Tag: Aging

Grief is woven into the aging journey, yet in senior living it’s often the quiet undercurrent few talk about openly. Beyond the loss of a loved one, residents may be grieving a move, a change in mobility, a shift in identity or the gradual loss of independence. When those transitions go unacknowledged, they can surface in unexpected ways, from withdrawal and isolation to frustration or agitation. On Varsity’s weekly Roundtable, we explored how creative expression can offer a powerful, compassionate response to that reality.

Alison Schroeder, Creative Arts Coordinator at Goodwin Living, joined Varsity’s weekly Roundtable for an insightful conversation on how art-based programming creates space for emotion, connection and resilience. Below are a few Fresh Perspectives from her discussion.

GRIEF ISN’T JUST ABOUT DEATH, IT’S BUILT INTO THE AGING JOURNEY

From losing a spouse to losing a driver’s license, identity or mobility, grief shows up everywhere in senior living. Communities that acknowledge those quieter losses — not just bereavement — create space for deeper healing.

ART IS THE ANTIDOTE TO LOSS

Grief is about losing. Art is about creating. That shift from absence to expression restores agency, purpose and momentum, especially when so much else feels out of control.

RITUALS EXIST FOR DEATH, NOT FOR TRANSITIONS

We have funerals for loved ones, but no ceremony for stopping driving or moving to assisted living. Creative programming can become the missing ritual that helps residents process life’s unmarked transitions.

PROCESS MATTERS MORE THAN PRODUCT

In memory care and skilled nursing especially, the goal isn’t a perfect painting, it’s engagement. Like exercise, creative practice builds emotional strength even if there’s no masterpiece at the end.

CELEBRATION IS A FORM OF THERAPY

Art shows, books, talks and festivals don’t just showcase talent, they validate identity. Publicly honoring residents’ creative work transforms private struggle into shared pride.

SUPPORT CREATES BREAKTHROUGHS

Creative transformation rarely happens alone. Whether it’s interns, therapists, fellow residents or staff, community collaboration amplifies impact and turns individual expression into collective healing.

Varsity’s Roundtable is a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

 

QUOTES

“We have been fed a steady diet of inaccurate information about growing older, and that information is that it’s all decline. And the truth is in the literature that there are many things that get better as you get older. We don’t care as much what people think about us, we appreciate our connections more, and we have greater potential for problem solving.” (Dr. Burnight)

“I’ve just been amazed by, like, who would think that a book on aging would become a New York Times bestseller? I mean, that’s where people are in recognizing these 100-year lives and recognizing that the status quo is not sufficient.” (Dr. Burnight)

“There were times where I had my head down on the keyboard crying because it was so hard because I wanted to bring in all the research, but I also wanted to make it really readable. And so I just kept thinking, simplify, simplify.” (Dr. Burnight)

“When I realized that the American Psychological Association defines joy as well-being and satisfaction, it made me realize that joy isn’t this like happy, happy, you know. It’s the opposite of toxic positivity.” (Dr. Burnight)

“What they said is that happiness is often circumstantially dependent, whereas joy can exist even in challenge because it’s an inside out phenomena. And that was an ah-ha moment for me.” (Dr. Burnight)

“I don’t know any older adults who haven’t had significant challenges. That is the nature of being a human. And we’re going to have those challenges. So it isn’t that we’re going to control for everything. That’s impossible. It’s that we’re going to find a way to have joy anyway.” (Dr. Burnight)

“What the research shows us is that genetics predicts between 13% and 25% of our aging experience. So the vast majority is up to us.” (Dr. Burnight)

“One utterly suffered, and it was such a rough road, and it was really hard to be around her. And then the other one had found this ability to be content, and we couldn’t get enough of her… we watched that it is possible to walk with grief and joy.” (Dr. Burnight)

NOTES

Dr. Kerry Burnight is a nationally recognized gerontologist, author, speaker and advocate with more than three decades of experience working with older adults and families. Her work focuses on aging, joy, well-being, elder abuse prevention and redefining longevity beyond decline.

Dr. Burnight is the author of JoySpan, a New York Times bestseller that reframes aging by emphasizing joy, adaptability and meaning alongside lifespan and healthspan. She is also a co-founder of the Elder Abuse Forensic Center and a leader in research-driven aging policy and practice.

Joy is not fleeting happiness but a deeper sense of well-being that can coexist with hardship and challenge.

Genetics play a smaller role in aging outcomes than commonly believed, with most of the aging experience shaped by behavior and mindset.

Joy and well-being can be intentionally built through daily practices, much like physical health.

People who thrive in long lives consistently invest in growth, connection, adaptability and contribution.

Aging is not solely defined by decline; many cognitive, emotional and relational strengths improve with age.

Gratitude and attention shape perception, influencing both mood and social connection.

Loneliness is best addressed through proactive effort, including initiating relationships rather than waiting to be invited.

Society, policy and senior living environments must move away from infantilizing older adults and toward dignity, choice and purpose.

The following is a guest blog entry from Larry Carlson. Larry is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

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When Margaret toured the community, she wasn’t looking for a swimming pool or a dining venue. She was searching for something she couldn’t quite name — a place that felt alive.

“I don’t want to just move somewhere,” she said. “I want to belong somewhere.”

That line stopped me cold. Because in those few words, Margaret captured the emotional core of every senior living decision. Beneath the surface questions about cost, care, or square footage lies something deeper: What will this next chapter make possible?

From Transaction to Transformation

For years, our industry has measured success by occupancy numbers, conversions, and closing ratios. But older adults aren’t just customers — they’re people navigating one of life’s most personal transitions.

Today’s generation doesn’t want to be sold a lifestyle; they want to be guided toward a renewed sense of purpose, belonging, and vitality. That shift — from selling units to guiding journeys — changes everything. It calls us to approach marketing not as persuasion, but as partnership.

Start with Empathy

Guiding begins with listening. It’s about asking deeper questions:

• What does thriving look like for you now?
• What do you still want to contribute or experience?
• What would make this move feel meaningful — not just comfortable?

When we pause long enough to hear the story behind the inquiry, we stop trying to fill vacancies and start helping people envision a future they can believe in. That’s when trust forms — and when connection turns into commitment.

Purpose Is the New Differentiator

Amenities can be copied. Purpose cannot. Communities that help residents connect their gifts and passions to something larger than themselves stand out in a crowded marketplace. They become places where:

• Residents lead, not just attend.
• Marketing highlights impact, not just activities.
• Staff speak the language of mission, not just service.

When marketing reflects that kind of authenticity, it attracts more than prospects. It inspires teams and reminds everyone why this work matters.

A New Kind of Conversation

The next time you sit down with a prospective resident, listen not for what they want, but for who they’re becoming. Because what we’re really offering isn’t just a new address — it’s a new beginning. We’re not helping people move in; we’re helping them move forward.

Closing Thought

Selling fills units.
Guiding changes lives.

When we reframe our role from closing deals to opening doors of purpose, we honor both the people we serve and the calling behind this work. That’s what finishing strong looks like — for residents, and for all of us who serve them.

About the Author

Larry Carlson is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

Dr. Linda Fried is a world-renowned geriatrician, public health expert, and Dean of Columbia University’s Mailman School of Public Health. She was also a guest on Varsity’s podcast, Roundtable Talk. A pioneer in the science of healthy aging and frailty, Dr. Fried has dedicated her career to understanding how we can build systems and communities that support longer, healthier, and more purposeful lives.

On the episode, Dr. Fried explored the medical realities of frailty, why physical activity is the best prevention strategy, and how public health systems must evolve to meet the needs of an aging population.

The following are some fresh perspectives from the conversation. Check out the full episode here. 

HOW DO YOU DEFINE FRAILTY, AND HOW DOES IT DIFFER FROM GENERAL AGING OR DISABILITY?

So what I learned both as a clinician and as a scientist is that there is a clinical and medical condition, which we call frailty, which generally starts with a decline in muscle mass and strength. Over time, what we see is a particular presentation that emerges with loss of muscle, loss of strength, loss of energy, slowing down physically, and in the later stages, unintentional weight loss. When you start seeing a critical mass of them, then you’re seeing somebody who has emerged with the condition of frailty.

HOW EARLY IN LIFE SHOULD WE BE THINKING ABOUT FRAILTY PREVENTION?

The most important thing to do is to make physical activity part of your life and find ways to enjoy it. In the second half of life, we start losing muscle mass, so it’s really important to maintain your strength and to do resistance exercises with some weightlifting. Not a lot. It doesn’t have to be a lot. Three times a week for 20 minutes or so.

CAN FRAILTY BE REVERSED? OR IS IT PRIMARILY ABOUT MANAGING DECLINE?

Until it’s very severe, it’s potentially reversible. But, of course, either preventing it in the first place or slowing down its development through exercise in particular and staying active and engaged in things you love is important.

YOU’VE WRITTEN ABOUT A “THIRD AGE,” A PERIOD OF PURPOSE AND CONTRIBUTION LATER IN LIFE. WHAT DOES THAT MEAN?

It’s been very clear to me that many people retire with a goal of making a difference. We have this gift of an extra 30 years of life that we never had. People want roles that matter, they’re not necessarily and often not full-time roles. But they want to contribute in a way that has significance.

QUOTES

“I realized that I really enjoyed taking care of older people for a series of reasons. One was you couldn’t really take care of the part without thinking about the whole.” (Dr. Aronson)

“I came up with this notion of elderhood as a sort of equivalence to childhood and adulthood. And I thought that was a reframe that might be helpful for us both as individuals and as a society.” (Dr. Aronson)

“It’s insulting. And when you see this in scientific studies, it absolutely lacks rigor, any evidence of truthfulness, and yet people do it all the time.” (Dr. Aronson)

“We harm our future selves because we create a self-creating, self-perpetuating fear.” (Dr. Aronson)

“It’s the only stage of life where people apologize all the time for existing, for not being able to do things.” (Dr. Aronson)

“Traits we all should have, but not all of us are lucky enough to get it. A sense of humor helps. So really basic things, because it’s very interesting.” (Dr. Aronson)

“There is just a baked-in bias that the people who need the services most are least important.” (Dr. Aronson)

“They blame old age for what was a failure to incorporate aging pharmacology and physiology into their treatment plan.” (Dr. Aronson)

“Training for all health professionals would be proportional to the amount of time they will be spending caring for that population.” (Dr. Aronson)

“Our system doesn’t give us what we want and needs to be totally restructured to prioritize health.” (Dr. Aronson)

NOTES

Dr. Louise Aronson is a geriatrician, educator, and bestselling author of Elderhood. A leading voice in redefining how we view aging, she brings decades of medical practice, personal insight, and cultural critique to her advocacy for older adults.

 Dr. Aronson is a professor of medicine at the University of California, San Francisco (UCSF), where she also directs the campus-wide Health Humanities Initiative. Her work integrates clinical care, education, and the humanities to advance eldercare.

Her book Elderhood reframes aging as a vital, complex life stage deserving the same recognition and nuance we give childhood and adulthood. She’s a thought leader on ageism in medicine and society, and frequently collaborates on innovations in intergenerational programs, healthcare reform, and policy.

Most people don’t plan to work with older adults—but it’s meaningful, intellectually rich, and deeply needed work.

The term “elderhood” positions aging as a legitimate, diverse, and multi-decade stage of life, much like childhood or adulthood.

Society often equates aging with decline, but many older adults thrive by adapting, staying engaged, and embracing their phase of life.

There’s a dangerous tendency to treat everyone over 65 as a monolith, despite the vast range of capabilities and needs.

Health care training devotes years to children and adults, but often just hours to older adults—despite them being the largest group needing care.

Ageism in medicine shows up in subtle and overt ways—from dismissive language to inappropriate treatments based solely on age.

Culture needs to stop writing off older adults; their stories, capabilities, and lives matter and should be reflected in how we design systems and spaces.

Dr. Aronson sees hope in younger generations and entrepreneurs bringing compassion and innovation into the “elder space,” as well as boomers advocating for their own aging experience.

On a recent  episode of Varsity’s Roundtable Talk, we sit down with Terry Farrell, acclaimed actress and sci-fi icon best known for her role as Jadzia Dax on Star Trek: Deep Space Nine and Reggie on Becker. With a career spanning modeling, television, and film, Terry brings a unique perspective on aging, reinvention, and staying grounded in an image-driven industry.

Derek and Terry talk about her approach to aging, her break from acting to raise her son, and why she’s stepping back into the industry. She opens up about embracing authenticity, the influence of Star Trek, and how representation in entertainment is evolving.

The following are some fresh perspectives from the conversation. Check out the full episode here. 

WHAT IS YOUR PERSONAL PHILOSOPHY OR PERSPECTIVE ON AGING WELL?

I think it has a lot to do with your mental attitude about it. I mean, no one’s getting a get out of jail free card from it. It’s just part of the process, right?

WAS THERE A MOMENT IN YOUR ACTING CAREER WHEN AGE STARTED TO FEEL LIKE A FACTOR?

I think right now. I quit my career to be an at-home mom at 40.  But now being 61, and I just got an agent, and coming back into it, I have to remember that I’m not as young on the outside as I feel on the inside.

WHAT ADVICE WOULD YOU GIVE TO YOUNGER ACTORS ABOUT LONGEVITY IN LIFE AND CAREER?

Enjoy each phase you’re in. Movies and television are telling us stories about life and it requires all age groups to tell these stories. You’re never going to run out of parts you can play.

HOW COULD HOLLYWOOD SHOWCASE AGING MORE AUTHENTICALLY?

Hiring actors that haven’t had cosmetic surgery or are willing to look natural. If [studios] are demanding women to be ageless, then women become more paranoid about trying to be ageless.

WHAT DO YOU WISH YOU COULD HAVE TOLD YOUR YOUNGER SELF?

That I have enough. That I am enough. I’m whole just the way I am. I can stop being a chameleon.

QUOTES

“You’re only as young as your spine is flexible.” (Terry)

“When you start to avoid activities, your body kind of goes along with it and stops working in a youthful way.” (Terry)

“I’m on the tracks, off the tracks, and I think that’s real for most people.” (Terry)

“I have to remember that I’m not as young on the outside as I feel on the inside.” (Terry)

“I’d much rather age naturally. And yeah, it’s no fun, but I’m not alone in it.” (Terry)

“Enjoy each phase you’re in because movies and television are telling us stories about life, and it requires all age groups to tell these stories.” (Terry)

“We all have value. And that’s what you need to focus on—your own value.” (Terry)

“I’m enough. I’m whole just the way I am. I can stop being a chameleon.” (Terry)

NOTES

Terry Farrell is an actress best known for her role as Jadzia Dax on Star Trek: Deep Space Nine and as Reggie on Becker. A former model turned sci-fi icon, Terry is also an advocate for self-acceptance, aging authentically, and embracing life’s many chapters.

After stepping away from acting to be a full-time mom, Terry is re-entering the entertainment world with a renewed sense of purpose and personal authenticity. She lives in New Mexico and hopes to pursue meaningful roles that reflect who she is today—whether in television, film, or even on stage.

Terry credits yoga and movement as essential for both mental and physical wellness as we age.

Terry embraces aging naturally, resisting industry pressure to look younger through surgery or cosmetic alterations.

After a long break to raise her son, Terry is re-entering the entertainment industry with new priorities, looking for roles that reflect her true age and life stage.

Terry believes culture is evolving and there are more opportunities now for actors of all ages, thanks in part to movements like #MeToo and greater diversity in storytelling.

Terry reflects on her modeling and early acting days, acknowledging the harmful body image pressures she endured and how she’s worked to let those go.

She finds encouragement seeing actresses her age on screen and admires projects that show women aging authentically, like Capote vs. The Swans.

Sci-fi storytelling, particularly Star Trek, helped Terry explore and embody themes of longevity, identity, and empathy, both on and off screen.

QUOTES

“A man’s got to know his limitations. And I knew that it would have made for a great story. But I was happiest in consulting, where I’ve been for 35 years.” (Scott)

“If you think about the organizations that have gotten themselves into trouble in our field, it’s usually because all three—strategy, vision, and innovation—have not occurred.” (Scott)

“When a CEO says to me, ‘I’m really not that good at vision or I’m uncomfortable with it,’ that’s when it can be addressed. It’s when they don’t that you end up in a situation where one, two, or all three are missing.” (Scott)

“Innovation isn’t just people sitting around thinking about cool stuff. It could happen, but it really takes work.” (Scott)

“If you look at the number of villages that have developed over the last 15 and 20 years, it’s phenomenal. But if you look at the business model, in a very rare instance, it doesn’t succeed without fundraising donations. So the business model is flawed.” (Scott)

“When I tell you that people hate nursing homes, I’m not exaggerating. If you get a group of new nursing home administrators in a room and you ask them about the potential for them to end up in a nursing home, most of them will say, ‘I’d rather be dead.’” (Scott)

“Most of the nursing home beds in the United States, including in the not-for-profit sector, are semi-private. That’s a euphemism—because there’s really nothing private about them. It’s inhuman. And actually, there’s a difference between inhuman and inhumane. It’s both.” (Scott)

“We have to focus because this is a heavy lift—societally a heavy lift—but it’s also a huge opportunity. If we don’t do these things, if we don’t focus, it’s the for-profit sector that’s going to take it away.” (Scott)

“The nonprofit governance model is a failed model because board members don’t ask tough questions. When you talk to them, it’s clear they’re critical thinkers in their profession, but when they get into the boardroom, that willingness disappears.” (Scott)

“You want to be ageist around a baby boomer? You’re going to pay the price.” (Scott)

“We should stop feeling the necessity to invent and instead look around. Take something that’s already there and figure out how to scale it.” (Scott)

“If I had to talk to my younger self, I’d say, ‘Get to know yourself, Scott. Don’t spend so much time trying to achieve. Spend some time trying to understand you, because then you might achieve more.’” (Scott)

NOTES

Scott Townsley is a senior living strategist and consultant with over 35 years of experience helping organizations navigate challenges and embrace innovation. A former attorney and long-time industry leader, he founded Third Age, was a partner at Clifton Larson Allen, and now serves as Senior Advisor to Trilogy Consulting.

Trilogy Consulting provides strategic guidance to nonprofit senior living organizations, focusing on vision, strategy, and innovation. The firm helps organizations adapt to industry shifts, rethink traditional models, and implement forward-thinking solutions to better serve aging populations. Trilogy Connect, a related initiative, fosters collaboration and knowledge-sharing among senior living leaders.

Trilogy emphasizes the intersection of strategy, vision, and innovation, noting that organizations that fail to integrate all three often struggle.

Scott began his career as a dishwasher in a senior living community, later becoming its general counsel and ultimately being offered the CEO position.

Lack of vision and innovation hinders the senior living industry. Many organizations operate on outdated models without adapting to changing demographics and consumer expectations, leading to financial and operational challenges.

Innovation requires commitment, not just ideas. True innovation isn’t just about brainstorming new concepts—it requires structure, investment, and a willingness to rethink outdated business models.

The nonprofit governance model is failing. Board members often avoid asking tough questions, which weakens decision-making. Compensation for board members could create a stronger sense of responsibility and accountability.

People hate nursing homes. Research shows that public perception of nursing homes is overwhelmingly negative, and even industry professionals often say they would rather die than live in one.

Semi-private nursing home rooms are inhumane. The standard practice of placing two, three, or even four people in a room is outdated and unacceptable. Small-house models like Green House have addressed this issue, but widespread adoption has been slow due to myths about financial feasibility.

Age-in-place programs need better messaging. Many Continuing Care at Home (CCaH) programs market themselves like long-term care insurance, which is a turnoff to consumers. Instead, they should emphasize their ability to keep people out of nursing homes.

The nonprofit senior living sector is losing ground to for-profit operators. If nonprofit organizations don’t adapt, they risk becoming irrelevant as for-profit providers scale faster and respond more aggressively to market demands.

The industry underutilizes data. Senior living communities could benefit from predictive modeling to anticipate residents’ needs, yet the sector remains far behind in leveraging data for proactive decision-making.

Recently on Varsity’s podcast, Roundtable Talk, we sat down with Dr. Robyn Stone, a nationally recognized expert in aging policy and long-term care. As Senior Vice President of Research at LeadingAge and Co-Director of the LeadingAge LTSS Center, she has spent decades bridging the gap between policy, research, and real-world solutions to improve aging services.

Derek and Dr. Stone discussed the workforce crisis in long-term care, the challenges of educating consumers about aging services, and the role of technology in supporting caregivers. She also reflects on her decades in the field, offering insights on how change happens—slowly, but steadily. 

The conversation was filled with fresh perspectives. Below are just a few of them. 

YOU’VE SAID THAT SENIOR LIVING IS OFTEN AN “ACCIDENTAL CAREER”—A FIELD PEOPLE DON’T SEEK OUT BUT END UP LOVING. HOW CAN WE CHANGE THAT?

I’m actually an exception because I always knew I wanted to work with older adults. But over the years, I found that most people in aging services fell into these jobs by accident. Once they started, they realized they loved it. 

One of my primary focuses has been shifting this from an accidental profession to one that people intentionally pursue. We’ve made some strides, but we still struggle. If you look at the challenges in recruiting nurses, social workers, and even geriatric specialists, it’s clear that aging services is still undervalued. I think that’s tied to fundamental ageism in this country.

WHAT ARE THE BIGGEST GAPS IN EDUCATING CONSUMERS ABOUT LONG-TERM CARE?

There’s still so much misunderstanding. People don’t grasp what long-term services and supports (LTSS) actually are. It’s about helping people function independently for as long as possible, but it intersects with medical care because these individuals also have chronic conditions, acute episodes, and post-acute needs. 

Housing is also critical—if you don’t have a home that allows for mobility, your quality of life suffers. Most people still think Medicare pays for long-term care, which isn’t true. We’ve spent decades trying to educate people, but the reality is that most don’t think about it until they’re in crisis.

WHAT STRATEGIES DO YOU THINK ARE MOST EFFECTIVE FOR RETAINING WORKERS IN AGING SERVICES?

The best recruitment strategy is retention. If you retain staff, you don’t have to recruit as much. Retention is about creating a healthy workplace culture with both monetary and non-monetary investments. Higher wages matter—we still have 40% of this workforce on some form of public assistance, which is unacceptable. 

But it’s also about training, strong supervisory support, and career pathways. Not every aide wants to become an RN, but they might want to specialize in geriatric care, behavioral health, or medication management. High-performing organizations are figuring out ways to create these pathways, which leads to better retention and lower turnover.

WHAT HAVE YOU LEARNED IN YOUR CAREER THAT YOU WISH YOU COULD TELL YOUR YOUNGER SELF?

Change takes a long time. It’s a journey, not a destination. When I started in the federal government in the early ’70s, I was filled with hopes and dreams about making the world a better place. Over time, I’ve learned that progress is incremental. But you have to keep your eye on the prize. It’s easy to get discouraged in policy and advocacy work, but if you focus on long-term goals and stay committed, real change does happen—even if it takes longer than you’d like.

Want to hear more from Dr. Stone? Check out the full episode of Roundtable Talk for more fresh perspectives. Watch new episodes of Roundtable Talk on the Varsity website and on Apple Podcasts, Spotify, and iHeartRadio.

QUOTES

“Most people fell into these occupations. And once they started working in them, they discovered that they loved them.”  (Dr. Stone) 

“If we don’t invest in people, we are not going to get to the quality outcomes that we talk about.”  (Dr. Stone) 

“The best recruitment strategy is to retain, because the more that you retain your staff, the less you have to recruit.”  (Dr. Stone) 

“Technology hasn’t yet had a meaningful impact on frontline workforce challenges. We need to be more intentional about how we use it to support, not replace, the people doing the work.”  (Dr. Stone) 

“Taking the keys away from an older adult is one of the most disempowering things you can do. If self-driving cars can provide mobility while ensuring safety, I’m all for it.”  (Dr. Stone) 

“We’ve made strides in gerontology, but ageism and structural inequities still make it hard to attract people to the field.”  (Dr. Stone) 

“We are a muddling-through society. We inch forward incrementally, but we do eventually get there.”  (Dr. Stone) 

“We still have most people who think that Medicare covers long-term care. After 50 years in this field, that misconception still persists.”  (Dr. Stone) 

“I believe in public-private partnerships. The federal government should play a role in financing long-term care, but we also need private sector innovation.”  (Dr. Stone) 

“I have learned that change takes a long time and that it is more of a journey than a destination.”  (Dr. Stone) 

“On my best days, I remind myself: keep your eye on the prize. It’s easy to get discouraged, but progress is always happening, even if slowly.”  (Dr. Stone) 

NOTES

Dr. Robyn Stone is a nationally recognized expert in aging policy and long-term care. As Senior Vice President of Research at LeadingAge and Co-Director of the LeadingAge LTSS Center, she has dedicated her career to improving services, research, and policy that support older adults, particularly those with lower incomes.

LeadingAge is a nonprofit organization dedicated to advancing policies, practices, and research that support aging services. Through the LTSS Center, LeadingAge bridges the gap between policy, research, and real-world implementation to improve care quality, workforce development, and access to affordable housing for older adults.

Dr. Stone has spent 50 years in the field of aging, working in federal policy, nonprofit leadership, and research. She served in the Clinton administration’s health care reform task force and was part of the Pepper Commission, which explored long-term care financing solutions in 1989.

Her expertise spans workforce challenges, age-friendly communities, policy reform, and applied research to improve care models for older adults.

Aging services is often an “accidental career,” but once people enter the field, they realize they love it. Dr. Stone has spent her career trying to make it a more intentional professional path rather than something people stumble into.

The long-term care workforce crisis is fueled by low wages, structural inequities, and a lack of investment. Many direct-care workers are underpaid and undervalued, despite making up 60-80% of hands-on care. Increasing wages, training, and career pathways is critical to retention.

Technology in aging services hasn’t yet had a major impact on workforce issues. While electronic health records and digital tools help, most technology hasn’t reached frontline caregivers. The real opportunity is designing tech that supports workers rather than replacing them.

Many people still believe Medicare covers long-term care—when it doesn’t. Public understanding of long-term services and supports (LTSS) remains poor, leaving families unprepared. Dr. Stone advocates for better consumer education and policies that make care more affordable.

Self-driving cars could be a game-changer for older adults. Losing the ability to drive is disempowering, and if autonomous vehicles can restore independence while ensuring safety, they could be transformational for aging populations.

The U.S. is still catching up to other countries in how it plans for aging populations. Countries like Singapore and Denmark integrate aging into urban planning, creating built environments that support aging in place. The U.S. has opportunities to learn from these models.

COVID revealed the essential role of long-term care workers but hasn’t led to enough lasting change. While pandemic funding led to temporary workforce investments, sustaining higher wages and better career paths will require long-term policy shifts.

Change in aging policy takes time—but it happens. Dr. Stone sees progress in workforce recognition, gerontology as a field, and culture change in residential care. While she calls herself a “pessimistic optimist,” she believes incremental change leads to lasting impact.