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Seniors are becoming more tech-savvy, and adult children play an increasingly important role in the sales process. Expectations are for timely response to inquiries and digitally delivered content. 

Marketing automation enables senior living organizations to meet these expectations, engage leads with relevant content, track and score each lead’s digital behavior, and deliver better leads to the sales team.

During this webinar, GlynnDevins covered marketing automation from the basics to best practices to examples of rich automation programs.

In this webinar you will:

 

  • Learn all about marketing automation, its key features, how it differs from both CRM and email systems, and the role marketing automation can play in driving lead engagement and sales.
  • Learn the crucial role that content plays in both lead acquisition and lead nurturing/engagement.
  • See marketing automation examples, including lead capture techniques, key content, lead nurturing programs, behavioral tracking and scoring, and automation-driven sales tactics.

 

The webinar is available online.

Download the slides.

See other webinars from GlynnDevins.

 

 

The Office of Medicare Hearings and Appeals, which is responsible for Level 3 or Administrative Law Judge (ALJ) appeals, has a new system that providers can access to verify ALJ appeals status. 

To verify ALJ status through the ALJ Appeal Status Information System (AASIS), providers will need to enter the appeal number.

Due to the large number of appeals, it could take at least 16 weeks after mailing the appeal for it to show up in the AASIS system. 

Appeals finalized more than 180 days ago will not appear in the system, and those settled through a requested settlement will reflect appeal status before the settlement request is finalized. 

For all other levels of appeals, providers will need to contact the appropriate review contractor.

The Financial Accounting Standards Board (FASB) released its long-awaited proposed accounting standards update for nonprofit organizations. 

The document includes numerous changes that will profoundly impact the way these entities present their financial statements. The exposure draft is open for public comment until August 20, 2015.

The announcement is the latest step in a process started more than three years ago when FASB set out to improve financial reporting in the nonprofit sector. The proposed changes will impact financial statements and some note disclosures. 

What the new standard means to you

Preparers of financial statements are urged to be proactive in reviewing and understanding the proposed guidance. Included in the proposed standard are sample financial statements using the new reporting structure. You can use these examples, when appropriate, to identify the impact on your organization. 

By reviewing the proposed standards and utilizing the examples, you will have the opportunity to communicate any suggestions or negative impacts of the proposed standard to FASB.

If the standard is approved, early communication to the users of your financial statements is also a key to successful implementation. Consider formal training for certain financial statement users, such as your board of directors, to explain the impact of the new reporting structure.

Specific areas of interest

New net asset classifications

For organizations that receive contributions or grants with donor-imposed restrictions, the three current net asset classifications would be collapsed into two. Unrestricted net assets would become net assets without donor restrictions; temporarily and permanently restricted net assets would collectively become net assets with donor restrictions.

Direct versus indirect cash flow reporting

Nonprofits will now be required to follow the direct method when preparing the statement of cash flows. While some have elected to do this presentation in the past, it is uncommon. 

Presentation as operating, investing, and financing will also change for certain activities related to long-lived assets, borrowings, and interest and dividends on investments.

Additional reporting measures in the statement of activities

Exempt organizations can expect to report two new subtotals in the statement of activities in the net assets without donor restrictions category. 

The first is a subtotal of operating revenues, support, and expenses (before “transfers” and excluding resources received with donor-imposed restrictions); the second is a subtotal after “transfers” resulting from board designations or other self-imposed limits.

While these additional subtotals are not expected to significantly affect financial reporting, the provision has garnered attention surrounding the reporting of transfers and whether it will actually reduce complexity for financial statement users.

Underwater endowments

Underwater endowments are those permanent gifts having a current market value that is less than the historic or original gift amount. Under the new guidance, underwater endowments will be classified in net assets with donor restrictions instead of the current classification in unrestricted net assets. Expanded notes will also be required to disclose amounts underwater and to present plans for reducing or not spending from these funds.

Enhanced note disclosures

Existing standards require all organizations to report expenses by function (program services and supporting activities) on either the face of the statement of activities or in the notes. 

Expenses by natural expense classification (salary, occupancy, professional fees, depreciation) is currently allowed but not required. Under the proposed standard, organizations will now be required to disclose expenses by both function and natural classification. 

This can be accomplished through either a statement of functional expenses or disclosure in the notes.

As previously noted, donor restrictions will not distinguish between temporary and perpetual restrictions on the statement of financial position and statement of activities; however, the footnotes will continue to include enough information for the user to understand the timing and nature of the restrictions on net assets.

Reporting investment returns

Organizations will be required to report investment income after deducting external and direct internal investment expenses. Given the varying size and complexity of investment portfolios this information has been inconsistently tracked among some nonprofit organizations. This change will provide a more comparable measure of overall investment return among peers.

How we can help

CliftonLarsonAllen’s nonprofit professionals will continue to follow these developments, and provide additional guidance as it becomes available. We can help you understand how these reporting changes will impact your organization.

This article was written by Laura Vansuch, senior manager of nonprofits at CliftonLarsonAllen, and is used here with permission.

Do you disagree with actions imposed on your organization by the Centers for Medicare and Medicaid Services (CMS)? If so, BKD would like you to know that the process to request a hearing with an Administrative Law Judge in the agency’s Civil Remedies Division has changed.

As of October 1, 2014, those looking to request a hearing must submit an electronic request to the Department Appeals Board (DAB) via its Electronic Filing System (E-File).

Petitioners must be registered users to use the electronic filing system. New users can register by following three steps:

  1. Click 'Register' on the DAB E-File home page.
  2. Enter the information requested in the "Register New Account" form.
  3. Click 'Register Account' at the bottom of the form.

If you have more than one representative handling your appeal, each representative must register separately to use DAB E-File on your behalf. 

Each document must be submitted as a PDF.

This article was originally written for BKD, and is used here with permission.

Bluespire marked the 50th anniversary of the Older Americans Act in May. The Act recognizes older Americans for their contributions to the nation. 

This year’s theme, “Get in on the Act,” centered around increasing community engagement for older adults and the impact their actions have on not just their community but their city and the country.

While the month of May seems to fly by quickly, recognizing senior volunteers should not be a one-off, single month focus. In 2013, 20 million senior volunteers gave nearly 3 billion hours of service, at a value of $67 billion according to the Corporation for National & Community Service (CNCS). 

For many moving into senior living communities, an active, involved community is an essential selling point in choosing where they live.

For those residents who are worried that transitioning to a senior living community will isolate them from volunteer opportunities, there are many actions marketers can take to assuage their fear while also promoting the selfless acts of their community’s own residents.

Tell Resident Stories 

A key component to help prospective residents learn about life in your community should be testimonials straight from other happy residents. Whether it’s an interview, a first-person narrative or positive press you received, use the opportunity to show just how involved your residents are. Bluespire Senior Living client SearStone actively promotes resident stories through their website, showcasing involvement in fundraisers and other volunteer efforts. Positive testimonials are key to giving prospects and insight into day-to-day living.

myBrochure

Bluespire Senior Living’s myBrochure module for Community Center allows seniors and/or caregivers the opportunity to showcase volunteering as a key component of the community. 

The Village at Orchard Ridge utilizes the myBrochure module, allowing prospective residents to create a brochure around key factors that will influence their decision, including volunteering. After walking through six steps and including the specific information you would like to see, myBrochure creates a personalized brochure that can speak to the specific concerns of your prospects. 

Building key information about volunteering ahead of time makes it easy for prospects to see just how involved residents are in their greater community.

Social Media

We’ve written before about the preparation needed to have your residents appear in social media as outlined by the Fair Housing Act (FHA). If done correctly, social media is a great way to showcase the good work of your residents in a more socially active age. As of 2014, 56% of seniors 65+ are on Facebook and that number is growing. 

Facebook events and posts are an easy way to give residents and prospects a sense of how the community stays active in volunteer circles. Once again, if pictures are being used, residents featured in the pictures must sign authorization forms and you must meet all of the requirements of the FHA. 

We encourage you to consult your legal counsel beforehand to ensure to satisfy compliance. 

As we celebrate Older Americans Month, we recognize the massive contributions seniors make through selfless acts of charity and volunteerism. For many, these acts are a critical part of defining who they are and constitute a large part of their day-to-day lives. It is important for marketers to showcase the opportunities that are available to them as well as applaud the actions of those who call your community home.

This article was written by Matthew Hager, marketing manager at Bluespire, and is used here with permission. 

 

According to a report from Ziegler, more and more providers are entering into partnership agreements with like-minded organizations to: 

 

  • Develop innovative service models.
  • Negotiate healthcare contracts.
  • Grow at a more rapid pace than they would be able to otherwise. 

 

These partnerships can take multiple forms, but many are increasingly being reorganized as joint ventures. As shown below, the 2014 LeadingAge Ziegler 150 survey results revealed that roughly 1/4 of the largest nonprofit providers are engaged in some type of formal joint venture. 

The largest proportion of the 24% reported that they are in a joint venture with another senior living provider or a hospital/healthcare system. 

Two new innovative partnership models were developed to effectively negotiate contracts and to build upon the respective and complementary strengths of the respective members:

 

  1. Covenant Health Network (CHN)
  2. Tandem 365

 

Covenant Health Network (CHN), based in Arizona, is a nonprofit Post-Acute Integrated Delivery System, formed in 1997 that encompasses 91 senior care facilities in 4 states. 

CHN was created to provide a seamless continuum of post-acute and senior care services in a more cost- effective manner, while collaborating to improve quality and reduce administrative costs. CHN is structured with a formal member agreement giving them the authority to negotiate on behalf of its members. 

In the Fall of 2014, CHN also entered into a joint venture agreement with 13 Pennsylvania-based Continuing Care Retirement Communities who were part of the Anabaptist Providers Group to form Covenant Health Alliance of Pennsylvania. 

This agreement will create a single point of access to the Alliance, position the provider members for additional joint venture opportunities, and become a strategic initiative center for the members. 

Tandem 365 is a collaborative effort among four senior living providers in Michigan (Clark Retirement Community, Holland Home, Porter Hills, Sunset Retirement Communities) and Life EMS. 

The collaborative provides a comprehensive array of services to elders who may or may not be nursing home eligible. 

The goal is to manage chronic conditions, improve overall health, and prevent members from becoming nursing home eligible or needing nursing home level of care. The Tandem 365 model is ultimately designed to improve health and reduce costs for elders. 

The list below reveals additional partnership and joint venture examples that nonprofit senior living providers have entered into in the past year: 

 

  • Home Health Care Services: Presbyterian Villages of Michigan (MI) and Homestead Home Health Care Services.
  • Interlude Restorative Suites: Presbyterian Homes & Services (MN), Benedictine Health System, and Allina Health.
  • Dialysis and Kidney Care: Presbyterian Homes and Services (MN), DaVita and HealthCare Partners.
  • Hospice Care: Redstone Village (AL), Hospice Family Care and Huntsville Hospital.
  • Continuing Care at Home Program: Williamsburg Landing (VA) and Riverside Health System. 

 

Providers are encouraged to explore where partnership opportunities exist. It is important to effectively evaluate the alignment between organizations, mission congruence, and clarity of each organization’s goals for pursuing a collaborative arrangement. 

While many organizations are garnering great benefit from these arrangements and new models, some unfortunately do not succeed. It is important to do the needed due diligence before entering into any type of formal agreement. 

For further information on Ziegler, or items included in this newsletter, please contact the Ziegler banker in your region. 

This article was written by Lisa McCracken, senior vice president of senior living research and development at Ziegler, and is used here with permission.

 

According to Think with Google, consumer behavior has changed forever. Today’s battle for hearts, minds, and dollars is won (or lost) in micro-moments -- intent-driven moments of decision-making and preference-shaping that are seamlessly woven into a consumer’s daily life, according to a blogpost by GlynnDevins.

Micro-moments occur when people reflexively turn to a device -- increasingly a smartphone -- to act on a need to:

  • Do something.
  • Discover something.
  • Watch something.
  • Buy something. 

It’s never been easier as a consumer to take action. In these moments, consumers’ expectations are higher than ever.   

Watch the above video to see what Google is defining as micro-moment opportunity marketing. Chances are you’ll recognize yourself as a consumer.

In senior living, we know that adult children have trigger moments in which we, as marketers, have micro-time frames to respond and connect. Everything from This isn’t quite working out moments, to I can fix thismoments, to Where do I even start? moments. These micro-moments might come in the form of:

  • Isn’t there something better for Mom?
  • How can I stop worrying about Dad?
  • I need help caring for my mother-in-law. And I need it now.
  • Mom is no longer here. Who is going to take care of Dad?
  • I’m ready to simplify my life and start looking out for myself.
  • If Mom falls again, I don’t know what we’ll do.
  • We’re moving and need someone to watch over Mom and Dad without us around.
  • If we take away the car, how will Mom and Dad get around?

When these moments occur, it’s important to have a website optimized for mobile, a search plan so people can easily find you and good content available to answer their questions when these moments happen.

Right now moments are happening -- everywhere. Lots and lots of micro-moments. Are you ready? 

This article was written by Janel Wait, vice president of digital at GlynnDevins, and is used here with permission.

 

At the 12th Annual HJ Sims Late Winter Conference on Financing Methods & Operating Strategies for the Senior Living Industry, 5 senior living industry leaders described their experience using strategic partnerships to grow their mission and serve seniors in new ways. 

Summaries are provided below.

Wesley Finch, vice chair, and Mel Lowell, COO
Jewish Federation of South Palm Beach County

The Jewish Federation of South Palm Beach County, located in Boca Raton, FL, is a one of the largest Federations in the country, with over $31 million in total revenue in 2014. The campus, situated over 100 acres, houses many organizations and programs including the Federation, preschools, Jewish day schools, a fitness center, cultural programs, adult-day care, special needs programs for children and adults, low-income housing, and mental health services.

Despite its many programs, the Federation has experienced a declining donor base and sought to generate much needed ancillary revenue streams to grow its endowment. 

Recognizing the strong local market demographics and the absence of a high-end senior housing option that offered a full continuum, in 2007, the Federation embarked on the development of a new continuing care retirement community (CCRC) on the north end of its campus.

Sinai Residences of Boca Raton is currently under construction and will consist of 237 IL units, 48 AL units, 24 Memory Care units, and 60 nursing units. The community has sold out and is now taking waitlist deposits. Not only will the CCRC give the Federation the financial strength needed to expand its mission further, but it will also provide the local community and its seniors another valuable resource.

Denise Aver-Phillips, vice president of community outreach, C.C. Young

Since 1922, C.C. Young, a single-site CCRC located in East Dallas, has been committed to fostering deep community ties within the greater Dallas area. 

It seeks to engage not only residents and their families, but also various arts and community groups, employees, volunteers, donors, and the general public. 

C.C. Young’s vision of an integrated community received tangible application with the 2007 opening of The Point Center for Arts and Education located on their campus.

The Point is open to all, age 55 and older, to participate in year-round programs, events, and classes on arts, education, spirituality, entertainment, wellness and fitness. The building includes a café, fitness center, chapel, and art gallery, and the hosts ongoing lecture series and art exhibits. 

While a challenge for The Point is the limited direct revenue it generates, the C.C. Young team has discovered that its true value is in expanding the community’s reputation and generating resident referrals.

One of the key lessons C.C. Young learned was to dream bigger. The success of The Point has the left the community needing more space to grow its programs. As it embarks on its Master Plan in the coming years, The Point will continue to expand its reach to the greater Dallas senior population.

Andrea Cohen, co-founder and CEO, HouseWorks

Founded in 1998, HouseWorks is a home care industry leader. Located outside Boston in Newton, MA, it is the largest, private single-site provider in the nation and serves over 300 clients per week. 

In addition to delivering direct care to its clients, HouseWorks also collaborates with other senior living and healthcare providers in the Greater Boston area to deliver a suite of home care services including personal care, medication assistance, companionship, incidental transportation, dementia care, round-the-clock care, and end-of-life care.

The benefits for Senior Housing operators to partner with HouseWorks for home care services, as opposed to developing and owning their own organization, includes minimized upfront investment, guaranteed net revenue (depending on the partnership type), and limited management attention. 

HouseWorks commonly enters into one of 3 partnerships with providers including:

 

  • Developing a strong referral relationship.
  • Entering into a formal agreement.
  • Creating a joint venture.

 

Organizations like HouseWorks allow senior housing providers to broaden the number of seniors they serve in their community while minimizing the time and financial investments necessary to create their own start-up.

Brian Carnaghi, CFO, Presbyterian Villages of Michigan

Presbyterian Villages of Michigan (PVM) serves over 4,300 seniors throughout Michigan through its 27 Villages, Program of All-Inclusive Care for the Elderly (PACE), and other home and community-based services. 

Since 1945, the organization has had a culture of partnering and innovation, evidenced by its 42 single purpose entities and 22 existing partnerships.

Over the past 70 years, PVM’s partnerships have occurred in many forms including: mergers, affiliations, co-sponsorship and management agreements, and acquisitions. 

Some of the key lessons learned by the organization include: 

 

  • Leave plenty of time for partner education.
  • Simplify organizational structure.
  • Clarify roles and expectations for all parties early and often.
  • Start everything earlier, especially operations planning and fundraising efforts.
  • Finally, do not assume different interest and personalities will align.

 

Hearing from such collaborative leaders generated much discussion among the Sims Conference audience and allowed participants to identify some of the opportunities that exist for their own organizational growth. 

We greatly appreciated these speakers giving their valuable time to share their experiences and advice with us.

Greystone is pleased
to announce a global,
integrated development and management partnership with CITIC Guoan Investment
Co., Ltd. (CITIC GAI). 

Beijing, China-based CITIC GAI, a wholly owned “flag
enterprise” subsidiary of Guoan Group, is a real estate development and finance
investment firm that is committed to becoming China’s No. 1 urban services
provider of senior living and senior care. 

To make the partnership
official, Greystone and CITIC GAI recently executed a Memorandum of Cooperation
in a ceremony at the U.S. Embassy in Beijing.

Greystone will provide
comprehensive management consulting for CITIC GAI’s current portfolio of senior
care projects in China, including the well-known Grand Epoch City, located in
suburban Beijing. 

Greystone will also provide planning and operations
management consulting to GAI’s high-end, large-scale senior care communities in
China, including the Ermei and Beihai projects. 

The partnership allows for
future projects throughout China, the U.S. and globally.

Greystone’s
consultations will focus on strategic planning, hospitality training,
accounting services and management systems. 

Greystone will customize a business
plan, a financial management platform that includes budgeting and reporting,
and a management operations training program for the Chinese market.
Additionally, Greystone and GAI will jointly participate in a leadership role
advising on government senior care policy and regulation improvements.

“Internationally,
forward-looking firms like CITIC GAI have a growing interest in financial
investments in the Chinese senior market, while seeking to replicate best
practices from America to create quality senior housing,” said John Spooner,
Greystone vice chairman and CEO. 

“Senior care is a core strength
of GAI, and represents a significant investment and development strategy," Spooner added. "GAI
is driven by a mission to deliver best-in-class, environmentally-friendly
housing and sustainable care services to seniors with responsible and ethical
business practices, which makes the firm a natural partner for Greystone.”

“Our companies held
extensive background discussions on the potential strength of the
opportunities. Greystone believes that GAI and their partners offer many
competitive advantages and market differentiators that will make these
communities successful,” said Spooner.

GAI has strategic
cooperation partnerships for the development of senior living projects with
Public Holding Limited, Beijing Inno-Olympic Group Co., Ltd, and the Evergreen
Senior Care Company.

The Terraces at Bonita Springs is a Lifecare community offering the full continuum of care in Bonita Springs, FL. It is the largest senior living community between Naples and Fort Myers, which are separated by 45 miles of coastline. 

The 6-story community offers 144 independent living residences and 49 assisted living, 40 skilled nursing and 18 memory care units. 

But like many communities across the U.S. that began their development cycle at the height of the Great Recession, economic conditions posed unique challenges to overcome. 

The real estate market in Florida had dipped by an estimated 50% during the period, creating fears regarding home values. 

Florida law required Bonita Springs’ independent living residences to attain 70% occupancy before entrance fees could be released from escrow. 

SantaFe allocated 20 months to achieve the milestone. 

Bonita Springs planned to open its health services center, Renaissance at The Terraces, within a few months of independent living. 

The Renaissance contained a degree of difficulty as well -- it was the first health care development to open locally in 10 years, in a market with well-defined referral patterns. 

Additionally, the Renaissance was on pace to open in the summer, a historically low period in a historically seasonal market. 

Read the complete case study, including details of support provided by Greystone.

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