

Strategic Plan Annual Progress Report 2025/2026
MISSION: AT SOUTHMINSTER, OUR MISSION IS TO EMBRACE COMMUNITY, CARING, AND COLLABORATION TO ENRICH THE LIVES OF THOSE WE SERVE. WE ARE SOUTHMINSTER.
VISION: WE ARE COMMITTED TO BEING A THRIVING, INCLUSIVE CULTURE CELEBRATING INNOVATIVE LIVING AND PERSON-CENTERED CARE. MEETING THE REGIONS EMERGING NEEDS THROUGH THOUGHTFUL GROWTH AND COLLABORATION, WE WILL BE THE PREMIER CHOICE TO LIVE AND WORK.
EXECUTIVE SUMMARY
Southminster’s strategic plan, Driving Towards Excellence, was created to chart the course for excellence and growth at Southminster over the next two to five years. This dynamic roadmap, offers guidance to our team members, residents, board of directors, and community stakeholders. This plan undergoes an annaul review to evaluate its purpose and impact.
Responsibility for executing the plan and tracking progress toward each initiative lies with the senior leadership team and their respective subgroups. Each group is tasked with implementing actionable and measurable steps to achieve the outlined goals.
The initiatives within Driving Towards Excellence are categorized into three levels of priority. Level 1 initiatives are deemed urgent, level 2 initiatives are considered necessary components of the plan, and level 3 initiatives are assigned to those initiatives considered to be helpful contributions to Southminter’s overarching objectives.
Hands on the Wheel
Doing What is Necessary to Ensure that the Southminster Campus, Our Residents and Workforce Thrive
Fully Implement Person-Centered Small House Model, Level 1
Develop an Updated Master Plan for the Southminster Campus, Level 1
Continue to Invest in Staff and Management, Level 1
Focus on DEIA, Level 1.5
Create a Strategic Technology & Data Analytics Plan, Level 1.5
Evaluate Opportunities to Acquire Land Adjacent to or Proximate to Southminster, Level 2
Review Southminster’s Relationship with the two Founding Churches, Level 2-3
Expand the Embrace Clinic as a Campus Resource, Level 3
Fuel in the Tank
Creating Financial Durability and Scalability for the Organization
Initiate/Implement a Deleveraging Plan Beginning October 2022, Level 1
Continue to Manage the Financial and Other Effects of Campus Growth, Level 2
Create a Strategic Plan to Expand Southminter’s Charitable Funds and Impact, Level 2.5
Pedal to the Metal
Developing Additional Scale – to More Comprehensively Fulfill Mission and Moderate Fee Levels
Invest and Cultivate Innovation, Level 2
Evaluate Approaches to Offer Expanded Services that do not Require Significant Capital Investment, Level 2
Build Scale Financially and Missionally, Level 2.5
Year 3 Momentum
3 Strategic Initiatives
14 Direction Initiatives
50 Initiative Tasks
**Percentages denote each task has started and is on track.
Year 3 Momentum
Level 1
Level 1.5
Level 2
Level 2.5
2 Initiatives 5 Initiatves 2 Initiatves 4 Initiatives
2 Initiatves
Level 3
Initiatives
1 Initiative
**Percentages denote each task has started and is on track.
Letter from President/CEO
Dear Southminster Board of Directors,
As we bring this year’s strategic planning cycle to a close, we are proud to reflect on the progress made through our guiding roadmap, Driving Towards Excellence. Designed to support growth, excellence, and purpose across every part of our organization, the plan has served as a unifying framework for action and alignment among team members, residents, board members, and community partners.
One of the most meaningful outcomes of this report has been our focus on ensuring that every team member has a general awareness of the strategic plan and sees how their individual role contributes to our shared goals. We worked intentionally to craft a new mission, vision, and values that reflect who we are and where we are going—and to embed these guiding principles into daily operations, including team member evaluations and performance reviews. By fostering this connection, we have taken important steps toward making the plan not just a leadership document, but a shared framework embraced across all levels of the organization.
Initiatives such as investing in staff, implementing the person-centered care model, managing longterm debt obligations, establishing an endowment, building scale, exploring new service opportunities, and creating centers for excellence, represent both action and alignment with our larger goals.
Equally important, this planning cycle sparked meaningful shifts in mindset culturally, organizationally, and strategically. We have cultivated a greater sense of shared ownership, encouraged a growth mindset throughout departments, and deepened our commitment to datadriven decisions and cross-functional collaboration. We have also continued to educate and engage our board in ways that foster future-forward thinking.
As we begin to think about the next iteration of the strategic plan, a key area of focus will be measurability. How can we make the plan more actionable for mid-level managers and frontline team members alike? These are among some of the questions that will guide our efforts as we move into the next planning phase.
As Driving Towards Excellence concludes, we carry forward the insights, accomplishments, and momentum gained through its implementation. While the priorities in our next strategic plan will evolve based on what we have learned, our commitment to thoughtful growth, financial strength, and mission-driven service remains constant. With your continued engagement and support, we are confident in our ability to shape a future that builds on our progress and responds to the emerging needs of our community.
We are Southminster!
- Ben Gilchrist
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
✓ Dining

Hands-on the Wheel Fully implement the PersonCentered Small House Model, Level 1
✓ Housekeeping
✓ Life Enrichment
✓ QAPI
Transform resident experience from institutional care and staff-centered environments to resident-centered living, improving quality of life and privacy.
Progress Report: Sustaining a cultural shift amid leadership transitions, staff turnover, and regulatory demands including documentation requirements especially during the pandemic has challenged continuity and the implementation of person-centered care. After piloting the ‘universal worker’ concept proved ineffective in our setting, we refined the small house model to prioritize person-centered care within a more traditional framework. A comprehensive action plan is now guiding Embrace Health’s transition from institutional-style care to a fully person-centered model. Cross-departmental collaboration among Culinary, Life Enrichment, and Campus Facilities is reshaping the physical and cultural environment to feel more like home: welcoming, empowering, and individualized. Our QAPI processes now include resident satisfaction surveys, monthly audits of care plans and documentation, and ongoing use of the ‘Plan-Do-Check-Act’ framework for continuous improvement. Initial staff training is complete, and resident satisfaction data is being collected. Current initiatives include Assisted Living Town Halls to foster open communication, expanded life enrichment staffing to better integrate with independent living, and Culinary’ s renewed focus on meal quality inviting independent living residents to dine in Embrace Health and share feedback. A focus on deeper engagement with families and the creation of consistent resident advocacy channels to further personalize and elevate the care experience.
Owner Frequency Data Source/s
Arnoldo Marquez Quarterly & Monthly Meeting Notes
Revisions:
No revisions reported at this time.
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Hands on the Wheel

Develop an updated master plan for the Southminster campus, Level 1
✓ Determine the right-sized campus.
✓ Bring all living units to market level for todays and tomorrow’s consumers.
✓ Repositioning cottages
✓ Increase density.
✓ Maintain greenspace.
✓ Refine communal areas.
✓ Expand Embrace Health Clinic.
✓ Incorporate Amenities/Spaces for employees.
✓ Evaluate HVAC for East/West Wings.
Provide a conceptual layout that will drive future growth for the organization. The blueprint for future expansion will complement Southminster’s business goals.
Progress Report: Surveys were conducted at Southminster by RLPS, architect firm, and included residents, Southminster team, board, and compass club members. These surveys asked various questions to build a foundation for a charrette process to be performed in June 2025 The goal of the charrette is to develop a master plan that creates a road map for enhanced products, amenities, and density on the campus that will meet the future demands of seniors in the marketplace. This process will wrap up by Fall 2025.
Owner Frequency
Ben Gilchrist Quarterly
Revisions:
No revisions reported at this time.
Data Source/s
Executive Leadership Meetings
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Hands on the Wheel

Continue to invest in Southminster’s staff and management –to ensure the highest level of personcentered service is provided.
Level 1
✓ Elevate wages.
✓ Increase staff engagement.
✓ Increase flexibility.
✓ Strengthen training and leadership development.
✓ Develop a robust social media strategy.
✓ Seek out ‘best workplace’ awards.
✓ Review & amend Southminster values to meet new strategy
Progress Report: A new performance review was created to include Southminster mission/vision/ values. The Distinguished Service recognition wall in honor of David Lacy was unveiled. The wall includes 20 years of service and monthly recognition of anniversaries and benchmark years We surveyed the leadership group to seek input on leadership topics that would be helpful Annual leadership training was rolled out to include:
1.) Initial leadership retreat with Del Gilbert, Senior Leadership-How to Build a HighPerforming, Positive Work Community.
2.) Live training for managers and supervisors
3.) 1/7/2025 – How to Deliver Positive Feedback with Impact
4.) 3/4/2025 – Communication Skills Masterclass.
5.) 6/3/2025 – Emotional and Relational Intelligence
6.) 9/23/2025 – How to Effectively Manage Conflict
7.) All team training – Make Yourself Valuable! 7 Positive Behaviors to TurboCharge Your Career.
Owner Lisa McClellan
This initiative will place an emphasis on community –fostering both a resident and staffcentered atmosphere at Southminster.
Revisions:
No revisions reported at this time.
Frequency Quarterly Data Source/s Website, orientation program, performance review, MVV
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Hands on the Wheel Focus on diversity, equity, inclusion and access

Level 1.5
✓ Educate residents/staff on DEI.
✓ Bring staff together to assist with the development of DEI plan.
✓ Utilize social media as an educational tool for all Southminster stakeholders
This initiative supports Southminster’s efforts in cultivating an equitable community culture and working environment.
Progress Report: A new training has been created with help from the engagement committee, HR, our Operating teams, and the Executive team. W.A.R.M. will be our customized training to create a welcoming, and respectful environment for all.
1.) Welcoming – providing an environment where new residents and team members feel comfortable, valued, and integrated into the community.
2.) Accepting - Recognizing, respecting, and appreciating the unique identities, experiences, and perspectives that each person brings, fostering an environment where everyone feels valued and included.
3.) Respecting - Creating a space were each person feels valued, heard, and empowered to contribute fully to the community.
4.) Mentoring - Giving all team members opportunities to learn and more. Everyone matters.
Owner Lisa McClellan Frequency Quarterly
Revisions:
Revised verbiage on DEI in 2025.
Data Source/s Engagement Committees/Various Teams
2025 PROGRESS REPORTS
Strategic Directions Initiative
Hands on the Wheel

Create a strategic and data analytics plan.
Level 1.5
✓ Anticipate role of technology 10 years from now with intent to be implemented in next 1-5 years.
✓ Expand the role/impact of analytics, from foundational to predictive.
✓ Focus on enhancing quality of life, quality of care, socialization, organizational efficiency.
Construction of a technology and data analytics plan will serve as a foundation for all data practices within organization. A clear data strategy will support organizational needs, achieve strategic goals, and produce tangible values.
Consistent use of tech tools across the organization will assist Southminster to make informed business decisions in a rapidly evolving data ecosystem while being mindful of technology’s impact on enhancing quality of life and the quality of care for those we serve.
Progress Report: Integrating data among multiple legacy systems has proven complex given varied formats and lack of interoperability between platforms. Building a data-informed culture requires ongoing training, coaching, and change management. We developed an integrated data analytics framework to unify siloed systems into a centralized dashboard that supports data-driven decisions across resident satisfaction, operational efficiency and clinical quality and compliance. A Data Science intern who led early dashboard prototyping and predictive analytics was hired full-time 12/24. Early accomplishments include a dashboard for real-time tracking of service metrics, development of over twenty customized reports integrating data from disparate systems, and establishment of KPI’s that track financial durability, operational accountability, resident engagement, and satisfaction trends. We are refining reporting tools, expanding dashboard access to department leaders, and exploring AI solutions for real-time translation and automated clinical documentation to reduce administrative burden and improve accuracy. Ongoing staff training will continue to ensures effective use and interpretation of analytics.
Owner Arnoldo Marquez, COO
Quarterly
Revisions:
No revisions reported at this time.
2025 PROGRESS REPORTS
Hands on the Wheel Evaluate opportunities to acquire land adjacent to or proximate to Southminster

Level 2
✓ QHPC Land
✓ Harris Group land
✓ Mecklenburg County school property
✓ Cameron Wood HOA
Being attentive to occasions where the acquisition of land may be obtained will allow us to expand our impact while remaining proximate to our main campus.
Maintaining strong relationships with neighboring community partners will be essential.
2026 On Track
Progress Report:
We continue to work closely with Harris Land Company and Selwyn Avenue Presbyterian Church on adjacent land acquisition. The Harris land purchase has come to a stall due to HOA bylaws encumbering the property by Seven Eagles. At the time of this report, it looks unfavorable that this purchase will come to fruition in the next year. The new affiliation between Selwyn and Quail churches has led to a new strategic plan process that will guide the church on its next mission endeavors as it relates to the property. Selwyn should know in the next year how they will utilize the property and Southminster has asked they keep us in mind for development partnerships or land sale.
Revisions:
No revisions reported at this time.
Ben Gilchrist, President/CEO
2025 PROGRESS REPORTS
Hands on the Wheel Review Southminster’s relationship with our founding churches.

Levels 2 as related to governance. Level 3 as related to programmatic opportunities.
Progress Report:
✓ Review and clarify the governance relationship including board, approval of directors, definition of membership.
✓ Consider opportunities that are of potential mutual interest such as affordable housing, DEI, broader community needs.
Being attentive to occasions where the acquisition of land may be obtained will allow us to expand our impact while remaining proximate to our main campus. Maintaining strong relationships with neighboring community partners will be essential.
Southminster has made it a focus to begin deeper discussions with both churches on ways to strengthen and improve close ties. This new focus will revolve around programs and partnerships that may help both entities as well as the surrounding community. The recent events at MPBC have slowed discussions, but Christ Church is excited about ways in which it can work with Southminster for a better future.
Owner Frequency
Revisions:
No revisions reported at this time.
Data Source/s
Ben Gilchrist, President/CEO Quarterly Executive Leadership Meetings
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Fuel in the Tank
Responsibly manage Southminster’s debt obligations
Level1

✓ Pay down $3+MM of the 2018 tranche by 10/1/2022 with Capital Campaign proceeds.
✓ Analyze payment strategies for paying down the 2016 bonds by 2026. Making significant annual principal payments on debt and utilizing shortterm variable rate bank debt with a low cost of capital are additional tactics to effectively manage debt load moving forward.
Progress Report: Southminster has now accelerated paydown of $2.38 million on its Series 2018 bonds from capital campaign proceeds received and will continue to do so as donated funds are received. Remaining capital campaign pledge balance at 3/31/25 total $514,641 Given current interest rates, refinancing the Series 2016 tax-exempt bonds is not economically beneficial but will be monitored for future opportunities. Options to include remaining variable-rate bank debt in future tax-exempt financing or a separate refinancing will also be explored to eliminate the 2033 balloon payment. Re-amortizing the bank loan to a mortgage-style structure was considered, but the required interest rate swap would reduce prepayment flexibility, outweighing potential benefits. Debt restructuring opportunities will continue to be monitored with support from Southminster’s bankers, as refinancing options improve with time following the 10/1/24 call date.
10/1/22 and ongoing 10/1/24 and ongoing
Revisions:
No revisions reported at this time.
Owner Frequency Data Source/s
Kenda
Laughey
Annual update based on pledges, additional campaign contributions received, market condition existing 10/1/24 or later to make a Series 2016 deal viable.
Campaign Contributions
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Fuel in the Tank

Create a strategic plan to expand Southminster’s charitable funds and impact Levl 2.5
✓ Complete feasibility study/determine the possibility of establishing an endowment.
✓ Review the benefits of the Foundation.
✓ Increase collaboration with founding churches.
✓ Increase the visibility of Southminster’s charitable efforts.
Build trust among philanthropic constituents with the establishment of an endowment. Shining a light on charitable efforts will increase visibility and demonstrate the competitive advantage of philanthropy.
Progress Report: During FY2024 Southminster secured six commitments toward endowment totaling $1,825,000. During FY2025 collection began on one of these commitments in the amount of $94,072, leaving an outstanding balance on commitments at $1,730,928 During FY2025 Southminster secured $357,899 in outright gifts. Those gifts along with the collection on commitments brought the total invested amount toward endowment at UBS to $451,971, invested in accordance with a Board approved Endowment Investment Policy At the time of this report Southminster has a total of $2,182,899 in gifts toward endowment. Efforts will continue to secure estate gift designation to endowment, as well as continued promotion of non-cash gifts including IRA QCD’s, stock giving, and donor advised funds. Endowment committee will continue to refine policies as well as expand opportunities for additional residents to serve on endowment committee. Planned giving events in partnership with founding churches will continue to take place based on positive attendance and feedback from residents. Enhancement to website communication related to planned giving are on-going and plans are being reviewed for a winter 2026 planned giving event.
Owner Frequency
Revisions:
No revisions reported at this time.
Data Source/s
Tracy McGinnis Monthly Philanthropy, Endowment & BOD Quarterly Meetings
2025 PROGRESS REPORTS
Strategic Directions Initiative
Pedal to the Metal

Evaluate approaches to offer expanded service that do not require a significant investment of capital.
Level 2
✓ Build on/utilize the Embrace Wellness Model.
✓ Consider opportunities to provide additional support/enhance Charlotte Village Network.
✓ Expand Embrace Care to include additional services and a broader market. Ensure an effective and seamless coordinating model is incorporated.
Explore continuing care without walls or other financially viable programs that enable older adults to enjoy ‘life with purpose’ in locations other than the Southminster campus.
Progress Report:
There is a second option available within the CCRC without Lodging license that allows for Care Coordination, rather than Early Admission to Southminster. This model does not require the guarantee of Southminster healthcare beds, which would make it a viable option for Southminster, however because this option is weighted heavily toward providing an insurance product to potential members, further education and understanding is necessary to determine if this is a feasible opportunity for service expansion
Revisions:
No revisions reported at this time.
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Pedal to the Metal

Build Scale –financially and missionally.
Level 2.5
✓ Manage communities that can generate net revenue.
✓ Develop satellite community that generates net revenue, serves as ‘feeder’ for health care and other services.
✓ Affordable senior housing through partnerships.
✓ Joint venture(s) to develop rental senior living where Southminster’s primary contribution is expertise and reputation.
Consider and prioritize opportunities for managing other communities that generate revenue Explore satellite communities, low-income housing, joint venture rental senior living, and intergenerational opportunities.
Progress Report:
Outside of the previous update regarding adjacent land, continued exploration in other markets and possible satellite campuses persists. Working with two separate developers in Rock Hill has led to land purchase opportunities that are being evaluated. In addition, there have been conversations with a local broker, JLL, on opportunities closer to home in the immediate area for either adding an additional neighborhood or satellite to the main campus. Southminster continues to be open to opportunities for growth via affiliation. The organization will continue to evaluate these and other similar opportunities in the coming year
Revisions:
No revisions reported at this time.
Owner Frequency Data Source/s
Ben Gilchrist Quarterly Executive Leadership Meetings
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Hands-on the Wheel Expand the Embrace Clinic as a Campus Resource Level 3
✓ Continue to Grow the Clinic and Physician Services as a Resource

✓ The goal is to offer a fully functioning medical clinic with a full-time physician/PA staff and expanded ancillary services.
Doing What is Necessary to Ensure that the Southminster Campus, Our Residents and Workforce Thrive.
Progress Report:
Dr. Clements ended his primary care role on 12/31/2024. After carefully evaluating replacement models we selected Curana Health as Southminster’s partner. Curana Health is the nation’s largest senior living medical group and are a prevention focused, value-based model. Under our agreement, Curana now places a physician at Southminster every Friday to serve IL residents and a nurse practitioner every MTR. A full-time medical assistant is available M-F to residents to help coordinate appointments and records. Residents can also connect to Curana’s 24x7 on-call team. Since launching the partnership in January 2025, Curana’s clinic volume has grown steadily – 43 resident visits in January, 90 in February, 110 in March, 122 in April, and as of this report 128 in May – showing an almost 200% increase over the first five months. One hundred residents have switched their primary-care designation to Curana Health. Biggest constraint at this time is space so providers are staggering schedules. We will work toward a clinic remodel to create proper space as well as track key metrics to measure outcomes moving forward.
Owner Frequency Data Source/s
Arnoldo Marquez Quarterly Curana data
Revisions:
Moved away from full-time provider in 2024.
2025 PROGRESS REPORTS
Strategic Directions Initiative Tasks
Pedal to the Metal

Invest in and Cultivate Innovation Level 2
✓ Manage communities that can generate net revenue.
✓ Develop satellite community that generates net revenue, serves as ‘feeder’ for health care and other services.
✓ Affordable senior housing through partnerships.
✓ Joint venture(s) to develop rental senior living where Southminster’s primary contribution is expertise and reputation.
Moving towards a Lean Startup will speed up Southminster’s entry into certain markets while consumer feedback steers the organization towards viable products that can be launched and accelerated. Establishing an IT center for education will aid in propelling Southminster in the right direction.
Progress Report: Southminster’s IT Manager attended the Spring CES technology conference and will continue to seek out national tech opportunities. The development of Southminster’s Aging Institute is underway The Aging Institute is dedicated to promoting innovative solutions for aging well across generations. As a vital resource for individuals, families, healthcare professionals, and caregivers, The Aging Institute acts as a community convener, collaborating with partners across various disciplines to advance the aging services sector. Through the development of purposeful living initiatives, the sharing of exemplary practices, and groundbreaking research, The Aging Institute elevates awareness about living well longer. It educates, innovates, and inspires those committed to enhancing the quality of life for others.
Owner Ben Gilchrist
Frequency Quarterly
Revisions:
Revised strategy from Lean Starup to Aging Institute.
Data Source/s IT CES Conference/Aging Institute
2025 PROGRESS REPORTS
Strategic Directions Initiative
Fuel in the Tank

Continue to Manage the Financial and other Effects of Campus Growth
Level 2
✓ Manage the campus culture while keeping a keen eye toward opportunities and trends within the market.
✓ Utilize technology to ease growth pressures while bringing forth new avenues to enhance existing programs.
✓ Keep the expectations set forth in ‘Pedal to the Metal’ top of mind while being prudent with intense capital projects over the coming years to allow for longterm strategic needs.
Creating Financial Durability and Scalability for the Organization

Progress Report: Southminster has sought out opportunities for growth via affiliation including submitting a Letter of Intent supported by the Southminster Board. While we were not selected, we will continue to evaluate opportunities for affiliation as we learn of things coming available. We are also looking at coordinating with professional resources that can help us identify opportunities moving forward.
Revisions:
No revisions reported at this time.
Owner Frequency Data Source/s
Kenda
Laughey Quarterly
LOI, Land Broker Meetings