endorsed the planned hike in fast food workers to $15 per hour.

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

Is “Cost Creep” affecting your income statement?

 

What is “Cost Creep”? How is it measured?  How does it affect your community, division, or company? What can you do to stay out in front of it?  These are some questions I hope to answer for you.

Cost creep, in its basic form, is providing more care to residents than you are being compensated for. This can come about for many reasons, such as:

Is “Cost Creep” affecting your income statement?

  • an incorrect loaded hourly rate on which to base monthly service fees (MSF) and care tiers upon;
  • not having residents assigned to correct care tiers;
  • not catching resident’s decline soon enough; and
  • caregivers not understanding the dynamic of what they provide the resident and the company through their service.

 

Use Correct Wage Rates

One of the first steps to stay ahead of cost creep is to make sure that your employee’s loaded wage rates are correct and appropriate. When loading an employee’s wage, you want to include their regular base wage, benefits, overhead, indirect time allotments, and an appropriate profit margin. Once you have accounted for all of these factors you will arrive at the appropriate loaded wage rate on which to base your monthly service fees and tier levels upon.

The base wage is just like it sounds:  the face amount at which you pay the employee. If the employee receives any benefits, what is that cost per hour they work? We generally see this in the 25% to 35% of the employee’s base wage. Overhead can be a little more complicated, but think of it in terms of how much do you need from each employee to fund the director of nursing, human resources tasks associated with the employee, funding of Executive Director, meal programs, and so on. MDS generally see this range in the 15% to 25% of the employee’s base wage.

Indirect time is the time a caregiver spends on the clock but not performing hands-on resident care. This could relate to paper work, charts, meetings, breaks, training, and other unrelated tasks.  Most time and motion studies have shown that the average caregiver will be productive, i.e. providing hands-on care to a resident, approximately 80% of the time, so this is what MDS generally uses unless an individual case can be made showing more or less. Profit margins will vary depending upon your company’s goals and the level of care provided at your community.

Once you have developed your loaded wage rate for caregivers, about half of the battle is over.  Next double check all MSFs and tier ranges at your community to make sure they are in line with the amount of care provided at each level.

Monitor the Care

Now that you have your loaded wage rates and pricing up-to-date, it’s time to monitor the care being provided. Each resident should have a care plan and fall into a category of care, from a base rate (generally the MSF) to a Level 3, 4, 5 depending upon the care levels your community provides. Make sure that ALL residents have an up-to-date care plan and are billed an appropriate amount for their specific care level. Double check time for tasks performed to make sure they are within a reasonable range.

Next we can look at the number of minutes resident care providers are on the floor. First take a quick snap shot of total weekly minutes your staff is providing—don’t initially worry about shifts, just the total number. This is a simple calculation of taking all full-time equivalent (FTE) resident care employees (remember this is FTEs not bodies), multiple that times .80 or 80% efficiency.  You can substitute your community’s exact level of efficiency if it is different.  Then multiply this number by the hours of a typical shift at your community. This could be 7, 7.5, 8, 12, or something else if your community has a unique schedule. Then multiply by the number of days the typical resident care employee works to reach a normal work week.

To compensate for employees who work different shifts, you either need to calculate separately and add up, or do a weighted average for your community. For example, the equation for a 7.5 hour employee who works 5 days a week at 80% efficiency would look like this: (hours x days) x efficiency factor = hours of direct care provided.  Here is our example: (7.5 x 5) x .80 = 30.  The (7.5 x 5) = 37.5 represents the hours per day and days per week the employee is on the clock and available to provide care.  Then we multiple the 37.5 x .80 or the number of total hours available times the efficiency factor, in this example 80%, to arrive at a net 30 hours of direct care provided by this one particular employee.  This should be repeated for each FTE, not warm body, on your schedule each week.

Reconcile the number of minutes of care your residents require verse the number of care minutes you put on the floor each week. It’s important to remember that these two numbers may not be equal due to shift scheduling, shift irregularities, and overlaps, but this is a great place to start making sure that they are in relevant proximity to each other.

Silent Killer

Cost Creep is the silent killer in Senior Living, especially Assisted Living, Memory Care, and Nursing Care. This is a great exercise to run frequently in order to make sure that things don’t quickly get out of hand. This is a problem that will not only affect your Net Operating Income (NOI) and Cash Flow, but also your Terminal Value. If you are shorting yourself $100,000 of NOI per year, that can equate to a $1 million reduction in terminal value for your community.

Here at MDS we have been dealing with the “Cost Creep” phenomenon for many years. Having worked with many Senior Living communities of all shapes and sizes over the years has allowed us to develop an unsurpassed knowledge base and many tools to look at the Cost Creep situation from all sides and develop solutions best suited for our clients.  Our experience with this and other industry issues are unsurpassed.

Call me directly at your earliest convenience and let’s discuss how MDS can help your community work through Cost Creep and other operational matters that might be holding up your income statement.

Next Webinar:  “How To Recruit Top Talent Into Your Community”

Roy Barker’s next Webinar, “How To Recruit Top Talent Into Your Community,” will be Thursday, August 20 at 1 p.m.  Roy will use his 16 years of experience in the Senior Living industry to share unique tips for finding the best talent to manage and care for your residents.  Recruiting the best talent means more than simply posting job listings online.  Find out how you can be proactive in searching for the top candidates, rather than passively waiting for whoever comes to you.  Register for the webinar by clicking this link.

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in Senior Living operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

Upcoming Webinar – Part 2 of 2: 10 Critical Steps to Increase Employee Retention – Steps 6-10

 

Plug in with copyright

 

 

Moore Diversified Services presents Plug-In and Prosper Webinars:

Part 2 of 2: 10 Critical Steps to Increase Employee Retention
Thursday, April 30
1:00-1:30 p.m. (CDT)

 

 

 

 

At Moore Diversified Services your success is our goal. We are committed to equipping our clients with tools and strategies to make their businesses successful. MDS would like to offer a special, COMPLIMENTARY webinar on Employee Retention.

Join Roy Barker, Director – Special Projects at MDS, for Part 2 of 2 – “10 Critical Steps to Increase Employee Retention”, steps 6-10, as he provides various ways to increase employee retention.   Topics will include:

  • Create opportunities for advancement
  • Challenge employees
  • Praise employees
  • Develop an awesome company culture
  • Really get to know your employees

Space is limited. Don’t miss out on this special opportunity to learn from a company with over 40 years of experience.

Register Today!

If you missed Part 1, for your convenience it is located below. To view all past webinars please visit MDSseniorliving

Strategic Planning Series Webinar Recordings

 

I want to thank everyone who joined us for our Strategic Planning Webinar Series.  If you missed the opportunity to participate live, here is your chance to view these recordings.  These webinars contain important and helpful information to remember as you finalize your Strategic Planning journey for 2015.

We are busy putting together some new webinars that you will not want to miss.  These can help you take your organization to the next level.  I am currently planning for late January or early February.  Watch our blogs and newsletter for more information. To sign up just enter your email in the box on the left hand margin.  Also, please send me an email with any suggestions you might have for both blog and webinar topics. Let us know what your specific challenges are and I will try to accommodate as many requests as possible.

Below you will find links to MDS’ recent Webinar Series on Strategic Planning, both Parts I & II.  The images are linked to the MDS YouTube page, so just click on the image of the webinar that you want to view and it will open up the presentation video in a new window for you.

Part I Part II

 

 

 

 

 

 

 

 

 

 

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

Strategic Planning Webinar

Moore Diversified Services presents Plug-In and Prosper Webinars:

A STRATEGIC PLANNING SERIES
Part 1 – Where Do I Start?
Thursday, Nov. 6
1:00-1:30 p.m. (CST)

 

At Moore Diversified Services your success is our goal. We are committed to equipping our clients with tools and strategies to make their businesses successful. As we close out fiscal 2014 and approach 2015, MDS would like to offer a special, COMPLIMENTARY webinar series on Strategic Planning.     Plug in with copyright

Join Roy Barker, Director – Special Projects at MDS, for “Part 1 – Strategic Planning: Where Do I Start?” as he answers this question and provides insights into strategy planning.   Topics will include:

  • Selecting a team
  • Employee Buy-In
  • SWOT Analysis
  • Data Driven Indicators
    • Operations
    • Marketing
    • Employee Turn-Over

Space is limited. Don’t miss out on this special opportunity to learn from a company with over 40 years of experience.  Click here to view webinar flyer

REGISTER TODAY!

Employee Training and Retention: The Debate between Expense and Investment – Part II

Once an effective training and development program is established and utilized by the organization it can begin seeing increases and benefits in the following areas: productivity, motivation, quality, job satisfaction, commitment (employee retention), and reduced absenteeism.

In order to provide the training and development that reaps these many benefits, it costs money, time and other resources. Paid human resources are used to plan, organize and teach training sessions, mentors take time from their own duties to mentor newer employees, training materials must be printed and/or compiled in electronic format, and fees must be paid for seminars, classes or workshops. Organizations recognize there is a cost for training and development.

In today’s competitive business world, most organizations are looking at ways to reduce expenses in order to increase profits. Unfortunately, when training is only looked at as an expense, it can be the first category to go to the chopping block. It is suggested that businesses need to accurately analyze what these training programs are worth. While most organizations compile data and trends on advertising campaigns, sales department activities, and other activities that they can directly tie to increased revenue, it can be difficult to determine a Return on Investment (ROI) on employee training and development.

Training Makes Employees Feel Valued

Research has shown, however, that when employers invest time, money and resources in their employees with training and development the employees develop a commitment to the organization. The employee feels the organization/employer values them as a worker, values their skills and values their contribution. Research has also determined that with training and development the employee believes the employer cares about the employability of the employee. (Agrawal)

In contrast, some employees have been known to say they “saw it coming” before they were fired or let go. This can be the perception when an employee is struggling and/or not performing well and the employer distances themselves from the employee; does not offer help (training/development), keeps adding additional workload, tells the employee not to worry they will eventually “get it”, etc. In other words, with ongoing training and development the employee does not feel the employer is leaving them to “sink or swim” on their own or that the employer is not “creating” a reason to fire them.

Which Came First …?

Another comment that represents the crux of this argument: “Positions that have a high turnover rate (such as tech support) are often viewed by management as not worthy of proper training.” (Green) It is “the chicken and the egg” type question. Are these positions not worthy of training due to the high turnover or is a high turnover due to the lack of training? Another point of training is to evaluate if you have the right person for the right job. Sometimes you may have a talented and capable individual but they are just in the wrong position. Continued training and development, including evaluations, can determine strengths and weaknesses and what persons fit best with various positions.

Training and employee development is not just for the employee but is as beneficial to the employer as well. For those employers that view training as an expense, a trade-off for production or just plain wasted time, they may not have an effective training program in place. Also if an employer’s turnover is high, they may need to evaluate how they train new employees, evaluate existing employees and what programs are in place to develop employees to be productive members of their organization. Employers that are successful in reducing employee turnover embrace training and employee development as a necessary tool to further their organizational goals.

We featured this excerpt from a research paper that Kim Jimenez had written on employee training and how it relates to employee engagement/retention.  Employee turnover is a real cash expense that effects your business in many ways.  MDS can help in employee orientation and training in order to help create and retain the best staff possible.

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

References

Agrawal, Archana. “Employee Development and Its Affect on Their Performance.” International Journal of Marketing, Financial Services & Management Research (2013): 99-108. Web.
Green, Allison. www.askamanger.org. 19 05 2012. Article. 05 09 2014.

Employee Training and Retention: The Debate between Expense and Investment – Part I

Most employers have some form of training implemented for their new employees and some even have programs designed for ongoing employee development. If asked, many employers, if not all, will say that training and employee development is important. But when truly evaluated, many employers do not provide adequate training or employee development to realize the advantages of proper training.

The disconnect lies in the fact that training and employee development comes at a price -financial resources, human resources and time. Employers view training as a cost or expense rather than an investment. They are hesitant, and some even resistant, to spend too many resources on an employee that may take that training elsewhere.

But, in fact, research has shown that proper training and employee development will increase employee productivity, job satisfaction and instill a higher commitment to the job among other things. This commitment to the job by the employee actually reduces employee turnover.

Investment – Not Expense

Therefore, employers need to view training and employee development as an investment in their employees which benefits both employee and employer rather than just an expense to reduce. Employers could also view this investment in training and employee development as an avenue to reduce employee turnover, in addition to, higher employee performance which benefits the organization as a whole.

Training and employee development takes many forms. There is no one training program that will fit every employee or organization. Each organization will need to determine its needs, the needs of its employees and how to address those needs in the most efficient and effective way. Some of the various components of employee training and development can include: new hire orientation, job specific training, mentoring/coaching, in-service training, continuing education, and seminars/conferences.

Orientation Alone is Not Enough

No one component itself will constitute a complete training and development program, but a combination of these components will address the various needs of both the employee and organization. For example, most organizations will have some sort of new hire orientation. And while this is a key component to any training and development program, it has its limitations as a stand-alone program.

A study published in 2008 states that while employee orientation is a necessary first step and that orientations “successfully conveyed the organization’s message on quality management initiatives and employees learned a great deal about quality management practices within the organization. The issue, however, is that transfer of learning did not take place at the desired levels after the employees returned back to their work stations.” (Akdere and Schmidt) The key to an effective program will be ongoing, continuous development using a combination of training and development components.

 

We featured this excerpt from a research paper that Kim Jimenez had written on employee training and how it relates to employee engagement/retention. The second part of this report will be in our next post.  Employee turnover is a real cash expense that effects your business in many ways.  MDS can help in employee orientation and training in order to help create and retain the best staff possible.

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.

 

Reference:
Akdere, Mesut and Steven W. Schmidt. “Employee Perceptions of Quality Management: Effects of Employee Orientation Training.” 2008. The Education Resources Information Center (ERIC). Web. September 2014.

What Else is Aging at Your Community?

This is a continuation of the top priorities for success in 2015 and beyond. Previously, we talked about increasing resident age and acuity levels. In this edition, we will explore the impact of age on the physical plant. Because there were a lot of communities built in the 1980s and 1990s this has led to quite a bit of older inventory still in use today. Some owners have done a great job keeping up and some … not so much.

The old saying is true. You never get a second chance to make a first impression. Curb appeal can be inviting or may discourage prospects from stopping. The first step the prospect and their families take into your community will be the lasting image in their minds.

Can’t Judge a Book By it’s Cover … but we sometimes do

Even though I have been around the Senior Living Industry long enough to know that a building or the grounds are not always an indicator of the community, great care, or special features I might find inside, it still has an impact. It’s almost like starting at a deficit on the expectation scale and then having to rely on the tour, staff, and other factors to bring the community back into positive experience territory.

While this is not a great way to evaluate a community, it is human nature. I have been in some of the nicest communities built and have had poor experiences and on the converse, I have been in some marginal looking buildings that had the best atmosphere and service I have experienced. The difference is, I was visiting the community because of my job. Had it been for my mom or dad, we might not have stopped.

So you can only imagine how a prospect and/or their family members must feel. Sometimes the deficit can be too large to overcome, and that’s if they choose to stop and look. Unfortunately, sometime they keep driving to the next one on the list and don’t stop to give you the opportunity to prove how awesome your community is.

Update Ideas

Not only is the styling important, the need to look as modern as your nearest competitor, but sometimes you will also find operational inefficiencies, decreased ability to address the rising resident acuity, along with a decreased pricing flexibility to remain competitive.

Some ideas include updating the units themselves along with interior hallways. Depending upon the age and the need, this can run from $30,000 to $40,000 per unit. If you have a mixed-use community, such as Independent Living and Assisted Living or Assisted Living and Memory Care, you will want to consider existing unit mix and consider altering the mix going forward. Don’t forget the common areas and pay particularly close attention to entry areas. This should be warm, inviting, and make residents and visitors feel instantly at home.

It’s important to not only keep up with interior renovations and updates, but exterior, as well. If possible, ensure you have adequate and modern signage along with a well-manicured and landscaped entry way. Make sure exterior features are updated and maintained. Again, I feel the need to stress the importance of curb appeal and an inviting entrance to your community.

Plan Ahead

It’s important to remember that even if you have a new or newer building, the aging process has already begun. You must begin immediately to plan for the future … eventually your building will be the more mature property on the block. You can do this through a couple of means. One is a typical Cap X allotment of $300 – $500 per unit per year or an extensive and more formal annual Cap X plan.

These are also great opportunities to incorporate into your strategic planning for 2015 and beyond. MDS has a plethora of experience when evaluating the needs of your community to continue to remain successful. We can help you develop optimal unit mixes based on the market in which you operate. We can also help with the financial evaluation of the proposed changes to community to ensure a minimum impact for current and future residents. We look forward to hearing from you and working with you and your professional team to create a model for your continued success.

 

Roy Barker is Director of Special Projects at Moore Diversified Services, a Fort-Worth, Texas-based organization specializing in operations analysis, marketing development, and investment advisory services. Roy is an authority in the field of employee turnover analysis and retention strategies.