Bill Fenner Email and Phone Number

A Change Is Afoot is an agency dedicated to finding the right place for seniors to live based on their needs, including physical, geographical, and financial. Our team, with well over 50 years combined experience in senior housing, has relationships with the entire spectrum of senior housing options, from independent living, to assisted living and adult family homes, as well as CCRCs. We take the time to learn what our client is looking for and tailor our search accordingly.

As of Q4 2019, and after 27 years in the senior housing world, I have taken a step back. It may be retirement, it may just be reassessment. However, my years have been well spent in the field, and my life has been touched countless times by the residents and team members who been a part of this chapter in my life. I will be forever grateful to those from whom I have learned many lessons and with whom I've shared so many experiences.

Directed the community through significant work-culture changes in order to streamline operational efficiency while ensuring compliance with state regulations. Spearheaded several operational changes including migrating from paper to electronic MARs, upgrading the payroll system to a new operating system, introducing and changing over to new on-line employee training system, and conversion of the entire accounting system. Drove the marketing efforts of the community, including introduction of an outreach specialist. Provided training to marketers as to best practices in understanding and meeting the needs of prospective residents. Initiated resident satisfaction programs to ensure that the community listened to and heard the needs and wants of residents and families, and the provided for those needs and wants. Focused on bringing the community into compliance with state regulations through use of mock audits and comprehensive program reviews.

Directed the changeover from Merrill Gardens to Emeritus, and eventually to Brookdale as the community evolved with the company. Drove the cultural changes to align with Brookdale resident-centered programs and initiative, from dining service to activities. Provided employee and department management coaching to achieve standards of operation from both the state and the company perspective. Staff of ~90 FTEs were successfully migrated from the Merrill Gardens system to the Brookdale system, including completion of all trainings (on-line and in-person) as required by both. Augmented the employee recognition program. Inspired team to focus on resident and family concerns, to adapt the changing needs of residents, and provided the foundation for increased focus on integrity, respect, and value.Participated in both outreach and inreach in order to stabilize census over 95%.

Led the turnaround of the 75-unit assisted living community in Kirkland from 2011 to 2013. Leveraged the experience of the existing management team, alongside a new marketing team, to increase our visibility in the local senior housing market. Directed outreach to parallel providers, reestablished direct communications with residents and family members, resulting in increased census (from 94% to 100%) and increased length of stay. Drove the compliance piece resulting in zero nursing deficiencies on the annual state survey. Directed the increased interaction of staff with residents, increasing attendance at activities and adding activities that met the needs and wants of the resident population. Projected the family values of the company to staff of ~40 FTEs and ensured focus on customer-first service. Maintained 35% EBITDARM. Earned the position of Senior Executive Director in our region, providing the opportunity to mentor new Executive Directors in assimilating to the company. Mentored six different individuals in their new roles. When Emeritus purchased several Merrill Gardens communities, I served as liaison to the EDs of those new communities, ensuring a seamless transition to the Emeritus standards of operations.

Management of the day-to-day operations of this 138-unit independent and assisted living community during its fill-up phase. Increased census by 9% in first 90 days; NOI increase of nearly 30% in the same period through expense control and revenue increase. Stabilized staff and department management team while expanding the community's outreach plans.

Oversees operations, marketing, and development for this non-profit housing group which provides affordable housing to income-qualified seniors in the Puget Sound region. Facilitated training for managers, assistant managers, and leasing personnel for 32 communities.Developed and followed up on network of senior care providers as referral sources.Provided network of services to senior residents' use in this independent housing setting.Penetrated new institutional marketing sources for maximum company exposure in the region.Maintained census levels over 95% from 2005 - 2008. As the housing crisis unfolded starting in September 2008, continued to maintain census above 93.5%, well ahead of the market.Company named as largest provider of senior housing units (4,099 units) and 27th largest non-profit organization (over $27M in revenue) in Puget Sound, 2009.

Directed operations of up to 13 retirement and assisted living communities in six states, managing assets valued up to $175M, with revenues up to $25M, net operating income of $10M, and average occupancy of over 90%. Direct reports of as many as 12 general managers, with an overall employee base of over 250. Successfully hired and trained new general managers.Increased net operating income by $1.5M on revenue increase of $2.6M between 2001 and 2002 through operational analysis, effective implementation of cost-saving programs, and effective marketing initiatives.Turned around financially troubled communities in Denver and Salt Lake City. Guided marketing and operations efforts to stem downturns in both census and profitability at each through necessary personnel changes and instituting operational efficiencies.Guided community; to first-ever positive cash flow for outside owners after first year of direct supervision through successful recruiting and training of new management and staff. Initiated methods to assess and meet needs of residents, staff and prospects and initiated successful marketing strategies.Implemented corporate programs that built a continued trend of increased resident satisfaction based on annual surveys at all communities.Member and officer of Board of Directors for the California Assisted Living FacilitiesLeisure Care General Manager of the Year, 1994.Hired and trained new management personnel at no less than seven retirement communities.Successfully initiated, organized and executed annual Management Training Conference over a ten-year period.Actively participated in development of Leisure Care Learning Center model for quarterly training session for company general managers.Other titles include Manager in Training (1992

Directed Rooms Division operations of 303-room, Four Diamond resort on 30 acres of grounds, including three restaurants, two pools and nearly 500 feet of beach. The resort offered top-end service and accommodations to clientele mainly from the eastern US and Europe. As part of the resort's Executive Committee, the Senior Assistant Manager directed the Rooms Division operations, including Front Office, Reservations, Bell Services, Water Sports, Housekeeping and Laundry. Division employee base of 115 with 9 department managers and assistants. Maintained $17 million annual budget yielding 71% annual profit.Played key role in successfully reopening the property subsequent to its devastation by Hurricane Hugo in September, 1989; partially reopened within 3.5 months and in complete operation by April 1990.Handled pre-planning and post-disaster recovery details for staff and guests.Other position held: Front Office Manager, directing day-to-day operation of the Front Desk, including budgetary forecasting, interviewing, hiring, and training of new staff

As a member of the Transition Team for this 572-room downtown convention and corporate hotel, I was hired to implement my significant knowledge of the property's Hotel Information System-based computer system and to utilize well-developed front office management skills. Scheduled staff, trained new team members, interviewed prospective employees, and directed the overall function of the Front Office.

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Managed the Rooms Division of this 727-room downtown convention and business hotel, including Front Office, Housekeeping, Laundry, Telephone, Guest Services, and Reservations, with over 200 hourly employees and five salaried managers. Annual divisional revenues exceeded $12 million (1986 figures). Worked in tandem with Sales and Marketing team and Reservations department to maximize occupancy and revenue. Coordinated guest stays for all MLB, NBA, and NFL teams. Coordinated two Presidential visits.

The Arizona Biltmore, a Five-Star Five-Diamond, 475-room resort in Phoenix offered top-end service and amenities to individual travelers, long-term social guests, and conference groups. Managed front office operations under the Front Office Manager, including guest services, scheduling, customer relations, group travel coordination. Worked in tandem with housekeeping and reservations departments, team member in working banquet functions. Notable achievements include the coordination of the resort-wide guest room renovations, coordinating staff and guest needs during the addition of the 105-room Terrace Court, coordinating operational aspects of visits by the President of the United States, and chaired and organized staff events such as the annual employee golf tournament and picnic.

The Los Angeles Bonaventure Hotel is a 1,474-room convention hotel. The Employment Manager coordinated all aspects of publicizing position openings, pre-screening new team members, and facilitating on-going interviews with appropriate departments.