BLUEPRINT

FOR OUR
FUTURE
ANNUAL REPORT FISCAL YEAR 2013
PAGE 2
Message from the CEO
Growing with Purpose
What an exciting time to be the
president and CEO of John Knox Village.
As we plan for the year 2020, when
the first wave of Baby Boomers will turn
75 (the age at which older adults tend to
move into retirement living), our entire
organization has been re-invigorated.
By challenging ourselves to look at the
Village with fresh eyes, we are drafting
plans that will help us better serve older adults today and
well into the future.
It is plain to see that the Boomer generation will have a different
picture in their minds of what retirement should look like. This has
been a clear signal to us that it is time to begin putting together
a new plan a new blueprint for growth.
Even as the nation struggles to find a new balance, John Knox
Village has learned to rebalance to be more in tune with todays
economic realities. We have spent the past year taking a hard look
at how we can help our residents and our associates feel even
more pleased about being a part of John Knox Village, all to lay
a solid foundation for growth and change.
In this years annual report, youll read about some of the
changes already underway in our organization, changes weve
made to our campus, and plans for change in the near future and
beyond. The key for us is to be attentive, willing to adapt and
never to forget our mission: Enriching lives, building community.
First and foremost, we are here to provide the best service and
care for seniors. The associates and residents who have been with
us for many years (and we have a lot of them) know that while
some things change like the buildings on our campus or the
services we offer others never do. Through prudent and forward-
reaching planning, we have been able to serve residents and
associates for 20, 30 and even 40 years, providing a lifestyle filled
with rich experiences, close friendships and a sense of security.
This kind of organizational sustainability only happens by looking
forward and planning to be successful not just today, but for
another 30 or 40 years.
Successful change doesnt happen by accident We
set our goals, focus on the long-term an
achieve our targets with wisdo
on our way.
Daniel Rexroth
President and CEO, John Knox Village
Blueprint for
Our Future
Have you ever watched someone build
a house? If so, you know that the best way
to get exactly what you want is to start with a
plan. If you start with just an idea, it leaves too
much room for error. Suddenly you end up
with a door where a window should be.
The key is to plan thoroughly; to consider
your needs today as well as years into the
future. Then you put that plan on paper
because dozens of people will touch some
small piece of the project, and everyone
needs to be following the same plan.
The standard method of communication,
when building, is a blueprint. It contains all the
information in one place that is necessary to
ensure a successful build, and it makes sure
everyone is speaking the same language.
The same is true for building a business.
If you want to make sure everyone in a busi-
ness is headed in the same direction, you
need a well-thought-out plan that ensures you
are prepared for todays challenges and for
those looming on the horizon.
Fiscal Year 2013 was a planning year.
John Knox Village is poised on the brink of
change. To make sure we plan well for those
we currently serve and are prepared to serve
the next generation of seniors, we have been
developing a plan from the ground up. In the
pages that follow, youll learn more about this
Blueprint for Our Future and some of the
early steps weve taken to make sure we are
growing with purpose and building to the plan.
Services group worked to rebrand themselves to enhance
their marketability and Village Hospice reached record highs
in the number of patients they served.
With those health care improvements in place, we are
returning our attention to independent living. As we begin
the new fiscal year, we have already started some exciting
projects, including replacing some older homes with new,
modern villas, as well as renovating the interior halls and
common spaces in the popular Villager apartment buildings
and adding some updated and spacious apartments. And to
make sure we are building to a plan doing the right things
at the right time for the right reasons we have hired a team
of industry experts to help us create a campus redevelop-
ment plan that will sustain this organization into 2020 and
beyond.
One of the great things about the
Village is its flexibility, thanks to the
breadth and diversity of our service
offerings. When the housing market
was down, we were able to focus our
energies on delivering more services to
more people on the health care side of
the business. At the same time, we are
preparing the types of independent
living homes people will be seeking as the marketplace
starts to open up again.
In this past fiscal year (April 1, 2012, to March 31, 2013),
the Village Care Center wrapped up its remodeling project
in its memory care wing and Valley View opened a second
assisted living memory care wing. The Community Health
Stephen Chinn
Chair, JKV Board of Directors
Below: An example of the villas that will replace some
aging cottages. The new homes will have larger rooms
and modern, yet classic, cabinetry, flooring and finishes.
Message from the Board Chair
Building to the Plan
PAGE 3
A goal without a
plan is just a wish
Antoine de Saint-Exupry
Village leaders are working with
consultants from Greystone to develop
a multi-year campus redevelopment
plan to meet the needs of our changing
marketplace. Greystone specializes in
developing, redeveloping and expanding
communities.
Solid Financial Footing
Fitch Group, an independent credit rating agency, has re-
affirmed John Knox Villages rating of BBB- with a stable outlook
for the third consecutive year. Of the more than 2,000 senior living
organizations in the United States, less than 20 percent are rated
and, of those, only a handful have BBB or better ratings.
While many continuing care retirement communities fell into
financial difficulties as the housing and lending markets declined,
we are proud to have maintained our conservative financial stance
through it all.
As a not-for-profit 501(c)(3) organization, we are here to serve
the common good, and any surplus is recirculated back into the
business. But just like a for-profit corporation, we have to make
well-considered financial decisions and manage to the bottom line.
What does this rating mean? By affirming our financial health
and history of strong performance, this rating will help us gain
access to a lower cost of capital for future campus projects.
Building Health Care Census
Our health services facilities focus heavily on relationship-
building with a goal of building a steady stream of referrals from
physicians and hospitals.
The Village Care Center and Valley View already have strong
name recognition and outstanding reputations, so their focus over
the last couple of years has been on enhancing their facilities and
adding services for which there is a strong demand in the surrounding
community.
Village Care Center: In Fiscal Year 2013, the Village
Care Center renovated its long-term care memory care unit, giving
it an updated dcor and a floor plan that provides a look and feel
that is similar to Valley Views assisted living memory care wings.
These renovations make the Village Care Centers Memory
Care a more desirable destination for those coming from outside
the Village, as well as those moving from independent living or Valley
View. Keeping the environment much the same in the two units,
it provides for a more seamless transition as people progress into
higher levels of care. This memory care unit is now operating at
peak capacity.
Valley View: Valley Views second assisted living memory
care wing opened in April 2013 and has been a big success. The
first memory care wing, with space for 22 residents, was consis-
tly full for several years and frequently had a waiting list. This
ervices for those with mid-stage Alzheimers
us there was room to grow.
using existing
Time Clock System Upgrade
While our circa 1996 time clocks have been
steady, sturdy and reliable, the world has moved
on. We recently upgraded to a new Kronos time
clock system, complete with touch screens, a
fingertip scanner and a proximity chip reader,
making the system more secure. We have already
seen cost savings and increased productivity
through having real-time access to shift sched-
ules, vacation schedules and attendance. These
allow associates to better track their time and
managers to make more timely adjustments to
control staffing levels and overtime.
PAGE 5
At John Knox Village, we are
in the people business. We provide
services for people, provide homes
for people, take care of people. To
continue to be successful at what
we do, we must always be telling new
people about the Village and showing
them what an outstanding place it is.
On the independent living side of the
organization, one of our most successful
marketing efforts was a pair of concerts
featuring Grammy-nominated jazz singer
Marilyn Maye. The shows, aimed at
generating new leads for independent
living sales, attracted more than 700
prospective residents and current residents.
We invite current residents to these
events because they are our stickiest
source of new resident referrals meaning
prospects referred by residents are the ones
who are most likely to move to the Village.
Other events designed to attract
first-time visitors or provide additional
Village exposure included a dinner dance
modeled after the World War II USO
(armed forces entertainment) shows, and
our Senior Expo, with booths representing
the many activities and services that
make life here so fulfilling.
All of this, combined with our usual
line-up of seminars, open houses,
direct mail and television advertising
campaigns, generated nearly 2,000 new
leads and a new buzz of excitement
about moving to John Knox Village.
Villager Complex Renovations
Life in the Villager apartment complex
is all about community living with remark-
able convenience. Residents can enjoy
dining, entertainment, swimming, fitness
activities, spa pedicures and shopping all
in one building.
To retain its popular appeal, the
Village has begun a large-scale renovation
of the common areas and hallways.
In Fiscal Year 2013, plans were drawn,
contractors were selected and funds
allocated in preparation for this project.
More than just cosmetic updates,
multiple areas are being reconfigured to
make them better fit the needs and wants
of the residents who currently live there.
Projects will include upgrades in the
appearance of corridors and common
areas by replacing ceilings, lighting, wall
finishes, carpeting and furniture. Well
be reconfiguring the main entry to
create an attractive lobby area and will
also add convenient and comfortable
meeting areas.
We are combining some existing
apartments to create larger and more
modern homes designed in currently
popular yet classic styles that are
sought by todays consumers.
New Northside Villas
We removed 21 older cottages on
the north side of campus in the Willow/
Lilac/Redbud area. In their place, we are
building 11 spacious villas. While creating
the floor plans, we incorporated ideas
and suggestions from residents who live
in some of our newer villas. These new
homes will feature garages, ample
storage space, granite countertops and
stainless steel appliances and are located
within a short walk of our community
park, two Village restaurants and our
9-hole executive golf course.
Increasing Occupancy
in Independent Living
Imagine what our real
neighborhoods would be
like if each of us offered
... just one kind word to
another person.
Fred Rogers, host of
Mister Rogers Neighborhood
Below: Artists concept of the
renovations underway in the Villager
apartment complex common spaces
and corridors.
Our Community Health Services
leaders have spent the past year working
with industry professionals to create a
long-term strategic plan for LifeStyle
Services, Village Home Health, Home
Extending the Reach of Community Health Services
PAGE 6
Valley View - Expanding Our Services
As they serve Village residents and
members of the surrounding community,
Valley View Residential Care and Valley
Views two memory care units are each
operating at or near capacity. Because
the need for the specialized care
required for those with early dementia
and individuals who need assistance
with activities of daily living is only
increasing, we are building a new
assisted living facility on our campus.
This will add an additional level of
services between Valley View
Residential Care and the Village
Care Center.
Construction on the new Valley View
Assisted Living unit began July 29,
2013, and we anticipate that it will take
about a year. We removed 16 aging
cottages to make room for the new
building, and Habitat for Humanity was
invited to remove useable items from
the units before the tear-down, instead
of just taking everything to the landfill.
The new building will house 25 private
apartments, a large common area and
a country kitchen, and an outdoor
courtyard.
For Life Solutions and Village Hospice.
This includes a name change and a
new marketing strategy aimed at inform-
ing the community that these services are
available for both Village residents and for
individuals who live outside the campus.
We plan to be much more visible, both
on campus and in the community, through
educational seminars, events and more,
said Julie Mahony, Community Health
Services administrator.
New Logos: Three of these services
now have redesigned logos. They were
designed so that they remain tied to the
Villages logo family without being so
obviously John Knox Village that it
might keep other organizations from
feeling that they were sending patients
to a direct competitor, Mahony said.
We walk a fine line between the need
for a separate identity and wanting to
leverage the name recognition and long-
standing reputation of John Knox
Village. For example, not all retirement
communities or long-term care centers
offer their own home health or hospice
services, and they might be willing to
send patients our way if we werent so
visibly tied to a competing retirement
community.
New Name: We renamed the
program previously known as LifeStyle
Services to Village Helpers to better
illustrate the variety of services it provides
in-home, non-medical care, such as
bathing assistance, cooking, light house-
keeping, companionship and errands
and to fit with the family of names.
The John Knox Village Difference:
Our associates go above and beyond
to provide care to the people we serve,
Mahony said. They are the ones who set
us apart from other organizations today
and who will take us well into the future.
Staffing Model Shifts
to 12-Hour Workdays
As the world of healthcare
changes, we need to always be looking
for new and better ways to provide the
best possible care to residents and
family members while also striving for
excellent treatment outcomes. One way
the Village Care Center has done this is by
changing to a new staffing and scheduling
model that places emphasis on consisten-
cy in resident care and on strong relation-
ships between care providers, patients
and families. Those in direct care positions
(nurses, CNAs, etc.) are now scheduled
for 12-hour shifts no more than three
days in a row with work schedules that
repeat every two weeks, making it easier
for care staff to plan their personal lives.
The Village Care Center introduced
associates and residents to see the Care
Centers remodeled Memory Care Unit
with an open house in August 2012.
Improvements to the dementia unit included
major renovations to the large common
areas, hallways and resident rooms to
better match the well-received look and
feel of the Valley View Memory Care units.
I am very proud of the first-class
home we have for our residents who have
dementia and Alzheimers disease, said
Rodney McBride, vice president of health
and community services. I believe our
continuum of memory care living accom-
modations and programming is unique
in this area, and possibly in the country.
Today the unit is operating at capacity and
the people we serve say they are quite
pleased with the improvements.
Newly-Remodeled Memory Care Unit
Enhances Alzheimers Care Continuum
Sharing tales of
those weve lost is
how we keep from
really losing them.
Mitch Albom
PAGE 7
PAGE 8
The Boomers are coming! We are
taking very seriously the fact that Baby
Boomers will start turning 75 in the year
2020 the age at which people often
move to retirement housing.
The Village is preparing in many
ways, from considering how to continue
providing excellent service for todays
residents, to looking at what housing
sizes and features this next generation of
retirees will prefer. We also are looking at
the types of activities and amenities they
expect and the level of customer service
they will expect.
This is the generation that was told
the customer is king, and for them,
Our associate wellness program,
Village Wellness, has entered its third
calendar year. We are pleased to offer
such an innovative program to our asso-
ciates and to be a wellness leader in our
area. It only makes sense that as an
organization whose main focus is the
health and well-being of our customers
we should be equally focused on these
values for our associates.
The positive results we have seen
in the first two full years of operation
are encouraging. We have seen year-
over-year improvements in the health
of our program members, including
excellent service with a smile is not just
a desire but an expectation. Think Ritz
Carlton. Think Disney World.
Clearly, John Knox Village is already
a customer-oriented organization. But
we are taking a lesson from the hospi-
tality industry and plan to put in place
a new customer service initiative that
will reach all levels of the organization.
Whether the customer is a co-worker or
a patient, a vendor, or a family member,
our goal will be to make every customer
interaction an exceptional experience.
Watch for more on this in next years
Annual Report.
Building Strong Relationships Through Excellence
Associate Wellness Program Continues to Thrive
Do what you do
so well that they
will want to see it
again and bring
their friends.
Walt Disney
Making Waves
Aqua Waves, our newest associate
fitness class, has become the
most popular choice for getting
physically fit.
improvements in blood pressure,
cholesterol levels and glucose levels.
Overall annual savings from all aspects
of Village Wellness are estimated to
be in excess of $1 million through
cost avoidance and cost savings.
The program also is well-regarded
in the eyes of the business world. In
2012 John Knox Village was recognized
by the Kansas City Business Journal
as Kansas Citys Healthiest Employer
(500-999 full-time employees), and in
2013 we were again honored, this time
in the Top 5 of the expanded category
of 250-999 employees.
Risk Factor Improvements for
the 163 Associates Participating
Every Year (2011-13)
Risk Factor Number who improved
Smoking 4
Blood Pressure 87
Total Cholesterol 57
LDL 39
Triglycerides 87
Glucose 52
PAGE 9
Helping Hands, Positive Impact
John Knox Village is fortunate to have the strong support of two autonomous organizations that assist the Village
in meeting its mission, vision and strategic goals. While the John Knox Village Auxiliary and the John Knox Village
Foundation both have their own missions and ways that they support older adults and the Village, they came together
multiple times during the fiscal year. Pooling their resources, they funded major initiatives that benefited members of both the
Village and surrounding communities. In addition to pledging funds to purchase a new, state-of-the-art ambulance, the two
groups each contributed $25,000 toward the beautification of the John Knox Village lake as part of a dredging and clean-up
project. Read on to learn more about the individual organizations.
The Foundation makes gifts and grants for facilities
operated and managed by John Knox Village; contributes
to activities that support older adults; and aids in the
implementation of the Villages strategic and long-range
plans. For additional information about the Foundations
financials, please see page 11.
The Foundation provided nearly $88,000 in financial
assistance to a number of residents through the Resident
Assistance Fund. The fund aids residents who have outlived
their resources.
The Foundation provided funds to multiple John Knox
Village departments and programs including the Hobby Hut,
chaplaincy, performing arts, Fireside Dining, Village Care
Center, Village Hospice and others. Funds were used in a
variety of ways, for example, to purchase new wheelchairs,
furniture, musical instruments and supplies for the JKV
Food Pantry.
The Auxiliary promotes volunteerism and con-
tributes funds in support of residents of John Knox
Village and the surrounding community.
Through operation of its Thrift Shop and four on-
campus convenience/gift stores, the Auxiliary earned
about $375,000 in operating revenue, with a profit of
about $75,000. A group of dedicated volunteers, including
those who work at the stores, quilt and provide merchandise
for the Crafty Corner, aid the organization in meeting its
mission.
The Auxiliary made a number of notable donations
to the Village, which included purchasing gators and other
equipment for the landscaping department, among other
projects. It provided $10,500 for healthcare scholarships,
and contributed money to Lees Summit Social Services as
part of the Our Child program to help purchase medical
equipment for a local child with medical issues.
Gaining Firm
Financial Footing
PAGE 10
JKV Consolidated Financial Report
Balance Sheet - Year Ending March 31
FY13
$3,517
$5,594
$4,161
$13,272
$36,614
$78,664
$4,298
$132,848
$7,479
$2,422
$9,901
$57,433
$8,187
$41,137
$4,044
-
$12,146
$132,848
FY13
$64,227
$58,573
$5,654
$1,421
$1,283
$2,745
$8,259
$(2,646)
$123
$(2,523)
FY12
$3,209
$5,655
$3,631
$12,495
$36,014
$82,081
$6,342
$136,932
$7,629
$2,140
$9,769
$58,859
$7,951
$41,802
$3,882
-
$14,669
$136,932
FY12
$63,850
$58,324
$5,526
$1,312
$621
$2,823
$8,296
$(3,660)
$241
$(3,419)
(in 000s)
Cash and Cash Equivalents
Accounts Receivable
Other Current Assets
Total Current Assets
Investments and Reserves
Net Fixed Assets
Other Long-term Assets
Total Assets
Accrued Liabilities
Current Portion of Long-term Debt
Total Current Liabilities
Long-term Debt
Refund Liability
Deferred Revenues & Entrance Fees
Other Long-term Debt
Restricted Assets
Unrestricted Assets
Total Liabilities and Unrestricted
and Restricted Assets
(in 000s)
Operating Revenues
Operating Expenses
Operating Income
Investment Income
Other Investment Activity
Interest Expense
Depreciation Expense
Change in Unrestricted Net Assets
Transfers from the Foundation
Change in Net Assets
Statement of Operation -
Year Ending March 31
61%
Wages and Benefits
(and Contracted Services)
Expense
Categories
Fiscal Year
2013
12%
Depreciation
4%
5%
Insurance
and Taxes
4%
Utilities
14%
Supplies and Other
Interest Expenses
The Villages financials for Fiscal Year
2013 reflect a rebound in our financial
performance. Throughout the year, we put
foundational pieces in place to improve
our financial position from Fiscal Year 2012
(FY12) to ensure our long-term financial
sustainability. We focused on addressing
the organizations current needs, with a
sharp eye on the future needs of the Village
and those we will be serving.
The year was filled with improving financial outcomes. To start
with, the bottom line improved by $896,000 over last year.
To help us focus on the right things, much of the financial
reporting during the year has shifted from talking about revenues
over expenses to talking about ratios and developing an under-
standing of how we can improve the key indicators that are
important to the bond market. These include Days Cash on Hand,
Adjusted Net Operating Margin, and Debt Service Coverage Ratio.
Of these, Days Cash on Hand improved by nine days (or $1.7
million) and the Debt Service Coverage ratio improved from 1.97
to 2.06. While these ratios remained strong, the decline in entry
fees has become apparent in Adjusted Net Operating Margin.
The Village increased capital investments in renovating
independent living units over last year by $650,000, or 43 percent,
in support of the FY14-FY16 strategic initiatives. These outcomes
and other financial initiatives have positioned the Village to expect
continued financial improvement into FY14 and beyond.
Expenses
We contained expenses to help minimize the impact of the
revenue shortfall on the bottom line. Total expenses were under
budget by $81,000.
The largest component of our cost structure (61 percent)
revolves around one of the greatest assets: our associates. We
continuously seek ways to create better value for our associates
while also containing costs. Our associate wellness program is
a great example of this.
In FY13 we improved our quality and efficiency in managing
wages and benefits and were able to reduce costs by 3 percent.
This helped to offset the 7.2 percent total increase in costs from
other expense categories (excluding depreciation and interest).
Cost containment resulted in only a 0.43 percent increase in
total expenses compared to the prior year, while revenues
improved by 0.59 percent.
By Kim Klockenga, Vice President of Finance
The Foundation
Financial Report
The Foundation continues to help
support the Village and older adults in a
very meaningful way. During the year, long-
time leader of the Foundation Bill Bergosh
retired and the president position was filled
by Gail Benne. While the leadership change
occurred, the support to the Village remained
strong as the Foundation helped to fund a
portion of the cost of a new ambulance for
JKV and gave a generous contribution toward
renovation work on the lake. All of this
occurred with very little change to the financial
picture for the Foundation. Cash and Cash
Equivalents improved by $24,000 while the
investment balance increased by $38,000.
(in 000s) FY13 FY12
Cash and Cash Equivalents $134 $110
Gifts Receivable $179 $278
Investments $2,180 $2,142
Charitable Gift Annuities & Trust $310 $341
Total Assets $2,803 $2,871
Due to JKV $113 $150
Accounts Payable $23
Payment Due on Annuities & Trust $166 $190
Total Liabilities $302 $340
Unrestricted Assets $430 $446
Temporarily Restricted Assets $599 $688
Restricted Assets $1,472 $1,397
Total Unrestricted and
Restricted Assets & Liabilities $2,501 $2,531
Total Liabilities and Unrestricted
and Restricted Assets $2,803 $2,871
Statement of Cash Flows -
Year Ending March 31
(in 000s) FY13 FY12
From Operation $(76) $117
From Investing $26 $(93)
From Financing $75 $1
Change in Cash $25 $25
Beginning Balance $110 $85
Ending Balance $135 $110
JKV Foundation
Balance Sheet - Year Ending March 31
Revenues
As the occupancy mix has evolved, it now reflects a stronger mix of payer
sources so though total occupancy has decreased, revenues have increased,
producing slightly stronger margins. These stronger margins create capacity for
us to serve more seniors with a greater scope of services.
While the payer mix helped to grow revenue, we did miss the revenue
budget by $2.7 million. The shortfall was due to missing budgeted occupancy
goals in independent living and the Village Care Center.
The Village Care Center completed renovation work in its memory care unit
in the early part of the year, which has made it more marketable. However,
during the renovations many patient rooms were temporarily unavailable,
keeping census down.
The revenue sources that grew the most in FY13 were Valley View (+20
percent) and the Village Care Center (+4 percent). The combined Valley View
and Care Center revenue makes up almost 50 percent of the revenue picture.
While the Village Care Center was below its budgeted census, they were
able to keep costs down by managing expenses based on their actual daily
census. Valley Views large increase came from its new memory care wing,
which allowed us to serve 17 more seniors in this level of care. Additionally,
demand in our service area for assisted living services is high, so Valley View
is preparing to expand its continuum of care by building 25 assisted living
units in FY14.
Independent Living
Over the years, it has become apparent that we need to shift our inde-
pendent living focus. While the percentage of new residents selecting the lease
agreement is increasing, occupancy is declining because of shorter stays and
competition. The Village will continue to welcome residents under lease agree-
ments, but there is a need for more entry fee contracts since these help fund
capital requirements more efficiently.
Looking Forward to Fiscal Year 2014
A new multi-year strategic plan has been developed for the Village.
Emphasis is on improving the marketability of the campus to attract those
wishing to commit to the continuum of care and on preparing for 2020, a time
when Baby Boomers will begin turning 75 and start moving to CCRCs for their
retirement living. This focus on increasing entry fee sales will help improve
Adjusted Net Operating Margin.
The FY14 Budget includes several capital projects, which will help improve
the overall value proposition of John Knox Village along with building financial
health. The new projects will create new independent living areas and renovate
others, and will add a new assisted living facility to Valley Views care continuum.
12.5%
Valley View
Revenue
Sources
Fiscal Year
2013
28.6%
Senior Living
2.9%
Investment Income
4.4%
Other
Revenues
14.4%
Community and
Home Based
Services
37.3%
Village Care Center
FY13 John Knox Village Board of Directors
Stephen Chinn (Chair): Attorney at Law, Stinson, Morrison, Hecker, LLP
Robert Piepho (Vice Chair): Retired, University of Missouri-Kansas City School of Pharmacy
Wanda Chinnery (Secretary): Retired, John Knox Village Resident
Larry Crozier: Retired, Truman Medical Center
Jackie DeSouza: President and CEO, Lees Summit Medical Center
Carol Evans: Retired, John Knox Village Resident
Denise McNerney: CEO and President, iBossWell Inc.
Chuck Robb: Senior Vice President, Finance and Administration, Saint Lukes Health System
George Russell: Retired, John Knox Village Resident
John Knox Village Corporate Staff
Daniel Rexroth: President and CEO
Betty Freeman-Boots: Vice President of Human Resources
Kim Klockenga: Vice President of Finance and Corporate Treasurer
Rodney McBride: Vice President of Health and Community Services
Maria Timberlake: Vice President of Senior Living
FY13 John Knox Village Foundation Board of Trustees
Clifford M. Seger (Chair): Retired, John Knox Village Resident
James L. Ham (Vice Chair): Retired, John Knox Village Resident
Wanda Chinnery (Secretary): Retired, John Knox Village Resident
Nancy Blackwell: Attorney at Law, Chinnery Evans & Nail, P.C.
Jon Ellis: CEO, Paradise Park
Gene Gamber: Retired, General Motors
Melvin Gross: Retired, Modern Alpha Plastics, Inc.
Sandy Langsford-Cox: Co-Owner/President, Langsford Funeral Home
Eugene R. Wilson: Retired, Kauffman Foundation
Foundation Staff
Gail Benne, MPA: President
Bill Bergosh, CFRE: President (Retired mid-fiscal year)
John Knox Village, 400 N.W. Murray Road, Lees Summit, MO 64081
816-251-8000 www.johnknoxvillage.org
2013. The FY13 Annual Report is produced by the John Knox Village Communication Department, including
Emily Banyas, Steve Clark and Cheryl Leppert. The John Knox Village Annual Report is published once per fiscal year.
It can be found online at www.johnknoxvillage.org.
When one tugs at a single thing in nature, he finds
it is attached to the rest of the world.
John Muir, Naturalist, Explorer