Browse the Senior Living Management topics and learn how a true partnership with Life Care Services, An LCS Company, can help you. Simply provide us with some information to indicate your interest and receive access to all case studies and white papers below.
Maintaining your faith while following industry rules and regulations can be challenging. Senior living organizations rooted in faith must remain flexible and agile to deliver an extraordinary culture, award-winning quality of care, and excellent resident satisfaction, all while ensuring monastic lifestyle practices are upheld. And it’s important your management partner understand these as well.
In October 2016, a Category 4 storm, Hurricane Matthew, hit Savannah, Georgia, and continued up the Atlantic coast to Greenville, North Carolina. The storm lasted eight days and at its peak hit 160 mph winds. Amanda Elliott, executive director at The Marshes of Skidaway Island, and Laurie Stallings, executive director at Cypress Glen, managed the crisis in different ways. But because their communities are both managed by Life Care Services, they received vital support – ensuring their residents and staff remained safe, healthy, and happy.
When older adults make the decision to move from a home where families were raised, gardens were tended and dear friends visited to celebrate life’s milestones, there is a natural period of adjustment to the new life experience of living on a Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) campus.
Your community is thriving and vibrant now – but what will you need to do over the coming years to attract a new generation of residents and assure the continued viability of your senior living community? Learn how LCS Development®, An LCS Company, employs strategic and master planning to create a clear vision and roadmap for long-term success for its senior living partners.
When residents come to the main dining room in a compressed time frame, a dining bottleneck is created. This can hurt both service and food quality. Furthermore, it contributes to resident dissatisfaction and increases unnecessary staffing costs. This paper investigates programs that eliminate overcrowding at peak periods to improve cost savings and resident satisfaction.
Consumer, industry and economic trends will continue to shape the development of senior living communities. To prepare, Life Plan Communities (formerly known as Continuing Care Retirement Communities or CCRCs) must identify the key characteristics they will need to be attractive to the consumer of the future. This paper looks at notable trends and influences on the next generation of senior living consumers, as well as the ways Life Plan Communities can adapt their offerings in the coming decade.
Through good governance, the Board of Directors of a senior living community can help sustain the long-term success of the community and the residents it serves. In reality, achieving such effectiveness is a more complicated matter. While there is no one “right” governance structure, well-functioning boards appear to share common practices, interests and approaches. This report shares statistics of an LCS survey and makes recommendations on Board governance best practices.
Senior living communities often waste money and human resources with inefficient management of basic work order processing. Inefficiencies exist in tracking orders, prioritizing them, deploying staff effectively and balancing corrective, preventive and predictive maintenance. This report outlines a strategic approach to managing work orders and presents simple best practices to help the maintenance staff be more effective.
A strong sense of security and peace of mind is one of the key reasons a resident chooses a senior living community. To adequately prepare for emergencies, senior living communities need to imagine the unimaginable — a single hurricane, earthquake, fire, tornado or blizzard can have devastating consequences. Early preparation and proper planning are essential. While there is no single emergency plan that can be applied to all emergencies, it is important to have a strategy and contingencies in place for potential disasters.
For a Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) to succeed, it must strive to achieve high resident satisfaction. To do this requires not just commitment, but also strong coordination and a meaningful way of measuring and benchmarking resident satisfaction. To create a strong resident experience, Life Plan Communities must focus on their core benefits; namely housing, financial security and access to health services. The combination of all of these contribute to a vibrant lifestyle. Additionally, the foundation of a rich resident experience rests with stable, open management teams. This white paper was prepared with a focus on Life Plan Communities. However, many of the findings can be applied to most senior living communities.
Seniors are rapidly adopting social media, such as Facebook and YouTube. As these activities become more and more mainstream, communities that ignore social media to communicate with this demographic do so at their own peril. Developing a roadmap for social media marketing is essential for success.
WhiteStone is an entrance fee, Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) with 125 independent living units and 100 skilled nursing beds. However, the community had several weaknesses regarding their operations and position in the marketplace. Thanks to the initiatives of Life Care Services, marketing processes and plans were established. There were also improvements in the efficiency and effectiveness in the day-to-day operations of the community, cost savings were identified, revenue increased, accounts receivable was improved and overall resident satisfaction increased.
This not-for-profit Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) had all the elements necessary for a successful community —except enough residents. The board called upon Life Care Services to uncover the root causes of the occupancy issues, and within six months, The Marshes was generating a steady stream of inquiries and had a strong waiting list. By year’s end, the community achieved stable occupancy and was 99 percent sold. In addition, The Marshes received “Best of Savannah” designations from Savannah magazine in 2011, 2012 and 2013.
Richly appointed with natural wood and stone, Timber Ridge at Talus showcases the beautiful Pacific Northwest scenery. This Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) is also the first Life Care Services and Leadership in Energy & Environmental Design (LEED)-certified community. Before its doors opened, they had to generate sales and introduce Life Care Services to prospects in a brand new market. Life Care Services implemented an outreach strategy, which resulted in 84% occupancy in the first eight months and very high satisfaction rates.
Residents of Eastcastle Place, a Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) on Milwaukee’s Upper East Side, get to sleep in a “castle” and a historic landmark every night. But despite the community’s landmark status and its vibrant urban locale, sales were sluggish and leads were few. Life Care Services re-energized the community, and in just over a year, occupancy had risen to 95% with a high volume of inquiries. The community’s value proposition was consistently communicated to prospects and a strong brand was established.
When older adults make the decision to move from their home to the new life experience of living on a Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC), there is natural period of adjustment. Two studies funded jointly by LCS and Brookdale were done to compare the aspects of non-residents’ decision not to move to a Life Plan Community and their overall satisfaction with life, vs. those who had moved to a Life Plan Community. Overall, Life Plan Community residents had a higher satisfaction with their home and well-being than non-residents did at the final interview.
Wyndemere is a Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) west of Chicago, and consists of 237 independent living units, 65 private assisted living apartments and 103 nursing care beds. They had a solid reputation, strong occupancy rates and ties to the nationally recognized Central DuPage Hospital. However, because they were located in a highly competitive market, the community experienced sluggish sales. Life Care Services Senior Housing Marketing & Sales (SHMS) proposed changes and provided them the opportunity for a smooth, effective transition.
A strong sense of security and peace of mind is one of the key reasons a resident chooses a senior living community. A comprehensive risk management strategy includes an emergency preparedness plan. While there is no single emergency plan that can be applied to all emergencies, it is important to have a strategy and contingencies in place for potential disasters.
United Methodist Village opened in 1998, and is located in Godfrey, IL, a small city in western Illinois adjacent to the greater St. Louis metropolitan area. The community is managed by Life Care Services™ and contains 174 rental independent living units and 44 assisted living units. The sluggish economy took its toll on occupancy but a team approach embraced by staff and residents improved occupancy to record-setting levels.
As a not-for-profit Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC), The Forum at San Antonio prides itself on a high level of resident involvement in all aspects of the community’s operation. For several years, the board had felt its expectations for The Forum were not in sync with the services being provided by its existing manager. One of the board’s earliest invitations was extended to Life Care Service, who helped re-energize their reputation, experience and financials.
Westminster Village West Lafayette (WVWL) is a non-profit Life Plan Community (formerly known as Continuing Care Retirement Community or CCRC) located in West Lafayette, Indiana, that shares strong ties with Purdue University. WVWL had seen declining occupancy levels in all areas of care and needed to implement a strong, forward-thinking marketing and sales plan for occupancy development, as well as execute a plan of finance. Life Care Services provided management operations, marketing and sales, advertising and financial consulting services.