Kenneth Strong Email and Phone Number

Voluntary Leadership Development and Wellness coaching for individuals and groups at The International Christian Center's, Dream For Life program.

Day to day operations of the nursing and rehabilitation center.

Provide leadership for the Chapter's clinical and administrative staff, and serves as a partner with the Board of Directors to set, communicate and implement strategic goals of the organization. Key to the mission of the Chapter, the Executive Director increases concern and awareness of alzheimer's disease, enhances care and support, grows revenue, advances advocacy and accelerates research.

Wrote a monthly column about Senior Living Issues

Wrote, directed and produced educational videos and podcasts including filming and recording projects.

Glenwood, a not-for-profit continuing care retirement community, affiliated with Marietta Memorial Hospital. Situated on 70 acres, it consists of 9 private cottage homes, 48 assisted living units and 67 independent living apartments. Its first ten years of operation were disappointing. After initial assessment of the facility I established these goals: Improve facility-wide communication, create new sources of revenue, increase occupancy, design a respectful employee environment, improve clinical services, develop proper records management, change the facility’s reputation in the community Instituted multimedia marketing, including www.mariettaretirementcommunities.com , www.youtube,com/mariettaretirement , articles, videos and pod casts. Improved facility-wide communication with weekly status meetings with department managers, created a process improvement team to identify areas needing improvement. Designed department specific training programs, improved clinical services, established work order purchase system, updated employee handbook and resident guide, instituted a series of three progressively explicit collection letters to reduce aged accounts receivable, developed proper records management system, instituted on time performance reviews, increased trust and confidence of residents and staff, held regular meetings with all residents, wrote a resident bi-weekly newsletter, became active in the mid-Ohio Valley community to correct the misconception of facility’s identity.

Responsible for developing practical training programs for city supervisors and department managers. Designed and organized a City wide leadership week program for new supervisors and instructed a variety of the course modules. Performed Instructor assignments for City wide leadership and supervision courses. Conducted research of other regional leadership programs. Acted as a consultant to other City department directors relating to leadership programs and training needs.

Directed the development of North Hill's Intranet to centralize daily communications throughout the facility in all departments. The Intranet is set as the computer's home page, divided into facility specific information and further broken down into department specific information. Resolved a critical labor shortage of nurse aides and housekeeping staff in Massachusetts by holding job fairs in Rhode Island, where unemployment was very high. Designed a comprehensive policy and procedure manual indexed to Massachusetts' rules and regulations for long-term care facilities and cross-referenced with the Federal Register, Continuing Care Accreditation Commission and Joint Accreditation Commission for Health Care Organizations' certification are requirements.Fiscal:Created a training program, "How to Win Unemployment Hearings," for department managers and supervisors; over a 5 year period saved $225,000 in unemployment claims and won 80% of our unemployment hearings. Eliminated nursing agency expense, saving approximately $250,000 annually, by utilizing direct mail and multimedia advertising; have used no agency staff for seven years. Converted a traditional annual position evaluation process to a merit based pay for performance system, without increasing the usual overall increase in wages, established recognition and reward programs and benefits that contributed to significant reduction in turnover to five percent annually. Developed and monitored a $20.5 million budget, consistently operating within two percent of budget.Training:Established the North Hill Academy, a corporate education center. Developed leadership training programs for all managers and supervisors and utilized Internet, Intranet, DVD and CD ROM resources to train, educate and develop 300 employees each year using adult learning principles. . Authored a practical guide to solving daily management problems as part of a development program for supervisors.

Full responsibility for all aspects of the day to day operations of this not for profit Continuing Care Retirement Community on 59 acres of managed grounds with 322 independent living apartments and Skilled Nursing Facility; increased the SNF beds from 60 to 72 (now generates $4.9 million in revenue annually and has had nine consecutive perfect Department of Public Health and Life Safety Surveys), and Certified Home Health Agency (which now generates $500,000 revenue annually, serves approximately 200 independent residents and has had five consecutive perfect Department of Public Health Surveys). Developed and administer a $20.5 million operating budget and investments of $60,000,000. Initiated, implemented and supervise programs to select, orient, train, promote and retain 300 staff members. Interact closely with the Board of Trustees and their committees.

Served as preceptor for aspiring Health Care Administrators for Georgetown University and Johnson and Wales University's Hospitality College.Created "How to select a great nursing home" help people select a great nursing home for their loved one.Long Range Strategic Planning: Created a Long Range Strategic Plan utilizing TQM principles; of 29 strategic initiatives, 24 were completed, 3 are ongoing and 2 were tabled. The committee consists of 3 trustees, 4 key department managers, and the Director of Operations. Each member provides a general overview of the current conditions in his/her department and reviews trends and literature for strategic consideration of future services and revenue opportunities and potential cost savings. The three primary areas of focus are personnel, finances and materials. New Construction:Developed the Financial Statements, completed preliminary market studies, reviewed architectural designs, drafted a scope and service definition and general management services for a $3,000,000 Skilled Nursing Facility addition (1989) and an $8,000,000 Wellness Center, Café, Education Center addition and renovation of existing space to provide expanded amenities (2000). Served as owner's representative for all construction projects.

Responsible for all activities and departments of this family owned 120-bed Skilled Nursing Facility subject to Department of Public Health and JACHO regulations. Ensured the provision of proper health care services. Organized, directed and controlled a $2,400,000 budget and 96 staff members. Reduced employee turnover from 63 percent to four percent.

Directed the logistics and maintenance program of a 200-bed combat support hospital. Managed supply and service branch, motor pool, generator section and food service branch. Served as budget officer, property book officer, mess office unit fund custodian, materiel readiness officer, billeting officer and mobilization officer. Awarded the Army Achievement Medal.