Content Archives – Varsity Branding

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“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 .

 

At our first sales & marketing roundtable of the new year, communities discussed the exciting news of the COVID-19 vaccine and shared tips for virtual events and video floor plans.

 

Please join our next roundtable discussion on Thursday, January 14, 2021, at noon ET.

For login information, please contact .

At our 33rd weekly sales & marketing roundtable, we shared how we’re feeling this week. We also discussed a plastic wall that was set up by one community to allow residents and family to hug, shown below.

Please join our next roundtable discussion on Thursday, November 12, at noon ET.

For login information, please contact .

 

At our weekly sales & marketing roundtable, we all shared creative tactics we’re using to attract prospects as COVID-19 rates spike in some areas. We’d especially like to thank Lana Peck, senior principal at the National Investment Center for Seniors Housing & Care (NIC) for sharing the latest insights from executive surveys completed since the pandemic hit.

Check out the insights and survey results below. We also invite you to our next roundtable this week.

NIC Executive Survey Insights with Lana Peck

The full report is on the NIC website. Wave 14 findings can be found here.

We had 70 organizations respond to wave 14:

  • Not the same 70 for every wave, but 60–70% are repeat takers, so there is some continuity.
  • Geographical dispersion of respondents:
    • There’s a slight underrepresentation in the Northeast compared to national coverage of the NIC map.
    • For the most part, participants are coming from all over the country.
  • We’re promoting this more strongly with operators, as we’re getting some national media exposure.
    • It is important for operators to know that, by participating in the survey, they have the opportunity to ensure that the narrative is accurate.

  • We went from ⅓ in wave 10 (early August) to just under ⅔ in the most recent wave — a lot more organizations are offering rent concessions.
  • 90% of organizations are paying overtime to mitigate staffing issues.
  • Staffing/temp agency usage has grown throughout the pandemic.
  • About ⅔ of organizations that have IL in portfolio are offering rent concessions.
  • Organizations with nursing care are less likely to offer rent concessions.
  • Discussion from the group:
    • We are giving concessions on entrance fees and support on moving services.
    • We are offering $3,000 toward moving expenses and incentives to get people to move more quickly.

  • Organizations reporting no change in pace have been growing. It’s the highest it’s been in wave 14.
  • Deceleration of move-ins is lower in IL, AL and MC in wave 14.
  • Most respondents are citing increased resident demand (increase in move-ins).
  • Fewer organizations with nursing care beds in wave 14 reported acceleration in the pace of move-ins, with the fewest respondents citing hospital placement since wave 7 surveyed mid-May — presumably due to anecdotal reports of hospitals sending patients straight home to recuperate from surgeries or illnesses with in-home health care.
  • A quarter of organizations have a backlog of residents waiting to move in.

  • Organizations may be providing incentives. The month-over-month change in occupancy has been starting to rise.
  • About ¼ of the organizations that have IL in their portfolio; ⅓ of those with AL; ½ of those with MC; and about ½ with nursing care are seeing an upward change in occupancy rates in the past 30 days.
  • Fewer folks that have IL are seeing a decrease in occupancy.
  • 48% in nursing care are seeing increases, and 37% are seeing decreases.

Please join our next roundtable discussion on Thursday, November 5, at noon ET.

For login information, please contact .

At our weekly sales and marketing roundtable, we all shared creative tactics we’re using to attract prospects as communities gradually open back up.

We’d especially like to thank Lana Peck, Senior Principal at the National Investment Center for  Seniors Housing & Care (NIC) for sharing insights gleaned from 11 waves of executive surveys, all completed since the pandemic hit.

You’ll find discussion highlights and survey results below. We also invite you to join us for our next roundtable, coming this week.

 

NIC Executive Survey Insights

We were joined by Lana Peck, Senior Principal at NIC.

Lana:

NIC is a nonprofit organization with a mission to enable access and choice for America’s seniors through data, transparency and making connections.

We’ve been doing our executive survey, since 3/24/20, with 11 waves of data so far. Our audience is C-suite executives and owners/operators of senior housing properties across the country.

We would encourage each of your executives to email to take the executive survey.

Some highlights from the results so far:

  • Wave 10 = 53% (mid- to late July)
    • About half of organizations with more than one property are easing restrictions
  • Wave 11 = 63% (late August)
    • Even more are easing move-in restrictions

Note: blue = good; orange = bad

  • Wave 8 (around Memorial Day)—we start to see an improvement and a downward trend in decreasing occupancy (directional changes in occupancy by care segment across the respondent’s portfolio of properties—single-property operators included)
  • Mid- to late August sees pullback in move-ins for AL

• Note: blue = good; orange = bad
• Across the board, the pace of move-outs hasn’t changed tremendously (gray bars)
• Around Memorial Day, we see some improvement, with fewer organizations reporting acceleration in move-outs
• In mid- to late August, we see a pullback in acceleration again

  • The recent decline in a slowdown in leads/conversions is due to easing moratoriums and pent-up demand (especially in IL) when doors opened, and people waiting in the wings could actually move in
  • When the blue line goes down, that’s a good thing—it’s a reverse in the slowdown of leads and conversions
  • The orange line has been trending lower—about half of organizations eased move-in restrictions
  • Yellow line—only about half of organizations initially felt that resident or family member concerns contributed to deceleration of move-ins, but this has increased quite a bit, possibly due to a resurgence of COVID-19 or issues of residents not being able to see family members. This is a significant factor in more recent waves of the study.
  • This slide is aggregate and shows all care segments
  • Leads, conversions and sales are happening more frequently as of more recently. Before, there was an inability to have people on campus to make sales.

  • This shows the toll of the pandemic on organizations—how many are feeling the need to provide incentives to bring residents in. For the most part, most are not reducing rents or fees at this time.
  • The majority of respondents don’t have a backlog of residents waiting to move in.

Valuable Resources NIC Offers:

  • NIC’s Fall Virtual Conference. The conference will start on October 3. Week 1 will focus on education. Week 2 will be about making connections and business contacts in peer-to-peer discussions. Anyone who signs up for the conference will be able to participate in Community Connector—essentially a LinkedIn for senior housing.
  • COVID-19 Resource Center.  Data, analytics and connections to help provide transparency to the sector and keep  communities informed.

Please join our next roundtable discussion on Thursday, October 1, at noon ET.

 For log-in information, please contact .

 

 

At our virtual sales and marketing roundtable, we brainstormed tactics to help prospects overcome their reluctance to move during a pandemic.

Check out the takeaways below. Please also join us for our next roundtable, coming up this week.

Please join our next roundtable discussion on Thursday, September 24, at noon ET.

We’ll be joined by Lana Peck, Senior Principal at the National Investment Center for Seniors Housing & Care (NIC). She’ll be discussing insights from NIC’s ongoing executive survey. NIC has conducted 12 waves of surveys with C-suite execs, across senior living, with near real-time data on the pulse of the market and the fundamentals of senior housing. The study includes topics like changes in occupancy, how communities are supporting staff and reasons for acceleration and deceleration of move-ins (among other topics).

For log-in information, please contact .

 

At our weekly sales and marketing roundtable, aging services expert Scott Townsley, principal of Trilogy Consulting, LLC, joined us to discuss consumer research and other insights related to the pandemic.

Check out the takeaways below. Please also join us for our next roundtable, coming this week.

Highlights from presentation on consumer research by Scott Townsley, Principal, Trilogy Consulting, LLC:

Opportunities are already emerging amid COVID-19—this will change who we are as a field and will change the product. Here are some resources that can be helpful as you deal with this situation.

The End of Competitive Advantage and Seeing Around Corners, two excellent books by Rita Gunther McGrath

  • “Inflection point” is a key concept she discusses, which she describes as jerking the steering wheel while driving
  • Unfortunately, by the time you recognize an inflection point, it can be too late; for example, discovering that occupancy has dropped from 96% to 80%, and it’s not going back up
  • My observation is that skilled nursing is at an inflection point—it was already changing, but the coronavirus has pushed it to this point—and that a portion of it will be forever changed
  • Life Plan Communities aren’t at an inflection point yet, but we need to have our eyes wide open

Nonsense: The Power of Not Knowing, by Jamie Holmes

  • “While uncertainties can be painful, they are also, by definition, eras of change. They’re destabilizing because they’re a threat to the status quo, which is also precisely why they represent an opportunity for innovative and cultural rebirth.”
  • The risk is that we seek information or anecdotes that hint we’re returning to the “way things were” sooner rather than later—rather than seeking actual data
  • We can’t look to the past (even January 2020) for clues about the future, because we’re probably going to be wrong; I refer to it as the “perilous backslide to the status quo,” in which we will innately make decisions thinking things will get back to “normal”
  • Virtual tours are a great example of how we’ve adapted
  • When I first saw a billboard for telemedicine, years ago, I thought, “Who’s going to want telemedicine?” But without it, many people (particularly in skilled nursing) wouldn’t have been able to see their physicians; we went from talking about it to it being a key part of life

Consumer Behavior Survey

We just completed a 1,000-person survey of four market areas in Pennsylvania (southeastern, south-central, west-central and northeast), one in Maryland and one in Delaware.

Too often, we’re talking in anecdotes, but we need to use data that tracks consumer behavior. This is especially risky when talking about the coronavirus.

  • Background on the study
    • Participants are 60 to 80 years old; all income groups
    • Conducted last week in July/first week in August
    • Asked approximately 50 questions
    • All telephone conversations (landline and mobile)
    • Allowed us to reach the “essential non-customers”
    • With people at home, it was easier to reach them; they’re still answering their phones
    • Completed 1,000 surveys in five days
  • What’s key is that this survey has statistical validity—it provides insight into the thinking of consumers rather than anecdotes

Early on, it was clear that we (as an industry) knew neither the questions to ask nor the answers. Today, there’s more clarity about the former (the questions that we, as an industry, should be asking) and an ability to obtain the answers. Hence this survey.

We asked the question, “How concerned are you about coronavirus in your area?” Seventy-eight percent are very or somewhat concerned about the coronavirus in their area. For those whose adult children are involved in making decisions about retirement living options, that number increases to 87 percent.

It’s also notable that, in this and prior surveys:

  • The percentage of people who are concerned about future long-term care needs is typically low
  • The percentage of people who are concerned about their ability to afford their retirement is also low
  • The percentage of people who are concerned about dementia or Alzheimer’s, for themselves and those they love, is incrementally higher than the other two—but still a fraction of those concerned about the coronavirus

We then assessed the impact of COVID-19 on Senior Living Community (SLC) interest later in the study:

  • By and large, every cross-tab is very or less interested due to the coronavirus
    • With respect to SLC interest, there are as many people who are less interested as there are who are more interested—due to the coronavirus
    • Interestingly, people who identify as evangelicals are 17% less interested in senior living communities than the average (due to the coronavirus)
    • There’s still a core of people who remain interested, which may be proving the naysayers wrong, but: (a) it’s too soon to know for sure, and (b) the coronavirus has significantly reduced interest in senior living “congregate”-type options
      • The field could be in jeopardy if the virus stays around
      • The virus has, conversely, also made some people more interested
    • Note: This study won’t be valid six months or a year from now—everything is changing so quickly
    • It’s critical to talk to people who are “the essential non-customers”—those who are living outside the senior living world (and who aren’t on your lists)—to understand who is motivated and why
      • Ask how they feel about congregate living on their overall health and well-being
      • In unprecedented times, we need to rely on information that’s current
    • I was wrong about the recession in 2008–2010—I thought the loss of value in portfolios would have a searing effect on people’s decisions about senior living, much in the way the depression impacted how people spent money
      • This didn’t happen, and the for-profit sector took advantage of that
      • The not-for-profit sector did not jump on it
    • It’s possible that, six months from now, if there’s an effective vaccine, the consumer could forget about this—but it’s also possible that it will stay with them for a long time, perhaps forever
    • It’s important to note that concerns about the coronavirus did not increase the interest in a stay-at-home program (though the percentage of people “very interested” in a stay-at-home program is twice what it is for a senior living community)
    • HJ Sims is soon coming out with a national study that will be fascinating to review; it, hopefully, will include all regions of the country, not just those heavily impacted by COVID-19
    • The secret to success is data analytics, and WildFig (Varsity’s sister firm) is ahead of the curve
    • “You never let a serious crisis go to waste. And what I mean by that: It’s an opportunity to do things you think you could not do before.” – Rahm Emanuel

Please join us for our next roundtable discussion on Thursday, September 17, at noon ET.

For log-in information, please contact .

 

This week, we’re pleased to present a guest post by Lynn Perugini, director of sales and marketing at Meadowood At Home, a Continuing Care at Home (CCaH) program that is affiliated with the Meadowood Life Plan Community in Worcester, Pennsylvania.

For over 20 years, Lynn has provided exceptional service to senior communities and their residents. She’s an expert at giving sales and marketing presentations, and when COVID-19 closed the country down, she embraced virtual seminars immediately.

Today, I’d like to share some practical, common-sense tips for giving virtual presentations. These tips engage viewers and lead them to the next step in the sales cycle.

  1. Prepare, Prepare, Prepare. My biggest tip would be to prepare. The presentation part of it is all of it. Practice your presentation several times before you actually give it. (My family sat through at least four trial runs before I actually gave my first virtual presentation.)
  2. Set the stage. Consider the background you’re sitting in front of, the level of your camera, what’s around your computer. It’s like a stage show, and all the elements are part of a set. The details need to be right.
  3. Remember Camera Etiquette 101. My coworkers laugh, but I even do my makeup differently when I’m going to be on camera. Here are some other tips to help you make that on-camera connection with the audience:
    • Remember to smile—the audience can see you!
    • Use your hands as if you were talking to a friend
    • Wear a bright color (and especially, don’t wear black if you have a black chair, or you’ll appear as a disembodied head)
    • Wear a headset to signal that you’re connected to the video
    • Make sure that your head and shoulders fill the screen
    • Introduce yourself on camera at the beginning, then turn the camera off, so the audience can focus on the presentation
    • Engage the right monitor (if you have more than one monitor, make sure that the right one is engaged; if you don’t, you’ll be showing people your desktop instead of your presentation)
  4. Experiment with platforms. My favorite platform is GoToWebinar. I’ve tried Teams and Zoom, but I like GoToWebinar, because it’s easy for my audience of seniors to use. It’s as easy as one click; they don’t have to set up an account, and they don’t have people calling or emailing them. (Many of them are concerned about security.)
  5. Connect the phone audio. In the demographic I work with, many people have older computers that don’t work well. Now my invitation says, “Click here to see the presentation. Call this number if you don’t have a speaker on your computer.” Give your audience more than one way to experience your presentation.
  6. Help your audience through the process. Younger seniors are computer-savvy, but the folks over 80 may struggle. If they need help, I walk them through the process, and show them how they can easily get online. That drives registration. I’ve even had people call me for help five or ten minutes before the presentation.
  7. Make the presentation visually interesting. Avoid using a logo that sits on the screen. Add motion and life, like animating bullet points. That keeps the audience’s attention and acts as a prompt, so you can speak to each item as it flies onto the screen. You can also invite a guest speaker to add interest.
  8. Mix up the topics. Switch out your presentations and target them to difference audiences. (I change my presentations to target residents who live in 55-and-older communities, people who are interested in long-term care insurance and others.) The world at large has been doing these virtual presentations for four months, and audiences are getting burnt out. We’re all inundated with requests for webinars. And now that the weather is nice, it’s going to be even harder to get people’s attention, so variety is important
  9. Know that live and virtual are totally different. My online presentation is 100 percent different than my live presentation. In the live presentation, the PowerPoint is just a backdrop. In the virtual presentation, the focus is on the slides—the information has to be clear, easy to understand and attention-grabbing.
  10. Avoid too much touchy-feely. During COVID-19, people tend to make virtual presentations too emotional. Don’t show 50 slides of people wearing masks. Too much loses people, unless it’s as a background or a quick mention. I try to focus on relevant data—pricing, statistics and how people are using my program.
  11. Watch other virtual presentations for ideas. I made sure I sat in on at least four or five other, similar presentations; I picked out things that did and didn’t work. For example, one presenter overdid the polling feature—it was a good idea, it just took an agonizingly long time. That experience taught me that it’s best to do a quick poll at the beginning or end. 
  12. Follow up afterward. I send a separate email thanking the audience members for joining the webinar. I also provide them with the financial slides I presented. And I send a link to a New York Times article about Continuing Care at Home programs. When I send that, I tend to get a lot of reply emails.
  13. Make a virtual event a segue to a live event. At a live event, I can read the audience much better, and they can get to know me as well. At the end of my webinar, I encourage the audience to attend an upcoming live seminar (when it’s up and running). It’s a different level of commitment when people come to an in-person event. It’s easier to build personal relationships there.

I hope you’ve found these tips helpful. I think it’s a great idea to continue to do virtual presentations, even after COVID-19. People are comfortable with them now. They see them as less of a commitment than a live event. I think I’m always going to do them. They’re a new and useful tool for sales and marketing.

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.

 

At Varsity, we take every opportunity to get into the mind of the mature market, so we thought, “What could be better than using the social media phenomenon, FaceApp, on one of our own, James Schorn, resource manager at Varsity?” I decided to capture a few of James’s reactions to seeing himself aged several decades.

Q. Did seeing yourself aging change your perceptions about growing older?

A. It was refreshing to see myself aging like fine wine, as opposed to aging like milk…All kidding aside, I did feel that my spirit remained resilient, and that confirmed the many experiences I’ve had with older people ever since my first job working in the dining room of a retirement community. I think what I have always enjoyed about the mature market is seeing how happy and active this generation is. I love hearing about their life experiences. Sometimes it seems as if the world classifies our older generations as weak and fragile. Based on my experiences, this couldn’t be further from the truth. Nothing is more inspiring than a couple that has been married for 50+ years and still loves each other, day in and day out.

Q. What are your responsibilities at Varsity?

A. I’m in charge of quotes, scheduling and planning of projects. Through my career, I have overseen hundreds of projects of all different scopes. This has allowed me to use knowledge from past initiatives to ensure that our future projects run efficiently while giving our clients the best possible return.

Q. Are there any myths that still need to be debunked about aging, and the senior living industry specifically?

A. The overall perception of senior living needs to change. From my visits to communities, I have seen personally that they are built on friendship, trust and care. From residents to staff members, everyone looks out for one another. This generation is made up of strong individuals, and they should be respected for their impact on this world.