Tag: Marketing

The treats for senior living communities this October included lots of interest from prospects. The tricky part? Staffing issues and COVID-19-related restrictions made it tough for some organizations to take advantage of the momentum.

The Treats: Lots of Tours, Applications and Deposits 

A participant in Washington state said, “Four of our areas (apartments, memory care, assisted living and duplexes) are all 100% full, and I’m not sure that’s ever been the case.” Another marketer in California agreed that business continues to be strong. “We’re going to have 10 move-ins in October. It’s really exciting to see.”  And there’s good news from Arkansas as well:  “Sales for our new neighborhood are good, with 43 of 53 units sold.”

Communities are also trying creative new tactics for bringing in business. One participant from Wisconsin said, “We’ve been really rocking and rolling. For the first time, we offered a promotion of 10% off the entrance fee to people who sign up now, and we’ve had lots of success with it.”

The Tricks: COVID-19 Restrictions and Staff Shortages

Scary Shutdowns 

Something that could scare off prospects: Communities shutting down to visitors because of local COVID-19 restrictions. One marketer shared, “We’re talking about taking everything online again.” A second participant said, “We’re unable to do events, so it’s frustrating.” And a third marketer added, “I’m seeing more restrictions. It’s sad having to see people tap the brakes.”

In some cities, however, it’s nearly business as usual. One participant from Virginia said, “Our team members are all fully vaccinated — it’s a requirement, and I think that’s helped because a lot of prospects asked that question. We’ve been busy giving tours and adding people to the waiting list.”

Creative Hybrid Events

One way of solving the dilemma when prospects are worried about attending in-person seminars: Hold a hybrid event. “As far as marketing events, we have a hybrid event — in person and on Zoom as well, so people can choose to do either,“ a participant shared.

Industry-Wide Staff Shortages

Staffing shortages continue to be a roadblock to sales. One marketer shared, “We’re getting calls and inquiries, but we don’t have enough staff to keep up with the volume …  we had to turn down seven people last week who wanted to move in!” A participant in Arkansas agreed. “Our nursing home is desperately looking for staff and we’re having a difficult time finding applicants.” Another marketer shared, “This is the #1 thing on everyone’s minds — how will we deal with this?” One final comment: “We have a waitlist that’s two pages long. We don’t have the staff at the higher levels of care to cover all the interest.”

Innovative Solutions for Recruiting Staff

When we asked participants if they’d found any effective methods for recruitment in these challenging times, they shared these creative ideas:

• Drive-through career fairs: “We had another drive-through career fair in August, which was successful. They have been fun and an interesting way to get people onto campus.”
• Diversity and inclusion: “We have a resident committee here working hard at looking at diversity and inclusion.”
• Salary hikes: “The board moved our minimum starting wage to $15 per hour, so some will get up to a 40% raise in November.”
• Using staffing firms: Several firms participated in the recent LeadingAge conference, including: Fusion Medical Staffing, Gale Healthcare Solutions, Hireology, OnShift, Intelycare, Prime Time Healthcare  and ShiftMed.  (Varsity is not endorsing any of these firms; rather, merely providing information.)

Holiday Tactics for Targeting Adult Children

Heading into the holidays, some communities are targeting adult children (but not necessarily with in-person events). One participant shared, “We changed our media messages to target adult children more.” Another marketer said, “We put together a one-sheet guide of tips on how to talk about things with your parents.” A third community published an article in a local magazine about ways to connect with adult children who are raising their kids and caring for their parents as well.

Notes From the 2021 LeadingAge Conference

Held October 24-27 in Atlanta, Georgia, the first LeadingAge conference since COVID-19 had lighter attendance than usual, but some fascinating presentations. The major focus? “Technology, technology, technology,” said Derek Dunham, who attended with his Varsity colleagues. For instance, Amazon launched its new senior living product with an enterprise solution. You can read about it in this Senior Housing News article. Varsity, sister firm WildFig Data and Ingleside also presented a session with a technology focus: “Predictive Analytics: Connecting Past Performance to Future Success.”

Look for our next monthly roundtable recap in your inbox. Until then, please be sure to join our weekly Sales & Marketing Roundtable on Thursdays at noon ET, 11 a.m. CT and 9 a.m. PT.

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Guest post by Andrew Leech, Vice President, Operations Management Services, Greystone Communities

Today Andrew Leech is expanding on some of the ideas he shared in his recent presentation at The Greystone Event 2021, “The Art of the Pivot: Addressing Operational Challenges.”

With all the tragedy that has come with the pandemic, we’ve learned a couple of things. In a 24/7 operation, we never have the opportunity to retool and reopen and reboot. COVID-19 has been awful and terrible for our residents and industry, but one of the positives coming out the other side is the lessons we’ve learned. It would be a real shame to go back to the old normal.

Some of the lessons communities have learned:

• Residents can adopt and use technology far faster than we gave them credit for.
• Society is more open to doing things a little differently now than it did a year-and-a-half ago, so why waste this opportunity to improve and secure the future of our communities?
• In every facet of our operations, now is the time to change.

One caveat: There is a strong regulatory component in what we do, which means some things are not going to change as fast as we’d like them to. Guidelines and restrictions are going to impact our changes.

Here are some areas that I feel communities should be looking at:

Recruiting

We’ve had hiring challenges in health care for many, many years. There has been a nursing shortage and not enough nurses to replace those that left. Now the challenges are even greater, with other industries raising their wages during COVID-19. How are we going to compete for talent with other sectors? How can we help lower costs to help pay for talent? We’ve often pitched how strong our operations were, saying things like: “You would be lucky to come and work for such a fine organization that treats employees well.” In this market, rather than say, “You’d be fortunate to work for us,” it’s a natural shift to say, “We would really love the opportunity to have you be a part of our team.”

We need to change our approach to how we’re recruiting talent in a market this tight. We spend an awful lot of time and money to attract residents and get them through the sales process. We need to start to take some of those funds and have the same vested interest in appealing to employees. Some specific tactics communities can implement:

• Pay for time spent during the screening process
• Make sure your community has a director level position for HR
• Partner with a Professional Employer Organization (PEO)
• Text candidates within five minutes of their application hitting the portal (the younger generation doesn’t read emails)
• Offer seven days on and seven days off in skilled nursing care, or four days of 10-hour shifts — think creatively about how to offer work/life balance.

Retention

We have teams that have been through hell and back during the last 18 months to two years. We need to show them that they’re appreciated for the sacrifices they’ve made. And we also have to be realistic about our expectations for retention: A year for a certified nurse’s aide or a server is actually quite good.

Ideas for retention will vary in every single market. Offering employee meals is a great start — but we can’t just stop there. Here are some other options, many of which are also strong recruitment tools:

• Retention bonuses. We believe that a better approach to bonuses is to space them out and incentivize even further someone’s desire to stay with the company. Part of the bonuses may come at three months, six months, nine months, a year.
• Day care. Some communities are looking at spaces on their properties for day care and figuring how to license and run a center. We’re in the research stages, and I do have leaders of communities telling me that day care would make a huge impact. Having day care on-site simplifies people’s lives. Imagine being able to drop your child right at your workplace and go into your job each day.
• Flexible schedules. Gone are the days that if an employee can’t work weekends, they can’t be a part of your team. Now it can be mutually beneficial to be flexible to meet the needs of each individual. We can give team members the life balance that they’re looking for, and they can provide excellent experiences to the residents.
• Attractive employee lounges and locker rooms. We need to evaluate employee areas and solicit team feedback to determine if they are welcoming.
• Fee structure reviews and involvement of residents. COVID-19 strengthened that desire to help, because folks have very strong ties to members of the staff and their teams. The pandemic made us all re-evaluate what’s important. The residents have realized that their communities are not the same without these amazing team members who are working hard and sacrificing day in and day out. We had actually proposed a rate increase at one of our communities, and one of the members of the resident council came to the director and asked whether that number was going to be sufficient to pay their staff a living wage. He was invested in making sure the staff were well taken care of.

Infection Control

Because of the extra precautions communities have taken during COVID-19, we’ve had tremendous success in keeping the flu at bay this past year. Through tools like visitation restrictions, PPE and social distancing, we’ve shown we can control infections very, very effectively. That’s going to be the expectation moving forward. The challenge is, how do we eliminate the spread of infection, while still having communities that are more open with visitors?

Finding Efficiencies

Here’s an example of how we need to work more efficiently: If you have a housekeeper going to three different floors in a main building, as well as villas and cottages and garden homes, are you sacrificing a lot of time and energy in having that person traveling from place to place? This is now an opportunity to reboot services like housekeeping. Let’s break out the community in a way that is far more efficient for travel time. We’re looking for little opportunities to do things smarter.

Dining Innovations

Before COVID-19, dining in was not heavily utilized — and was not experientially the best. What we did learn during the pandemic was that there’s a way to do it well and inexpensively. We strongly believe, moving forward, that there is going to be demand for in-room dining to augment regular dining. We see this through the success of services like Grubhub, Door Dash and Uber Eats. Customers are looking to have great dining experiences with gourmet food in the comfort of their own homes — and seniors are going to be no different.

Stay Virtual

What we’ve learned from our residents’ eager adoption of technology is that virtual programs will always be in demand. Make sure your community keeps up by continuing to offer them and learning to do them better.

These are just small examples of how the need to change runs throughout the entire operation. It could be that in five to 10 years, our community buses will be driving themselves. Something along those lines is coming, so we’d better be ready.

People are more receptive to new ideas than they have been in years, so let’s take advantage of that opportunity. We don’t want to lose the chance to change and go back to doing things the way we’ve done for years and years and years. However, we also don’t want people to run to their communities with all these ideas and try to cram them all in at once. That’s not going to be successful for them. Each market may have different demands.

Fast and Simple Changes

Our focus is on providing small takeaways that everyone can do something with. For example, when was the last time you did a wage analysis in your market? If it’s a year old, the analysis is highly out of date. If it’s not done in the last 90 days, you can’t trust it.

Those are quick, easy things you can do: reviewing fees, involving residents, reassessing culture, looking for opportunities to be more efficient — those are actions that would be advantageous to any operation. It’s important to do the work to figure out what’s going to be most impactful to your team and operations. Now is the time to start to ask these questions and look into these issues.

A Short Window of Opportunity

You have a window of time to make these changes. You have receptive residents, prospective residents and staff. The trick is, you can’t sit on your hands and not do anything or the window will close. Eventually people will wipe these circumstances from their memories and we’ll continue on like we did before.

Our call to action is: “Please don’t do nothing.” If you do nothing, you’re going to be left behind. You can’t waste this opportunity, and if you do waste it, it will have longstanding effects on the financial health and stability of your community for years to come.

Seeing the Glass Half Full

I’d like to end this on an optimistic note. Should we feel optimistic or pessimistic about the future, knowing all that has happened? I choose to look at this through a positive lens. We have had some teams that went through some extremely difficult, once-in-a-lifetime challenges, and the people who have stuck around have built more stamina and become more capable, more resilient and more optimistic. We now have these folks on our team who have managed through a huge crisis, and they will be able to draw on these experiences should, and when, the next crisis comes along. This is an industry that has been challenged by many, many things, from 9/11 to the Great Recession and now COVID-19. There are always going to be challenges. We need to take away what we excelled in and what we learned during this crisis to help our operations get stronger and more secure in the future. We believe that the future is bright.

The senior living industry is regaining speed after COVID-19, with some good surprises — and some challenges. One participant had a conversation recently in which she compared the current industry environment to a train, saying, “It takes a little time to get it going, but we continue to chug along, and we’re getting there.”

Read on for 7 takeaways from a month of conversations with communities across the country.

1.  Leads are flooding in, especially in independent living.

Communities are seeing a lot of activity — even if they’re not holding events yet.

2. The American Rescue Plan gives communities the opportunity to get funds from local government.

A lot of dialogue this month centered around the  American Rescue Plan and how senior living communities can get a stake of those funds. The money can go to any community, but nonprofit organizations have a strong story to tell. So if you fall into this category and serve seniors, you are positioned well to receive funding, as long as you know who to ask, according to Seth Anthony, a roundtable participant and Marketing & Business Development Manager at LW Consulting.

If you’re interested in learning more about how to receive these funds, contact Seth directly.

3. Marketing higher levels of care is a challenge.

Leads and sales for care higher up the continuum are improving, but lagging behind independent living. One reason for that is competition with communities that have lifted restrictions.

Another roadblock is staffing issues. One participant shared about having trouble hiring enough employees to meet staffing requirements for a higher level of care.

4. COVID-19 safety concerns are down.

Prospects’ concerns about safety and precautions related to COVID have lessened considerably.

5. Questions about the post-COVID experience are up.

Many prospects are now concerned about whether restrictions on dining, programming and visiting have been removed. They are ready to get back to normal. One roundtable participant said, “COVID-19 seems to be out of the picture, but our team is getting questions such as, ‘Can I visit as a prospect?,’ ‘Can family visit me if I move in?’ and ‘Are your dining rooms open?’”

6. Communities are offering incentives for staff vaccinations.

More team members have gotten the vaccine, but the percentages are still lower than for residents. Communities are using tools such as education, one-on-one meetings and incentives to boost participation rates.

7. Some communities have seen leads and move-ins skew younger.

Some participants are noticing that the average age of leads and move-ins is lower than it’s been in the past few years. One marketer said, “We’ve had several (new residents) in their 60s and early 70s. We’re definitely seeing a trend here. There is some feeling that after being cooped up during COVID-19, people are drawn to this environment.”

All in all, it’s been a great month! Sales counselors are busy, phones are ringing, events are well-attended and communities are filling apartments that have been empty for a long time. One participant even said, “I’ve been here 17 years and I can’t remember a time where we’ve seen the interest we have recently.”

Look for our next monthly roundtable recap in your inbox. Until then, please be sure to join our weekly Sales & Marketing Roundtable on Thursdays at noon ET and 11 a.m. CT.

For login information, email .

 

 

 

 

 

The month started out on a hopeful tone, with some hesitancy mid-month, but in general, April seems to have ended quite positively for most participants of Varsity’s weekly roundtables! Restrictions have generally eased, although this varies from state to state. Many marketers are talking about a spike in leads, and a lot of success with more tours and people ready to make a move. People are indicating that they are “feeling good or great.”

Here are seven takeaways from our April roundtables:

1. Sales are up. Way up.

Contrary to prior months when “people just weren’t ready,” the dam is breaking. Some positive words from our participants:

“We had a good month in IL and sold eight homes. There’s been so much pent-up demand, and people are ready to get out and ready to move, although spring is typically the busiest time. The real estate market is great. All of those things combined have contributed to a great month.”

“We’re doing better than we have in months for tours and move-ins.”

“The last few deposits I’ve received have been pretty quick. People have been thinking about it for a while and are ready to make a decision.”

2. Digital is hotter than ever.

One marketer shared, “A majority of leads are coming from the internet and family referrals. Really the online space is what’s driving the most traffic.”

According to another participant, “We’ve been super busy with a lot more leads (especially email leads). We do a lot of digital ads, which direct people to our website to fill out a form. We also get a lot of requests through our autochat.” Another participant shared the love for online marketing, saying, “We have that constant flow to the website. It’s been a nice flow in light of us not making a huge effort.”

3. Outdoor events are popular, with virtual still in the mix.

One community hosted an outdoor Earth Day event. “It’s a grab-and-go event, and the purpose of it is to get people to step on our property, get a goodie bag and say hello,” the participant explained. Another community is focusing on virtual seminars: “We had 14 people join the first one (on incontinence, promoting our short-term rehab offering) and it went really well. Tonight’s webinar is a food demo (brownies with blood orange-infused olive oil).”

4. Staging is selling.

Many communities find staging to be a tried-and-true, but highly effective, tool that sells units faster.

“We have a flat rate with someone local who does our staging, and these apartments always go quickly when people see what she’s done,” said one participant. Another community calls the area where future residents can select their finishes their “Design Center.” New residents can pick paint colors, finishes, flooring, etc. Another participant also referenced the staging of AL apartments as a marketing tactic.

5. Marketing AL to IL residents is working.

Some communities are finding that their best customers for AL are already living on campus in IL.

“We actually did an open house with our IL residents to showcase AL,” one marketer said. “We had four AL residents show their apartments, so residents can see what it looks like living in an AL residence. Another community had a different tactic: “Moving forward, I would consider inviting the IL family members to our next open house to showcase AL.”

6. There are almost too many CRM choices.

Marketers have a bewildering number of choices in Customer Relationship Management systems (CRMs), with a wide array of high-tech bells and whistles. One participant said, “We use Enquire and have for a little over a year. It has a marketing automation platform called MAP that we’re in the process of implementing now. It looks like a very robust platform.” Another marketer commented, “We use MatrixCare Marketing for everything. It’s a good system.” Other communities referenced using Sherpa, SharpSpring, Mailchimp, RHS, HubSpot and Yardi.

7. Staffing issues are rampant.

Staffing in senior living has always been a challenge, but in the post-COVID environment, the competition for team members is even more competitive. One participant said, “As we’re staffing up our new building, literally no one has applied for housekeeping.” Another marketer commented, “We’ve hired a few people, but within a week or two they get paid more somewhere else. We’re having a hard time with the pay scale. They just don’t stay.”

One community has found a solution: “We’ve offered a signing bonus with a time limit, so we know that we will at least keep them until that bonus.” Another participant, who is having a particularly hard time filling CNA positions, said, “We started our own CNA school and do all of the training at our community, which has helped a lot.”

Here’s hoping May is filled with more good news, from reopenings to move-ins! Look for our next recap of our roundtable discussions in your inbox.

Until then, please be sure to join our weekly Sales & Marketing Roundtable on Thursdays at noon ET and 11 a.m. CT.

For login information, email .

 

 

At our 46th Sales & Marketing Roundtable, professionals around the country shared the latest news at their communities: Virtually all residents are getting the vaccine, families are impatient with CMS regulations, and prospects are slowly opening up to the idea of a move.

Please check out the recap below, and join us for our next roundtable this week.

Please join our next roundtable discussion on Thursday, March 4, at noon ET. For login information, please email

During our 45th weekly Sales & Marketing Roundtable, we heard positive news: The vaccine is working, cases are down and marketers are feeling optimistic overall, although they’re adjusting sales goals because of the pandemic.

Check out the recap below, and please join us for our next virtual discussion this week.

Please join our next roundtable discussion on Thursday, February 25, at noon ET

For login information, please email .

 

 

During our weekly Sales & Marketing Roundtable, communities shared how they are struggling to manage family and resident expectations amidst shifting state and national quarantine policies.

Check out the highlights below, and please join us for our next virtual lunchtime session this week.

Please join our next roundtable discussion on Thursday, February 18, at noon ET.

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As the long-awaited vaccine arrives in senior living, some communities are using access to it as a selling tool to attract potential residents. But should they proceed with caution?

This topic, which has come up in Varsity’s Sales & Marketing Roundtable, has also caught the attention of McKnight’s Senior Living. In this recent article, they reached out to Derek Dunham, Varsity’s VP of Client Services, for his take on the issue. Read the full story here.

 

Last Wednesday, we held our first monthly virtual Continuing Care at Home Roundtable! A group of professionals from across the country pooled their knowledge and shared sales and marketing tactics that are succeeding during COVID-19.

Please join us for our next Continuing Care at Home Roundtable on Wednesday, March 3, 2021, at noon ET.

For login information, email

At our 42nd sales and marketing roundtable, we learned how residents are eagerly getting the vaccine (and communities are telling the world), but team members are dragging their feet.

Check out the recap below, and please join us for our next virtual discussions this week: our new Continuing Care At Home Roundtable, to be held the first Wednesday of the month, and our regular weekly Sales & Marketing Roundtable every Thursday.

Please join our next roundtable discussion on Thursday, February 4, 2021, at noon ET.

We will also be starting a similar Continuing Care At Home Roundtable discussion, to be held the first Wednesday of the month. Our first meeting will be Wednesday, February 3, at noon ET.

To receive login information for one or both roundtables, email .