AUTHORIZED BY: NUMBER:

DEVELOPMENT DATE: January 17, 2011 DIST.: Policy Manual

REVISED DATE: February 17, 2014 PAGE: 1 of 4


POSITION DESCRIPTION EXCUTIVE DIRECTOR, CARLTON HOUSE



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8esponslble Lo Lhe resldenL of CarlLon Pouse roperLles LLd., and ls accounLable for all aspecLs
of Lhe 8esldence and Lhe general faclllLy operaLlons. 1he LxecuLlve ulrecLor plans, organlzes,
and conLrols all managemenL and programs. 1he LxecuLlve ulrecLor acLs ln a professlonal role
aL all Llmes and promoLes Lhe repuLaLlon of Lhe faclllLy ln Lhe communlLy.

LsLabllshes and promoLes poslLlve communlcaLlon LhaL fosLers cllenL and sLaff saLlsfacLlon and
good publlc relaLlons wlLh famllles and key communlLy members.

Lnsures effecLlve managemenL of all operaLlonal maLLers lncludlng monlLorlng of vacancles,
sLaff workload, performance measures, and effecLlve flscal performance ln all deparLmenLs.

Lnsures LhaL all human resource funcLlons regardlng recrulLmenL, orlenLaLlon, appralsals, sLaff
educaLlon, and aLLendance managemenL are effecLlvely managed by all deparLmenL managers
as gulded by Lhe 8.C. LmploymenL SLandards and CarlLon Pouse 8eneflL program.

Lnsures LhaL all admlnlsLraLlve Lasks, lncludlng reporLs requlred by Lhe Cwners are compleLed
and recelved ln a Llmely and accuraLe fashlon.

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a. locuses on whaL ls besL for Lhe buslness. uemonsLraLes excepLlonal moLlvaLlon,
produces hlgh quallLy resulLs wlLhln seL Llme frames.
b. 8esponslble for A/ and A/8 and ayroll for boLh hourly employees and Managers.
MalnLalns a currenL log on vacaLlons Lo ensure no payouL aL Lhe end of Lhe year.
Lnsures audlLs are carrled ouL regularly on all aspecLs of Lhe buslness.
c. LsLabllshes goals, ob[ecLlves and work plans relaLed Lo Lhe efflclenL dellvery of
quallLy resldenL servlces.
d. lorms sLraLeglc parLnershlps wlLh sLaff, suppllers, communlLy professlonals and
resource personnel LhaL asslsL ln Lhe achlevemenL of buslness goals.
e. 8esponslble for Lhe effecLlve and efflclenL operaLlon of each deparLmenL.
f. 8esponslble for Lhe overall flnanclal managemenL Lo achleve budgeLed performance,
ensures procedures are followed Lo monlLor flnanclal conLrol of all faclllLy
operaLlons.
g. knows and advocaLes for resldenLs wlLhln currenL regulaLory requlremenLs.
h. uevelops and malnLalns an annual caplLal and operaLlonal budgeL, and submlLs
budgeLs Lo owners for approval.
l. rovldes and dlscusses flnanclal lnformaLlon wlLh owners by supplylng monLhly
flnanclal sLaLemenLs, occupancy reporLs, and varlance reporLs.
[. Advlses Lhe resldenL of subsLanLlal varlances wlLh Lhe budgeLs.
k. 8evlews deparLmenLal budgeL performance wlLh deparLmenL managers quarLerly,
and monlLors budgeL performance monLhly.
l. repares year-end flnanclal lnformaLlon and submlLs Lo AccounLanL.

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a. SeLs hlgh personal sLandards. Serves as a role model ln supporL of all pollcles,
professlonal eLhlcs and culLure.
b. Lnsures LhaL LmploymenL SLandards guldellnes are employed ln all aspecLs of labour
relaLlons.
c. Lxerclses all P8 funcLlons, lncludlng hlrlng, orlenLlng, dlrecLlng, dlsclpllnlng and
LermlnaLlng sLaff.
d. uevelops and malnLalns pollcy manual.
e. Lncourages and guldes managers ln developlng supervlsory skllls and compeLencles.
f. MalnLalns and evaluaLes managers' performance.

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a. Lnsures hlghesL posslble occupancy by asslsLlng Lhe CommunlLy 8elaLlons ConsulLanL
ln markeLlng Lhe resldence, revlewlng prlces and offerlng suggesLlons Lo lmprove
occupany. AsslsLs wlLh organlzaLlon of funcLlons Lo promoLe CarlLon Pouse.
b. MalnLalns a poslLlve lmage of Lhe resldence Lhrough ongolng communlcaLlons wlLh
Lhe communlLy and local pollLlcal represenLaLlves.
c. CaLhers lnformaLlon on compeLlLor's prlces, communlLy resources, lncludlng lsland
PealLh, asslsLed-llvlng provlders, and demenLla care provlders.
d. Lnsures Lhe show sulLe ls prepared ln an accepLable way Lo encourage renLal of
sulLes.


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a. Chalrs regular resldenL general meeLlngs.
b. MeeLs wlLh, advlses and asslsLs resldenLs and Lhelr famllles ln healLh care plannlng.
ulscusses wlLh physlclans and lawyers lssues relaLed Lo resldenL care.
c. AsslsLs famllles and resldenLs ln relocaLlng whenever hlgher level of care ls lndlcaLed,
and ensures a smooLh LranslLlon.
d. Advlses resldenL of any ma[or healLh and safeLy lssue relaLed Lo resldenL well-belng.
e. MonlLors resldenLs' healLh and safeLy on an on-golng basls and lmplemenLs any
requlred remedlal acLlon.
f. CommlLs Lo exceedlng cusLomer needs and ls proacLlve ln addlng value and maklng
Lhlngs beLLer for Lhe resldenL.
g. ueals effecLlvely wlLh resldenL complalnLs.

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a. LsLabllshes performance sLandards for Lhe on-golng malnLenance of Lhe bulldlng.
b. Lnsures approprlaLe conLracLors are hlred Lo dellver hlghesL quallLy servlces.
c. Lnsures Lhe rapld change-over of sulLes Lo avold reducLlons ln revenues as resldenLs
leave CarlLon Pouse.
d. Lnsures prevenLaLlve malnLenance program ls monlLored. Lnsures LhaL WPMlS
program ls esLabllshed and malnLalned wlLhln Lhe bulldlng.
e. LsLabllshes and lmplemenLs an Lmergency 8esponse lan.

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a. AlerL resldenL Lo any poLenLlal lssues LhaL may lnvolve Lhe resldence for example:
Puman 8esource lssues, dlssaLlsfled resldenLs or famllles, LhefL, healLh care relaLed
rlsks.
b. Lncourages resldenLs Lo share Lhelr ldeas.
c. Lncourages managers Lo Lhlnk how Lo lmprove Lhe operaLlon of CarlLon Pouse.
d. lnsplres and moLlvaLes sLaff ln achlevlng our common goals.
e. Lxerclses loglc and clarlLy ln complex slLuaLlons.






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Some lrregular hours, llmlLed weekend work requlred excepL when MarkeLer ls on vacaLlon Lhen
weekend Lours may be necessary. Cn call - 24 hours/day - 7 days a week.


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8elaLed posL-secondary educaLlon, for example: successful compleLlon of a dlploma or
cerLlflcaLe ln buslness admlnlsLraLlon, bachelors degree preferred
CurrenL C8/llrsL Ald
Llcensed 8n deslgnaLlon would be an asseL

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3+ years recenL, relaLed managemenL experlence ln a reLlremenL resldence seLLlng
8elaLed flnanclal managemenL and budgeL experlence
Lxperlence formally supervlslng employees

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knowledge of lndependenL Llvlng/AsslsLed Llvlng/Complex Care
knowledge of 8.C. LmploymenL SLandards
roven rapporL wlLh resldenLs/cllenLs and sLaff
8lg plcLure Lhlnker who can navlgaLe change and sLraLeglc dlrecLlon
LxcellenL leadershlp, problem solvlng and lnLulLlve skllls
AblllLy Lo exerclses loglc and clarlLy ln complex and dlfflculL slLuaLlons
SLrong sense of self-acLuallzlng and maLurlLy
AblllLy Lo assess exlsLlng resldenLs and new appllcaLlons
SLrong buslness apLlLude and a naLural self-sLarLer
ALLenLlon Lo deLall when communlcaLlng boLh orally and ln wrlLlng
AblllLy Lo work lrregular hours from Llme Lo Llme and Lo be on call 24/7
CompuLer proflclency ls essenLlal