Steve Fuller CEO, Army Residence Community

In an interview with Invest:, Steve Fuller, CEO of Army Residence Community, discussed navigating uncertainty in senior living through strategic investments and resident-focused initiatives. “Many people are concerned about what is going on across the nation. And, this is exactly why this has been an opportunity to invest in ourselves,” Fuller said.

What have been some of the highlights, achievements, or milestones for the Army Residence Community over this past year?

The best descriptor is uncertainty. There has been a lot of uncertainty in the markets, financial markets, stock market, and real estate. Many people are concerned about what is going on across the nation, and this is exactly why this has been an opportunity to invest in ourselves. What we have been doing during this time is ensuring we provide consistency of care and services during ever-changing times.

We recently completed a large-scale renovation of our entire community, representing a $40 million investment. This positions us for the future, considering the changes happening in senior living. With the aging demographics in America, more people are looking at their retirement years, whether in a community setting or at home with services. It has been a great year in many respects. We have been excited to welcome new residents and see how happy they are to start a new chapter of their lives, embracing the retirement resort living lifestyle.

Balancing financial pressures with top-notch, stellar services for our residents has been a priority. After completing the renovation, we reopened all community spaces, modernizing and renovating our dining venues, main auditorium, sky lounge on the 13th floor, corridors on all 13 floors, and enhancing lighting, safety, and environmental touches. It has been a great year of investing in our infrastructure to ensure we thrive no matter what challenges arise.

What steps have you taken to integrate technological innovations across your services and day-to-day operations? 

Technology is rapidly evolving, and we are the largest single-site retirement community in Texas and the 23rd largest in the nation. This brings economies of scale but also significant technology needs. Residents use personal devices like iPhones, Androids, tablets, laptops, and voice assistants like Alexa. Our IT department works diligently to keep up with these advancements.

We utilize clinical and financial software to guide care delivery and resident services. On the employee side, we use training platforms like Relias to supplement in-person training and measure staff competencies. We also implemented a new time and attendance system that integrates with recruiting, reducing costs and increasing our regional presence.

While technology is essential, we balance it with personal interaction. Our field is high-touch, requiring meaningful engagement with residents as they age. We strive to maintain that human connection while leveraging technology effectively.

How have you expanded your wellness, fitness, and lifestyle programming?

We prioritize wellness across multiple dimensions, including fitness. Our state-of-the-art fitness studio has high-quality equipment, classes, and a full-time fitness instructor who holds a master’s degree. We offer group classes, personal training, and have recently added a yoga studio, called the Heritage Studio, to accommodate growing demand.

Our recreational programs in the healthcare center are led by professionals with bachelor’s degrees, often recreational therapists. We host over 200 activities monthly, far exceeding competitors. Many activities are resident-led, fostering engagement.

Wellness clinics feature speakers on heart health, longevity, and caregiver support. We assist married couples where one spouse may become a caregiver, helping them create emergency plans. We even address pet care as we have over 200 pets on campus to ensure contingency plans are in place for residents’ furry companions during emergencies, or just the pets’ medical needs, so that the residents are not worried about the pet, especially when they are gone. It is a small detail, but it means a lot to people in their lives. All these efforts create a holistic wellness environment, enhancing residents’ quality of life.

What is your take on the talent pool in San Antonio, and how are you attracting and retaining top talent for your facility?

That is among the top issues in senior living and healthcare: recruitment and retention of staff. We do well here. We are well below the industry norms in terms of turnover, and our vacancy rates are low. A lot of that comes down to culture and the way we treat employees, and the way we invest in training, competencies, and accountability. You cannot have one without the other. We have about 375 co-workers and over 700 residents at the ARC.  We have a great leadership team, and I believe our average tenure for leadership is about nine and a half years. In our field, that demonstrates a strong commitment. We also have a robust strategic plan, which sets us apart. We have identified key goals for the future and outcomes we want to achieve. Some of those key goals are employee retention rates and employee compensation levels.

We measure those metrics throughout the year and benchmark our performance to ensure we are paying competitive rates. Our benefits plan further enhances our compensation package. We offer scholarships to employees so they can continue their education, and we provide career ladders within the organization so they have a pathway to advance. We assist them with that program, which is a major factor in retention.

Beyond compensation, our culture plays a significant role. When new employees join the organization, we emphasize that they are caring for heroes. This is their chance to give back. We foster a family atmosphere, encouraging staff to treat residents the way they would want their own parents or grandparents to be treated. That philosophy goes a long way. 

As for the San Antonio labor market, I believe it is a strong one. There is a great work ethic here, plenty of opportunities for co-workers, and a good labor pool, provided you have the right organizational culture and treat employees with respect. Compared to many other markets, I think San Antonio is favorable.

How do you see the continuing care retirement community model evolving over the next few years? 

Some of the biggest trends in the industry involve resident representation in governance and leadership. Most senior living organizations, including ours, are nonprofit. We have a volunteer board of directors composed of business leaders, philanthropists, attorneys, and medical professionals who serve to give back. Unlike paid stockholders or board members, ours are all volunteers.

One growing demand in our field is resident representation on boards. Residents want a voice and a vote. Most organizations do not have residents on their boards, as it is like having a client on the board. However, we have embraced this. Currently, we have four residents who are full voting members on our board of directors, representing more than 25% of the board. This is important because it ensures resident engagement at all levels of the organization, including governance.

Another major trend is aging in place. The biggest competitor for senior living communities is not other facilities, it is the home. About 80% of seniors prefer to stay in their own homes as they age. The challenge for communities like ours is offering services that allow residents to age in place safely. Traditionally, residents would move into independent living and transition to higher levels of care as needed. Now, the focus is on providing in-home services, such as companions, caregivers, medication management, and transportation, so they can remain in their apartments or cottages as long as they are safe.

To address this, we are launching a new service called LifeSteps. It offers an aging-in-place benefit where residents can choose either future discounted healthcare or support services in their independent living units. This innovation allows residents to age in place while still having access to our full range of amenities and support services. It is a significant advantage, especially during emergencies like COVID-19 or severe weather, when having organizational resources is invaluable.

I also want to highlight our healthcare center. We are a five-star rated community by the Centers for Medicare and Medicaid, which rates nursing facilities nationwide. Maintaining a five-star rating is rare, as less than 10% of nursing homes achieve it. Our staff, residents, and board members work hard to ensure stellar quality of care, and that has been a tremendous asset for us.