Category: Fresh Perspectives

Guest post by Van Cluck, President of L4 Lifestyles

Recently, Van Cluck, a leader in senior living for the past three decades, was a guest speaker at the Varsity Sales & Marketing Roundtable. Here are some words of advice he shared.

I have spent the last 30 years, really my entire professional career, in the senior living space. It’s been a true honor to work in this industry. Here is my perspective on what I’ve learned and observed in my 30 years.

1. It’s up to us to train the next generation.

When I started my very first role in senior living, I was a 24-year-old newly degreed accountant. I didn’t know much of anything, to be honest, when I went to work at the oldest and very first standalone independent living community in Nashville. Thankfully, a mentor came into my life very early on. He was executive director of that community, and he took me under his wing and taught me so much. I still think back on those lessons learned and their value.

That sense of family and mentorship is a real opportunity to impact the spaces we’re in. From that, I’ve tried to develop those mentor relationships, not just with my team, but with the industry as a whole. That has given me opportunities like being the chair of LeadingAge Tennessee. I just think it’s important to develop those who will come behind us. We don’t work in a space that is being trained well or frequently by academic institutions. So it’s really up to us to train the next generation.

2. Senior living is much more than housing.

One of the things I’ve learned in my career is that senior living is so much more than housing — or it better be, if we’re going to be successful. Layering the dimensions of who we are and what we do is such a huge part of the sales process. When it’s just about housing, we’ll only end up losing to the next community who is surpassing us, and we need to be more than that.

3. Have a healthcare and hospitality focus.

In my next role, I transitioned to a CCRC in Nashville where I spent 16 years as a CFO and then CEO, originally called Blakeford at Green Hills. There, we not only continued to develop and expand that community, but also grow some ancillary businesses. We launched Blakeford At Home, and our life care without walls product called LiveWell by Blakeford. Both are very successful today, and both also spoke to the dimensions of what we must do outside of just housing, by also being hospitality and healthcare. We want people to desire to be there, and we can create those dynamics where we are the community where people want to be when they need care services.

4. Help your residents age with purpose.

After my time at Blakeford at Green Hills, I had the opportunity to come home to Lebanon and work with a family group that owns senior living communities. The name of our company is L4 Lifestyles. I came up with the name and I’m very proud of it. As I reflected on the many residents and families I’ve served, I asked myself, “Who are those residents, from a purely anecdotal standpoint, who have aged the best?” And the commonality I’ve found is those who continued to live with purpose at every stage of their life. That was the question I developed to ask ourselves: “What are you living for, and what is your purpose?” So “What are you living for” — “living for” — became “L4.” That became the company brand, to really help us all to focus on the concept of purposefully aging. How are we touching all of our residents? Not just as a nice place to live, not just having great activities, but how are we impacting them purposefully? They are looking at us to be more than just a place to live, but a place to age well.

5. Encourage each other.

Let me emphasize how much value groups like this bring to us, because just today, hearing you talk, I wrote down three different things to bring back to our communities. We can’t minimize the importance of continuing to encourage each other, because in doing so, we will only serve our residents better.

6. Learn to overcome challenges — and make your residents part of the solution.

Recently at Cornerstone Place, our new master-planning project in Lebanon, someone on my team asked if I had considered the Spring Creek bladderpod in our planning. He said, “You better learn about it, because a lot of the 90 acres of land we’re developing is located there.” It’s a lovely little flower only found in very few areas of the country, and it’s protected by environmental guidelines. As we’re developing this property, we had to ask ourselves, “How will we protect this flower?” So our new logo features the Spring Creek bladderpod, and part of our residents’ role will be the protection of and care for the flower, which appears in various bodies of water on campus. I think the real lesson is that, whatever our challenges are, it is often our residents, who are right there in front of us, who are part of the solution.

By Dana Wollschlager,  Plante Moran

This article was originally published by Plante Moran. Reprinted with permission.

The actions senior living leaders take now will set the stage for how their organizations transform and thrive into the future. Success will require a fundamental shift in the way leaders approach their business.

As senior living and care providers slowly pivot away from crisis-mode, it’s clear we’ll be facing a new normal rather than business as usual. The actions leaders take now will set the stage for how their organizations emerge from this crisis. Success will require a fundamental shift in the way leaders approach their business — a shift that may be especially difficult for those used to the slower pace of nonprofits.

Catalyzing Transformation

There are six ways leaders need to adapt their thinking to catalyze transformation within their organization.

Be bold — ask the critical questions

The first step to transformational growth is to ask the uncomfortable question, “What needs to change within our communities?” Leaders should scrutinize their operations, procedures, culture, technology, design and the built environment, unit mix, staffing model, pricing … the list should be exhaustive of every function of your organization. Just because you’ve always done something some way doesn’t mean it should remain that way. In fact, familiarity and longevity might make a process even more suspect.

Be thoughtful — start with strategic planning

Strategic planning is a critical first step toward meaningful transformation, allowing organizational leaders to align on the vision, goals, and objectives that will guide decision-making and hone priorities. This process requires an analysis of internal strengths and weaknesses and external opportunities and threats to guide planning that will transform your organization into a stronger, nimbler one. As part of those discussions, consider policies and regulations, economic trends, and broader senior living trends that may affect any long-term decision-making.

Be adaptable — consider diversification of portfolio and position

Does your organization have too much of one product and service? Many organizations are evaluating the produce and revenue mix in light of the pandemic. Especially as consumers in the market continue to show their preference for assisted living and independent living over nursing homes, you’ll need to consider reducing the number of skilled nursing beds  on your campus. A market study will shed light on the demand and supply metrics in your market to uncover where you may be overbuilt or missing opportunities.

Be inclusive — prioritize leadership diversification

According to research, diverse teams are better at making decisions 87% of the time over non-diverse teams. Diversity of skillsets, diversity of thought, and diversity of leadership will help make your organization stronger. Consider looking outside of our industry for new talent and broadening your diversity, equity, and inclusion (DEI) initiatives  for new leadership candidates.

Be educated — provide ongoing board education

Leaders must make ongoing education a priority for the organization’s board members. Your board members generally do not work in our industry, so they don’t have firsthand knowledge of the day-to-day operations and challenges we face. Making sure they are abreast of current factors influencing the senior living and care industry will go a long way to helping them make informed, timely decisions when necessary. We offer board retreats to bring your board members up to speed on important market trends.

Be prepared — think about succession planning

If you’d like to see your organization remain viable over the next 10, 20, 30 years, successful planning is key. Succession planning is often only addressed when change is imminent or in response to an unexpected crisis or staff departure. Starting early not only allows for better planning but fosters talent development at a more realistic and achievable pace. If your organization has not focused on building a team behind the current leadership, now is the time to build a plan. (Your DEI efforts factor into this as well!)

Leading the Change

Now more than ever, the market is demanding leaders adapt if they want their mission to survive and thrive. This kind of change will not happen overnight. The process to become more bold, thoughtful, adaptable, inclusive, educated, and prepared is one started with optimism and continued with intentionality. Senior living organizations will become healthier and stronger if we commit to shedding the expectations of the past, challenging the status quo, and blazing a trail toward transformation.

 

This article by Seth Anthony, Chief Revenue Officer at LW Consulting, Inc., was originally published at LW-consult.com and is reprinted here with permission.

Let’s be honest with ourselves.

For years, many organizations have viewed having a comprehensive compliance program as “check the box” activity. If there was a binder on the shelf labeled “Compliance Program,” then organizational leadership felt like they were covered.

Then, along came the role of Compliance Officer, and it became that person’s issue. Except, the comprehensive compliance program was one problem among many. While the compliance officer was busy putting out fires, programs moldered on shelves, with few tangible updates. Meanwhile, compliance requirements grew exponentially, with little opportunity for corporate leadership to integrate those changes into their daily operations in a holistic way.

Then, there was the pandemic. Businesses went from “firefighting” compliance into full operational triage. Now, as the pandemic fades, the Centers for Medicare & Medicaid Services (CMS), the Department of Health and Human Services (HHS), Office of the Inspector General (OIG) and the Department of Justice (DOJ),  are getting serious about enforcing compliance failures.

And they are going to hold you personally responsible.

In the September 15, 2022 policy revision, DOJ made substantial changes relating to personal accountability, outside monitors, misconduct, voluntary disclosures, and expectations around the integration of compliance into the culture of an organization. Deputy Attorney General Lisa Monaco made it very clear that a new era of “personal accountability” has dawned at the DOJ by stating, “[R]esourcing a compliance department is not enough; it must also be backed by, and integrated into, a corporate culture that rejects wrongdoing for the sake of profit.”

That is certainly some tough talk! But what should it mean to operators and leaders, especially those working in healthcare settings?

DOJ has said that when bringing a criminal complaint, their agents will consider a broad range of issues, including reward and compensation metrics tied to compliance, the imposition of financial sanctions for compliance failures, and the role leaders play in allowing those failures to occur. Active participation is no longer the key issue; passivity or inaction will likely be just as damning evidence going forward.

What’s a provider to do?

The answer is simple. Pick up that Compliance Program binder and get to work!

DOJ shared that an effective, updated, and independently reviewed compliance plan is the best strategy to ward off misconduct and such a plan will likely be considered if a compliance breach comes before DOJ officials. If your plan does not include actionable compliance incentives, such as those tied to compensation, promotion, and hiring practices, you are likely already behind the proverbial “8 Ball.”

Ethical behavior and compliance are no longer a “corporate” problem. It’s a “you” problem. Your career may be on the line for compliance failures if you do not take an active role, right now, in making sure your programs are comprehensive, effective, implemented, and enforced.

Is your Compliance Program up to date, or do you need assistance with reviewing your Compliance Program? Contact one of the experts at LW Consulting to learn more about how they can help.

 

 

 

The Varsity team attended the National LeadingAge Annual Meeting + EXPO, which was held October 16–19 in Denver, Colorado. In case you weren’t able to attend, here are some of the top themes we heard.

1. Workforce recruitment. This remains a hot topic of conversation and a major struggle for much of the field. However, it seems as if the situation is slightly improving and there are some signs of hope.
2. Raising rates. How much and when? People talked about how they had to raise rates twice in a year and deal with the issues that go along with that. Given that Social Security will increase by 8.7% in 2023, there is hope that residents will be (somewhat) understanding.
3. Technology. Some people said they were excited by all the technology they were seeing. However, others said they just keep hearing a lot of buzzwords and no real substance. Technology is great; it can replace the tasks that don’t need human interaction (e.g., waiting for food and delivering it to residents), so team members can focus on relationship building. But high tech alone is not enough — we need high touch as well.
4. Marketing content development. We saw fresh ideas from old and new vendors alike. Marketers are looking for new ways to redefine perceptions of Life Plan Communities in the marketplace.
5. Cherish the moment. We’ve all been through a lot with COVID-19. We’ve all lost people in our personal and professional lives. It’s been hard, hectic and long hours of work, but let’s cherish the moment and cherish the people we do have.

What moments have you been cherishing during these challenging times? Please share your thoughts on the Varsity Facebook page.

October 22 is National Make a Difference Day! To honor this day of service, we asked our staffers,
“What is one thing you are doing to make a difference?”

Here are some of their answers:

“I’m building a sanctuary for nature and its creatures.”
“l live on a farm, where I compost just about everything possible, plant bee and butterfly favorites like milkweed, bee balm and butterfly bushes, and tend a flock of chickens that give me great nutrients for my gardens. I also maintain a small pond that attracts frogs, insects and butterflies, and build and install birdhouses around my property.”
— Jace Dawson, Project Manager 

“I join 100 women in making a bigger difference together than we could alone.”
I belong to 100 Women Who Care, and each of us donates $100 per quarter and awards the aggregate $10,000 to a nonprofit in need. We nominate the nonprofits to be considered, they each present to us, and then we vote for who should receive the funding.”
— Jackie Stone, Sales Consultant

“I serve as an election judge in my own precinct.”
After the murder of George Floyd, I wanted to do something that would make my community fairer and more equitable. I looked around for ways to do that and determined one of the best ways was to get involved in the election process. I wanted to be a poll watcher to ensure everybody was able to safely and confidently vote. However, I was told the greatest need was to be an election judge in my own precinct. I’ve served in that capacity since 2020.
— Derek Dunham, VP Client Services

“I support organizations that support the community.”
“I donate to local organizations and am mindful of the environment, because we all live downstream.”
— John Bassounas, Partner

“I’m going a year without purchasing new clothing.”
“At the end of 2021 I did my routine closet clean-out, and by the end of the day I was donating more bags of clothing than I care to share the final number of. Seeing that much clothing was humbling and disturbing. I probably was only wearing about 20% of my clothes. I took on the challenge to see if I could go an entire year without purchasing any clothing, and I’m well on my way there.  Remake has been a great resource, and is packed with information about huge flaws in the fashion industry, from labor issues to the huge amount of clothing that ends up in landfills.”
— Renee Kelly, Art Director

“I volunteer my time to a nonprofit theatre company and a community college’s graphic design program.”
“For over 35 years, I’ve supported the local arts community by volunteering my time to a nonprofit theatre company — producing posters for The Harrisburg Shakespeare Company’s main stage events. I’ve also dedicated time to the local community college’s graphic design program, as a member of their advisory board, a guest lecturer and mentor to students, assisting them in preparing their portfolios and honing interview skills prior to graduation.”
— Robinson Smith, Creative Director

“I focus on reducing plastic use and recycling, buying locally and composting everything I can.”
“I compost everything (including buying compostable diapers), have planted bee- and butterfly-friendly flowers, use biodegradable cleaners, recycle all that I can, and use Terracycle for items that aren’t traditionally recyclable. I also buy local eggs, meat and produce at the farmers’ market one mile from my house that I walk to.”
— Natalie Groeger, Senior Account Strategist

That’s what we’re doing to make a difference! Here’s to helping each other, our communities and the planet!

September is Happy Cat Month and Responsible Dog Ownership Month! To honor these observances, we would like to introduce you to the feline friends and canine companions of our staffers. In addition to contributing to a happier, longer  life for older adults, pets have a similar impact on our team. Without further ado, we present the pets of Varsity!

Rocky the Pillow-Fort Creator
Owns: Ellie Weaver, Account Strategist

“This three-year-old boxer makes pillow forts for himself out of the couch cushions. He barks at everything that moves and sometimes at nothing at all.

Louis the Snow Bunny
Owns: Emily Runyon, Account Strategist

Two-year old Louie, a mutt, was adopted as a puppy. This big, happy lazy boy is happiest sitting on your lap (all 75 pounds of him) or in the snow.

Loki the Rodent Connoisseur
Owns: Jace Dawson, Project Manager

Adopted from Heavenly Paws, this 12-year-old feline hates to be inside too long and is the best hunter Jace has ever had. (Loki prefers rodents to birds.)

Mia the Tennis Ball Fanatic
Owns: Emily Runyon, Account Strategist

Adopted as a puppy, five-year-old Mia is obsessed with tennis balls and will do anything for a treat or to bask in the sun.

Sebastian the Cat’s Best Bud
Owns: Jace Dawson, Project Manager

An eight-year-old German Shepherd, Sebastian is loyal to a fault and loves to be vacuumed.

Mila the ZZZ-Catcher
Owns: Renee Kelly, Art Director

Adopted at a year old, ten-year-old Mila made her way to central PA from a shelter in Ohio. She lives her best life through relaxation, naps and walks.

Keno the Complainer
Owns: Jace Dawson, Project Manager

The first (and probably last) pure bred Jace has ever owned, 12-year-old Siberian Husky Keno is bullheaded and loves to complain.

Kylo the Cuddler
Owns: Jace Dawson, Project Manager

This affectionate feline loves to cuddle up on the sofa and in bed, but doesn’t like to be picked up. His snores shake the earth.

That’s our pet project. Here’s to our beloved animals – and yours!

One of the most mispronounced words of 2021 is disrupting senior living communities in 2022.

Near the beginning of December, our participants had heard about the Omicron variant, but it wasn’t impacting them much yet. One marketer said, “The last data I heard was yesterday in our area that there were only nine cases of COVID-19 in our hospital, which is the lowest it’s been since the beginning of the pandemic.”

Another participant commented, “Right now we’re preparing for ‘just in case’ mode, making sure our communities and departments have rapid tests and enough PPE.”

Even during the second week of December, the focus was on planning and throwing holiday parties, not on Omicron. One roundtable participant said, “We’re having all kinds of holiday activities, and it has been fun to come together as a community to do this.”

And when we asked if the Omicron variant was an issue? Responses included:  “I haven’t heard a thing” and “not yet.”

The Holiday Gift Nobody Wanted

Later in December, concern began to mount. “We’re getting anxious about the Omicron variant,” said one participant. “We’re asking families to be cautious and test before visiting. We’re reloading on PPE and N95 masks to use in the buildings for a few weeks. We’re trying to keep things safe through this surge.”

A roundtable member in Arkansas commented, “A lot more folks are taking it more seriously. People are masking up more in the community.” A participant in Illinois added:  “There is an uptick in the Omicron variant around here. We’re offering free testing for the community.” From Wisconsin, we heard: “We’re going to get through Christmas and keep moving forward until after the holiday. We held a clinic last week where 75 people got boosted, including both residents and employees. Everyone is nervous about what’s going to happen with the new variant.”

New Year, New Cases

By the end of the month, communities were shutting down New Year’s Eve parties. One couple received a celebration kit complete with filet mignon, a dessert sampler and party hats after the community’s bash was canceled due to an outbreak among the staff.

Now that Varsity has held its first post-holiday roundtable on January 6, the situation has blown up. With Omicron surging, many communities feel like it’s Groundhog Day — they closed, they opened, and now they’re closed again.

One marketer commented, “COVID-19 has definitely hit here for staff as well as our residents, and all of our areas of long-term care as well as independent living. All of our events where we’re bringing people on-site have been canceled at this time. Private appointments or tours are on a case-by-case basis.”

Reports were similar at another community: “We’ve been hit hard with lots of cases of COVID-19. The state has surged in a big way, like everyone. We’re owned by a hospital system and they offered a drive-through testing to the community. 42% tested positive.”

What Are Your Resolutions for 2022? 

With communities across the country dealing with Omicron, one participant said, “I hear a lot of defeat in people’s voices. We can be very grateful for a lot.”

Another marketer commented, “It’s been a challenging time but there is a lot to be thankful for. We have had a really good year and I think we can have that again. I think the pandemic has caused a lot of fear, but I think it’s more about being cautious. Another participant added, “Once people got vaccinated, things got into a bit more normal living. And now it’s taken a big swing back right now. It isn’t going to be like this forever.”

Some roundtable members felt that we’ll get used to it. “Hopefully it will be like the flu in the future and we just get a booster shot, just like the flu has a different variant.” And one last comment: “I think we will just start accepting this new reality for restrictions for safety.”

Let’s all resolve to think positive and support one another in 2022! We’re looking forward to coming together this week. You’re welcome to join our Sales & Marketing Roundtable on Thursdays at noon ET, 11 a.m. CT and 9 a.m. PT.

For login information, email DDunham@varsitybranding.com.

“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 JBassounas@varsitybranding.com or Derek Dunham at DDunham@varsitybranding.com.

 

This November, many participants in our Thursday roundtables commented that leads are still pouring in. One marketer said, “We’re getting inquiries like crazy.” Another agreed, “It’s been our strongest year in 10 years.”

But even the busiest communities are working hard to capitalize on every lead and plan for the future. While other people were getting ready to pass the potatoes, our participants were passing around both new and tried-and-true sales and marketing approaches that are working for them:

1. Keep resident encounters casual. “We are seeing success with holding more casual events where prospects can mingle with residents versus having a more formal resident panel (which can be viewed as too scripted), so prospects can ask more specific questions about things not being presented here.”

2. Stay in touch. “There are usually about eight to nine articles in the marketing newsletter highlighting all the things we’re doing within the community,” said one participant. “Our sales team says prospects comment on it all the time.”

3. Stop talking, start listening. “People need someone who listens, not somebody who talks,” said a marketer. “I worked with a sales guy who was a master of the art of silence. He’d ask a question, and he’d stop talking. If you can stop talking long enough, the other person will start talking and open up.”

4. Overcome objections. Now that COVID-19 is slowing down, people are back to the classic excuses for not making the move. Here are some comebacks our participants found effective:

Objection: “I’m not ready yet.”

Answer: “I completely understand; however, can I ask what your hesitation is?”

Objection: “Wow, there’s a lot of old people here.”

Answer: “That’s because we take such good care of people, they live to a ripe old age.”

5. Update your floor plans. “We’re filling larger apartments, but it’s the smaller apartments that are harder to sell,” said one marketer. “We’re having work done, taking a wall down to make a bigger living space. People want their kitchen table, they don’t need that second bedroom.”

6. Offer trial stays. “There is a program that a community offers where if they stay one month, they get the second one free. Marketing it that way has been successful for them,” said a participant. “There is also a community that does a Safe & Warm program, which has been very successful for them when offering people to come in and live at the community on a trial basis during the winter months.”

7. Automate insights. “We’re trying to wrap up and create a sense of urgency now, so people move in the beginning of the year,” said one marketer. “We integrated some automated marketing in our database, and that’s really delivered some tangible results from our sales team. It’s giving us insights into our inquires and visits to our websites.

We’d like to leave you with one final thought: Normalize life again. “We need to remind people that there is a life to be lived,” said one participant. Another said, “It’s not entirely business as normal, but the more we act like it is, the better.”

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.

For login information, email DDunham@varsitybranding.com.

 

 

 

Today we’re talking to Sadiya Abjani, Director of Learning & Equity at SAGE, the world’s largest and oldest organization focused on advocacy and services for LGBT elders. SAGECare, SAGE’s cultural competency training and credentialing program, provides training and consulting services to elder care providers. SAGECare also offers the added benefit of providing qualifying agencies with a national accreditation to highlight the percentage of trained staff.

Sadiya was kind enough to answer some questions about SAGECare and its training program.

Why should your organization hold LGBT trainings?

“There are many reasons why LGBT training courses are incredibly important for elder care providers,” says Sadiya. “The SAGECare mission is in line with that of elder care communities, to make sure LGBT people are taken care of, that elders are aging with grace.”

“There are many community members that have experienced a great deal of violence and discrimination, and some of that discrimination comes at the hands of medical professionals,” she continues. “Up until 1973, homosexuality was a diagnosable medical condition. An individual could lose everything after that diagnosis. That stigma and fear doesn’t go away. Decades of lack of access to treatment, and mistreatment, are causing people to fear accessing care. Folks are delaying care because they don’t think healthcare providers will treat them with dignity and respect. There is a deep feeling of ‘I won’t feel safe.’ SAGECare training will walk you through preparing for and working through all of that with your clients.”

Although the primary mission in these trainings isn’t monetary, there is a financial component, explains Sadiya. “Boomer consumers are values-based consumers. It’s a huge market and it’s constantly growing. In the under-40 segment, the percentages of LGBT population are even higher,” she says. “Over the next 20–25 years, that market will grow even more. It’s better to do that work early and set your company up for success in the long run.”

What are some of the benefits of getting the SAGECare credential?

“The biggest benefit is that SAGECare is the oldest and largest national credential,” Sadiya says. “Elders reach out to us for care, services and information. Getting the credential on an organization’s website becomes incredibly useful. Folks are also going to our website and are searching for credentialed providers in their area. SAGECare provides that repository of physicians who have been trained to take care of LGBT elders.”

Can you talk about your background and why you work at SAGE?

“I have been in the social justice field for my entire adult life,” says Sadiya. “Previously, I developed training curriculum around fair housing, disability justice, and immigrant rights, and worked on issues related to the shelter systems. While doing this work, I was connected with SAGE through a toolkit I built for a study they had just done about housing discrimination. I started doing trainings for SAGE, and I fell in love with the people that work here and the organization. I saw a job opening and I applied, and it changed my life. I’ve worked here for six years. I love the individuals I get to work with. I learn and I grow every single day. Our mission is to ensure that those individuals who struggled and fought and sacrificed so much for dignity, for justice — those individuals who have paved the way for me to live my identity — get the best care. And it’s not just for them. All of us age. I’m working for a better future, so that I can live my identity out loud. I want to age safely; I want to have good care. This mission resonates with me in many ways.”

What is the most important thing we need to know about LGBT training?

“The most important thing is that this community exists, they are aging, and they are not being cared for in the way that they need,” says Sadiya. “This training sets you up to do your job well for this population.”

In part II of this series, we’ll cover nine truths you need to know about LGBT training. Click here to read the post.

For more information or if you’d like to schedule a training for your organization, email sabjani@sageusa.org.