The Varsity team attended the 2022 LeadingAge PA Annual Conference June 22–24 in Hershey, PA. In case you weren’t able to be there, here are some of the top issues we heard about at sessions and in conversations around the conference.
1.Workforce issues
As with all other industries, the aging services field is having challenges finding good people and also retaining current staffing. Several communities noted that they have experienced situations where people have been scheduled for interviews and simply didn’t show up. Communities are looking to do outreach with students and interns, as well as expand marketing and advertising initiatives aimed at employment.
2. Transforming spaces/amenities to keep up with community expansions
Overall space planning is important. While focusing on a new expansion and new spaces, it’s an opportunity to reimagine existing spaces for new uses and to present a fresh look across the campus. For example, one community mentioned that they are opening a new building, including a new auditorium and wellness center, and they are now building out the existing fitness center and auditorium as a new dining venue and pub, as well as other common use spaces.
3. Opportunities for growth through acquisitions, affiliations and mergers
All organizations are trying to stay profitable as they navigate the current landscape. Acquisitions, affiliations and mergers may present opportunities for communities to grow and be well positioned for the future, in the face of new for-profit rental communities.
4. Compliance and IT
The technology at a senior living community, just like at any organization, is vulnerable to malware attacks. We heard about the importance of protecting the system through cybersecurity. Everything from a smart light bulb to an adult child connecting to Wi-Fi can be a gap in the armor, and can create complications for IT from a security perspective.
5. Midyear rate increases
Annual rate increases are standard for communities, but given the current environment of inflation and need for PPE (along with other, unexpected expenses), communities are considering — and some are implementing — midyear rate increases.
6. Innovations in technology
Demonstrated technology included robot-like Roombas that serve food, in-room Wi-Fi service providers that residents can log on to, and listings of the community’s activities that families can access through their TV screens. These innovations for the future can revitalize senior living, but there are challenges in implementing them for less tech-savvy residents and communities.
7. Digital marketing techniques for generating new leads
Lifestyle assessments, surveys and quizzes can effectively reach leads who are not yet ready to communicate directly with a sales counselor. Questions can be tailored to the navigation bar of the community’s site, the blog content they accompany, etc. — and, of course, can capture user information for future engagement. Examples of survey topics include: “Is it the right time for senior living?” “Is this dementia?” “Is it still safe for you to drive?”
“Half the money I spend on advertising is wasted; the trouble is I don’t know which half.” Those are the words of John Wanamaker (1838–1922), a very successful United States merchant, religious leader and political figure, considered by some to be a pioneer in marketing.
Anyone who is a marketer for senior living communities can relate to that statement. But there is a way to know where your marketing dollars are really going, and it’s by harnessing your data using predictive analytics.
That concept was the focus of a 2021 LeadingAge Conference session, “Predictive Analytics: Connecting Past Performance to Future Success,” a joint presentation by Varsity, its sister agency WildFig Data and Ingleside Senior Living.
“Retirement communities in general are data rich and insight poor,” says John Bassounas, Partner at Varsity. “Sometimes when it comes to analytics and data, people get overwhelmed. Really, at the end of the day our job is to simplify that process and deliver insights that can help communities make better decisions.”
During these challenging times, harnessing your data is especially important. “As an outgrowth of COVID-19,” John says, “everyone is trying to figure out the role of digital — how organizations can establish a competitive advantage. Data is the way to do that.”
A Progressive Partner
Varsity and WildFig have been fortunate to partner with Ingleside, a forward-thinking, multi-site, nonprofit senior living organization located in the Washington, D.C., area. “Data analysis was a leadership initiative at Ingleside,” says John. “It started at the top, and leadership identified data analytics as a key priority for their organization. In doing so, they partnered with us, and we became an extension of their team.”
“This is a visionary client,” agrees Derek Dunham, Vice President Client Services at Varsity. “They have established team members focused on the digital experience in analytics — they see the value in it. They have been an early adopter of data mining and analytics.”
Here are some key takeaways from the LeadingAge presentation based on our work with Ingleside:
1. Consider all of the digital elements as an ecosystem, not siloed tactics.
“One of the goals here is to make sure that we’re not just looking at isolated tactics. We need to assess the impact of the entire digital ecosystem of paid, owned and earned media,” says Derek.
“From a marketing perspective, understanding the relationship between the various tactics and strategies to the overall program is incredibly valuable, because we want to optimize the plan for the best results.”
“For Ingleside, an important part of the ecosystem is a fresh website that is newly programmed using all the modern tools. Technology is always changing. With a new website, we don’t have to dumb down any of the analytics because the site can plug into analytics and pull data easily.
2. Embrace the process — Each organization is at a different stage with their analytics and modernization journey.
“It’s important for any organization to have the mindset that this is a process,” says Derek. “It’s not going to be a one-off project; it’s a culture. It’s an ongoing initiative that needs to be fed over time. I would say, assess what you have and get going. Taking the first step is important as this process is never ‘done’ — there are always opportunities to refine, test and learn.”
“Some organizations might think, ‘We don’t have all the data we need.’ Others may think, ‘We have too much data.’ Don’t let a lack of data stand in the way of proceeding with initiatives,” John says. “The first thing you need to ask is, ‘What is the question that you want to answer, and how can data make that happen?’”
3. Start with the big questions — Others will emerge.
“Starting with the big questions means, don’t get mired down in the details,” Derek says. “First think about what are the big questions you want to have answered. A question might seem too big initially, but you’ll be able to break it down into smaller questions and put together a manageable process.”
As an example, here are some of the questions that Ingleside wanted to answer:
How do we reach and maintain 95% occupancy?
How can we use data to make informed decisions?
How can we predict future outcomes?
Should the website be redesigned and merged under one URL?
4. Think not just about outcomes, but about implementation, and how to create a dynamic feedback loop.
“It’s an iterative process, and you’re constantly going to be refining it,” says Derek. “You want to look at the outcomes at a point in time. With this process, you are able to have confidence that you can pull your data at any point in time and get answers.”
Once the loop is established, John says, “We can either look backward at what has happened, or we can look forward to help inform what we’d like to have happen or predict outcomes.”
5. Customize the sales experience through predictive modeling.
“The overall goal of data analytics is to be able to understand the data to provide prospects with a customized experience — making the entire process from a marketing and sales perspective more efficient,” Derek says.
“For organizations like Ingleside, we’re doing that through a predictive modeling tool that does two things — predicts what lead volume will be, and assigns a lead score to every prospect in their database. We’ll be able to map each prospect’s customer journey and know the likelihood of their becoming a depositor at each interaction with the salesperson,” says John. “This map can be generated for every prospect, providing an easily digestible way to monitor the sales process.”
Why is that so important? “We all know that it takes anywhere from 20 to 30 touches for somebody to move in,” says Derek. “The more we can make those touches relevant and purposeful and efficient, the better. Through that process, we also make the salesperson’s time efficient, because they’re dealing with the people who are most predisposed to buying. We’re offering the salesperson better information so they are better able to connect with the right prospects.”
If you’d like the Varsity team to take you through the presentation in more detail, please contact John Bassounas at or Derek Dunham at .
Vaccine Access as Selling Tool: McKnight’s Senior Living Interviews Varsity VP
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.
In celebration of All-American Pet Photo Day, we’d like to introduce you to our office dogs, Mia and Parker. (They haven’t been in the office lately due to COVID-19, so they’re anxious to get back to work.)
Tell us a little bit about your pets.
Emily Runyon, account supervisor and Mia’s owner: According to a DNA test, Mia is 25% Boston Terrier, 25% Doberman Pinscher, 12.5% Australian Cattle Dog, 12.5% Rottweiler, and 25% mixed-breed groups. She’s three years old.
James Schorn, resource manager and Parker’s owner: Parker is part beagle, part German Shepherd and a little of something else. He’s eight years old.
How did your dogs come to join your family?
Emily: I begged and begged my husband to consider adding a puppy to our family. He finally caved after quite some time, and I quickly lined up an appointment to see a litter, up for adoption through Homeward Bound, before he could change his mind.
James: I was lucky enough to find Parker wandering through Harrisburg.
How do your pooches like coming to work?
Emily: Mia doesn’t love the hour-long car ride, but as soon as we get to work, she’s excited to greet her coworkers! Her first stop is usually to Renee’s desk for her morning treat.
James: Parker enjoys spending time around people, so he enjoys coming to the office, as opposed to watching the squirrels in the backyard.
What do Mia and Parker like most about the Varsity office?
Emily: Lots of treats, Derek sharing his daily apple, scratches, and the occasional walk around the block. Mia loves her coworkers and can often be found trying to coerce them into playing a game of tug-of-war in the afternoon. Strangers are not her friend; at first, she alerts the team of anyone in the building she doesn’t know—just ask the UPS delivery person!
James: Well… he hasn’t told me, specifically, but if I had to take a guess, I’d say he’s definitely a fan of the car rides to and from the office.
Where do your dogs hang out at work?
Emily: When she’s in the office, Mia can typically be found lying on her bed by my desk. She likes to nap throughout the day and chew on her bacon-shaped bone.
James: Some days, Parker will sleep on his work bed; some days, the wood floors work just fine. No science behind it, he does what he wants.
We’d like to take a moment to acknowledge the many thousands of team members who are working tirelessly at senior living communities during the COVID-19 crisis.
Thank you to the CNAs, who keep residents content and healthy.
Thank you to the culinary team members, who ensure that nutritional needs are met.
Thank you to the housekeeping team, which keeps the environment clean and tidy.
Thank you to the laundry team, which makes sure that everyone has clean clothes and bed linens.
Thank you to the groundskeeping staff, which see to it that the grounds outside each resident’s window are beautiful and provide comfort.
Thank you to the nursing staff, which care for residents’ individual health needs.
Thank you to the maintenance team, which keeps everything running smoothly.
Thank you to the drivers, who keep things moving.
Thank you to the receptionists, who are on the front lines as people enter or call the community.
Thank you to the security team, which make sure that everyone in the community is safe.
Thank you to the IT team, which keeps all the tech running in this increasingly digital world.
Thank you to the wellness staff, which focus on caring for residents’ minds, bodies and spirits.
Thank you to the activities team, which keeps residents engaged, day in and day out.
Thank you to all the other team members, who are working so hard to keep people safe at communities across the country.
You are greatly appreciated for all that you are doing to fight the coronavirus during this time.
Varsity’s Tips for Engaging Residents and Prospects During the Coronavirus
We know that every community and business in the aging services space is trying to stay ahead of safety and communications for the COVID-19 virus while juggling the needs of residents and staying connected with prospects. This led us to think about some free and easy tips that can keep current and future residents engaged and upbeat as much as possible while their movement is restricted.
Here are some ideas we’ve collected that we wanted to share with you. We realize that there are many more out there, but we thought this would be a good place to start.
Silver Sneakers Free access to exclusive classes for yoga, cardio, balance and more
Connections
Use in-house channels to share “coffee chats” with residents.
Ask residents to send pics of what they enjoy doing in their homes to share with others in the community.
Encourage residents to FaceTime with each other and with their families. (Send an email to all family members encouraging them to FaceTime with their loved ones regularly.)
Caution against reading social media or listening to “hype” on TV or the radio, and encourage residents to reach out to the appropriate person if they’re at a low point.
Maintaining relationships with prospects
It’s important to always look for opportunities to follow up with prospects in meaningful ways, and the coronavirus pandemic is one of those (unfortunate) opportunities. Call your prospects to check on them during this health crisis, and ask if they are doing okay. Do they have food in the house? Is there anything they need? If they are local, drop off soup, muffins, toilet paper or other necessities on their doorstep. Recommend Netflix movies, documentaries, comedy shows or online live theater performances that might appeal to them. Give them ideas on how to stay safe, entertained, occupied and healthy. They will be grateful that you thought of them during this extremely stressful time.
In addition, we recommend virtual marketing events, where you can share details, floor plan walk-throughs, advice and just somebody new to talk with.
Social distancing doesn’t have to mean social detachment. During these troubling times, we all have to find new ways to stay connected.
When was the last time you experienced truly exceptional customer service? I pondered this question when I recently pursued the somewhat aggravating task of purchasing a new car. As much as I anxiously anticipated the thrill of “new car smell,” I recognized that the sales process might be far from enjoyable. Based on past experience, it was evident that choosing the right dealership(s) was key to elevating my overall customer satisfaction.
As I found myself returning to the group of car dealerships that had exceeded my expectations for the past 15 years, I reflected on what this organization does that exhibits the optimum service model. I came back to five points:
Consistent processes, values and branding: The dealerships under the same umbrella, regardless of the actual “brand” of car I’m considering purchasing, maintain an ongoing relationship with me. They have established records of my buying history.
Anticipation of the customer’s needs: The dealers keep me informed of promotions and cars I might want to purchase and/or lease even before I’m actually ready AND are prepared with background of my likes and dislikes when I actually arrive at the lot.
White glove service: The dealers show care and attention to every detail of my needs, from purchase through all stages of the relationship. This includes: follow-up calls to see if everything is going well; calls from various team members to help me, even when they’re on vacation; referrals to the right people to help me with specific questions, such as a technology walk-through (not just being told to read the manual); the ability to come into any of the dealerships at any time with any concerns about the car after purchase (regardless of whether there is a service appointment); immediate service as soon as I walk in the door with no lag time; bumping up the time when my car is ready even though I didn’t ask.
“Servanthood” in action: A true atmosphere of service is shown at every level, regardless of role, and there is accountability. Team members, through their words and actions, set aside self-serving behaviors in favor of serving others — they serve both their colleagues and peers, as well as the customer.
Honest communication: The team members are transparent in their communications. Nothing is hidden, and it isn’t just for their own benefit, but for mine as well. When I recently bought my new car, I wasn’t “surprised” by anything before, during or after the deal, even when I turned in my previous car.
It occurred to me that these practices are not only lived by Varsity but are integral to the strategies we develop and employ for our clients as well. When consistently implemented, customers are pleased, the team feels good about its accomplishments, and the workplace thrives with a culture of helpfulness. The ultimate reward is that both the people and the organization are better for it in morale, revenue, image, brand and more…and don’t we all need a little dose of BETTER these days? I’m happy I was a recent recipient, with the added bonus of a shiny new car! 😊
An Alternative to Personal Care for Low-income Seniors
A guest blog post by Brian Mailliard, CFO of St. Paul’s Senior Living Community
What does a community do with a prospective resident that is nursing home-eligible, does not need 24-hour care and yet can’t live independently? Up until now, the answer in western Pennsylvania has primarily been “personal care.” Unfortunately, Pennsylvania has many older adults who primarily live off of social security. These seniors do not have the assets to pay for personal care.
The problem is especially severe in rural western Pennsylvania. Here, the main industries of farming and manufacturing have taken a hard hit over the last 20 years. To make matters worse, affordable housing options for older adults are few and far between.
The good news is that, in the last five years, an alternative housing model has appeared. Share Care houses have been opening up in western Pennsylvania. This new housing bridges the gap for those with a low asset base who need assistance with activities of daily living.
A Neighborhood Solution
For-profit and nonprofit companies have been purchasing three-bedroom ranch homes in the community outside of their traditional campuses. The companies make small renovations, such as wheelchair ramps, wider doors and accessible bathrooms, to accommodate three residents. The residents utilize the Medicaid Home and Community-based Services waiver program, plus their social security, to cover the cost of care. Once the home has three residents, the community can typically recoup the cost of the real estate purchase, plus renovations, in a 4–5-year time frame. At this point, the model becomes profitable. Since there are not more than three residents receiving services under the same roof, this model does not fall under personal care regulations.
The waiver will pay for an individual to get up to eight hours of assistance per day in a home in the community. Housing three residents, each optioned for eight hours of care per day, under one roof allows a company to have a care partner in the home 24 hours per day, seven days per week. Staffing is provided though a company’s home and community-based service providers, which now have the ability to offer staff the set schedules that are typically offered in home care. What I have found is that, in these small homes in the community, the staff and residents become their own little family. They grow close by doing activities together, such as shopping and cooking.
New Share Care Homes Opening
St. Paul’s Senior Living Community has opened two of these Share Care houses in the last six months. Wesbury United Methodist Community in Meadville, Pennsylvania, is also involved in Share Care. In addition to providing care at its campus, Wesbury owns and operates eight Share Care homes in the Meadville area. I have toured two of these homes. I’ve also met with Wesbury’s chief financial officer to discuss the community’s successes and struggles with Share Care.
Wesbury identified the need for a level of care for lower-income individuals that are not nursing home-appropriate. It first heard about the Share Care model from a local home care agency that operated a home. The Share Care homes are contributing to the entity’s bottom line and are operating at a profit. The impact on the outside community has also been very positive for Wesbury, with residents and staff getting involved in the greater communities in which the houses are located. That community involvement is something I plan to take back to promote at the Share Care homes within my organization.
Lessons Learned About Share Care
Wesbury learned early on that, when making renovations, it is best to keep the house looking just like any other in the neighborhood. This way, neighbors do not get a sense that an outside organization is coming in and changing their neighborhood. One of the ways in which Wesbury combats this stigma is by putting the wheelchair access ramp inside the garage. That means the ramp is out of sight when people are driving through the neighborhood.
We have opened two of these homes in the last six months, and we are filling our second one with residents now. During this process, it has become obvious that, with any fewer than three residents, the costs outweigh the revenue. Because of this, filling the home has become a priority. When I asked Wesbury how it combats the cost of census turnover in its homes, I received a simple answer. Currently, they said, the only way to absorb the cost is by scale. The more houses you have to spread the costs of census turnover across, the better the model performs financially.
The Top Challenge Communities Face
What’s the number one struggle that Wesbury — and now St. Paul’s — has with this care model? It’s getting people approved for the waiver. Individuals who apply for the waiver wait, on average, six months for approval to be finalized. And, unlike the Medicaid benefit for the nursing home, there is no presumption of eligibility with the Home and Community-based Services Waiver. This means that someone in need of services cannot start receiving them until final approval is given.
As leaders in our communities, we have the ability to effect change. Organizations like ours and LeadingAge PA can advocate for change to the approval process for the waiver. Additionally, organizations such as mine that are just starting to offer Share Care can work with experienced organizations, like Wesbury, to learn how to navigate the current approval process. Share Care has proven that it can be an effective care model for low-income individuals who need help to live on their own. We just need to work together to make it easier to implement.
As the clock ticks down to 2020, we look back on another exciting year for the Varsity blog! Here’s a countdown of our five most popular posts for 2019. It’s a grab bag of hot-button topics, from groundbreaking wellness ideas to intergenerational brainstorms.
5. 18-year-old Jumps Into Life at Senior Community
Our VP of Client Services Derek Dunham takes us inside the “what-if” moments of the 2019 LeadingAge TN Annual Meeting & EXPO. Explore “what-if” moments.
3. Disruption in Senior living — Opportunity or Threat?
From shrinking staff to the growing middle market, Derek Dunham disrupts our world with the highlights of the 2019 PAHSA conference. Get disrupted.
2. 10 Leadership Secrets From LeadingAge PA
This series chronicles the year-long journey of LeadingAge PA’s Fellows in Leadership program. In this post, Brian Mailliard and Sakkara El share what they’ve learned at the halfway mark of their adventure. Learn the secrets of leading well.
1. When It Comes to Wellness, Nothing’s off the Table
Our most-read post of the year was a fascinating conversation between Becky Anhorn, the inspirational wellness director at Meadowood Senior Living, and Rob Smith, Varsity’s creative director. Read about a groundbreaking approach to wellness.
That’s our countdown of top posts for 2019! Stay tuned for more fresh content in 2020, and please contact us if you’d like to do a guest post or be interviewed for an upcoming blog.
‘Like it’ or not, we’ll never know, thanks to a new update being rolled out by Instagram that will prevent you from seeing how many likes the accounts you follow are receiving on their accounts. To see what this means for your brand, check out this infographic.
