Tag: Occupancy

During Thursday’s roundtable, retirement communities around the country shared sales and marketing strategies that are working during COVID-19. From virtual events to smart home communications, tech is being tapped frequently to reach and attract residents.

Join the next sales and marketing roundtable on July 23!

Please join our next roundtable discussion on Thursday, July 23, at noon ET. We will have a speaker from Morrison Living sharing tips to create safer environments.

For log-in information, please contact .

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.

As the clock ticks down to 2020, we look back on another exciting year for the Varsity blog! Here’s a countdown of our five most popular posts for 2019. It’s a grab bag of hot-button topics, from groundbreaking wellness ideas to intergenerational brainstorms.

5. 18-year-old Jumps Into Life at Senior Community

In this interview with out-of-the-box thinker Rosemary Ramsey, she reveals her inspiration for The Victory Lap, a one-of-a-kind program that pairs youth aging out of foster care with senior communities. Read about an intergenerational program that could change senior living.

4. Overheard at LeadingAge TN: What if…

Our VP of Client Services Derek Dunham takes us inside the “what-if” moments of the 2019 LeadingAge TN Annual Meeting & EXPO. Explore “what-if” moments.

3. Disruption in Senior living — Opportunity or Threat?

From shrinking staff to the growing middle market, Derek Dunham disrupts our world with the highlights of the 2019 PAHSA conference. Get disrupted.   

2. 10 Leadership Secrets From LeadingAge PA

This series chronicles the year-long journey of LeadingAge PA’s Fellows in Leadership program. In this post, Brian Mailliard and Sakkara El share what they’ve learned at the halfway mark of their adventure. Learn the secrets of leading well.

1. When It Comes to Wellness, Nothing’s off the Table

Our most-read post of the year was a fascinating conversation between Becky Anhorn, the inspirational wellness director at Meadowood Senior Living, and Rob Smith, Varsity’s creative director. Read about a groundbreaking approach to wellness.

That’s our countdown of top posts for 2019! Stay tuned for more fresh content in 2020, and please contact us if you’d like to do a guest post or be interviewed for an upcoming blog.

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 . 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

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 . I’d love to hear about them.

At the recent LeadingAge CA conference, the buzz was around the changes in how mature consumers are using their homes.  Those changes also mean different expectations for their new residences. Here are three design elements your community must have to attract Boomers:

1. Space that works

More residents are continuing their careers. Therefore, they desire more usable work and office space. It’s no longer enough to provide the corner of a room for computers. These days, prospective residents are looking for more formal office space and built-in furnishings to support their ongoing careers.

2. Indoor-outdoor living

Common space for socialization is no longer sufficient. Prospective residents are looking for open floor plans and spaces that transition to outdoor areas. so they can entertain groups of friends and relatives.  A place to party in the privacy of their own space is a common request.

3. A home with a heart

Along with higher-grade finishes, Boomers want open-concept, larger kitchens and kitchen islands. An open layout can replicate what happens in their own homes, where everyone congregates in the kitchen to socialize.

Architects and marketers are sharing notes in an effort to create more pleasing environments for a younger set of prospects. Although the shift toward younger residents is slow at best, the mindset and expectations of prospects — regardless of age — feels younger.

Earlier this week, my entire world was disrupted. I flew to Pittsburgh for the Facing Disruption, Forging Direction conference, hosted by the Presbyterian Association of Homes and Services for the Aging (PAHSA). I participated in discussions about the major disruptors facing our field and came away viewing disruption as a positive force to be embraced. As I look back on the event, I can identify five major disruptions — and new directions that can transform them into opportunities. I wanted to share them with all of you who may not have been able to attend the conference. 

1. Disruption: tighter margins, leaner budgets
Many communities and systems are considering strategies to combat the changing needs of the mature market and increasing competition. This is evident in how communities are repositioning, contract types are changing and affiliations are continuing to develop.

Direction: Collaboration can boost financial strength. At the conference, Presbyterian Senior Living and Westminster Communities of Florida announced their intention to affiliate. Together, they will be the fifth-largest senior living organization in the country.

2. Disruption: a rapidly growing middle market
Forty-five percent of Boomers have no savings toward retirement, which means that most will not be able to afford the typical senior living community.*

 Direction: HumanGood is taking what it’s learned through its affordable housing communities to provide an innovative service to the middle market. We learned about how the brand developed Plaza Roberto Maestas in Seattle, incorporating street art that reflects the local neighborhood; a day care center for neighborhood children; local retail on the first level; and a plaza in the center of the complex that draws a variety of food trucks each day, attracting visitors from the greater community.

3. Disruption: a skyrocketing incidence of dementia
Caregivers already provide 18.5 billion hours of care per year at a cost of $234 billion, and the number of people with Alzheimer’s will more than double by 2050.**

Direction: Presbyterian SeniorCare in the Pittsburgh market has launched its Dementia360 program, which in the words of the organization “pioneers partnerships and collaborations.” The organization has developed a Dementia Care Center of Excellence, with educational programs, residential services, research and population health initiatives. This, along with its comprehensive care management expertise, provided the resources necessary to launch Dementia360, which is a series of tools to support both the caregiver and the person living with dementia.

4. Disruption: a dearth of qualified staff in senior living
The number of 16–24-year-olds in the workforce is expected to decline by 2.8 million between 2014 and 2024, which means that senior living communities could face major labor shortages.***

Direction: Presbyterian SeniorCare and Redstone, both of Pittsburgh,  shared two different models to bring youth in through education, volunteerism and internships. These types of programs introduce high school students to the benefits of a career in senior living, expanding the potential workforce at a grassroots level.

5. Disruption: unique partnerships providing exponential value

Direction: Twin Cities-based Presbyterian Homes & Services is pioneering relationships with payers and primary care/navigation to create a unique model to contain costs and — more importantly — provide the best-quality care to its residents.

I genuinely enjoyed my time at the conference and salute the leaders who came together to openly share their solutions for a common cause. And every day, every session was guided by this passage from Scripture:

“For surely I know the plans I have for you,” says the Lord, “plans for your welfare and not for harm, to give you a future with hope.” – Jeremiah 29:11

I encourage everyone to address disruption head on by taking new directions that will move our field forward.

*Insured Retirement Institute
**Alzheimer’s Foundation
***Argentum Senior Living Workforce Trends 2018

If you perform a Google search for articles relating to the positive effects of pet ownership as we age, you’ll be served up just under 3.4 million results. Obviously, we have significant evidence that pet ownership can have an impact on our health and well-being, no matter how old we are. Yet, for a variety of reasons, many aging services communities don’t allow pets of any sort, or place severe restrictions on pet ownership. This made us curious — what’s the impact of not allowing pets on a community’s marketing efforts and occupancy?

During our Google search, we came across an article from pawsperouspets.com titled, “Retiring with Your Pet — Are Pets Allowed in Retirement Communities?” In the article, the author lists several hoops that retiring pet owners may face when trying to move to a community. Restrictions on the size of the pet and its age are fairly common; communities usually prefer smaller pets that are a bit older. Also, most communities require an additional financial deposit. But what really caught our eye was requiring a social screening of pets, including trial periods.

Trial periods and social screenings are a great idea. By having all current residents meet the pet, and having a professional screen the animal, you are creating a policy that should help to weed out potential issues. But what kind of marketing message is this sending? We think it’s both positive and negative.

On the positive side, by having a well-established and written pet policy, you can prevent any anxiety that residents and potential residents may have around animals in the community. Not everyone likes cats, dogs, birds, rodents or lizards. Thus, establishing a clear policy and guidelines helps to keep everyone on the same level. However, there can be a downside to these policies as well.

Discriminating against pet owners could be costing you sales. According to the American Humane Society, the average income of pet owners is higher than non-pet owners — and we all know how important income qualification is for retirement communities! Also noted is that the average length of occupancy for pet owner is more than twice that of non-pet owners. Obviously, those are some good reasons to encourage pet ownership, as it could have a positive effect on your bottom line.

Let’s face the facts: The chances that someone is going to voluntarily give up a beloved family pet to move to your community is pretty slim. If his or her dog is 35 pounds, and you only allow pets up to 25 pounds, that puts the potential resident in a predicament. In fact, the American Humane Society reports that 50 percent of all dogs in the U.S. are over 25 pounds, the common weight restriction found in rental contracts. These kinds of situations generally end one of three ways — with you losing a sale, a couple being forced to give up an animal, or someone fibbing about a pet’s weight. It’s reasonable to say that none of these options are win-win outcomes. With divorce among Boomers increasing, we’ve seen firsthand that someone may leave their spouse, but they will not leave their pet just to move to your community. So, what can you do?

With this problem in mind, the American Humane Society rolled out a campaign aimed at helping pet owners and property managers find some common middle ground. We, at Varsity, especially appreciate the detailed list of common misconceptions about pets and their owners. It’s a great resource for aging services communities — and one that you should check out.

Click here to read the article.

If you haven’t reevaluated your pet policy in awhile, now is a great time to do so — especially with the summer sales season quickly approaching. Contact our team today, and we’ll be happy to share with you some best practices for pets and discuss how adjustments in your policy could help you increase occupancy — and maybe even fill those tough-to-sell floor plans.

Sources:

http://www.humanesociety.org/animals/resources/pets-are-welcome-renting-with-pets.html