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The National Low Income Housing Coalition has published its annual update on housing costs nationwide, showing a increasingly problematic trend of workforce being priced out of the current housing market.


Out of Reach 2016: No Refuge for Low Income Renters emphasizes the aggravated situation caused by the continued shortage of housing affordable to those making the lowest wages. For the first time the report finds that In absolutely NO state, metropolitan area, or county in the United States can a full-time worker earning the prevailing minimum wage afford a modest 2-bedroom apartment.


In order to afford a modest 2-bedroom apartment at fair market rent, a full-time worker in America today must earn $20.30 per hour—a figure that is almost $5 more than the average hourly wage of renters in the U.S. A full-time worker needs to earn $16.35 per hour to afford a modest 1-bedroom apartment. 


Check out the interactive map and easy-to-read state level data.

A few months ago, the National Center for Health Statistics (NCHS) released a report about the characteristics of more than 30,000 residential care communities operating in the U.S. in 2014.

Long-Term Care Providers and Services Users in the United States: Data From the National Survey of Long-Term Care Providers, 2013-2014 contains the most comprehensive collection of data I’ve seen about assisted living and other residential care settings.

Flip through its 118 pages – or skim the quick summary provided by McKnight's Long-Term Care News – and you’ll get lots of information about our field, including the fact that:

  • You’re more likely to find residential care communities in the West than in any other region.
  • Most (81.1%) residential care communities are for-profit, and more than half (56%) are part of a chain.
  • More than half (67%) of these communities serve 25 people or less. But they employ a significant number of workers: 1.5 million nursing full time equivalents (FTE) and 35,000 social work FTEs.
  • A significant percentage of these communities offer depression screening (83%); pharmacy services (82%); podiatry services (74%); physical, occupational, or speech therapy (69%); hospice (62%); nursing (59%), dental (534%), and mental health or counseling (52%).
  • More than three-quarters (78%) do not offer dementia care units.

Why Should You Care?

The HCHS report is one of the many resources to come out of the Centers for Disease Control and Prevention over the last few months. And there are likely to be more.

You should care about these reports. And you should be reading them diligently. Not because they are particularly scintillating. They are not. In fact, most of them are pretty difficult to plow through.

But don’t let that stop you. These reports contain critical information that you can use to understand our rapidly changing field. That knowledge can help ensure that you will continue to be a successful part of that field for many years to come.

What’s So Great About Good Data?

Good data has a lot going for it.

  • It can help you see how you stack up against similar providers in your region or across the country.
  • It can shed light on trends that could inform your strategic planning.
  • It can help you talk to policy makers about the growing need for long-term services and supports in your community, your state, and the nation.
  • It can help you quantify the contributions you’re making by serving older adults and the communities in which they live.

A new report from LeadingAge North Carolina underscores the importance of the last two points. Researchers from the University of North Carolina (UNC) at Chapel Hill used a variety of existing data sets to quantify the future demand for Life Plan Communities in the state, and to project the economic impact that North Carolina’s Life Plan Communities are likely to have over the next 20 years.

As you will read in this article about the study, the UNC findings are having a tremendous impact on the ability of LeadingAge North Carolina to advocate for its members. The report is also making it possible for LeadingAge members in North Carolina to “better inform the public, better educate their boards, and talk to policy makers in a different way than they have before,” according to Tom Akins, president and chief executive officer of LeadingAge North Carolina.

How to Use Good Data

So what’s the lesson here?

We are working in an increasingly data-driven field. You already know that, but it’s worth repeating.

More and more, the most successful providers of aging services are depending on good data to help them better understand the field of long-term services and supports, the consumers they currently serve, and the consumers they hope to serve in the future.

Like LeadingAge North Carolina, these organizations are also finding that good data can help them quantify the social and economic contributions that they make to their local communities.

Anecdotal stories about these contributions can be very powerful, and we need to get more of those stories out to the public.

But don’t ignore the important role that data can play in driving home important messages about the rapidly growing need for the services you provide, and the contributions you make each and every day to improve the vibrancy of your communities, and support individuals who are not your customers or residents of your communities.

You should be proud of the work you do every day in communities around the country.

It’s time to use good data to make sure your cities, towns, counties, and states are proud of you too.

Life Plan Communities in North Carolina generated an estimated total economic impact of $1.7 billion in 2014, according to a new report from the University of North Carolina (UNC) at Chapel Hill. The 65-page report projects that the economic impact of Life Plan Communities on the state’s economy will increase to $3.2 billion by 2034.

There are currently 57 Life Plan Communities in North Carolina, according to the report. In 2014, these communities:

  • Housed 19,000 residents.
  • Employed 14,906 workers across all skill levels.
  • Spent $979 million in the state, including $499 million in payroll.
  • Paid $94 million in direct and indirect state and local taxes, and $152 million in federal taxes.

By 2034, say UNC researchers, Life Plan Communities in North Carolina are projected to:

  • House 35,381 residents.
  • Employ 29,752 workers.
  • Spend $1.8 billion in the state, including $931 billion in payroll.
  • Pay $174 million in direct and indirect state and county taxes, and $283 million in federal taxes.

Motivation Behind the Study

LeadingAge North Carolina commissioned the UNC research, which was conducted by demographers at the university’s Frank Hawkins Kenan Institute of Private Enterprise. 

The final report blends survey data collected from members of LeadingAge North Carolina with demographic information about the state’s current and projected older population. Over the next 2 decades, that population is projected to increase by 68%, from 1.5 million in 2014 to 2.5 million in 2034.

Tom Akins, president and chief executive officer of LeadingAge North Carolina, says the association’s Board of Directors and its Advocacy Committee proposed the study as a way to add credibility to the association’s advocacy efforts.

“Our discussions with policy makers seemed to revolve around things that we wanted,” says Akins. “We wanted higher reimbursement rates. We wanted relief from regulation. We wanted a particular policy changed in a way that would benefit our membership.”

LeadingAge North Carolina still wants those things, says Akins. But its leaders wanted to “flip the conversation” by showing policy makers what Life Plan Communities could do for the state, and how policy makers could help ensure that the economic projections outlined in the UNC report would actually come to pass.

“We are providing these numbers not just as information, but to say, ‘If you like the jobs we’re creating, the residents that we serve, and the economic impact that we have on the state, and you believe the demographic information about the numbers of folks 65 and older that are heading our way, then here are things that you can do to make it more likely that we employ more people, that we serve more people, and that we have a greater economic impact on the state.”

Using the Report in Different Ways

The UNC study is becoming an important backdrop to a number of LeadingAge North Carolina initiatives.

For example, Akins and his staff are presenting the report’s findings to members of the state’s Department of Insurance, which regulates Life Plan Communities, and to its Medical Care Commission, which provides tax-exempt financing to those communities. LeadingAge North Carolina is also beginning to circulate the report to members of the General Assembly, which opened its current session in late April.

“This data moves us onto the same playing field as other fields and industries that have done similar kinds of studies about the impact that (their profession) has on the community,” says Akins.

LeadingAge North Carolina is also using the report to encourage board members at Life Plan Communities around the state to begin developing strategies designed to attract and serve future consumers who will have different preferences than current residents. In the process, says Akins, he’s seeing members take new pride in the work they do.

“Our mission to serve older people is always going to be most important,” says Akins. “But this data gives us the ability to say that we also have a really large economic impact that makes it possible for the larger community to do more things, and to have a more vibrant standard of living.”

Members have always had anecdotal evidence of their civic contributions, says Akins, but “this is a pretty sophisticated study by one of the most respected business schools in the country. That sets a different standard than if it was just LeadingAge North Carolina saying that we did a survey of our members and this is what we found.”

Individual members are also using the report to promote their civic contributions in the local media. That’s exactly what LeadingAge North Carolina had in mind when it commissioned the study, says Akins.

“This (report) is a service that makes it possible for (members) to better inform the public, better educate their boards, and talk to policy makers in a different way than they have before,” he says.

 As quickly as the world is changing around us these days, GlynnDevins thought the time was right for an update of the 100 Best Senior Living Marketing Tips.

As you might imagine, the rapid progression and adoption of digital everything, along with the continued dissolution of the line between traditional and digital media, has not only brought new tips into the top 100, but forced classic senior living marketing concepts to evolve to meet the ever-changing marketing landscape.

 

We think we have some pretty good credentials to create this list, but by no means do we actually think we have the definitive list, nor do we have them in the only order that makes sense. But we like a challenge, so we put ourselves to the test.

 

100. Read the GlynnDevins blog, Insights.

99. Avoid common words with negative connotations– facility, nursing home, institution, etc. Not only in your marketing materials, but in the language that you use inside and outside of your community. Your choice of words directly influences the perception held by your various audiences.

98. Plan for event follow-up. Event marketing begins with the event, but it doesn’t end there. Make sure staff has time to contact all attendees after the event in a timely manner. Their goal is to qualify leads and move them to a one-on-one appointment.

97. Take photos of everything. Document marketing events, social events, speakers and special visitors. Then post them on your website and social media sites. Use them for social media, e-newsletters, internal communications and media outreach. And don’t forget to get permission for use.

96. Make it easy to RSVP. Phone calls are great, but people often like the convenience of completing a form while they’re on your website or Facebook page. Use both an automated message to acknowledge receipt of the RSVP and request their phone number on the form to confirm their reservation or change of plans.

95. Evaluate the quality of leads (both good and bad) generated from online directories. Online directories should be evaluated by how often the leads they provide convert to move-ins, and it is important to keep track of this information. There are many options out there for senior living directories, and any additional information on their performance allows you to concentrate your budget and your efforts on the services that provide you with the highest-quality leads.

94. Take feedback from online reviews. While addressing individual concerns expressed in online reviews, don’t miss the opportunity to use that feedback to improve operations or address internal issues. A proactive approach could be a positive brand builder.

93. Host a dinner with the executive team for hot/warm leads. For many leads, who’s in charge is a very important factor in making a decision. Let them get to know the faces of the community on a more personal level: the executive director, director of hospitality, or perhaps the chaplain. Your team can be a great closing tool, so use them to your advantage.

92. Know the stories of your residents and share them. Keep your eyes and ears open. Telling resident (and staff) stories is a great way to connect with your prospects, create content for social media channels, and garner positive media coverage for your community. Stories are real and powerful and build upon one another to tell your organization’s overall story.

91. Don’t overshare on social media. Remember, people can unfriend and unfollow your social media accounts at any time. Twitter is most appropriate for multiple posts in one day, but try to limit your posts to one a day (or every other day) on your community’s Facebook or Instagram page. And more importantly, make sure content being shared is something your audience wants.

90. Consider a remarketing campaign. Not everyone who visits your website will fill out an inquiry form the first time, but it doesn’t mean they’re not interested. Remarketing is an online tactic that puts your ad in front of the prospects who came to your website, but didn’t convert the first time; it keeps your brand name top of mind.

89. Consider everyone a qualified lead. Just because a prospect pulls up in an old car, or their ZIP code isn’t in a neighborhood with high home values, doesn’t mean they can’t afford to move in. Begin by establishing interest in making a move, and then pursue their ability to afford it.

88. Sometimes “The way we’ve always done it” just doesn’t work anymore. Regularly evaluate your marketing/sales and operational strategy. Get in the habit of asking “Why?”

87. Be sure every content asset has an offer. “Call today, Get More Information or Like Us” are not offers. Seminars, luncheons, open houses, even free gifts and other incentives are offers. And make sure your offer is relevant and appropriate. A $25 gift card may not mean much to wealthier prospects. Know your community audience.

86. Your conduct during a prospect’s community visit speaks volumes. Many prospects are anxious about fitting in and making social connections at a community. When touring a prospect, acknowledge or speak to every employee or resident you meet to demonstrate your welcoming culture. Here, actions speak louder than words. 

85. Follow up an appointment with thank-you communication in a timely manner. They may never be more interested in moving ahead than right after an appointment. Don’t assume they need time to consider their situation. Follow up, either with a note or email, and let them tell you how they would like to proceed.

84. Understand social analytics and insights. Keep track of what’s going on behind the scenes of your social media accounts. What content is resonating the most with your audience? Do you have better engagement on a certain day of the week or during a certain time of day? Use this insight to drive your content strategy in an effort to increase engagement. 

83. Get to know your local media. Build a relationship with key editors and reporters: Be a resource and understand what types of stories they cover, and what information is really relevant to their audience. Solid relationships get your stories told, and having strong relationships could be helpful in a crisis situation. 

82. Social media should be part of your marketing mix. Having a social media presence can help convert leads to sales, and is an excellent way to foster relationships with prospects and influencers. Plan your social media so it works seamlessly with your overall marketing program, having content that matches your target audience, marketing calendar and core messages. 

81. When asking your media partner for added value, consider having them add on something you haven’t tried before, instead of just getting a lower rate. It’s a low-risk way to see if you could test something that might be a strong performer for you. 

 Click here to read the full list of Best Senior Marketing Tips for 2016!.

This article was reprinted with permission from GlynnDevins.

A late 2015 Holleran Insight Poll of aging services providers revealed:

  • The age group of employees most engaged within the organization is 46 – 64 (57%); the next most engaged age group is 30 – 45 (36%).
  • The age group of employees least engaged within the organization is 18 – 29 (57%); the next least engaged age group is under 18 (26%).
  • When asked how well their organization would fare if challenged on its tax exemption, 69% said they would keep their tax exemption and 31% said they were not sure. None of the respondents said their organization would lose its tax exemption.
  • When asked if they have a community service plan that defines the community served and identified unmet needs, 47% said yes, 33% said no, and 20% said they were unsure.
  • When asked if they have a process for reporting social accountability activities that includes quantifying their organization’s community engagement, 60% said yes, 27% said no, and 13% were unsure.

 

See the complete survey results and graphs.

Change is inevitable. We’re all familiar with that saying, and yet when faced with change, this idea brings little, if any, comfort.

I’ve noticed a trend of “change” around me lately. The nature of my role places me in a position with clients to recommend something new – a change. Those are usually circumstances in which an organization is aware that a change is needed, but it still doesn’t make it easy.

There’s also the kind of change that feels like it’s happening to you. This became clear to me when I was at the LeadingAge Annual Meeting in Boston, and it struck me that we’re in the middle of unprecedented change in the field of senior living.

Here are 5 signs of changing times that are at the top of my mind:
 

  1. Changing Consumer – Just when we think we’ve figured them out, it’s time to usher in the next wave of future residents. Boomers will change how we communicate with them and what they value in their retirement living options. You need to understand this next generation of residents and evaluate how your community fits their value set.
  2. Increased Competition – You might have a strong reputation in your market, but all that can change if a new player enters the scene. This is happening at a rapid rate, which forces you to look your community, what it has to offer, and how it’s unique compared to the competition. You’ll need to understand and tell your story.
  3. Evolving Services – How we serve seniors is expanding. There’s more variety than ever in lifestyle offerings, care levels, care delivery and so on. Educate yourself on what’s new in this area.
  4. New Technology – This is a big one. New technology is changing every aspect of senior living. Resident expectations for technology within the community are growing. It’s changing the way wellness is tracked and care is delivered. It’s certainly changing how people learn about your community and contact you. Digital inquiries are on the rise. So from a sales perspective, you need to change how you communicate with prospects and leads – email, CRM, data capture and social.
  5. Life Plan Community – Even the terminology is changing. LeadingAge revealed this name to replace CCRC. It was a buzz topic during the conference. There were lots of questions and it created a dialogue. I could feel a shift in just 3 short days, from the immediate skeptical reaction when people first heard the term to a more open-minded, accepting view after processing it for a bit.

These are just a handful of the major changes underway. Change typically carries with it doubt, fear, uncertainty and a sense of losing control, but it can also be exciting.

Each of the categories above ushers in massive opportunity. It’s a sign that we’re in a growing, booming field. It was invigorating being at the LeadingAge Annual Meeting around professionals who share the same passion and witnessing this change firsthand.

So, as you’re faced with the inevitable change in your own community, I encourage you to look for the opportunity.
 
This article by Molly White was reprinted with permission from GlynnDevins.
 

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