presentaciones 2b alive San Antonio Texas 2010
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Transcript of presentaciones 2b alive San Antonio Texas 2010
CARING FOR SENIORS:
KEYS TO OPERATIONAL SUCCESS
Alice Walker
Vice President of Operations Administration
Belmont Village Senior Living
AMAR
San Antonio, Texas
May 7, 2010
1
• Fully integrated developer and operator of first-quality assisted living communities
• Serves top tier of private pay segment exclusively; sites are chosen in high-rent markets with high barriers to entry
• Communities are larger than average and generate economies of scale and market-leading operating margins
• 17-asset development portfolio completed on time and 2% under budget
• Institutional capital partners include:
BELMONT VILLAGE TODAY
SF Bay Area (2)
Los Angeles (5)
Chicago (4)
Louisville (1)
San Diego (2)
Houston (1)
Atlanta (2)
Memphis (1)
Nashville (1)
Orange County (1)
20 Existing Communities
6 In Development / Pre-Development
2
INDUSTRY OVERVIEW
1Personal care is assistance with “Activities of Daily Living” and includes bathing,
dressing, and grooming.
Nursing Home
Minimum activities
Ill and very frail
Need driven
Full medical care required
Government reimbursed
Independent Living
Active senior
Mobile
No support needed
Private pay
Lifestyle
Continuum of Care
Assisted Living
Less active
Healthy, but frail
Personal care1
Alzheimer’s/
memory impairment
Belmont Village
3
SENIOR HOUSING:
REAL ESTATE OR OPERATING COMPANY?
Yes.
Belmont Village Sabre Springs (San Diego)
4
KEYS TO BELMONT’S SUCCESS
• Best-in-class facilities
Steel and concrete construction in prime locations
State-of-the-art life safety
Distinctive interiors and landscaping
• Focus on quality
Research-based operational approach
Hospitality-oriented culture, first-rate amenities
Lifelong learning
• Investment in people
Rigorous selection and training
On-site licensed nurses
• Operational innovation
Ongoing development to address evolving resident needs
Circle of Friends® memory care
Mind Body Awareness (MBA) for brain health
5
• Consistent quality in service delivery assures
operating excellence
• Best practices assured through regional infrastructure
• Proven food service program developed with Hilton
College of Hotel and Restaurant Management
• Community leadership teams with 7 managers lend
expertise and redundancy at point-of-service
• Proprietary operating system (SenSys) enables
consistent service delivery and management
• Business risk is mitigated by operating
infrastructure
• Rigorous HR systems for recruitment and screening
• Extensive training and development at community level
(multi-media and hands-on)
• Licensed nurses on-site 24/7 for medication management
and care supervision
• Proactive compliance monitoring
OPERATING STRATEGY
6
CUSTOMER NEEDS AND EXPECTATIONS
HospitalityDining
Concierge Services
Activities
Housekeeping
Laundry
Environment/AmenitiesDecorations – high-end or home-like
Pool, Golf Course
Computer Center
Exercise Room
Library
Private Dining Room
Theater
Multi-purpose/Meeting Room
ProgrammingDaily Outings
Computer Classes
Exercise Classes
Physical Therapy
Academic Classes
Memory Programs
Crafts
Games
CareActivities of Daily Living
– Bathing, Dressing, Grooming
Incontinence Care – Toileting reminders
Medication Management
– Reminders and/or distribution
Diabetes Management
Escorting
One-on-One Care
Hospice Care
Nursing Care
Special Diets-Nutrition Counseling
7
STAFFING: EXECUTIVE DIRECTOR SELECTION
• Strong leader is most important
operational element
• Favorable outcomes of a strong
Executive Director
Low Employee Turnover
- 2009 Annualized Belmont Average: 46%
- 2008 Industry Average: 75-80%
Low Resident Turnover
High Employee and Resident Satisfaction
2009 Annual Resident Satisfaction Survey Results:
95% residents recommend Belmont Village as a good place to live.
95% employees recommend Belmont Village as a good place to work
8
STAFFING CONSIDERATIONS
• What services will you offer and what
kind of expertise will you need?
• How many residents will you have?
Belmont 150 residents in a 156-unit building.
Requires about 75 FTEs
• What management team members will
oversee what areas?
Executive Director
Director of Care
Sales Personnel (2)
Activity Coordinator
Chef Manager
Memory Program Coordinator
Human Resources Coordinator
Building/Maintenance Engineer
9
RISK AND COMPLIANCE
• In the US, we must be concerned with the
following:
State Regulations for Seniors Housing
State Regulations for Employees
General and Professional Liability Insurance
Worker’s Compensation Insurance
• Though these concerns do not exist to the
same degree in Mexico, operating risk and
compliance are still important
For example, Belmont operates with nurses in the
building 24-hours per day.
This is not required by in most states.
However, this staffing model provides consistency
in operations and needed oversight to reduce risk.
• Reputation is everything!
Multiple care levels with 24/7 on-site
nurses
10
EVOLVING PRODUCT
• Since Belmont’s inception in 1997, Alzheimer’s
Care has moved to the forefront as a demand
driver.
• 5.1 million Americans have Alzheimer’s
Disease (mostly age 65 and over)
• 42% of seniors age 85+ have Alzheimer’s
Disease
• In response to customer demand for dementia
programming, Belmont introduced a program
called Circle of Friends®
Specialized care for Mild Cognitive Impairment
Quickly embraced by families and professionals
Source: Alzheimer’s Association
11
FOUNDATIONS OF OUR SUCCESS
• Strong Product
• Exceptional Leadership
• Operating Consistency
12
Belmont Village of Rancho Palos VerdesQ&A