Edward C. Mawe

**** ** ******** **. ******, OR 97224 acuvzp@r.postjobfree.com Home/Cell: 503-***-****

Executive Leadership Experience

Core Competencies:

Operational Effectiveness

Business Process Improvement

Union Negotiations Training

Strategic Planning/Implementation

Resident Experience & Customer Relationship Management

HR Systems Integration

Cost Efficiency Planning

Employee Retention

Technical Systems Implementation

Leadership & Executive Development

Professional Development & System-wide Training

Organizational Effectiveness & High Growth Management

Summary

Over 20 years of highly sucessful leadership experience in retirement housing, senior services, training, and program development. Four years of experience as a Human Resources Coordinator. Served as Board Member, Treasurer, and Board Chair of LeadingAge Washington.

Education/Licensure

B.S., Biochemistry, Western Washington University.

M.Ed., Health & Natural Sciences, Western Washington University.

N.H.A., Licensed in Washington and Oregon.

Experience & Professional Accomplishments

2013 – 2016: Chief Operating Officer; Horizon House; Seattle, Washington

Operational responsibility for Building Services, Construction Management, Human Resources, Resident Services and Dining Services.

Refocused the HR function creating a whole new emphasis on supporting and developing the employee experience. With the hiring of a new HR Director, all departments reported much better support in all HR areas, especially in recruiting, hiring, screening, and counseling of employees as well as planning for strategic change.

Led the organization’s planning for the implementation of the City of Seattle’s $15/hr. minimum wage mandate. This included a successful negotiation for an extended contract with Horizon House’s labor union in securing their agreement for the implementation plan.

Transitioned Horizon House’s fully-insured medical/dental program to a self-insured plan. This conversion saved Horizon House over $250K in claim and fully-insured administration costs in 2015.

Significantly increased resident satisfaction survey scores with the dining experience for all three of Horizon House’s dining venues – the restaurant, the bistro and Supported Living.

Oversaw the expansion of our Supported Living unit by facilitating the construction, permitting, and State approval process with in-house construction staff acting as the General Contractor.

Planned and managed a $5.5M building exterior façade remediation project for one of Horizon House’s residential towers.

2011 – 2013: Consultant/Interim Management - Retirement Housing, Senior Health Services and Operations.

Operations and support services for long-term care and senior housing. Specialties include: facility turnarounds, divestiture work-outs, operations management, operational performance assessments, employee team building, interim management and transition planning. Most recent engagement: The Kenney Presbyterian Retirement Community – under contract with Ontrac Management/Covenant Retirement Services (Interim CEO, 2012/2013).

2008 – 2011: Executive Director; Mary’s Woods at Marylhurst; Lake Oswego, Oregon (Sponsored Ministry of the Sisters of the Holy Names of Jesus and Mary)

Operational responsibility for a 25 acre, 430 resident Continuing Care Retirement Community (CCRC) in Lake Oswego (Portland), Oregon.

Improved financial accountability, which had been an ongoing concern, by working with the management team to build more reliable and accurate budgets. Developed simple budget tracking tools to help Division Directors with their fiscal accountability and responsibilities. Nursing Services achieved budget goals in FY 2010 for the first time since Mary’s Wood opened.

Re-started a shelved construction project for a much-needed health care addition, moving it efficiently through schematic design and construction document phases. Construction was completed in the summer of 2012.

Purchased 10 licensed (open) SNF beds from a local provider to incorporate into the new health care addition. Initiated abbreviated Certificate of Need application.

Focused immediately on rebuilding employee relations and morale, provided special emphasis on open communication and strengths based supervisory practices. As a result of this carefully planned and executed effort, Mary’s Woods was rated by staff as the “Third Best Large Non-profit to Work for in Oregon” on Oregon Business Magazine’s list of the top 100 best non-profits to work for in Oregon (October, 2010 - Oregon Business Magazine).

Started Mary’s Woods’ first licensed In-Home Services agency to begin serving the needs of independent residents that were aging in place. The program experienced a greater than 10-fold increase in actual billed hours in just 12 months.

Initiated a recurring annual interiors upgrade program (capital budget) to maintain the freshness of all the main facility common areas.

1996 – 2008: Executive Director/CEO; Franke Tobey Jones, Tacoma, WA

Operational responsibility for a 220 resident Continuing Care Retirement Community (C.C.R.C.),

an off-site senior center, and other community based programs.

Restored financial integrity to the organization during my initial three years. Turned around an operating loss of $305,273.00 (excluding depreciation) in 1995 to a positive operating surplus of $198,214.00 in 1996. Continued to grow bottom-line operating net income in 1997 and 1998 in excess of 30% per year. Exceeded net operating margin goals every year for 12 consecutive years.

Funded and completed two long discussed and never acted upon capital improvement projects totaling $1.1 million.

Developed a residential based Alzheimer’s and dementia care unit as a new programmatic offering.

Developed the first senior fitness and wellness program on campus, and in the local community.

This included constructing a 6,000 sq. ft. Fitness and Wellness Center after successfully working with a campus resident to donate the $1.3M to fund the construction.

Developed the organization’s first five-year capital budget to address new capital items, as well as deferred maintenance needs.

Increased overall occupancy rates for all levels of service (independent, assisted living, skilled nursing) with established waiting lists. Overall average occupancy for the period 2005 through 2008 was 95%.

Completed a $14M capital expansion project in 2005, with an associated tax-exempt bond financing issuance.

Developed and implemented a “Key Results” performance management tool to objectively measure organizational and senior staff performance outcomes.

1999 – 2007: Served as Board Member, Treasurer, Chair-Elect, and Board Chair of the Washington Association of Housing and Services for the Aging (Now known as “LeadingAge Washington”). Chaired the Executive Search Committee to recruit and hire the current State Association’s CEO.

1992 - 1996: Director of Operations; The Hillhaven Corporation, Tacoma, WA

Operational responsibility for Hillhaven’s 11 Washington based skilled/rehab facilities.

Total beds under management: 1295; 222 Medicare certified, 92 specialty.

Successfully eliminated contract labor use in all facilities over a 12-month period. Took my district from the region’s highest contract labor usage to zero utilization.

Consistently exceeded financial (budget) targets.

Created and funded a unique volunteer program staffed with a full-time volunteer coordinator.

The program more than doubled the volunteer hours in the district over a 12-month period.

Consistently improved state survey results in all buildings during my tenure.

Hired 68 (net) licensed therapists into the district over a fourteen-month period while maintaining the company’s lowest turnover rate (under 10%). Concurrent development of growing rehabilitation programs, to include the design, funding, and construction of four new rehab. additions to existing health care facilities.

Developed a unique Management Performance System (MPS) for tracking facility performance and for developing management accountability that was performance driven.

Positive census (payer-mix) growth in all non-Medicaid pay-types: Medicare, private, managed care, hospice.

Functioned as the Human Resources Coordinator for six months with responsibility for 34 buildings.

Developed new sub-acute programs (including a self-contained ventilator unit) and new provider contracts increasing managed care census from 8 ADC to over 40 in 18 months.

1985 - 1992: Senior Administrator; Quad C Health Care Centers, Tacoma, WA

Senior Administrator - Orchard Park Health Care Center, 143 bed sub-acute rehab facility.

Supervised three additional facilities within the company as Senior Administrator.

Developed strategies to successfully eliminate contract labor through solid HR principles with dramatic decreases in staff turnover.

Dual role as company Human Resources Director.

Consistently outperformed company “key results” expectations to be rewarded the largest bonus ever paid in the company’s history.

Developed a highly successful Inquiry Handler’s Training System that greatly impacted total census and census mix.

Most Recent Affiliations and Community Activities

Member: Multicare Healthcare System - Advisory Committee for Hospice and Palliative Care

American College of Health Care Administrators

Board Member/First Vice President: The Northwest Sinfonietta (Regional Chamber Orchestra)

Board Member: The American Red Cross - Tacoma, Washington Chapter

LeadingAge, Washington

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