Katie Huff

Responsible for overall operation of a free standing Assisted Living community consisting of 61 Assisted Living and 20 Memory Care accommodations. Lead a team of 9 department directors, maintain daily compliance with Ohio Department of Health regulations,

• Skillfully developed departmental goals, objectives, standards of performance, policies and procedures transitioning from Brookdale to Leisure Care standards
• Organized the operation in accordance with administrative guidelines in order to provide specified nursing services to meet the legal, organizational and regulatory guidelines
• Led the planning and achievement of goals and objectives consistent with the Leisure Care mission and philosophy
• Established and oversaw implementation of an effective budgeting and accounting system that improved efficiency and reduced expenses by 30%
• Developed and achieved financial and growth goals
• Created innovative orientation and onboarding program that improved retention YOY from 24.3% to 50.63%
• Consistently achieved occupancy goals with net gains 12 out of 14 months growing occupancy from 60% to 90%
• Led the growth of community business development to increase key accounts by 52% YOY
• YTD achievement of NOI 7 out of 8 months, exceeding budgeted goals
• Strengthened sales and marketing operations by proactively managing outreach, branding and events in new competitive market
• Increased CRM use to a minimum of 32 hours/week to boost lead voice to voice contact of 250 calls/week
• Devised robust outreach and event plan to include quarterly outreach and events to grow lead base for 2019-Q3 growth 30%

• Organized the facility in accordance with regulatory guidelines in order to provide specified nursing services, life safety and maintenance practices, dining experience and exceed marketing expectations.
  
• Led the planning and achievement of goals and objectives consistent with the SLC policies and procedures as a newer acqusition.
• Implemented Human Resources functions for recruiting, hiring, orientation and employee on-boarding to be consistent with SLC standards.
• Created staffing practices for permanent schedules for all team members, six week staffing pattern, scheduling parameters and structured call off procedure.  
• Developed 5 new partnerships in community for recruiting, resident services and non-paid referral sources.
• Implemented new systems for admissions including, between tenant renovations, new admissions, marketing event planning and marketing accountability.
• Implemented weekly environmental rounds to ensure resident safety in private accommodations as well as common spaces and to maintain facility interior and exterior.
• Created systems to meet regulatory guidelines including fire drills and monthly self inspection.  
• Created a culture of accountability to create consistency, retention and reduce turnover.
• Developed daily and weekly meeting structure to yield results, focus on positive clinical outcomes and empower team members.
• Reduced operating expenses October 2015-January 2016 by 10%.
• Improved recruiting and hiring efforts to reduce turnover.
• Consistently exceeded budget expectations in areas of revenue in room and board, level of care and community fees. 
• Identified strategies for case mix of occupancy and level of care revenue to ensure budgeted revenue is met or exceeded.
• Exceeded revenue in November 2015 by 5%, December 2015 by 7% and January 2016 by 10%.  
• Created system for level of care fee weekly review to ensure proper billing practices were in place to achieve or exceed revenue goals.

Responsible for managing the overall operation and a team of 30 direct reports of Independent and Assisted Living services and resident care for 288 accommodations in a continuing care retirement community, including business and financial management, compliance and quality assurance, safety risk management, associate hiring and development.

• Consistently maintained compliance with applicable laws and regulations with 5 deficiency free surveys from the Ohio Department of Health.
• Implemented Assisted Living Medicaid waiver program and maintained compliance with Council On Aging according to services specifications. 
• Developed and implemented new product line, The Resident Assistance Program that billed for over $10,000 of services to residents from January, 2015 through July, 2015.
• Established and oversaw implementation of an effective financial planning and forecasting system for areas of responsibility that improved efficiency and reduced costs each planning year by a minimum of 25%.
• Consistently met annual budget in staffing, medical supplies and pharmacy expenses.  
• Hired, trained and coached an average of 10 new employees per year.
• Achieved high staff satisfaction and retention through effective communication, prompt problem resolution, proactive supervisory practices and facilitating a proactive work environment.
• Conducted monthly resident care conferences, in-services and staff meetings to educate staff and facilitate good communication.
• Analyzed resident and family feedback to identify opportunities for associate recognition as well as areas for improvement.      
• Established associate schedules and assignments based on facility needs from a census standpoint.           
• Led team through successful electronic health record implementation for Assisted Living.
• Maintained a high accountability culture to promote self responsibility and team work
• Implemented and maintained weekly environmental rounds in all areas of facility to maintain exceptional accommodations for residents and safe work environment for associates.

• Monitored compliance with laws and regulations to protect organization from legal liabilities and penalties.
• Guided staff through periods of organizational change, maintaining morale and engagement during transitions.
• Managed a diverse team of professionals, fostering a collaborative work environment for increased productivity.
• Promoted a culture of continuous improvement by encouraging professional development opportunities for staff members.
• Negotiated contracts with vendors, securing favorable terms while adhering to budgetary constraints.
• Represented organization to local public by giving presentations and speeches and participating in community events.
• Exercised appropriate cost control to meet budget restrictions and maximize profitability.
• Collaborated with external organizations including non-profits, businesses and government agencies to create mutually beneficial partnerships.
• Grew occupancy from 70% to 95% while maintaining an ADC of 95% for 6 quarters
• Advocated for organization and company mission to raise awareness and support.
• Aligned department vision, goals, and objectives with company strategy to achieve consistently high results.