Everybody in senior living is talking about the workforce crisis. Fewer people entering caregiving. more older adults needing support, rising pressure on operators, care teams and families. But underneath all of those conversations is a reality the industry can’t avoid anymore: the future of caregiving and the future of immigration are becoming increasingly connected.
For many organizations, this is no longer just a policy conversation. It’s a people conversation, a culture conversation and ultimately a care delivery conversation.
That topic drove a powerful discussion during Varsity’s quarterly Executive Roundtable last week where we were joined by Rob Liebreich, President & CEO of Goodwin Living, and Lindsay Hutter, Chief Strategy & Marketing Officer at Goodwin Living. Together, they shared how Goodwin Living is approaching immigration advocacy, workforce development and employee support at a time when caregiver demand continues to outpace supply across the country.
Said Lindsay during the presentation, “If we as a nation didn’t welcome global workers, we would not have the hearts, the heads and the hands to care for the older adults when they are at that stage of living.”
Their conversation explored the emotional realities facing immigrant caregivers, why advocacy has strengthened trust inside their organization and how older adults themselves are emerging as important voices in the workforce conversation. Below are a few Fresh Perspectives from their discussion.
CAREGIVING IS A WORKFORCE MATH PROBLEM, NOT JUST A POLICY DEBATE
As the caregiver support ratio continues to shrink, senior living organizations are confronting a simple reality: there are not enough caregivers to meet growing demand. Immigration is increasingly tied to workforce sustainability and long-term care access.
IMMIGRANT CAREGIVERS BRING CULTURAL INTELLIGENCE, NOT JUST LABOR
Many immigrant caregivers come from multigenerational households where caring for older adults is deeply ingrained. That lived experience often translates into stronger patience, empathy and attentiveness in caregiving environments, challenging the misconception that these roles are simply “jobs people take.”
ADVOCACY BUILDS INTERNAL TRUST AS MUCH AS EXTERNAL AWARENESS
Goodwin Living’s public stance around immigration and workforce issues strengthened loyalty and engagement among employees because team members saw leadership actively standing behind them. Values-driven advocacy became a culture-building strategy, even though that was never the original intention.
OLDER ADULTS ARE EMERGING AS A POWERFUL ADVOCACY VOICE
Residents and older adults are becoming active participants in workforce conversations because they directly understand what caregiver shortages mean for their quality of life. Efforts like the “Seniors Care for Caregivers” campaign demonstrate how resident voices can influence public awareness and policymaker attention.
THE MOST EFFECTIVE WORKFORCE STRATEGIES ARE LONG-TERM INVESTMENTS
Competitive wages alone are not enough. Organizations are pairing living wages with leadership development, continuing education, retirement benefits and mentorship programs to create long-term career pathways and improve retention across caregiving roles.
