LeadingAge New York Adviser Fall 2015 Vol. 1 | Page 25

Three Pre-conference
Sessions • Annual Awards
Luncheon • Networking

Sponsors
received premium
Cocktail Reception •
Keynote Address • Two
placement,
Plenary Sessions • Breakfast
recognition
• Leadership Academy Graduation •
and access to Exposition Luncheon • The Connection Center
• 40 Concurrent Sessions • 4 Breakfast
members through
Briefings • Attendee Packets •
sponsorship of:

Recognition

Access

Book Signing • Refreshment Lounge
• Joint Board of Directors Training

Great Strategy is a Win on Every Front

(Continued)

Care Retirement Community (CCRC). A CCRC is a model that incudes independent housing, assisted living and skilled nursing care
on one campus with either an insurance model built in or with services offered on a fee-for-service basis, depending on the type of
community. Good Shepherd Village at Endwell offers both models.
In 2013, a new “vision driven” planning process began. This process, driven by the board, consisted of a two-day board retreat
which included all board and senior staff members and a one-day follow up meeting three months later. The focus of the retreat was
strategic plan imperatives, organizational initiatives and measures of success. It was facilitated through a Strength, Opportunity,
Weakness and Threats (SWOT) analysis, and included visioning and ranking potential initiatives. The result was a new vision
statement, along with new strategic imperatives, organizational initiatives and metrics.
The implementation process included management training programs, changing the employee recognition program and increasing
employee engagement. The operating boards held more frequent and joint meetings and worked cross-functionally. Community
activity increased GSC’s public recognition, for example, the medical director began hosting a monthly spot on a local radio
station about senior care to feature Good Shepherd Communities. Another part of the process was to seek partnerships and
expansion ideas.
Keenan was clear that to avoid any pitfalls that might lead to the failure of their current plans, GSC has been creating deadlines
and benchmarks to stay on task; has clear assignments\targets; holds board level strategic planning committee meetings; and, has
created a culture of creativity and infrastructure that allows time to devote to panning, as opposed to simply “putting out fires.”

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