Statement of Qualification

Statement of
Qualifications

design group

Action Pact

TABLE OF CONTENTS

A. Qualifications, Capabilities, and Experience............................................ 04
Development Approach.................................................................... 08
Experience........................................................................................ 20
Team Members.................................................................................. 40

B. Mission and Philosophy............................................................................. 48
C. References and Additional Information..................................................... 60
D. Appendix A............................................................................................... 68

design g3roup

(A) QUALIFICATIONS, CAPABILITIES,
& EXPERIENCE

4

Over the last 20 years, Action Pact has grown from ning, integrated project design (IPA Process), and project
being the founder of the “Household Model”, a re- development/implementation.
defining of how to provide care and housing to residents
in a long term care setting, to a full service provider of de- Strategic Planning
velopment, architectural, financial and operational solu- As the waves of change in senior housing and services
tions across the full healthcare continuum. As a company, make way for an unheralded number of elders in the gen-
we are dedicated to improving lives and changing the way eration to come, planning is an integral component of any
those we serve experience aging. We don’t just develop successful senior living organization. We help elder service
projects and design buildings – we develop comprehen- & Healthcare organizations understand their current reali-
sive and integrated solutions that balance the needs ties, anticipate the future trends of consumer desires, and
and desires of individuals, the demand in the market, the organize their purposes, people and processes to create
architectural expression, the operational realities, and the a preferred future. Comprehensive strategic planning is a
financial outcomes with your mission and vision. We are a complex and ongoing process of organizational change.
team comprised of visionaries, operators, architects, and Our role is to listen carefully, coordinate a planning pro-
financial professionals. cess, and to advise and ultimately assist you and your or-
ganization in articulating your future.
Action Pact’s philosophy is to create an integrated plan-
ning and development process that solidly positions you Master Planning
to meet the needs and expectations of your organization Our Master Planning Process is not just an architectural
and its constituents, both now and in the future. We ap- process filled with unrealistic dreams. It is a big picture
proach project planning and development as an interac- operational, cultural, financial and architectural plan that
tive process where the architecture is just one element is rooted in market demographics that results in a mas-
of an interconnected whole. By integrating our under- ter site program. Everything we do at Action Pact follows
standing of operations, market forces, development, and the same theme – integration. By integrating the various
finance we are able to define a balanced, sustainable, fi- disciplines necessary to successfully implement a project
nacially viable project. within our master planning process, the plan becomes a
guide for implementation and project development. A
ACTION PACT STRUCTURE hallmark of our master planning process is that we cre-
ate a high involvement, high participation setting that
Action Pact is comprised of five (5) service lines – Devel- can guide an organization in establishing its own unique
opment, Design, Operations & Management, Finance, and vision. We don’t simply recite trends and lead you to a
Consulting. pre-determined conclusion, we dive into the process with
you and help you create the future that you want for your
DEVELOPMENT offers a truly comprehensive suite of community.
services commencing with the very first steps of project
scoping and programming through design assistance, fi- Integrated Prefeasibility (IPA) Process
nancial modeling, operational integration, cost estimation The IPA process articulates size and scope for expansion,
and development implementation. Competencies also retrofit and ground-up innovation projects, including but
include strategic planning, board development, master not limited to: Healthy Living Communities, CCRC’s, assist-
planning, design contract negotiation, and construction ed living, nursing homes, small group homes, and home
representation. Whether building from the ground up or and community-based services. In addition to serving the
retrofitting an existing campus, you can partner with Ac- senior living industry, our IPA process has been adapted
tion Pact throughout the entire process. for use in other environments such as continuum environ-
ments, physician practices, home health agencies,
Action Pact Development prides itself in our ability to facilities for early childhood development and
help organizations from the point of project conception to organizations for adults with physical disabilities.
completion. Our range of services include strategic plan-

design g5roup

The Integrated Prefeasibility Analysis (IPA) integrates pro- The following is a summary of the Architectural Services:
fessionals from a variety of disciplines to form a team re- Master Planning:
sponsible for developing a project plan that is designed to • Site Selection
provide the optimal mix of architectural, operational, cul- • Facility Evaluation
tural, and financial variables. This front-end process helps • Site Planning
you evaluate the feasibility of a major project before com- • Functional and Space Programming
mitting substantial resources. The IPA Process is described • Equipment and Technology Planning
later in this document. • Cost Analysis
• Project Budgeting
Project Development Architecture:
Following the conclusion of the IPA process, when the time • Community spaces
arrives to proceed with the project and move forward with • Independent living
full design, construction, and implementation of the mod- • Wellness centers
el, Action Pact Development is able to act as the project • Households for: skilled nursing, memory care,
development coordinator. assisted living, short term rehab, and home plus
Interior Design:
• Development team coordination • IInteriors Master Planning
• Development budget creation, draw schedule, • Concept Design
• Image Development
and cost tracking • Space Planning
• Regulatory approvals • Interiors Evaluations
• Furniture, fixture and equipment acquisitions • Art Consultation
• Finishes
list and budget • Furnishings and Interiors
• Architectural and Interior design
• Construction and project schedule monitoring • Way-finding techniques
• Design plans for employees, board members,
MANAGEMENT & OPERATIONS is dedicated to helping
and residents to live/work in new model organizations change the way they organize and operate
• Develop management and administrative sys- to enable the implementation of new models of care de-
manded by the marketplace. Action Pact can help by bring-
tems and tools needed to manage the campus ing thoughtful resources and respected expertise to an or-
ganization’s efforts through a variety of consulting services.
DESIGN is a full service architectural firm with a differ- We provide guidance and education for every step in your
ence. From remodeling to new construction, Action Pact unique operational and cultural transformation.
offers architectural design services to organizations with
a vision for multigenerational well-based care. Having Similar to Action Pact Development’s approach, Action
worked on projects across the country and internation- Pact Management has a broad range of services that follow
ally, Action Pact is skillful at producing boundary-pushing a logical pathway from concept to completion. We can also
designs while maintaining conformity with building codes meet an organization where they currently stand in their
and state regulations. The architects of Action Pact possess operational transformation to new models of care.
extensive senior living specific and mixed-use experience
with a strong understanding of how good design influences Whether creating an integration of primary, acute and
the life and behavior of those who live and work in the en- post-acute care models or creating a management platform
vironments we create. from whole cloth, our team of professionals possess both
the skill sets and experiences to develop and implement
The involvement of Action Pact in the project scoping and customized and organizationally optimized solutions to suit
financial modeling process gives us a unique perspective both project and organizational needs and objectives.
and approach to the intricacies of designing cutting edge
integrated living models of care with an eye on your bot-
tom line.

6

Our offices are located in Kansas City, Atlanta, Milwaukee and Action Pact is the national leader in Household Model develop-
Kolkata India. Our breadth of services and our geographic locales ment and implementation. We work directly with organizations
enable us to easily provide services across the country and inter- committed to this profound change, often beginning work with
nationally. Action Pact has worked with organizations in 41 of the them at the visioning stage and aiding them throughout the diffi-
50 states and 5 countries – most notably in Ireland and Australia. cult work of environmental and organizational design, implemen-
tation of culture, operational changes of systems processes, and
As a thought-provoking leader in the healthcare continuum in- development of new skills – including technical, self-led team,
dustry, our professionals have presented as keynote and educa- people and process skills.
tional speakers at industry conferences and workshops through-
out the United States. Our experiences have exposed us to a wide The Household Model Essential Elements
variety of products and services. This exposure has enhanced our The Essential Elements are the foundation of the Household
flexibility in project development across different societies and Model. They are the guide and inspiration of the journey. The
cultures. Whether it is a retrofit, repositioning, or construction of goal is for elders to take these principles for granted just as we
a new campus, we are ideally suited to bringing our wealth of past take for granted the comfort of walking through our own front
experience and creating a better future for your organization. door.

The Household Model: The Essential Elements:
In the Household Model, assisted living, memory and long-term
care homes adopt a person-centered approach that shapes the • The household is each resident’s home and sanctuary.
physical environment, organizational structure, and interpersonal • The people who live here direct their own lives, individually
relationships in ways that create an atmosphere of genuine home,
while providing elders with clear opportunities to direct their own and collectively.
lives. • The boundaries of the person and his/her home are clear and

The Household Model breaks congregant care environments into respected as a matter of course.
households, each with its own front door, living room, dining • Grace, a shared sense of what is sacred about the house and its
spaces, den, family room and individual apartments within each
home for each resident. people, is deeply valued, consciously created and preserved.
Ritual, spontaneity, friendship, spirituality, celebration,
Each household has decision-making autonomy and is consist- recreation, choice, interdependence, art and humor are all
ently staffed, creating a familiar feel among staff and residents. manifestation of a culture of grace.
Residents get up when they want, bathe how and when they • The people who live here are loved and served by a responsive,
want, go to bed when they want, eat when and what they want highly valued, decentralized, self-led service team that has
and decide how they will spend their day. Household life is “nor- responsibility and authority.
mal,” spontaneous and full of new experiences. Quality of Care • Leadership is a characteristic, not a position. Leaders support
and Quality of Life are of the highest priority. and are supported by values-driven, resource bearing
principles and practices as a way for each person to actualize
his or her full potential.
• All systems, including treatments, exist to support and serve
the person, within the context of his or her life pursuits.
• We build strong community with one another, our family,
our neighbors and our town. Each household is part of a
neighborhood of houses, dedicated to continuous learning.
• The physical building and all its amenities are designed to be a
true home. Institutional creep in design and culture is treated
as a wolf at the door.

design g7roup

DEVELOPMENT APPROACH

8

DEVELOPMENT APPROACH Our IPA process will be focused on the following planning
program components:
When asked by a client to provide a development
approach to create, expand, renovate or reposition their Continuum Development
community, Action Pact does more than a master planning Assessment of Healthy Living Center Potential
exercise. A typical master planning process leaves a client Reposition of Existing Facilities
with usually more questions than answers: Retail/Mixed Use
Multifamily Assessment
- Where do we start? Residential Building Types
- Will it work financially?
- How will we finance it? These may expand to include additional elements
- How will we operate it? identified in the process. The pre-feasibility analysis is
the most critical step in the capital improvement process.
Action Pact’s approach results in a Business Plan that will It arms you with solid information to evaluate moving
ensure the end product is actionable. It includes: forward while mitigating risk later in the development,
construction, and post occupancy operational stabilization
- Master Plan phases
- Architectural floor plans of renovated or new spaces
- Construction Cost and Project Cost Estimates IPA is a highly, interactive, engaging process executed
- Phasing Plan between your selected stakeholders and our project team.
- Plan of Finance We believe it is best if two groups can be created – firstly,
- Operating Assumptions an “operating group” staffed by your leadership team,
- 10 Year Financial Projection with Key Financial Ratios community members, employees and board members
who fully participate in the process and, secondly, our
A Business Plan gives an organization solid footing from project team that concentrates on all of the elements
which to begin the detailed design and development required for the Business Plan. These two groups
process and ultimately implement the project. comprise the IPA team.

Action Pact uses a unique approach to develop the business The IPA process consists of a series of charrettes in
plan, called the Integrated Pre-feasibility Analysis (IPA). which the entire IPA team participates in real-time
First introduced in the book, In Pursuit of the Sunbeam, a operational visioning, architectural design, construction
Guide to Transformation from Institution to Household by cost estimation, and financial forecasting in an integrated
Steve Shields and LaVrene Norton in 2006, the IPA Process fashion. This real-time, integrated approach eliminates
is a non-traditional planning approach. It was created the time wasted going down unsustainable paths which
by Action Pact as a way to ensure a client, has been is often the case with a typical master planning process.
provided ALL the information and processes needed to
develop and implement a successful project. This includes
educated cost estimates, cultural pathway and process
identification, a foundational financial forecast of project
feasibility, phasing assumptions and building plans, and a
preliminary project timeline - all of the critical information
necessary to move forward in the development process
with the confidence that you are making the right decision.

design g9roup

The integrated, interactive, and iterative IPA process
is purposely structured to inform the design team of
financial, operational, and cultural realities as they design.
This eliminates the need for multiple re-designs and
shortens the development cycle from years to months.

In these charrettes, the design is projected onto a screen
for everyone to see and changes to the drawings are made
as suggestions are given until the group is satisfied with the
outcome. The goal of the sessions is to allow the audience
to participate and drive the real-time architectural design
while closely monitoring its financial and operational
feasibility. The audience can include as many or as few
participants as you choose. In the past, we have worked
with every combination of participants imaginable –
from small management groups to auditoriums filled
with residents, staff, management, board members, and
community members. We have found that the process can
be equally successful either way, and that larger, diverse
groups tend to build alignment within an organization
around the goal of creating great places of lasting value.

Once the IPA process has been completed, Action Pact
will provide a comprehensive Business Plan within forty-
five (45) days. A typical business plan will incorporate the
projects strategic plan, market study, master plan design,
preliminary building design, description of project and
scope, preliminary project schedule, cost, phasing plan and
schedule and the associated project financial projections. 

With the business plan in hand, your leadership team
will be positioned to move forward. Upon approval,
our development team will be poised to commence
implementation of the business plan, guiding you through
the project’s successful completion and stbilization.

10

ACTION PACT IPA ELEMENTS collect available information on planned projects and
those under development.
The following describes the specific services we provide
during our IPA process to complete the Business Plan: 4. Market Area Demand
We will calculate the current and future (2025/2030)
Market Demand Assessment demand for:

We will quantify the market area demand for active adult • ILF units;
housing, independent living facility (ILF) units (apartments, • ALF units, including ALF-MC; and
houses/duplexes/cottages, etc.); assisted living facility • SNF beds, including long-term care and short-term
(ALF) units, including those for memory care (ALF-MC); rehabilitation
and skilled nursing facility (SNF) residency for long-term
care and short-term stay rehabilitation your market area. 5. Deliverables
Additionally, we will assess market rate housing, retail Upon the completion of our study, we will provide a
demand and demand for access to well-based care, all written report for each market area that includes the
keys to creating an integrated community. following components.

Scope of Work •Executive Summary
•Market Area Definition and Demographic Analysis
1. Market Area Definition and Demographic Factors •Utilization and Payer Mix Trends
Upon confirming the market area definition for the site, in •Inventory and Competitor Analysis
essence the potential draw area for the site, we will then •Calculation of Market Area Demand
assess demographic factors that affect demand. Elements •Conclusions and Recommendations
of analysis will include:
Financial Modeling
•Population Growth Trends by Age Group
•Household Income and Net Worth – Age 55-75; 75+ Action Pact will analyze the baseline financial information
•Household Size provided and gathered at the IPA sessions. Existing
•Dependency Status financial information will be gathered by Action Pact at
•Dementia Prevalence least 4 weeks prior to the first on-site meeting so that
•Trends in Home Construction, Home Sales and Housing the financial model can be assembled prior to the IPA
Values meetings. We will calculate key ratios and compare the
•Retail / Claritas consumption trends results to benchmarks, giving special attention to the
uniqueness in mission and structure of your minimum
2. SNF Utilization and Payer Mix Trends financial goals.
We will assess the Medicare utilization of SNFs in the
market area over a five-year period; this will include
Medicare discharges and length of stay. It will be essential
to review the discharge data of the hospital and existing
skilled nursing facility to assess internal demand for
services.

3. Inventory and Competitor Analysis
We will inventory the market’s existing active adult ILF, ALF
units and SNF competitors. For ILFs/ALFs, this will include
the number, types and size of units; pricing structure and
rate information; the availability of memory care; facility
age; other amenities and services; current occupancy; and
expansion/renovation plans. For SNFs, this will include the
number of licensed beds; rate information; the availability
of memory care and rehabilitation units; expansion/
renovation plans; and the age of the facility. We will also

11

As various scenarios are discussed, Action Pact will sessions and will become familiar with the project’s phys-
create financial models showing the operating and ical plant and/or site. They will understand the cost and
financial implications of the program and architectural construction implications with regards to any renovation
approaches. These financial assumptions and projections and new construction proposed during the IPA process.
will be adjusted on-site as part of an interactive process It will be necessary for us to be able to provide real-time
so that all team participants can be aware of the financial insight on construction cost implications of various deci-
assumptions and implications, and use that information sions. Our estimator is also responsible for providing de-
to make better decisions. These preliminary financial tailed construction cost estimates and construction phas-
projections will be printed for review and will be ing schedules as part of their deliverables to be included
transferred electronically when appropriate. In addition, in our business plan.
you will receive the full financial model in Microsoft Excel
format for their use throughout the development process. The following is a summary of the Construction and Cost
Consulting Services:
The following is a summary of the Financial Modeling
Services: -Project phasing and time-line
-Construction cost estimating and constructability
- Total Project Budget review
- Plan of Finance -Construction phasing and time-line
- 10 year Financial Model with: -Constructability Review

- Income Statement
- Cash Flow
- Balance Sheet
- Financial Ratios
- Capitalization Alternatives

Examples of financial deliverables can be found in
Appendix A.

Design

The architect will be material in the detailed articulation of
the building footprints along with full participation of the
staff and consultants who constitute the IPA team. The
architect will use REVIT design software to design building
retrofit and/or new construction interactively in front of
the team during the IPA sessions. In order to accomplish
this, the architect will need to have the existing building
and/or site drawings loaded into their software system
prior to the first meeting and attend the pre-meeting
building walk-through. Action Pact will facilitate this
process and ensure you will be provided the information
for making design decisions.

Pre-Construction / Estimation

It is very important that a highly qualified cost estimator is
a member of the IPA team. Our team possesses extensive
experience in estimating and forecasting the construction
of the many different types of buildings. Our estimator will
come to the pre-meeting site walk through and the IPA

12

design g1ro3up

14

IPA Process b. Master Plan Modeling and Alternative Development:
Action Pact will review documents furnished by you to
Action Pact will act as facilitator for each of the IPA sessions assist us when we develop the master plan modeling
to be held at a location of your preference. Typical IPA and to identify alternative development opportunities.
sessions are anticipated to be held in 1 to 2 consecutive These documents would include the following items:
day increments (depending on schedule availability of all
team members) over a course of three to four months. 1. Obtain existing drawings of the site and facilities
The first session is usually scheduled within 4-6 weeks of (when applicable)
the initial engagement, upon completion of the market 2. Obtain marketing studies and other reports
demand analysis. We anticipate the process will require 3. Determine zoning issues and approach
approximately eight total IPA sessions. 4. Determine if there are any environmental issues
that need to be studied or documented
During the process, Action Pact will maintain responsibility 5. Obtain current topographic survey of
for establishing meeting itineraries, scheduling of tasks, undeveloped, developable land with significant
and coordination of the consultants within the pre- trees, etc.
feasibility team, session facilitation and leadership, and 6. Obtain any existing Geotechnical Reports from
the recording and distribution of meeting minutes. While prior building projects
a generic list of steps is included below, due to the special 7. Previous Master Plan Studies
needs of each organization and the fluidity of the process, 8. Relevant Building Codes
we often deviate off this outline. However, the steps below
are useful in helping to understand the various processes Action Pact will analyze the existing community
that are common to most engagements. documents to identify expansion location opportunities
and preliminary impact on residents’ daily lives and your
IPA Steps community’s operations.

Step 1 – The Vision of IPA
Open Discussion:
Your team and Action Pact to discuss strategic plan and
market study to determine overall best strategy for the
IPA. The goal of the IPA should be to:

1. Compliment your strategic plan
2. Anticipate your future needs
3. Address opportunities identified in the Market
Study
4. Establish alternative plans for Improvement and
growth
5. Establish a plan for orderly and effective
development phases and change

Step 2 – Information Gathering (4 weeks)

a. Preparation and Understanding:
Tailor IPA process and deliverables to work within your
organizational structure, philosophy and schedule.

1. Establish process, participants, and deliverables
2. Understand Strategic Plan and current business/
operations
3. Establish goals and priorities

design g1ro5up

c. Financial Model: b. After Session 2 – Meet with Local Planning
Action Pact will develop a baseline financial model to be Authorities
used through the IPA process.
Action Pact would like to meet with local zoning
1. Collect and review available operational/financial officials and other plan reviewers after our first
data session. We recommend that we involve the local
officials as soon as possible to make the IPA and
d. Community Buildings’ Assessment Walk Through: future development processes go as smoothly as
One or two days prior to IPA Session 1, Action Pact possible. Some of the issues that may need to be
facility representatives will meet to take a tour of the discussed with these officials are the following:
community to confirm architectural drawings and
understand existing site and building challenges and 1. Present IPA program overview
opportunities. Action Pact will photograph conditions 2. Map out Strategy on how to obtain approval
and issues discussed and discovered on walk through. proceed

1. Assess existing site conditions (external and 1. PUD process
Internal) 2. Community Association involvement and
2. Assess facility systems, Life Safety, and approvals
infrastructure 3. Determine State Health Dept. concerns
3. Assess service components (capacity/utilization, and process
adjacencies, needs, opportunities)

e. Review Findings:
Review Findings with Executive Leaders and Board
Members, if desired prior to first IPA session.

Step 3- IPA Session 2: (2 days)
a. Session 1: Action Pact and Client
discuss the following:

1. Master Plan
2. Senior Continuum
3. Reposition of Existing Facilities (if applicable)
4. Positioning of the Fitness Facility
5. Multifamily Assessment
6. Residential Building Types
7. Mixed-Use Elements

16

Step 4 - IPA Session 3 - 4: (2 days each)

1. Establish location (new or retrofit) of uses and
adjacencies. Develop master plan options to discuss
and select one that best responds to strategic goals.
2. Determine size and numbers of each project type
3. Develop detailed articulation of new and/or
retrofit footprints and forecasted operational costs
(including staffing)
4. Identify options
5. Expand scope of discussion to include other
portions of campus as directed by you and advised
by Action Pact
6. Estimated construction/remodel costs, phasing
assumptions, and integrate to Financial Forecasting
Model

Action Pact will provide a comprehensive Business Plan
following the receipt of final construction cost estimates
from the estimator following conclusion of the IPA sessions.

design g1ro7up

IPA DELIVERABLES

The description provided below includes the services and deliverables to be provided by Action Pact in summarized form.
Each service or deliverable is described in more detail throughout this document. A specific work schedule, with dates,
agendas, and targets, will be created through discussions to accommodate availability and work around holidays and
vacations.
Services Proposed by Action Pact

•Process coordination and pre-feasibility team alignment
•IPA Process facilitation
•Site Plan Development
•Architectural Programming
•Financial Forecasting
•Total project cost budgeting (includes non-construction cost items required to develop the project)
•Construction & project cost estimating and constructability review
•Construction & project phasing and timeline
Deliverables
•Integrated business plan (to be delivered within 45 days following IPA completion)
•Executive Summary – provides an overview and summary of:

•The IPA goals and the process to meet these goals
•Summary of the IPA process
•Summary of each scenario, should multiple scenarios be discussed
•Architectural Conceptual Programming
•Site Plan
•Detailed drawing showing the layout of each element; new construction or retrofitted area and common spaces

18

•Contractor Estimates
•Construction Cost Estimates
•Construction costs will be detailed by retrofitted area and new construction area by construction type
•Cost per square foot estimates will be applied to each area so that the financial ramifications of each area
can be understood – i.e. site work, green spaces, living spaces, mixed-use elements, resident rooms, kitchen
areas, hallways, patios, existing infrastructure improvements, etc.
•In addition to the square foot estimates, the estimator will include a construction contingency, general con-
ditions, and estimated contractor fee
•Detailed construction timeline and approach to phasing
•Estimator will forecast a project duration from a construction standpoint and will indicate ways that the
construction could take place in phases to minimize resident interruptions and movements where applicable

• Financial Models
•Construction budget
•Budget for other project expenditures, i.e.
•Furniture, Fixtures & Equipment
•Architect & Engineering Fees
•Land Costs
•Underwriter Fees
•Cost of Debt Issuance
•Reserve Funds
•Other costs associated with development
•Total Sources and Uses of Funds for the Project

•10-Year Financial Projection (Income Statement, Cash Flow, Balance Sheet, and Financial Ratios)
•Revenue projections
•Revenue model will show detailed revenue calculations based on level of care (independent living, assisted
living, and skilled nursing, etc.), occupancy, payer mix, and applicable rates
•Other revenues, such as investment income, ancillary services, etc. will also be projected
•Revenue inflation factors will be applied each year in as much detail as you choose – i.e. all revenues can be
inflated at the same percentage per year or different payer types and levels of care can be inflated at different
percentages

•Expense projections
•Expenses will be modeled in two primary categories – Labor and non-labor expenses
•Labor
•Detailed staffing schedules by shift and by position will be created to establish the staffing plan for the
campus after the retrofit / new construction is complete
•Non-labor
•Current expense structure and industry standards for non-labor expenses, such as administrative, food
and beverage, housekeeping, supplies, maintenance, utilities, etc, will be utilized to estimate a new ex-
pense structure for the campus after the retrofit / new construction is complete

•Financing structure
•In order to fund the capital costs for the new campus, Action Pact will work with you to determine alternative
financing structures for consideration
•Action Pact will develop a sensitivity assessment of viable financing alternatives for your consideration, aligning
market responses with your objectives and project performance
•The financial model will project both interest expense and principal payments on any existing
debt as well as proposed new debt
•Capital costs will be estimated based on the Project Budget referenced above as well the ongoing
routine capital expenditures anticipated to be spent each year
•IPA Session Minutes – detailed notes from the IPA meetings

design g1ro9up

EXPERIENCE

Norterre - Liberty, MO

Project and Goal Norterre offers a solution to those looking for a healthier
lifestyle, no matter what age or stage of life. It’s not just
Norterre is the first community of its kind — a place about getting better, it’s about feeling better. It’s about
not built with brick and glass, but with heart, vision and giving you the options that fit your lifestyle. Norterre
imagination. Here young families, active adults, and seniors is a community for families and people of all ages to
can live, heal, and play together in one neighborhood. find both unity and solitude in a comfortable, warm
Norterre is about bringing people together rather than environment. Kids will play together and adults will share
isolating them by age, ability, or state of health. With a life together through activities and daily living. Norterre is
spirit of unity, Norterre serves as the inspiration to discover a neighborhood for all aspects of healthy living created in
the best you can be. At Norterre, a grandmother can play a way that will make everyone rethink how we live, heal,
with her grandson while Mom finds her Chi in yoga class. play and age in America.
An aspiring athlete can discover his inner motivation by
helping a Dad recovering from knee surgery, next to a Owner
professional runner in training. Liberty Healthy Living Community

Built on 17 acres adjacent to Liberty Hospital, our master- Project Architect
planned, multi-generational community serves Northland Action Pact
residents through all stages of life, including young families,
active adults and seniors. Norterre will offer 60 assisted MEP Engineer
living residences, 40 memory support residential suites, PKMR Engineering
40 short-term rehabilitation and 20 long-term skilled
nursing recovery suites. The future will bring independent General Contractor
living residences for all ages with full amenities found in Excel Construction
most neighborhoods like dining options, specialty retail
and health and wellness services open to everyone in the Completion Date
Northland to enjoy. Construction Start: June 2016
Construction End: Phase I September 2017
At the center of Norterre is a beautiful green space that
connects all residences and short term recovery suites Project Budget
to the 50,000 square-foot Healthy Living Center, the $75 million
cornerstone of the community. Surrounded by hand-
selected original art and host to live music performances,
Norterre offers everyone a pathway to healthy choices and
options for a better state of mind, state of being, and way
of life. Norterre is a place where you can be become your
personal best.

20

design g2ro1up

22

23

Fair Haven - Birmingham, AL

Project and Goal serve both the additional needs as well as create the ability
for private rooms. Five new SNF households (2 buildings)
Action Pact has been working with Methodist Homes of and three assisted living households were constructed
Alabama and Northwest Florida since 2008. We were during the first phase of construction. In the second phase
originally contacted by the client when their plan for of the project, the existing buildings are being renovated
repositioning and expanding their flagship campus – Fair on the inside and out, as well as the creation of enhanced
Haven Retirement Community – hit a snag. They had community spaces and a new front entrance.
been working with a local architect that was simply design
focused which resulted in a plan that worked neither Exterior Improvements
financially nor operationally. Action Pact Development In conjunction with the new construction, the buildings
was contracted to get the plan back on track and create a that face the adjacent street will undergo an extensive
comprehensive business plan to reposition the entire 400+ facade upgrade to communicate to the public that changes
unit campus. Action Pact Development introduced the are happening. This work was master planned to parallel
IPA Process and led Fair Haven through a comprehensive the building renovations to further reduce resident
master plan. Fair Haven was so pleased by the process that disturbance throughout construction. The architectural
they replaced the local architect with Action Pact Design. Tudor style was selected by the owner.
As a company, we then led Fair Haven through the design
of the project, assisted them with financing, and are now Owner
guiding them through implementation. Methodist Homes

The existing campus houses the full spectrum of resident Project Architect
care including skilled nursing, assisted living, memory Action Pact
care assisted living, memory care skilled nursing and
independent living in six connected buildings. Action MEP Engineer
Pact worked with Fair Haven to rezoned the campus PKMR Engineering
to better serve the future of Fair Haven and to increase
wayfinding ease. We were also instrumental in creating an General Contractor
efficient construction phasing plan to minimize the census Golden Construction
disturbance during the new construction and renovation
and also keep a compact schedule to avoid unnecessary Completion Date
general conditions. Construction Start: January 2015
Construction End: August 2017
New Construction
With a limited buildable site, the need for an additional Project Budget
63 skilled nursing beds, and the potential future need for $94 Million
more independent living capacity, three new buildings
have been constructed to provide 8 new households to

24

25

Meadowlark Hills - Manhattan, KS

Project and Goal Owner
Meadowlark Hills Retirement Community
Action Pact has had a long history with Meadowlark Hills
(MH). As one of the first communities in the country to Project Architect
embrace culture change, Meadowlark Hills adopted the Action Pact
household concept where residents live life according to
their own schedules, passions and pastimes in all levels MEP Engineer
of care. As a continuing care retirement community, LST Consulting Engineers, P.A.
Meadowlark Hills offers the full spectrum of senior living
options:

• Independent living; Structural Engineer
• Assisted living – Assisted Daily Living and Memory BSE Structural Engineers
Care
• Skilled Nursing Facility – Long Term Care and Post Completion Date:
Acute Recovery On-going
• Home Health Care Services
Construction Budget
We have been their partner through a series of renovations $40 Million - In Multiple Phases
across their continuum. An example of some of the Current Master Plan
upgrades and refurbishing that has been done over the
last few years include a library, massage therapy suite,
physician’s office, maintenance building and post acute
rehabilitation residence.

Recognizing that these small yearly projects were not
addressing their strategic needs, MH hired Action Pact
to guide them through a strategic and master planning
process to identify their goals and how to achieve them.
Because we are still in the middle of this process, no
definitive direction has been finalized. However, it appears
the master plan will address an expansion as well as
repurpose an existing building that suffers from operational
inefficiencies. As is the case with all master-planning
engagements, we are developing a Business Plan so that
the master plan is actionable and the campus remains
financially viable. In our discussions with MH, there are
a number of repositioning strategies under consideration.
They include more independent living residences – either,
cottages and/or villas, a comprehensive wellness fitness
center and programs to market to the community-at-large,
a reduction in skilled nursing beds and a general interior
design upgrade to select areas of the campus.

26

design gr2o7up

Cottage Duplex
1120 & 1116

Cottage Duplex
1200 & 1204

Cottage Duplex
1109 & 1113

Cottage Duplex
1208 & 1212

Cottage Duplex
1209 & 1213

Cottage Duplex Cottage Duplex
1216 & 1220 1215 & 1211

Cottage Duplex Cottage Duplex Cottage Duplex Cottage Duplex
2263 & 2261 2252 & 2250 1217 & 1221 1223 & 1219

Cottage Duplex Parking Cottage Duplex
2242 & 2240 22 Stalls 1231 & 1227
Parking
Cottage Duplex Cottage Duplex 22 Stalls
2253 & 2251 2232 & 2230

Cottage Duplex
2243 & 2241

Tinklin Miller Place IL East Cottage Duplex
Household Tower 1239 & 1235
Sloan
Independent Stolzer Household IL West
Living Building Household Tower
30,623 SF/Floor
Community
Center

Wroten Re Purpose Use Collins
Household 15,400 SF/Floor Landing
Household
Honstead Wellness Garden Duplex
Lyle Household Center 2025 & 2023
Household

Bramlage Dr. WD WD Parking
Household Office 106 Stalls

Garden Five Plex Garden Six Plex Community
2015 2003 Services Building
12,114 SF/Floor
Maintenance Shop

The Piper - Kansas City, KS

Project and Goal Care and activities are tailored to meet the individual
physical, intellectual, spiritual and social needs of the
The Piper campus was a unique challenge for Action Pact. residents. The site is located in a neighborhood of existing
Originally not intended to be a senior community, the age-restricted senior living residences. In addition to
planning process was constrained due to approved zoning providing services for the building residents, The Piper
restrictions. Seeing the opportunities the site afforded, the offers the neighboring homeowners access to a customized
planning approach created a community which included menu of services.
an assisted living residence, villa style cottages (stand
alone and duplexes), garden style cottages, three hybrid Owner
apartment buildings and a club house. Assisted Living Associates

The design process for phase 1 of this project was limited Project Architect
due to the fact that the site for the assisted living residence Action Pact
had been first approved by the city for a multistory
apartment building, and the footprint of the building could MEP Engineer
not be altered. However, the design team approached the Olsson Associates
problem with creativity and completed the design of an
assisted living and memory care residence.

The Piper’s phase 1 is an assisted living and memory care General Contractor
residence located near the Village West area of Kansas City, ALA Development
Kansas. The building is a 120 resident Household Model,
comprised of 80 one-bedroom units for standard assisted Completion Date
living and 40 studio units for specialized memory care. A Construction Start: July 2014
strong emphasis on community includes outreach to the Construction End: August 2015
surrounding neighborhoods.
Project Budget
The building is three stories in height and includes $20.1 Million
a basement level storm shelter. The 100,000 sq. ft.
structure features exterior finishes of stone veneer and
cement board siding. Interior features include individual
apartments for each resident, complete with tile, wood
and carpet flooring, private bathrooms, kitchenettes,
washers and dryers and individually controlled heating
and air conditioning. Resident rooms are organized around
uniquely individualized households of 20 people, each
of which includes a separate entry, living room, formal
dining room, kitchen, den, parlor and sunroom. Building
amenities include a fitness center, bistro, community
room, outdoor gardens and patios.

28

4

Cleveland Ave.

4 5 555
Howrads Way Martins Way
N. 114th Terrace
4 Haskell Ave. Cleveland Cir.
4
N. 114th Street
4

Verde Drive 8
3
Verde Drive

N. 113th Place
2
2

7

Piper Place
Alley
N. 113th Terrace

Peter Drive

N. 114th Terrace

N. 114th Terrace
1
4 3
8 4
4 design g2ro9up
N. 114th Street
6
4

8

ASSISTED LIVING (THE PIPER)
INDEPENDENT LIVING APT.

30

design g3ro1up

Asbury Place - Maryville, TN

Project and Goal Renovation
This consists of renovating the existing, 181 resident, multi-
Asbury Place in Maryville, TN was an aging campus in story skilled nursing building into 5 households for 145
need of significant repositioning. While they had added residents. In each wing, the existing dining room, nurse
new Independent Living product in recent years, both the station and lounge area are converted into a household
assisted living and skilled nursing buildings were old and common area. The existing back of house pantries in each
outdated. Asbury’s goal was to replace the old buildings wing is updated and refurbished with new equipment. The
with new product, but the cost to do so far exceeded their existing hallways received updated wall finishes (paint),
borrowing capacity. Therefore, they engaged Action Pact new ceiling tiles and grid as needed and updated the
to work with them to develop a master plan and business lighting (LED troffers).
plan that would gradually allow them to replace existing
product. As part of the plan to develop new assisted Owner
living and skilled nursing residences, the existing buildings Asbury, Inc.
were also renovated to make them more attractive until
they could eventually be phased out. Multiple scenarios Project Architect
were developed and extensive financial modeling was Action Pact
performed to examine how quickly they could replace their
existing building. After the planning process, Asbury hired MEP Engineer
Action Pact Design to design the project, and it is currently PKMR Engineering
under construction.
General Contractor
Assisted living Joseph Construction Company

Each household is a 22 resident, single story structure Completion Date
that are mirror images of each other, and connected by an Construction Start: October 2016
exterior, open air breezeway at the garage. The building is Anticipated Construction End: December 2017
approximately 13,555 sf with a household common area
consisting of approximately 2,250 sf. They include a front Project Budget
porch, exterior patio and courtyard. Each of the standard, $25 Million
private apartments (18) will be approximately 300 sf
and will include a small kitchenette, closet and private
bathroom w/ a “roll-in” shower. There will be four (4)
private, premium apartments that are approximately 400
sf. The premium apartments will also include a living area.

Skilled Nursing

The Skilled Nursing household consist of a new, 22 resident,
single story building. The building will be approximately
13,300 sf with a household common area consisting of
approximately 2,200 sf. This household includes a front
porch, exterior patio and courtyard. Each of the private,
resident rooms will be approximately 280 sf and will
include a small kitchenette, closet and private bathroom
w/ a “roll-in” shower.

32

Asbury Place Maryville: Assisted Living Building 'B' Breezeway 9-28-15

design g3ro3up

Kansas Masonic Homes - Wichita, KS

Project and Goal The outdoor pathways and landscaping were enhanced
to give residents increased outdoor accessibility,
Kansas Masonic Homes (KMH) is a 120-year-old senior improved way-finding capabilities and more reasons and
community, which has just completed an extensive opportunities to enjoy the outdoors.
renovation and new construction project to embrace
person centered care throughout their entire continuum Owner
of care. Set on fifteen acres of historical Wichita land Kansas Masonic Home
KMH wanted the expansion and renovation to reflect its
heritage while embracing its community and its definition Project Architect
of home. Their market study directed them to reposition Action Pact
their community to address the need for expanded
assisted living care. Guided by their mission and the desire MEP Engineer
to provide the best quality of care for their residents, they Law/Kingdon, Inc.
also embraced the household model.

The historic manor house is divided into three distinct General Contractor
areas e.g. Pavilion, Manor and Tower. Each area went Hutton Construction
through extensive renovation and each houses different
levels of care. A carefully crafted micro-phased schedule, Completion Date
combined with a preservation-level design approach was Fall 2015
required to incrementally renovate while not displacing
existing residents and maintaining the community’s Project Budget
financial performance. $50 Million

Because the existing independent apartments in the
portion of the existing building called The Tower, were too
small and difficult to renovate into market rate housing,
these apartments were converted into assisted living
residences with extensive renovations. This resulted in
no independent living apartments being in the existing
historic manor home. Stand-alone cottages and villas,
however, are planned to meet market demand .

The Pavilion was renovated to four nursing households.
The Manor was renovated into three assisted living
households. Each household accommodates between
twenty and twenty-four residents. Renovated common
spaces were added throughout the historic Manor House.

A new Therapy Home was also constructed to provide
rehabilitation services and housing for short-term care
guests.

34

35

The Cedars - Portland, ME

Project and Goal Owner
The Cedars
The Cedars is an award winning senior community that 630 Ocean Avenue
provides a full continuum of care from independent and Portland, ME 04103
assisted living to skilled nursing in Portland, Maine. It
will soon be undergoing a significant construction and Project Architect
renovation to strategically reposition their organization to Action Pact
offer better care for the residents they serve. Having gone
through the IPA process, the community determined that MEP Engineer
the existing skilled nursing home, currently an institutional PKMR Engineering
model, needed to be downsized and reconfigured to create
smaller household care units. With the focus on converting Construction Manager
double occupancy bedrooms into private rooms with Action Pact
full bathrooms, a new nursing home and memory care
residence will be built to address the private pay market. Completion Date
With an existing pre-developed site nearly at capacity, Anticipated Construction Start: June 2017
Action Pact helped master plan the site to determine Anticipated Construction End: Fall 2018
where the best places were to located these new buildings
as well as how to make use of spaces not assigned to the Project Budget
care units in the existing nursing home. $45 Million

The Cedars’ eleven acres campus is located in a residential
neighborhood and they expressed a desire that the new
buildings have the residential scale and style to blend into
this neighborhood. Access to these two buildings will be
through this neighborhood and the residential streets
and sidewalks will be undated to accommodate the new
visitors, staff, as well as the neighbors who will visit the
residents who will reside there.

The memory care residence is a one-story building with
an interior courtyard. Designed to accommodate twenty
residents, the building configuration reflects a typical
home layout. The new skilled nursing home will be a two-
story building with one household residence for twenty
residents per floor.

Action Pact has structured the financing as a reverse sale-
lease back. Action Pact will own the campus and The
Cedars will manage it untill stabilization is achieved, at
which time Action Pact will structure a refinance enabeling
The Cedars to repurchase.

36

Household Core RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM

Resident RESIDENT RESIDENT RESIDENT SUN PORCH RESIDENT RESIDENT RESIDENT RESIDENT Household C
Support BATHROOM RESIDENT BATHROOM BATHROOM BATHROOM BATHROOMBATHROOM BATHROOM Resident
BATHROOM Support
RESIDENT ROOM
RESIDENT ROOM RESIDENT ROOM
RESIDENT
RESIDENT ROOM BATHROOM
RESIDENT
PRIVATE DINING LIVING ROOM DINING ROOM BATHROOM

RESIDENT LIFT STORAGE RESIDENT HOUSEHOLD RESIDENT ROOM
BATHROOM LAUNDRY RESTROOM CLEAN UTILITY RESIDENT ROOM
RESIDENT
RESIDENT MED PREP BATHROOM
BATHROOM SOILED UTILITY

RESIDENT ROOM SPA LOUNGE FOYER KITCHEN CHARTING /
RESIDENT RESIDENT PANTRY HOUSEHOLD
RESIDENT ROOM BATHROOM BATHROOM COATS
RESIDENT OFFICE LIFT STORAGE
BATHROOM
STORAGE
JAN. DEN

RESIDENT CHARTING VESTIBULE RESIDENT RESIDENT RESIDENT
BATHROOM BATHROOMBATHROOM BATHROOM

GENERAL

RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM RESIDENT ROOM

New Long Term Care Building
design g3ro7up

Manor Square - Kansas City, MO

Project and Goal Owner
Pulse Development, LLC
After the proposed construction completion in Spring 2019,
Manor Square will become an iconic symbol designating Project Architect
the Westport community in Kansas City. Action Pact

The proposed multi-use project is a 327,000 square foot MEP Engineer
complex comprised of 15,000 square feet of retail space PKMR
adjacent to an existing 12,000 square foot bar-b-que
restaurant with outdoor seating and recreational area. General Contractor
The main lobby hosts an art gallery and is adjacent to a Excel Construction
710 stall parking structure. Manor Square Tower will have
25,000 square feet of office space located on the second Completion Date
floor. Construction Start: December 2017
Construction End: Spring 2019
The remaining floors will be comprised of 276 residential
apartment units varying in size from 450 square feet to Project Budget
1,650 square feet. Amenities will include outdoor balconies $60 Million
and green space, a roof deck green space and restaurant, a
120 room hotel, and abundant conference space.

Façade, construction and materials are inspired by local
historical architecture, yet influenced by technology and
modern aesthetics. Manor Square will overlook the Kansas
City skyline and serve as a beacon to those whom indulge,
share, live and call Westport home.

38

design g3ro9up

TEAM MEMBERS

40

CEO assessing and planning for facilities and programming
needs of senior living and continuum care organizations
STEVE SHIELDS that wish to transition themselves into true providers of
well-based continuum care.
Steve has lead numerous communities and healthcare
systems throughout the country in repositioning their Steve co-authored the book In Pursuit of the Sunbeam:
campuses to better respond to the new senior consumer A Practical Guide to Transformation from Institution to
and those seeking a well based integration of continuum Household, now in its sixth printing. He travels nationally
care. and internationally to provide strategic planning and
design services, deliver keynote speeches, mentor
As CEO of Action Pact and an international expert on executives, and facilitate learning seminars and retreats.
culture change, Steve brings a deep ability to analyze
needs, assess future conditions, and propose creative, Steve also co-authored the book, The Household Model
yet practical solutions for organizations. He pioneered Business Case, which provided the approach to make the
the Household Model, a resident-directed service model household model operationally and financially viable to
that transforms post acute care facilities, resulting in the any provider. This approach has been embraced by many
growth of over 3,000 households globally. of the projects featured in this proposal.

As CEO of not-for-profit Meadowlark Hills Retirement
Community, Steve grew it from a $3 million organization
to a $60 million organization in ten years. His leadership in
that and many other non-profit and not-for-profit projects
has given him unparalleled experience in measuring,

• Founding Board Member of the Association of • Presently serves as the CEO of Norterre, the first
Households International multigenerational, integrated wellness commu-
nity of its kind - located in Liberty Missouri.
• Serves on the Advisory Board of Kansas State
University’s Center on Aging • Serves as primary advisor for public policy to the
Republic of Ireland’s HSE in aging service sector
• Member of the Fort Hays State University Foun-
dation and recipient of the Distinguished Service • Featured on CBS, PBS, CMS National Video Se-
Award for 2011 ries, and other national media forums

design g4ro1up

Chief Development Officer of commercial, residential and mixed use projects, both
domestically and abroad.
CHRIS COLE
Additionally, his 20 years of organizational leadership,
Chris leads Action Pact’s integrated development and managerial and operational experience in real estate
design practices. With a background in urban design, investment and complex finance enable him to provide
planning, law, capital finance and development he assists valuable insight to Action Pact clients throughout a project
the Action Pact team in their creation of unique responses life cycle. In his career, Chris has held operational and
to market opportunities that optimize client objectives. delivery responsibility for projects totaling over $2 billion
in project value.
He is experienced in the delivery of complex integrated
development projects, including ground-up, retrofit,
adaptive reuse and comprehensive redevelopment, with
responsibility for projects at a variety of scales ranging
from individual structures to entire communities.

Chris possesses 24 years of integrated practice in real
estate, planning, development, and includes design,
feasibility, entitlement, underwriting, finance and delivery

42

VP of Development and Finance of a financially viable senior living project, which makes
him a valuable member of any IPA or master planning
MARTIN DICKMANN team.

Martin is a vice president of development and finance In addition to his consulting and development work, Martin
for Action Pact. His role in the planning process is to travels the country giving presentations at workshops and
focus primarily on providing financial modeling and state and national conferences as participants seek to
development services to you. His extensive experience learn about the development process and financial trends.
in elder care enables him to facilitate planning and Since graduating from Saint Louis University, Martin has
development sessions while bringing first-hand knowledge spent nearly his entire career in the senior living industry
of the programming, operations, financial forecasting and and is dedicated to the goal of creating true homes for
architectural planning required to create a successful and elders.
sustainable healthcare project.
• Advisory Board Member for Culture Change Network
Prior to forming Action Pact, Martin worked as a Healthcare of Georgia
Feasibility Consultant for BDO Seidman, LLP, and for Larson
Allen, LLP. During his time at those firms, his financial • Past Treasurer of the Association of Households
forecasting projects led to financings cumulatively valued
at over $1 billion. Martin also served as a Director at
Formation Capital, an organization that owned over 100
long-term care facilities. He understands the components

design g4ro3up

Kim has more than 20 years experience in the senior living
industry, with more than 15 years of those years focused
in leadership positions in real estate investment, finance,
marketing, human resources, and technology. She has
led negotiations with capital providers and joint venture
partners, designed and led technology implementations,
and worked directly with and for senior living communities
offering independent, assisted living, memory care, skilled
nursing, home health and home and community based
services.

Kim worked with Steve Shields and LaVrene Norton during
the formative years when they created the Household Model
to replace institutional care in nursing homes.

• Bachelor’s degree in Human Resource Management
• Master’s degree in Business Administration

- Baker University

Chief Financial Officer / CIO

KIM HYNEK

Dylan, as a senior financial analyst with Action Pact, will Senior Financial Analyst
assist in developing the different financial modeling
scenarios and development options. With a background DYLAN SULTZER
in financial analytics, Dylan primarily concentrates
on creating multi-year financial forecasts and project
feasibility. Dylan’s secondary role focuses on working as a
liaison between design and development team members.

Prior to joining Action Pact, Dylan served several Fortune
500 companies as a Profit Assurance Consultant with
Agility Solutions where his efforts led to the recovery and
capture of over $15 million in lost profits.

Since graduating from Kansas State University, Dylan has
focused primarily in helping organizations to mitigate and
assess capital investments.

• Master of Business Administration - Finance
- Kansas State University

44

Architect

CASEY CULBERTSON, AIA, LEED AP

Casey, having participated in dozens of senior living projects of the organization. Casey intuitively understands how
across the country, combines extensive experience and people use spaces and how those spaces influence the
involvement in the full design process from conception ways people behave and interact: vertical and horizontal
to finishing construction with intimate knowledge of circulation, movement of goods and services, and space
programming, staffing and space needs of elder care requirements for various operational uses.
organizations. He has partnered with many different types
of senior living facilities, working on projects ranging from In addition, his expertise in codes and regulations leads
$1 million to $90 million. to practical strategies that assure regulatory compliance
while producing creative solutions to client challenges.
Casey brings unique skills to master planning projects.
He combines a capacity to actively listen and question • Manhattan Konza Rotary Club, Past President
assumptions with a gift for producing sophisticated • Manhattan Young Professionals, Past Board Chair
designs in real time during sessions with the client. This • Manhattan Area Chamber of Commerce
allows administrators, residents, staff and family members - Past Board Member
to instantly contribute to the vision, participate in the • American Institute of Architects
planning process and conceptualize the future direction

design g4ro5up

Director, Construction Management Scott has managed projects in size from $100,000 to over
$100 million. Project types include residential, healthcare,
SCOTT CADY, CPC and senior living. His experience and ability to conceptualize
the design allows Action Pact to integrate constructibility
In addition to his construction management expertise, analysis into the design phase by identifying specialty
Scott is an experienced cost estimator. He will be highly trades and suppliers and communicating the design prior
involved with the pre-construction analysis of building to construction drawings. Involving trades and suppliers
design in both cost and constructability. Scott is focused with design offers valuable insight into design improving
on identifying cost elements from concept through design quality and target value.
development that aid the design team in verifying design
against budget parameters.

Scott’s 30 years of experience in estimating and
constructing numerous renovation and new construction
projects enables a quick assessment of construction
methodologies that could impact a project schedule and
cost.

• Certified Professional Constructor (CPC), • Construction Management Association of
American institute of Constructors America (CMAA)

46

Buckley Consulting In this capacity, Scott assesses the potential for increases
and decreases in demand and utilization and determines
SCOTT BUCKLEY the type and amount of facility space needed to meet the
current and projected demand in the market area.
Scott has more than 30 years of consulting experience
with retirement communities, acute care and critical Scott also assists hospitals and other healthcare and social
access hospitals, and other healthcare and social service service providers with a wide range of special projects. This
providers. As a consultant, Scott recognizes that change has included analyzing the potential to improve census
and opportunity are constants and his goal is to assist and improve financial performance in rehabilitation and
clients in finding their way to a better and more successful psychiatric hospitals/units; assessing opportunities to
future. develop care management, palliative care and other new
services/programs; assessing repositioning strategies for
Scott conducts assessments for a range of senior-focused hospices, assisted living and social service organizations;
services, including skilled nursing, independent living and and developing business plans.
assisted living facilities; psychiatric services; rehabilitation
services; hospice; and homecare. This work includes Scott graduated with honors from Harvard College in
assessing demand, projecting financial performance and Cambridge, Massachusetts and earned a Master’s Degree
evaluating/addressing regulatory requirements, including in Public Health from the University
preparing Certificate of Need applications. of Missouri in Columbia.

Scott collaborates with architects, engineers and
construction managers to assist providers in planning
facility construction, renovation and replacement projects.

design g4ro7up

(B) MISSION AND PHILISOPHY

48

design g4ro9up

Action Pact’s Mission and Vision is to change the way people age. Action Pact began by transforming the way the
most frail elders age and has expanded its vision across the entire continuum and into community-based health. Creating
an opportunity for people to be in the driver’s seat of their own lives is a staple to Action Pact’s existence. Breaking
through the institutional norms has allowed Action Pact’s mission to expand to impact more and more lives every day.

Action Pact’s Philosophy

TRANSFORMING THE WAY WE AGE

Our Vision
To lead the nation in transforming the way people age.
Our Mission
We will create a unified elder health and wellness system to:

• Transform the provision of elder health to both urban and rural settings
• Create a person-centric continuum of care, eliminating physical and institutional silos of self-interest
• Blend high-tech with high-touch to seamlessly integrate care into a unified continuum
• Introduce a sustainable, replicable and scalable operational model for emulation
Our Values
• The system supports and serves the individual within the context of their life pursuits
• Elders direct their own lives and play a responsible role in guiding their individual care
• Mobilizing licensed services is key to increasing access, establishing continuity and reducing cost
• Location should not lessen access to, or the quality of, care received
• Preventative health and wellness is essential to improving life quality and reducing cost
• Integrated transportation solutions are an essential element of a unified continuum
• Our leadership is values driven, belief shaping and resource bearing
• The organizational structure is integrated, decentralized and interdisciplinary
• The capital and operational model is financially viable and sustainable

50