Category: Seniors Housing

Recently, a colleague forwarded an email to me that arrived in his inbox from the Harvard Business Review. The headline read, “Today’s Tip: Pressuring Your Sales Team Can Be Counterproductive.”

Wow, did that statement ever resonate with me. My colleague’s accompanying note said, “Doesn’t that suit your sales philosophy to a T, Jackie?” And he was 100 percent right.

In my long-standing work training and coaching sales staff at senior living communities, I have absolutely found that turning up the pressure to get team members to “make the numbers” doesn’t help, and in fact, is often seriously detrimental. As the Harvard Business Review article went on to explain, it’s not about closing sales at any cost; it’s about training and coaching salespeople to sell more effectively, not harder. Get the process right, and the sales flow from there.

Selling Isn’t Like the Movies

Perhaps it’s movies about high-pressure sales environments — “Jerry Maguire,” “Glengarry Glen Ross,” “Boiler Room” and the list goes on — that add to the impression that the most effective way to make salespeople reach sales goals is to crank up the heat and dangle money in front of them. But I’ve found that pressuring people and setting impossible goals for them doesn’t work well. In fact, pressure adds stress and anxiety, which hinders productivity, and setting unrealistic goals, no matter what the reward, demotivates people because they feel that success is unattainable.

Another unfortunate side effect of pressuring your salespeople is that they tend to turn around and pressure prospects, and when you become aggressive and push prospects to make a decision, they push back. In a category where the sales funnel to a decision can require an average of 24 touches and potentially two years to reach that decision, it’s much more important to build a relationship of trust with your prospects and lead them through the sales journey than to strong-arm them.

Same Team

When I train and coach sales staff, I put myself on their team. I work alongside them, get to know their selling style and where they might need additional training and support. Do they need help in selling the appointment over the phone? Or are their conversion rates of getting the appointments good, but their closing rate on getting deposits needs to improve?

I find out what I need to do to support salespeople in reaching their goals and being successful. I also help them understand that selling, especially in high-dollar and highly emotional sales, is about communicating and connecting with that unique individual sitting across from you. How I do that, and how I train others to do that, is by asking the right questions and really listening to learn what the person values; what his or her fears, hopes and dreams are; and how he or she makes decisions. When people feel understood, acknowledged and accepted, rapport is built, and they will follow you. This goes for salespeople as well as prospects.

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.

Around this time of year, people are racking their brains to find just the right gift for friends and family. And people who live in retirement communities can be especially challenging to buy for, due to space restraints. So, what do you say when family members track you down, begging for gift ideas for their loved one?

We polled a few of our friends and relatives who live in communities and got their thoughts on what they would appreciate receiving this holiday. Virtually all these gifts can either be used up, or used frequently and easily absorbed into a compact household.

1. A nice piece of clothing. Wardrobes tend to get forgettable or old, so “a really nice shirt would be great,” one male resident said.
2. A really good photograph. A special photo of a friend or relative – not necessarily posed – with a loving message, would be very welcome.
3. Gifts that connect with a passion. For example, if the resident is a wood carver, give them a beautiful piece of wood. For writers, some kind of off-the-beaten-track word book. For quilters, a gift certificate to JoAnn’s Fabric.
4. Special foods. People are frequently in need of delicious tidbits that can be used to host intimate get-togethers: nuts, cheeses, crackers, etc.
5. Grab bag. A few additional ideas: An emergency kit for the car, a special kitchen towel, a nice lap blanket, a magazine subscription, a laptop DVD player or streaming service, jigsaw puzzles, sudoku or crossword puzzles, a book in a favorite genre, a festive holiday decoration to dress up the apartment.

Of course, if you have the opportunity to call or visit a relative you don’t see often, just connecting can be the best gift of all. Wishing you and yours a very happy holiday!

I was fortunate to attend the LeadingAge PA Fellows in Leadership graduation ceremony in Allentown, PA. I came away with some serious leadership envy. It was obvious that during this year-long program, the group had become extremely tight knit and the Fellows had grown very comfortable around one another. You could tell they really appreciated being able to bounce ideas off their new network of peers and having very supportive and approachable leaders within each group.

At one point, there was an exercise where people went around the room and commented on each other’s strengths. They gave thoughtful and sincere answers and you could tell that their words were from the heart.

The sentiments shared at the larger meeting were echoed by two people I spoke with in more depth: Diane Burfeindt, Vice President of Population Health at Presbyterian Senior Living, a coach, and Brian Mailliard, CFO at St. Paul’s Senior Living Community, a Fellow. Both were part of the same small group.

As we discussed the year-long journey, the two remembered back to the first day. At first, Brian was hesitant to try the program. He didn’t know what to expect. “My hesitation went away – day one – minutes into the first session,” he said. “The program changed my whole approach to leadership.”

During the year the group was together, Diane found it interesting that many participants underwent changes and growth in their responsibilities and titles. “Change can be scary, even if it’s a positive thing,” she said.  “Luckily, they had the group to fall back on. Typically, you don’t have people to talk to about work. This was a safe place where people could talk about their challenges.”

Brian seconded that thought. “Before when I would have a difficult situation or tough conversation at work, I felt like I was out on an island — who could I ever talk to that had that experience? Now that we’ve gone through this program, we can pick up the phone and call someone.”

The group plans to keep on being that support system for one another through phone calls and meetings. “One of the most important parts of the leadership academy is what happens after it’s over,” Diane said.

Both Diane and Brian agreed that leadership isn’t a destination, it’s a lifelong journey.

“It continues to remind me every year – leadership is a process and you’re never done,” Diane said. “It’s growth and a part of life – it’s not separate from your personal life. If you think you know it all as a person, then you sort of stagnate. It’s nice to be with the Fellows and the class and get out of your daily routine and remind yourself of that.”

“This program is only one tool,” Brian added. “The biggest realization is that you’ve got to always be working at leadership. Whether it’s reading or conferences or signing up for specific programs — if you don’t make it an intentional part of your career then you’re going to get caught up in the day to day and put it off.”

One of the most fascinating components of the program was the final project each Fellow had to present. Brian completed his on a program called Share Care, an innovative housing solution for low-income seniors. Stay tuned for more details in a guest post from Brian.

Today’s blog is contributed by Kim Lehman, Varsity’s PR Strategist. Kim has more than 25 years of experience developing and implementing public relations campaigns for a diverse roster of clients, including the U.S. Department of Homeland Security, the Ad Council, The Coca-Cola Company, Kohl’s, Johnson & Johnson, Messiah Lifeways, Presby’s Inspired Life and many more.

Kim has placed stories for her clients with top-tier and trade outlets, including Today, Good Morning America, Real Simple, The New York Times, O —The Oprah Magazine, The Philadelphia Inquirer, Business Journals, WSJ, USA Today, 50Plus Life, McKnight’s and Senior Living News, among others.

Today, I’d like to challenge you to ask yourself an important question: Are you telling your organization’s story? Every organization has a story to tell — you just need to find the most impactful way to package it up and deliver it to a broader audience.

Here are some time-tested tips and strategies that have proven effective in telling the stories of my clients’ communities.

Tip 1: Contact the media when you don’t have anything to announce
It’s so important to build relationships with the industry and your local journalists so that when you do need to make an announcement or handle a crisis, you have already made a connection. It can be as easy as sending a quick email or making a phone call to introduce yourself as a resource for future stories.

Tip 2: Know the reporters that cover your market
Learn who covers senior living, then read their articles and follow them on social media. Drop the person a note and say, “I found your article about (TOPIC) interesting because…”  Take it a step forward and share his or her article on your social media channels. Everyone likes a good share!

Tip 3: Attend conferences
Many times, industry journalists are open to learning more about your organization. Book 15-minute one-on-one interviews with these reporters and offer something of value or uniqueness to them. It’s a great way to start building relationships.

Tip 4: Think local
Everyone wants stories in large dailies, but the hyper-local papers are just as important and most often are looking for content.

Tip 5: Spotlight the people that make your community unique
The residents and staff who live and work in your community are what make you truly different. Think about how you can highlight their special qualities in feature stories. Tell these stories through traditional media outlets and share them on your social media channels.

Tip 6: Tap into teachable moments
Look at events that happen throughout the year, such as Older Americans Month in May. Create an editorial calendar to make sure you don’t miss out on times of the year to pitch a story about your community.

Tip 7: Always ask, “What’s the visual?”
If you want coverage for an event, you have to think about what’s going to be visually interesting about it, especially if you want local TV stations to attend your event. Most newspapers and magazines are online too, so think about what the visual is for them, as well. They, too, are looking for video content and photography that can bring a story to life, be shareable and get clicks.

Tip 8: Connect with local universities
If you don’t have money in your budget to hire a professional photographer or videographer, communications departments can connect you with students looking to gain experience.

Tip 9: Think intergenerational
One of our clients hired high school students to help set up residents’ iPads and their mobile phones, download apps, etc. Bringing older adults and high school students together made for a great story!

Tip 10. Have a crisis plan
If there’s any type of incident at your community, it’s really important to have a strategic plan with a designated team in place to execute it. Stay tuned for more about this in an upcoming blog post.

Tip 11: Get social
As traditional media continues to downsize, social media is going to be even more important in your overall communications strategy. It’s important to have a cohesive plan among all of your teams and communities.

Tip 12: Position yourself as an expert
Journalists are always looking for unique stories and fresh perspectives that include new data and research findings. Op Ed pieces, proprietary research and participation in polls are all effective ways to position your community as an expert.

Tip 13: Ask, will the audience care?
Put yourself in the reporter’s shoes. You may think something is really interesting, but not everything is newsworthy.

Tip 14: Take advantage of outside expertise
If you are struggling to uncover your story and tell that story in a meaningful way, then look to hire an agency with a PR strategist. They most likely will have existing relationships with the industry media as well as local market outlets that they can leverage on your behalf. They will be able to assist you with crafting key messaging, media training your spokespeople and pitching your stories to media outlets that matter most to your organization.

Tip 15: Have fun!
Telling your community’s story can be fun — whether you’re throwing an event or sharing a story about a resident who skydives. Incorporate these tips and you’ll be on your way to telling your unique story to the broader community.

Coming in a future Varsity blog: I will share my thoughts on crisis PR.

Today I’m talking with Maura Z. Richards, Vice President of Business Development at Wohlsen Construction, a top-ranked construction company specializing in senior living. Prior to her current position, Maura spent more than 15 years working in senior living as a provider and consultant, giving her unique insights into finding solutions that are economically and operationally viable to increase occupancy.

Hello, Maura! Thank you for talking to me today! What do you view as the biggest challenge facing older adults in the middle market?

The affordability of senior living communities. We have not completely solved the middle market product challenges to serve the number of seniors that will need to move to — specifically  — an assisted living or memory care community. Seniors will stay home as long as possible — which more times than not means too late — due to the fact that they do not have enough money to afford a senior living community.

What are some common misconceptions about the middle market?

People get confused when you talk about the middle market. They think middle market housing is affordable, but it’s really not. It’s essentially less costly than a traditional senior community, but it’s still expensive. The middle market community is much smaller in size and has more of a model of two bedrooms sharing a kitchen and bath. This type of living arrangement is not one that a prospect seeks until there is a need.  Having been in senior living for many years, I can share that this is not what you want to hear when a prospect comes through the door. You want prospects to move to a community when they are independent  and not making a need-based decision so that they are content with the move and will take full advantage of the lifestyle a senior living community offers.

What are the biggest barriers to building for the middle market?

Building costs and land cost — with both being high, the financial model is hard to pencil out to be affordable for the middle market. Developers look for sites that are outside urban areas to keep land costs down. However, to make the community pencil out, there typically is less amenity space and an apartment layout in which two individual prospects share a kitchen and bathroom.

What is the biggest competition for middle market housing?

People’s own homes and technology. If people can stay in their home and install smart home technology for less than it costs to move to a senior living community, then they will always choose their own home. They will then wait until there is a need to move to a community. The struggle from a proforma perspective is that the higher the acuity level of the residents, the more staffing the community needs.  With that comes higher entrance fees and monthly fees.

Since studies have found that, by 2029, 54 percent of older adults will not be able to afford private pay senior living, how will the industry as a whole need to change? 

The industry will need to look to partner with other organizations to create a mixed-use development that taps several housing options to share in the cost of the amenity space to bring down the cost of senior living.

What types of organizations would be good partners for senior living?

Maybe there is an option for senior living to partner with intergenerational housing options to form a mixed-use development. For example, many universities need additional student housing yet are faced with high construction costs just like senior living. There could be an opportunity for developers to look at student housing and senior housing to share in amenity and community space to lower the costs for both. This would also allow both populations to take advantage of the educational opportunities.

Do you have any other creative ideas that could benefit the middle market?

Another idea I have thought about from a socialization standpoint is to build senior centers on or next to local public schools to leverage intergenerational opportunities and programs. High schools are being renovated all over the country and facing issues of getting funding passed. Why not look at combining the two? The more our younger population interacts with and understands senior needs, the more we will see solutions to take care of older adults in the future. To get youths to understand seniors, you have to put them together.

At the 2019 LeadingAge Tennessee Conference and EXPO, an entire audience of people sat together quietly, eyes closed, remembering how they felt on the first day of school.

After several minutes, the presenter had them open their eyes and share their feelings. Emotions ranged from fear and excitement to nervousness and anxiety.

Why did presenter Melissa Ward, PT, MS, RAC-CT, Vice President of Clinical and Regulatory Affairs at Functional Pathways, have the audience do this exercise? She wanted to evoke the emotions students and parents feel on the first day of school, which is very similar to the way residents and their loved ones may feel on their first day in a retirement community.

Trying to find your way around an unfamiliar place can be a tremendous adjustment, and the move can be just as stressful for families leaving their loved ones. But there are ways to help the transition go more smoothly, like the techniques described in this recent article in McKnight’s Senior Living. And now, new residents and their families have another powerful resource to draw on: a unique program developed by the Functional Pathways team.

According to Ward, the Transition Concierge Program began as a “what-if” idea about two years ago. “A client community was  struggling with having residents successfully age in place,” Ward said. “New residents came in and weren’t engaged in community life. They weren’t taking advantage of everything available on the campus. This issue was leading to increased risk for falls and residents requiring higher levels of care.”

That’s when the Functional Pathways Team, led by Beth Reigart, Clinical Outcomes Specialist, decided to create the new Transition Concierge Program. This collaborative approach brings together a powerful arsenal of tools, including social services, nursing, therapy, activities, wellness, resident programming, resident support groups, resources for the family, on-campus physician services and more. By making the transition smoother, the program helps residents successfully age in place.

How the Transition Concierge Program Works

When the resident moves in, a Navigation Team conducts in-depth standardized assessments. Then, an Interdisciplinary Team creates a plan of individualized support. Every element is geared toward giving the individual input into his or her own life.

Here are a couple of examples: If a resident has breathing problems, he or she may need a plan that addresses limitations in endurance to make it possible to get to the bistro. If a resident has low vision, apartment modifications or a plan to get and read mail may be needed. Every resident adjusts to resident living at a different rate, according to Ward. The program was designed to provide services and support that fit each individual’s unique needs.

More Than Just a Real Estate Transaction

The Functional Pathways team believes that moving into an independent living community should be “more than just a real estate transaction.” It’s fostering a true continuum of care through this innovative service.

New residents may still face those first-day-of-school jitters. Fortunately, this innovative collaboration helps ease the transition so they can find passion and purpose in their new environment.

How is your community helping resident transitions go more smoothly? Let me know at DDunham@VarsityBranding.com. I’d love to feature your strategies in an upcoming blog post.

A solution to occupancy challenges can come from someplace you never expected, like foster care.

When you think about it, it’s a natural combination: Youth aging out of foster care need a job and a place to stay. Senior communities have empty housing, job vacancies and caring mentors. But no one has thought to bring the two together — until now.

Rosemary Ramsey, the director of The Victory Lap, got this unique idea while she was employed at Brookdale Senior Living and volunteering with Monroe Harding, a nonprofit that helps foster kids that are aging out of the system.

How The Victory Lap Began 

“I was sitting at my desk at Brookdale, thinking about occupancy challenges. At the same time, I was volunteering with kids aging out of foster care. I saw their issues of finding employment, housing and connection to caring adults,” Ramsey said. “It kind of hit me that my worlds could collide in a productive way.”

“The truth of the matter is, a lot of these kids never get adopted,” she went on. “Twenty-two thousand kids age out every year in America. At least 30 percent of them will experience homelessness — and every one that bottoms out costs tax payers over a million dollars.”

In addition to occupancy challenges at communities, there’s also a nationwide labor shortage. “There are tons of entry-level opportunities in senior housing,” said Ramsey.

She also feels that great relationships can develop between residents and youths aging out of foster care. “There are three things older people universally love,” she said. “Mail, ice cream and young people.”

Cannonballing Into Community Life

John, the first participant, age 18, liked the idea right away. “It was an opportunity for him to have his own space. In the group home, you have to share a kitchen and a bathroom,” Ramsey said. “He also liked the idea of being around seniors because he was close with his grandparents. And he loved the pool.” That’s why, to celebrate John’s move-in, the local TV station shot a video of him cannonballing into the community’s pool. Watch it here.

John will attend college this fall while working part time and living at East Ridge Residence, an independent living community. He’ll receive oversight and counseling from a local nonprofit: Partnership for Families, Children and Adults.

Now that her program is up and running, Ramsey is looking forward to future placements. “This is not just a touchy, feel-good opportunity. It has real, practical economic benefits,” she stressed. “Retirement communities can not only fulfill their need for employees, and contribute with some living spaces not in use, but they can actually receive a stipend from the state for helping provide housing.”

In senior living, she said, “intergenerational” is a popular buzzword, referring to initiatives like Girl Scouts coming in to read stories, but Ramsey thinks that it can be taken a lot further. “I think it’s a marketing advantage — a place where older people and younger people live together,” she said.

Expanding the Program

Eventually, Ramsey would like to expand the program to populations beyond the foster demographic, such as veterans and people who are developmentally disabled. “Our industry is sitting on 100,000 vacancies. Let’s try to make a dent in our occupancy challenges and think outside the box,” she said. “These people can add life to the community, and residents have life experience and wisdom to impart.”

Right now, Ramsey is excited that the first participant has moved in. “John is doing great! He describes life in the retirement community as ‘way better’ than the group home,” she said. “He  has more freedom to come and go as he chooses. His job in the dining room is going well, and he has his own section now, so he is proud of that! He’s enjoying playing Bingo and cards, and the residents are teaching him new games.”

Has your community found unique solutions to occupancy challenges? Let me know at DDunham@VarsityBranding.com.

In celebration of National Wellness Month in August, we’re talking to Becky Anhorn, fitness and wellness director at Meadowood Senior Living, a faith-based, single-site Life Plan Community in Worcester, Pennsylvania. Becky is legendary at Meadowood for her enthusiasm for wellness. She has a passion for helping every individual achieve the highest level of well-being possible.

Hi, Becky! Thanks so much for taking the time to talk with us today. Can you tell us a little about your background?

In addition to my fitness and wellness training, I have a master’s in social work, and I’ve been a dancer all my life.

What’s your experience been like at Meadowood?

It’s been pretty amazing. I’ve built so much rapport with the staff and residents here. It’s a very welcoming, progressive and innovative environment. As far as ideas go, nothing’s really off the table.

How is the wellness program unique?

We’re always looking at new trends that are out there across the country and incorporating them. It’s a diverse age group, so some residents work 9 to 5 and are looking for evening programming, while some prefer to work out in the morning and have different interests outside of the community. It’s really taking a look at the population as a whole and programming accordingly.

Can you talk about your commitment to employee wellness?

We believe that, if we have healthy staff, then we have healthy residents. That’s why we offer five staff fitness classes a week and pop-up wellness events, from aerobics to meditation to a softball league and wellness walks. We feel that there should be fun in fitness! It’s a breakaway from the day-to-day of work — just taking an opportunity on a lunch break to head out on the fitness courtyard and play badminton, enjoy snacks, be with other people and step outside of our comfort zone.

How does Meadowood nurture all six dimensions of wellness?

We don’t just look at the physical piece, but at all of the components that contribute to well-being. We offer tai chi, yoga, brain health classes and a lot of specialty classes. Our 11 certified wellness team members come from very diverse backgrounds. We have personal trainers, a dementia specialist, two people with a social work background and a wellness coach who is also an author. All of us collaborate to offer expertise that covers all dimensions of wellness.

What has been the reaction to all of the wellness offerings?

Our participation rates have gone up exponentially in the past year. I think that is attributed to the fact that residents and staff have a lot of say in their wellness program.

What role does technology play in wellness?

It helps us keep track of the residents’ progress. It’s starting at a baseline, doing a fitness test, seeing their balance, coordination, mobility and fitness levels and tracking all that to navigate their individual wellness programs.

What’s the most rewarding part of your job?

Seeing people open themselves up to a different level of wellness than they thought possible. Residents come to me and say, “I took a stress test, and there were a lot of red flags for me. Then I started taking your classes, and I passed the stress test with flying colors. I know it has to do with the programming that you have here.” That makes me want to come into my job every day. It’s really the impact that I’m having on the residents and seeing that they’re living healthier, better lives.

For more wellness insights from Becky, watch the video below.

Even after three days in the steamy summer heat, my excitement about everything I learned at the LeadingAge Tennessee 2019 Annual Meeting & EXPO is just beginning to heat up. The theme was: “What if we helped people find passion and purpose?” The individuals I connected with at the show are doing that in amazing ways. They’re bringing generations together, leveraging strategies from other industries and approaching their challenges with a fresh perspective.

Without further ado, I’m excited to report back to you my top five “what-ifs” at the show:

1. What if we could integrate former foster youth into senior living communities?

While I was walking the floor, I spoke with Rosemary Ramsey, founder of The Victory Lap, an organization committed to matching youth, 18 to 21, who have aged out of the foster program, with open apartments at senior living communities. The community would be paid $900 per month (funded by the foster program in Tennessee) and would be asked to provide a job for the individual (at least 10 hours per week). The program is intended to give former foster kids a boost — with stable housing, employment opportunities and support from caring older adults — while meeting workforce challenges, filling otherwise vacant units and fostering intergenerational friendships. Look for an interview with Rosemary in a future blog post!

2. What if we could bring the principles of doula care to hospice?

A session on creating a doula program for hospice created some serious conference buzz. The program follows the principles of birthing doulas to help guide the individual and family/loved ones through the dying process.

3. What if we could find and retain top talent?

One of my favorite sessions, led by Matt Thornhill, stressed the need for transparency and inclusion when hiring. It was all about finding and retaining top talent. One example Matt referenced was the innovative 30/40 program by LifeSpire of Virginia in which certified nursing assistants are paid for 40 hours but are only required to work 30.

4. What if new residents could feel at home more easily?

I heard several people talking about a unique continuum concierge program discussed by Melissa Ward, vice president of clinical & regulatory affairs at Functional Pathways. The program promotes successful transitions and helps people stay in their current levels of care. Its tools include new resident orientations, resident-driven support groups, physician services, collaboration across the care continuum and more. Stay tuned for a future blog post about this innovative program.

5. What if we looked beyond a prospect’s age and income?

Last but not least, I’d be remiss if I didn’t mention our session with co-presenter Robbie Voloshin of United Methodist Communities (UMC). Robbie celebrated her birthday that day! The talk covered an in-depth research study on which we had partnered with UMC. In short, the study shows how going beyond superficial demographics to interests and values can help organizations connect more deeply with the right prospects. Discussion centered around the core aspects of the study — the values statements and how they were ranked.

Have you had any what-if moments of your own? If so, drop me an email at DDunham@VarsityBranding.com. I’d love to hear about them.