Investing in People, Strengthening the Mission

“We want people to thrive.”

That belief is at the heart of United Church Homes’ approach to employee development—and a key pillar of its long-term strategy.

“One of the things I’m most proud of is that investing in our teams is a major part of UCH’s ten-year strategic plan,” said Chief Resource Officer Scott Slutz.

“Leadership truly values employees – it’s part of our culture.”

Across the organization, that commitment shows up in meaningful ways. From frontline staff to senior leadership, employees are encouraged to grow through professional development opportunities that support lifelong learning, strengthening leadership skills and increase job satisfaction.

UCH invests in both individual growth and shared learning experiences. Leadership development programs, in particular, are playing a key role in shaping the organization’s future.

Nearly two dozen UCH staff have completed the year-long Nollau Leadership Institute, a program designed to cultivate leaders committed to creating a just, caring and compassionate world. The experience includes retreats at Bellwether Farm in Ohio, where participants engage in reflection, renewal and connection with peers.

UCH leaders have also participated in the national LeadingAge Leadership Academy, which focuses on reflective leadership practices and helping individuals better understand and apply their unique strengths. In addition, the LeadingAge Ohio Leadership Academy provides a seven-month experience for rising leaders, with an emphasis on team building, innovation and leading through change.

The impact of these programs is measurable. Currently, 11% of UCH’s leadership team has participated in one or more of these leadership academies, and the retention rate among those individuals is 70%—a strong indicator that investment in people leads to long-term engagement.

“We also partner with Aspire Consulting which provides specialized professional development and corporate training,” Slutz said. “We see these programs as opportunities to enhance performance and individuals’ growth. In 2025, UCH employees received more than 10,000 hours of training through our learning management system.”

 

For some, those opportunities have shaped an entire career.

Dan Miller, executive director of corporate compliance and UCH Management, has spent more than 30 years with the organization and has completed all three leadership programs—the Nollau Leadership Institute, the national LeadingAge Leadership Academy and LeadingAge Ohio’s Leadership Academy.

“It’s a culture of learning and continuing education—UCH leadership really supports professional development,” Miller said. “I’m a lifelong learner, so participating in these programs has been a great experience.”

Today, Miller gives back by serving as a coach for LeadingAge Ohio’s Leadership Academy and mentoring future leaders through UCH’s Administrators in Training (AIT) program, which prepares individuals to become licensed nursing home administrators.

 

“I love supporting younger people who want to work in senior living,” he said. “I appreciate the opportunity to give back.”

That same spirit of growth extends beyond formal programs. UCH also encourages employees to take on stretch assignments—special projects that allow them to explore new areas of interest and expand their skill sets.

Miller experienced that firsthand when he pursued certification in healthcare compliance after a colleague’s retirement.

“The answer from leadership was an immediate yes,” he said.

For Slutz, that kind of support reflects a broader philosophy.

“We want employees to have meaningful, positive experiences,” he said. “It’s a value proposition—not just for the organization, but for each individual. When our people grow, UCH grows.”