BLUEPRINTFOR OURFUTURE

ANNUAL REPORT FISCAL YEAR 2013

PAGE 2

Message from the CEO

Growing with PurposeWhat 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 turn75 (the age at which older adults tend tomove into retirement living), our entireorganization has been re-invigorated.By challenging ourselves to look at theVillage with fresh eyes, we are drafting

plans that will help us better serve older adults today andwell into the future.

It is plain to see that the Boomer generation will have a differentpicture in their minds of what retirement should look like. This hasbeen a clear signal to us that it is time to begin putting togethera new plan a new blueprint for growth.

Even as the nation struggles to find a new balance, John KnoxVillage has learned to rebalance to be more in tune with todayseconomic realities. We have spent the past year taking a hard lookat how we can help our residents and our associates feel evenmore pleased about being a part of John Knox Village, all to laya solid foundation for growth and change.

In this years annual report, youll read about some of thechanges already underway in our organization, changes wevemade to our campus, and plans for change in the near future andbeyond. The key for us is to be attentive, willing to adapt andnever to forget our mission: Enriching lives, building community.

First and foremost, we are here to provide the best service andcare for seniors. The associates and residents who have been withus for many years (and we have a lot of them) know that whilesome things change like the buildings on our campus or theservices we offer others never do. Through prudent and forward-reaching planning, we have been able to serve residents andassociates for 20, 30 and even 40 years, providing a lifestyle filledwith rich experiences, close friendships and a sense of security.This kind of organizational sustainability only happens by lookingforward and planning to be successful not just today, but foranother 30 or 40 years.

Successful change doesnt happen by accident Weset our goals, focus on the long-term anachieve our targets with wisdoon our way.

Daniel RexrothPresident and CEO, John Knox Village

Blueprint forOur Future

Have you ever watched someone builda house? If so, you know that the best wayto get exactly what you want is to start with aplan. If you start with just an idea, it leaves toomuch room for error. Suddenly you end upwith a door where a window should be.

The key is to plan thoroughly; to consideryour needs today as well as years into thefuture. Then you put that plan on paperbecause dozens of people will touch somesmall piece of the project, and everyoneneeds to be following the same plan.

The standard method of communication,when building, is a blueprint. It contains all theinformation in one place that is necessary toensure a successful build, and it makes sureeveryone 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, youneed a well-thought-out plan that ensures youare prepared for todays challenges and forthose looming on the horizon.

Fiscal Year 2013 was a planning year.John Knox Village is poised on the brink ofchange. To make sure we plan well for thosewe currently serve and are prepared to servethe next generation of seniors, we have beendeveloping a plan from the ground up. In thepages that follow, youll learn more about thisBlueprint for Our Future and some of theearly steps weve taken to make sure we aregrowing with purpose and building to the plan.

Services group worked to rebrand themselves to enhancetheir marketability and Village Hospice reached record highsin the number of patients they served.

With those health care improvements in place, we arereturning our attention to independent living. As we beginthe new fiscal year, we have already started some excitingprojects, including replacing some older homes with new,modern villas, as well as renovating the interior halls andcommon spaces in the popular Villager apartment buildingsand adding some updated and spacious apartments. And tomake sure we are building to a plan doing the right thingsat the right time for the right reasons we have hired a teamof industry experts to help us create a campus redevelop-ment plan that will sustain this organization into 2020 andbeyond.

One of the great things about theVillage is its flexibility, thanks to thebreadth and diversity of our serviceofferings. When the housing marketwas down, we were able to focus ourenergies on delivering more services tomore people on the health care side ofthe business. At the same time, we arepreparing the types of independent

living homes people will be seeking as the marketplacestarts to open up again.

In this past fiscal year (April 1, 2012, to March 31, 2013),the Village Care Center wrapped up its remodeling projectin its memory care wing and Valley View opened a secondassisted living memory care wing. The Community Health

Stephen ChinnChair, JKV Board of Directors

Below: An example of the villas that will replace someaging cottages. The new homes will have larger roomsand modern, yet classic, cabinetry, flooring and finishes.

Message from the Board Chair

Building to the Plan

PAGE 3

A goal without aplan is just a wish Antoine de Saint-Exupry

Village leaders are working withconsultants from Greystone to developa multi-year campus redevelopmentplan to meet the needs of our changingmarketplace. Greystone specializes indeveloping, redeveloping and expandingcommunities.

Solid Financial FootingFitch Group, an independent credit rating agency, has re-

affirmed John Knox Villages rating of BBB- with a stable outlookfor the third consecutive year. Of the more than 2,000 senior livingorganizations in the United States, less than 20 percent are ratedand, of those, only a handful have BBB or better ratings.

While many continuing care retirement communities fell intofinancial difficulties as the housing and lending markets declined,we are proud to have maintained our conservative financial stancethrough it all.

As a not-for-profit 501(c)(3) organization, we are here to servethe common good, and any surplus is recirculated back into thebusiness. But just like a for-profit corporation, we have to makewell-considered financial decisions and manage to the bottom line.

What does this rating mean? By affirming our financial healthand history of strong performance, this rating will help us gainaccess to a lower cost of capital for future campus projects.

Building Health Care CensusOur health services facilities focus heavily on relationship-

building with a goal of building a steady stream of referrals fromphysicians and hospitals.

The Village Care Center and Valley View already have strongname recognition and outstanding reputations, so their focus overthe last couple of years has been on enhancing their facilities andadding services for which there is a strong demand in the surroundingcommunity.

Village Care Center: In Fiscal Year 2013, the VillageCare Center renovated its long-term care memory care unit, givingit an updated dcor and a floor plan that provides a look and feelthat is similar to Valley Views assisted living memory care wings.

These renovations make the Village Care Centers MemoryCare a more desirable destination for those coming from outsidethe Village, as well as those moving from independent living or ValleyView. Keeping the environment much the same in the two units,it provides for a more seamless transition as people progress intohigher levels of care. This memory care unit is now operating atpeak capacity.

Valley View: Valley Views second assisted living memorycare wing opened in April 2013 and has been a big success. Thefirst memory care wing, with space for 22 residents, was consis-

tly full for several years and frequently had a waiting list. Thiservices for those with mid-stage Alzheimers

us there was room to grow.using existing

Time Clock System UpgradeWhile our circa 1996 time clocks have beensteady, sturdy and reliable, the world has movedon. We recently upgraded to a new Kronos timeclock system, complete with touch screens, afingertip scanner and a proximity chip reader,making the system more secure. We have alreadyseen cost savings and increased productivitythrough having real-time access to shift sched-ules, vacation schedules and attendance. Theseallow associates to better track their time andmanagers to make more timely adjustments tocontrol staffing levels and overtime.

PAGE 5

At John Knox Village, we arein the people business. We provideservices for people, provide homesfor people, take care of people. Tocontinue to be successful at whatwe do, we must always be telling newpeople about the Village and showingthem what an outstanding place it is.

On the independent living side of theorganization, one of our most successfulmarketing efforts was a pair of concertsfeaturing Grammy-nominated jazz singerMarilyn Maye. The shows, aimed atgenerating new leads for independentliving sales, attracted more than 700prospective residents and current residents.

We invite current residents to theseevents because they are our stickiestsource of new resident referrals meaningprospects referred by residents are the oneswho are most likely to move to the Village.

Other events designed to attractfirst-time visitors or provide additionalVillage exposure included a dinner dancemodeled after the World War II USO(armed forces entertainment) shows, andour Senior Expo, with booths representing

the many activities and services thatmake life here so fulfilling.

All of this, combined with our usualline-up of seminars, open houses,direct mail and television advertisingcampaigns, generated nearly 2,000 newleads and a new buzz of excitementabout moving to John Knox Village.

Villager Complex RenovationsLife in the Villager apartment complex

is all about community living with remark-able convenience. Residents can enjoydining, entertainment, swimming, fitnessactivities, spa pedicures and shopping allin one building.

To retain its popular appeal, theVillage has begun a large-scale renovationof the common areas and hallways.In Fiscal Year 2013, plans were drawn,contractors were selected and fundsallocated in preparation for this project.

More than just cosmetic updates,multiple areas are being reconfigured tomake them better fit the needs and wantsof the residents who currently live there.

Projects will include upgrades in theappearance of corridors and commonareas by replacing ceilings, lighting, wallfinishes, carpeting and furniture. Wellbe reconfiguring the main entry tocreate an attractive lobby area and willalso add convenient and comfortablemeeting areas.

We are combining some existingapartments to create larger and moremodern homes designed in currentlypopular yet classic styles that aresought by todays consumers.

New Northside VillasWe removed 21 older cottages on

the north side of campus in the Willow/Lilac/Redbud area. In their place, we arebuilding 11 spacious villas. While creatingthe floor plans, we incorporated ideasand suggestions from residents who livein some of our newer villas. These newhomes will feature garages, amplestorage space, granite countertops andstainless steel appliances and are locatedwithin a short walk of our communitypark, two Village restaurants and our9-hole executive golf course.

Increasing Occupancyin Independent Living

Imagine what our realneighborhoods would belike if each of us offered... just one kind word to

another person. Fred Rogers, host of

Mister Rogers Neighborhood

Below: Artists concept of therenovations underway in the Villagerapartment complex common spacesand corridors.

Our Community Health Servicesleaders have spent the past year workingwith industry professionals to create along-term strategic plan for LifeStyleServices, Village Home Health, Home

Extending the Reach of Community Health Services

PAGE 6

Valley View - Expanding Our ServicesAs they serve Village residents and

members of the surrounding community,Valley View Residential Care and ValleyViews two memory care units are eachoperating at or near capacity. Becausethe need for the specialized carerequired for those with early dementiaand individuals who need assistancewith activities of daily living is only

increasing, we are building a newassisted living facility on our campus.This will add an additional level ofservices between Valley ViewResidential Care and the VillageCare Center.

Construction on the new Valley ViewAssisted Living unit began July 29,2013, and we anticipate that it will take

about a year. We removed 16 agingcottages to make room for the newbuilding, and Habitat for Humanity wasinvited to remove useable items fromthe units before the tear-down, insteadof just taking everything to the landfill.The new building will house 25 privateapartments, a large common area anda country kitchen, and an outdoorcourtyard.

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 areavailable for both Village residents and forindividuals who live outside the campus.We plan to be much more visible, bothon campus and in the community, througheducational seminars, events and more,said Julie Mahony, Community HealthServices administrator.

New Logos: Three of these servicesnow have redesigned logos. They weredesigned so that they remain tied to theVillages logo family without being soobviously John Knox Village that itmight keep other organizations fromfeeling that they were sending patientsto a direct competitor, Mahony said.We walk a fine line between the needfor a separate identity and wanting toleverage the name recognition and long-

standing reputation of John KnoxVillage. For example, not all retirementcommunities or long-term care centersoffer their own home health or hospiceservices, and they might be willing tosend patients our way if we werent sovisibly tied to a competing retirementcommunity.

New Name: We renamed theprogram previously known as LifeStyleServices to Village Helpers to betterillustrate the variety of services it provides in-home, non-medical care, such asbathing 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 beyondto provide care to the people we serve,Mahony said. They are the ones who setus apart from other organizations todayand who will take us well into the future.

Staffing Model Shiftsto 12-Hour Workdays

As the world of healthcarechanges, we need to always be lookingfor new and better ways to provide thebest possible care to residents andfamily members while also striving forexcellent treatment outcomes. One waythe Village Care Center has done this is bychanging to a new staffing and schedulingmodel that places emphasis on consisten-cy in resident care and on strong relation-ships between care providers, patientsand families. Those in direct care positions(nurses, CNAs, etc.) are now scheduledfor 12-hour shifts no more than threedays in a row with work schedules thatrepeat every two weeks, making it easierfor care staff to plan their personal lives.

The Village Care Center introducedassociates and residents to see the CareCenters remodeled Memory Care Unitwith an open house in August 2012.Improvements to the dementia unit includedmajor renovations to the large commonareas, hallways and resident rooms tobetter match the well-received look andfeel of the Valley View Memory Care units.

I am very proud of the first-classhome we have for our residents who havedementia and Alzheimers disease, saidRodney McBride, vice president of healthand community services. I believe ourcontinuum of memory care living accom-modations and programming is uniquein this area, and possibly in the country.Today the unit is operating at capacity andthe people we serve say they are quitepleased with the improvements.

Newly-Remodeled Memory Care UnitEnhances Alzheimers Care Continuum

Sharing tales ofthose weve lost ishow we keep fromreally losing them.

Mitch Albom

PAGE 7

PAGE 8

The Boomers are coming! We aretaking very seriously the fact that BabyBoomers will start turning 75 in the year2020 the age at which people oftenmove to retirement housing.

The Village is preparing in manyways, from considering how to continueproviding excellent service for todaysresidents, to looking at what housingsizes and features this next generation ofretirees will prefer. We also are looking atthe types of activities and amenities theyexpect and the level of customer servicethey will expect.

This is the generation that was toldthe customer is king, and for them,

Our associate wellness program,Village Wellness, has entered its thirdcalendar year. We are pleased to offersuch an innovative program to our asso-ciates and to be a wellness leader in ourarea. It only makes sense that as anorganization whose main focus is thehealth and well-being of our customerswe should be equally focused on thesevalues for our associates.

The positive results we have seenin the first two full years of operationare encouraging. We have seen year-over-year improvements in the healthof our program members, including

excellent service with a smile is not justa desire but an expectation. Think RitzCarlton. Think Disney World.

Clearly, John Knox Village is alreadya customer-oriented organization. Butwe are taking a lesson from the hospi-tality industry and plan to put in placea new customer service initiative thatwill reach all levels of the organization.Whether the customer is a co-worker ora patient, a vendor, or a family member,our goal will be to make every customerinteraction an exceptional experience.Watch for more on this in next yearsAnnual Report.

Building Strong Relationships Through Excellence

Associate Wellness Program Continues to Thrive

Do what you doso well that theywill want to see itagain and bringtheir friends.

Walt Disney

Making WavesAqua Waves, our newest associate

fitness class, has become themost popular choice for getting

physically fit.

improvements in blood pressure,cholesterol levels and glucose levels.Overall annual savings from all aspectsof Village Wellness are estimated tobe in excess of $1 million throughcost avoidance and cost savings.

The program also is well-regardedin the eyes of the business world. In2012 John Knox Village was recognizedby the Kansas City Business Journalas Kansas Citys Healthiest Employer(500-999 full-time employees), and in2013 we were again honored, this timein the Top 5 of the expanded categoryof 250-999 employees.

Risk Factor Improvements forthe 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 ImpactJohn 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 VillageFoundation both have their own missions and ways that they support older adults and the Village, they came togethermultiple times during the fiscal year. Pooling their resources, they funded major initiatives that benefited members of both theVillage and surrounding communities. In addition to pledging funds to purchase a new, state-of-the-art ambulance, the twogroups each contributed $25,000 toward the beautification of the John Knox Village lake as part of a dredging and clean-upproject. Read on to learn more about the individual organizations.

The Foundation makes gifts and grants for facilitiesoperated and managed by John Knox Village; contributesto activities that support older adults; and aids in theimplementation of the Villages strategic and long-rangeplans. For additional information about the Foundationsfinancials, please see page 11.

The Foundation provided nearly $88,000 in financialassistance to a number of residents through the ResidentAssistance Fund. The fund aids residents who have outlivedtheir resources.

The Foundation provided funds to multiple John KnoxVillage departments and programs including the Hobby Hut,chaplaincy, performing arts, Fireside Dining, Village CareCenter, Village Hospice and others. Funds were used in avariety of ways, for example, to purchase new wheelchairs,furniture, musical instruments and supplies for the JKVFood Pantry.

The Auxiliary promotes volunteerism and con-tributes funds in support of residents of John KnoxVillage and the surrounding community.

Through operation of its Thrift Shop and four on-campus convenience/gift stores, the Auxiliary earnedabout $375,000 in operating revenue, with a profit ofabout $75,000. A group of dedicated volunteers, includingthose who work at the stores, quilt and provide merchandisefor the Crafty Corner, aid the organization in meeting itsmission.

The Auxiliary made a number of notable donationsto the Village, which included purchasing gators and otherequipment for the landscaping department, among otherprojects. It provided $10,500 for healthcare scholarships,and contributed money to Lees Summit Social Services aspart of the Our Child program to help purchase medicalequipment for a local child with medical issues.

Gaining FirmFinancial Footing

PAGE 10

JKV Consolidated Financial ReportBalance 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 EquivalentsAccounts ReceivableOther Current Assets

Total Current Assets

Investments and ReservesNet Fixed AssetsOther Long-term Assets

Total Assets

Accrued LiabilitiesCurrent Portion of Long-term Debt

Total Current Liabilities

Long-term DebtRefund LiabilityDeferred Revenues & Entrance FeesOther Long-term Debt

Restricted AssetsUnrestricted Assets

Total Liabilities and Unrestrictedand Restricted Assets

(in 000s)Operating RevenuesOperating Expenses

Operating Income

Investment IncomeOther Investment ActivityInterest ExpenseDepreciation 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)

ExpenseCategories

Fiscal Year2013

12%Depreciation

4%

5%Insuranceand Taxes

4%Utilities

14%Supplies and Other

Interest Expenses

The Villages financials for Fiscal Year2013 reflect a rebound in our financialperformance. Throughout the year, we putfoundational pieces in place to improveour financial position from Fiscal Year 2012(FY12) to ensure our long-term financialsustainability. We focused on addressingthe organizations current needs, with asharp 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 revenuesover expenses to talking about ratios and developing an under-standing of how we can improve the key indicators that areimportant 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 $1.7million) and the Debt Service Coverage ratio improved from 1.97to 2.06. While these ratios remained strong, the decline in entryfees has become apparent in Adjusted Net Operating Margin.

The Village increased capital investments in renovatingindependent living units over last year by $650,000, or 43 percent,in support of the FY14-FY16 strategic initiatives. These outcomesand other financial initiatives have positioned the Village to expectcontinued financial improvement into FY14 and beyond.

ExpensesWe contained expenses to help minimize the impact of the

revenue shortfall on the bottom line. Total expenses were underbudget by $81,000.

The largest component of our cost structure (61 percent)revolves around one of the greatest assets: our associates. Wecontinuously seek ways to create better value for our associateswhile also containing costs. Our associate wellness program isa great example of this.

In FY13 we improved our quality and efficiency in managingwages and benefits and were able to reduce costs by 3 percent.This helped to offset the 7.2 percent total increase in costs fromother expense categories (excluding depreciation and interest).

Cost containment resulted in only a 0.43 percent increase intotal expenses compared to the prior year, while revenuesimproved by 0.59 percent.

By Kim Klockenga, Vice President of Finance

The FoundationFinancial ReportThe Foundation continues to help

support the Village and older adults in avery meaningful way. During the year, long-time leader of the Foundation Bill Bergoshretired and the president position was filledby Gail Benne. While the leadership changeoccurred, the support to the Village remainedstrong as the Foundation helped to fund aportion of the cost of a new ambulance forJKV and gave a generous contribution towardrenovation work on the lake. All of thisoccurred with very little change to the financialpicture for the Foundation. Cash and CashEquivalents improved by $24,000 while theinvestment balance increased by $38,000.

(in 000s) FY13 FY12Cash and Cash Equivalents $134 $110Gifts Receivable $179 $278Investments $2,180 $2,142Charitable Gift Annuities & Trust $310 $341

Total Assets $2,803 $2,871

Due to JKV $113 $150Accounts Payable $23Payment Due on Annuities & Trust $166 $190

Total Liabilities $302 $340

Unrestricted Assets $430 $446Temporarily Restricted Assets $599 $688Restricted Assets $1,472 $1,397

Total Unrestricted andRestricted Assets & Liabilities $2,501 $2,531

Total Liabilities and Unrestrictedand Restricted Assets $2,803 $2,871

Statement of Cash Flows -Year Ending March 31

(in 000s) FY13 FY12From Operation $(76) $117From Investing $26 $(93)From Financing $75 $1Change in Cash $25 $25Beginning Balance $110 $85Ending Balance $135 $110

JKV FoundationBalance Sheet - Year Ending March 31

RevenuesAs 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 forus to serve more seniors with a greater scope of services.

While the payer mix helped to grow revenue, we did miss the revenuebudget by $2.7 million. The shortfall was due to missing budgeted occupancygoals in independent living and the Village Care Center.

The Village Care Center completed renovation work in its memory care unitin 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 (+20percent) and the Village Care Center (+4 percent). The combined Valley Viewand Care Center revenue makes up almost 50 percent of the revenue picture.

While the Village Care Center was below its budgeted census, they wereable to keep costs down by managing expenses based on their actual dailycensus. 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 Viewis preparing to expand its continuum of care by building 25 assisted livingunits in FY14.

Independent LivingOver the years, it has become apparent that we need to shift our inde-

pendent living focus. While the percentage of new residents selecting the leaseagreement is increasing, occupancy is declining because of shorter stays andcompetition. The Village will continue to welcome residents under lease agree-ments, but there is a need for more entry fee contracts since these help fundcapital requirements more efficiently.

Looking Forward to Fiscal Year 2014A new multi-year strategic plan has been developed for the Village.

Emphasis is on improving the marketability of the campus to attract thosewishing to commit to the continuum of care and on preparing for 2020, a timewhen Baby Boomers will begin turning 75 and start moving to CCRCs for theirretirement living. This focus on increasing entry fee sales will help improveAdjusted Net Operating Margin.

The FY14 Budget includes several capital projects, which will help improvethe overall value proposition of John Knox Village along with building financialhealth. The new projects will create new independent living areas and renovateothers, and will add a new assisted living facility to Valley Views care continuum.

12.5%Valley View

RevenueSourcesFiscal Year

2013

28.6%Senior Living

2.9%Investment Income

4.4%Other

Revenues

14.4%Community andHome BasedServices

37.3%Village Care Center

FY13 John Knox Village Board of DirectorsStephen Chinn (Chair): Attorney at Law, Stinson, Morrison, Hecker, LLP

Robert Piepho (Vice Chair): Retired, University of Missouri-Kansas City School of PharmacyWanda Chinnery (Secretary): Retired, John Knox Village Resident

Larry Crozier: Retired, Truman Medical CenterJackie DeSouza: President and CEO, Lees Summit Medical Center

Carol Evans: Retired, John Knox Village ResidentDenise McNerney: CEO and President, iBossWell Inc.

Chuck Robb: Senior Vice President, Finance and Administration, Saint Lukes Health SystemGeorge Russell: Retired, John Knox Village Resident

John Knox Village Corporate StaffDaniel Rexroth: President and CEO

Betty Freeman-Boots: Vice President of Human ResourcesKim Klockenga: Vice President of Finance and Corporate TreasurerRodney McBride: Vice President of Health and Community Services

Maria Timberlake: Vice President of Senior Living

FY13 John Knox Village Foundation Board of TrusteesClifford M. Seger (Chair): Retired, John Knox Village ResidentJames L. Ham (Vice Chair): Retired, John Knox Village ResidentWanda Chinnery (Secretary): Retired, John Knox Village ResidentNancy Blackwell: Attorney at Law, Chinnery Evans & Nail, P.C.

Jon Ellis: CEO, Paradise ParkGene 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 StaffGail Benne, MPA: President

Bill Bergosh, CFRE: President (Retired mid-fiscal year)

John Knox Village, 400 N.W. Murray Road, Lees Summit, MO 64081816-251-8000 www.johnknoxvillage.org

2013. The FY13 Annual Report is produced by the John Knox Village Communication Department, includingEmily 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 findsit is attached to the rest of the world.

John Muir, Naturalist, Explorer