Oh, and also yourself.

Care — whether that’s giving or receiving — bookends all our lives. Yet for some reason, the bulk of the focus is either squarely on the front end of that journey, when children enter the picture, or the back end, when parents and other relatives begin to age.

But what about the middle and the transition from one phase to another? For us to thrive as a society, I believe we need to start thinking about care, not as something that happens at the start or end of life, but something that is continuous — something that enhances life and doesn’t diminish it.

Currently, we’re not set up for this reality. But by radically rethinking the care economy, we can be. To flip the script and reframe how we offer care in this country, there are three conversations we need to have. Let’s take a look at each.

1. What does care look like at every stage in my live and my loved ones’ lives?

It doesn’t matter what season of life a person is in, we can all benefit from having a safety net of care. That peace of mind that comes from knowing measures are in place to protect you. But safety nets require preparation, and herein lies the rub.

By default, babies come with time built in to anticipate and plan their caretaking, usually with the help of others, whether that includes a partner, coworkers, friends or family. For the other side of life’s bell curve, it’s a bit more challenging. One minute your parents are spry, hiking Machu Picchu, and the next, they’ve fallen and broken a hip. Things can change at any moment. And they do — without nine months of preparation to “senior proof” your loved one’s home so they can continue to live independently.

How do we prepare for those unexpected situations? Communication. Instead of waiting for a parent to become vulnerable, we can talk with one another about caretaking for all the stages that comprise our lives. Perhaps it’s when they have their first grandchild. Do they want to live closer? With consistent planning and regular check-ins about what lies ahead (both the potential and inevitable), we replace fear with transparency. And in doing so, we can prepare for these events and provide our loved ones with a safety net instead of a rude awakening.

2. How does care help me live my best life?

Not to answer a question with a question, but what if, instead of viewing care through a lens of crisis and catastrophe, we viewed it as self-care? To some, this may seem like a stretch beyond radical, but hear me out.

When we shift our viewpoint of caring for others and receiving care as an opportunity for independence and freedom, the act becomes empowering, enriching, and a sign of agency, confidence and strength.

The process starts by completing three relatively straightforward steps:

• Acknowledge you need help.

• Ask for help.

• Accept the help.

Although simple, executing on those three steps can be difficult. They each require some degree of vulnerability. And who likes that feeling? This is especially true of the caregivers who belong to the sandwich generation, those people (primarily women) in their 40s and 50s situated between the young and old and responsible for caretaking both.

For women, it’s easy to assume the role of caregiver — for everyone. At peril to ourselves, we fall into the stereotype of feeling like we have to be invulnerable and completely self-reliant. When you consider that mothers in the sandwich generation feel more stress than any other age group, it becomes clear that functioning as a village unto ourselves is unsustainable.

It’s only when we become able to model for others that it’s OK to ask for and receive assistance that we can get off the island of one and instead provide safety and assistance to one another.

3. Who is in my care village, and how do we lean on each other?

Growing up, my care village consisted of three generations, with no fewer than seven kids running amok at any time. If my parents were working, then there always was an aunt, uncle or grandparent to help — and there was no shame in asking. If one person needed a break, someone else stepped in — caregiving was a shared responsibility, and the idea of a care village embodies the principle that everyone, regardless of age, deserves a supportive community around them. That’s not a common model anymore, especially in a Western culture dominated by the nuclear family. And although everyone’s care village is different, it doesn’t mean we all still don’t need one.

When you consider the concept of a village, it’s important to think beyond only family. Not everyone has family in the traditional sense and oftentimes, they can be fraught. A village, on the other hand, is accessible and available to all — it just may be your next-door neighbor, your former spouse, or the people you play cards with each month.

With a village, it doesn’t matter who “resides” there; the important thing is to have that connectedness of care. And just as its members don’t have to live under one roof or even next door, a village also might not even be a person, it also could be technology.

With advancements in AI and machine learning, technology that can connect caretakers to people both on and offline, and a proactive internet of things that allows caregivers and care receivers to get ahead of a future incident, our villages become exponentially vast.

This affords peace of mind. Because I worry — and not just about the older members of my family. I think of my daughter at college and her personal safety and security, my friend out on a Tinder date, and my real-estate agent relative, who makes a living showing houses to strangers.

It’s not likely that they’ll take a nasty spill or encounter anything untowardly, but if there’s a way to help them feel more cared for and safe, then I’m here for that. I’ll know my care village is a vibrant and dependable one. And this puts us all one step closer to leading a life with dignity, independence and the joy of possibility.

Chia-Lin Simmons is the CEO at LogicMark and a tech veteran with more than 25 years of industry experience. She previously worked at Google, Audible and additional companies before joining LogicMark in 2021. LogicMark provides personal emergency response systems, health communications devices, personal safety apps, services and technologies to create a connected care platform.

The opinions expressed in each McKnight’s Senior Living marketplace column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

Everywhere you turn these days, there’s talk of senior living occupancy returning to pre-pandemic levels. And the general view among the industry’s closest observers is that this is going to be a good year to raise rents, as that rare combination of higher consumer demand and a paucity of new startups works its price-point magic.

Then there’s this: A tough financing environment marked by higher interest demands and more restrictive capital access is starting to get better and could improve dramatically in the second half of the year.

The source for this latest prediction is none other than the world’s largest healthcare symposium, which concluded last week in San Francisco. Compared with a year ago, the mood was decidedly more upbeat at the J.P. Morgan Healthcare Conference, which brings together investors, bankers, scientists and various other high-level movers and shakers.

Their general consensus was that capital access will steadily improve. That will no doubt be good news for senior living operators looking to tackle overdue repairs, indulge in renovations or upgrade services. Not to mention possible mergers or acquisitions. (Which are expected to see a notable uptick this year, according to the most technologically advanced Ouija board operators.) No doubt, available funding at reasonable rates could be a game changer for many operators, maybe even the larger senior living field.

Let’s not forget there’s that little matter of whether the Federal Reserve will cut interest rates as a way to spur things on. Last month, Fed Chairman Jerome Powell indicated that as many as three rate cuts could happen this year. Of course, that markdown assumes inflation holds steady. Or better yet, declines.

So, all things considered, it’s easy to feel pretty good about where things stand for senior living operators right now, and where they might be heading. Or as Buffet might remind us, this is probably a good time to start stressing out.

John O’Connor is editorial director for McKnight’s Senior Living and its sister media brands, McKnight’s Long-Term Care News, which focuses on skilled nursing, and McKnight’s Home Care. Read more of his columns here.

Newly released research forecasts another coming demographic trend that operators will want to get ready for: The number of centenarians is expected to more than quadruple by 2054, according to data from the US Census Bureau analyzed by the Pew Research Center.

“Centenarians currently make up just 0.03% of the overall US population, and they are expected to reach 0.1% in 2054,” according to Pew. That percentage may not sound like much (and some of the proportion change is partially due to an expected lower birth rate), but looked at another way, the population of those aged 100 or more will grow from 101,000 this year to approximately 422,000 over the next three decades.

By comparison, look back to 1950 and only 2,300 Americans were centenarians, Pew pointed out, citing Census data. What a difference!

Exactly what can senior living expect? It’s difficult to say for sure. Other changes involving older adult health, medical advances and related issues may be in store as well.

But it’s easy to imagine an increased length of stay for the types of individuals who typically are moving into senior living communities now. Or, the average move-in age range may be pushed higher — some older adults currently are able to stay in their homes until they pass away, but as life spans increase, they may age to a point at which they need the services and care found at a senior living community.

Prepared operators should have new opportunities.

It’s worth noting that many baby boomers will be part of this demographic trend, too — they will be aged 90 to 108 in 2054. So maybe this trend simply will represent a progression of the wave, at least at first.

One thing is certain: While preparing to meet the needs and wants of baby boomers today, operators will need to start thinking about how to evolve to serve those boomers, and the generations that come after them, as more of them live more than 10 decades.

Lois A. Bowers is the editor of McKnight’s Senior Living. Read her other columns here. Follow her on X (formerly Twitter) at Lois_Bowers.

During our final session, we tried to help them pare back their goals, but they fell into the problem many companies are facing. They were struggling to prioritize and, against our advice, they felt that they needed to begin to address each item all at once. 

Senior living business leaders and companies are facing a very similar challenge in 2024, and should they fail to focus and prioritize addressing the greatest issues they face, they will soon find themselves asking how they didn’t make any headway in 2024 and what to do about it in 2025.

This can prove challenging, as these companies aim to meet immediate financial targets and operational goals while they also need to lay the groundwork for sustainable growth, innovation and quality improvement in the long term. To cut through the noise, leaders must strategically focus and prioritize the right challenge by determining its urgency over its relative standing in the hype cycle.

So, let me help with that. Here are the four challenges and their implications that leaders and companies could face that must be addressed if they are to not only survive 2024 but thrive.

1. Today’s trendiest AI isn’t everyone’s best tool

Senior living businesses have arrived at a crossroads in 2024. Integrating artificial intelligence into general business practices has become an imperative and an untenable obstacle course.

Many companies are moving forward with the misguided hope that the benefits will outweigh the upfront costs, and that can be true. AI can personalize care, customize resident plans, provide predictive analytics and tell you what your budget could be next year.

Companies, however, will need to make smart choices, as not all AI models are built and, more importantly, trained, equally. Choosing the wrong model means a potential for a closed-loop input system where the model does not consider outside needs of potential future customers other than what it was trained on.

To make the most of AI, businesses should prioritize models that have transparency and ones that can help them fix their fragmented data. Siloed records, notes, charts and schedules in multiple platforms that lack interoperability means there will be limited value in the analytics from a model only able to pull from one source of data. The integration challenges are real, but the potential is transformative.

2. The demographic cliff

It’s not news to you that senior living businesses are facing the stark reality of the increasing number of potential residents and a lack of talent to care for them. As baby boomers continue to age and look to move into active-adult or various other tiered classes of caregiving, not only are the communities lacking or nonexistent, but so are the caregivers. Flexible working options and higher pay elsewhere are fueling resignations.

To address those challenges, businesses need to consider new development routes for staff and properties. Considerations for creativity in how administrative roles are staffed and developed through training and upskilling local community members is one way to start.

Long term, the labor shortage may mean rethinking on-demand workers over full-time hires. Also, there is the potential for modular construction, and investors looking to be recession-resilient could mean new forms of capital that could allow for the right-sizing of the units and technologic improvements needed.

3. Transparency versus personalization versus privacy

Senior living companies have leaned heavily on personalization to drive engagement. Data collection can provide unique offerings, especially with the advent of wearables, which can help customize meal plans, activities, amenities and medicine, but consumers and clients have begun to demand more privacy and protection of their data.

Businesses must become more transparent about where they collect data, where outside data are being used and what is done with them. If done successfully, the transparency can bolster engagement and increase communication between the residents and the communities, another potential data perk.

Equally important will be open communication on issues such as sustainability, social responsibility and employee well-being. Today’s residents and families expect more transparency. Companies that honestly address their practices and shortcomings will build trust. 

4. Inflexibility in your future direction

Operators facing these pressures often suffer from a lack of agility and flexibility in their planning. Anticipating future challenges in healthcare and demographics is crucial yet challenging, especially with limited resources, as those challenges constantly move.

Even with prioritized challenges to address, however, leaders must be open to being nimble enough to adapt their hardened three- to five-year plans while also realizing that type of planning needs to shift to become 10- to 15-year planning. This change will allow them to be ready for shifts in behaviors, to grow as digital health evolves, residents’ preferences morph and staffing dynamics shift.

Allowing for re-perception of the challenges and trends that are faced throughout the year will allow companies to be proactive instead of responsive. Most companies lack this flexibility, which ultimately means they stay the course when they need to pivot and, in doing so, become obsolete to the whims of their clients and residents.

In 2024, these challenges and trends are not just obstacles but also catalysts for innovation and improvement. For business leaders, particularly in the senior living industry, addressing these challenges head-on is not just about survival but also about thriving in an ever-changing landscape. By doing so, you can ensure sustained growth, improved service quality and enhanced operational efficiency, ultimately leading to long-term success and a positive impact on your communities.

Mark Bryan is the senior foresight manager at the Future Today Institute, an advisory firm specializing in strategic foresight aimed at driving corporate strategies that lead to long-term success and resilience. The institute partners with leaders of Fortune 500 companies, world governments and other major organizations to help them pivot, adapt and thrive in the face of disruptive change.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

But other dangers exist, too; the process of hiring can consume substantial amounts of time and resources. Failing to identify unsuitable candidates in a timely manner will result in malinvestment, even if the candidate is never hired.

And yet, hiring remains a top priority. As disconcerting as the stakes may be, properly carrying out background checks is a necessary and ultimately rewarding effort.

To help senior living communities navigate this process successfully, I’ll discuss the three most common errors organizations make.

1.  Ignorance-induced legal risks

Litigation is a top concern for any senior living employer conducting background checks. Employers should ensure full understanding and compliance with both local and federal legislation long before even designing their policy, not to mention running an actual check.

Laws governing the hiring process will vary widely based on location and the nature of the position. They tend to specify certain aspects of the procedure, such as information that must be communicated to candidates throughout the screening process. Restrictions and regulations on using acquired data also are common, with consideration of marijuana use or criminal backgrounds being notable examples.

Whatever the particulars may be, any given organization will be subject to a specific, often unique, set of laws. Failure to adhere to such legislation may expose a company to potential lawsuits, which can easily cost millions of dollars in settlements and legal fees. When it comes to the law, due diligence is always due.

2. Flexibility without framework

Oftentimes, approaching the screening process on a case-by-case basis is the path of least resistance. Although each position should be given unique consideration, improvisation always will land a company in hot water.

The underlying factor here is that lack of consistency increases the likelihood of legal negligence. Without a pre-decided policy, it is much easier for an employer to disregard certain legal guidelines or restrictions that otherwise might be detailed in a well-prepared plan. Once such a policy has been created, staying aligned with the law is merely a matter of ensuring that it remains up-to-date. 

Another serious concern is that an unorganized background check always will lack the efficiency of a carefully designed workflow. Organizing how screenings and communications, among other things, will take place ensures that a company’s background check does not waste resources.  

3. Using unclear criteria

Finally, senior living organizations often try to speed up the screening process by sending all candidates through a single filter. The faults with such an approach, however, are obvious. Unclear criteria consistently will deny competent workers where parameters are too strict and allow unsuitable workers where parameters are too loose. For this reason, companies must establish job-specific criteria.

The first criteria to consider are criminal backgrounds, because — yet again — the law must be considered first and foremost. Legislation often will regulate which workers can be employed in certain fields, such as working with older adults, based on criminal records. Although background checks in this industry are more extensive than in most other industries, some offenses should not disqualify candidates for certain positions.

Non-criminal criteria like work experience, licensing, references, and referrals should also be job-specific. While there is not much flexibility here, organizations must decide for themselves where to set the bar for each position — something that may change with the job market. 

Bottom line

The process of screening candidates for hire is not simple for senior living employers. After all, it is a matter of life and death. With legal and economic concerns around every corner, it is easy to feel overwhelmed. When taken into account, those mistakes cannot only be carefully avoided but can guide a company in executing robust background checks that offer peace of mind and allow its workforce, and living community, to prosper.

Jeff Ernste is chief sales and marketing officer with Minneapolis-based Orange Tree Employment Screening. For more than 30 years, Orange Tree has provided technology-enabled background screening, drug testing and occupational health services for clients nationwide.

The opinions expressed in each McKnight’s Senior Living marketplace column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

Tuesday’s release of a final rule on worker classification standards surely will trigger many a call to HR for a policy rewrite. And perhaps to legal counsel for advice on how to react.

According to federal regulators, the updated standards promise to bring clarity to the often murky distinction between independent contractors and employees.

Clearly, regulators feel that too many senior living operators — and employers in general, for that matter — are using the “independent” label to identify workers who should rightfully be considered employees.

Specifically, the new rule adjusts the method of analysis and adds criteria for determining which bucket a worker should be placed into.

The Labor Department asserts that the new rule will take a more “holistic” approach that encompasses additional factors and weighs them more evenly in the decision-making process.

But as so often is the case, operators are pushing back against an official narrative that seems to promise help while ignoring burdens.

“We are concerned that the rule, coupled with other proposed federal regulations, will only serve to exacerbate the workforce shortage and wipe out some of the recent modest gains communities have made in recruiting individuals to help care for our seniors,” Argentum Senior Vice President of Public Policy Maggie Elehwany told McKnight’s Senior Living.

Additionally, the changes may place greater legal and financial burdens on senior living operators, suggested Gerald Maatman Jr., partner and chair of the class action practice group at legal firm Duane Morris.

Maatman suggests that implementation of the rule may well prompt more wage and hour misclassification class action litigation in the sector.

Remember that famous line: “I’m from the government and I’m here to help you”?

I guess you could say it took on a whole new meaning this week. Or that at the very least, the old meaning was freshened up.

John O’Connor is editorial director for McKnight’s Senior Living and its sister media brands, McKnight’s Long-Term Care News, which focuses on skilled nursing, and McKnight’s Home Care. Read more of his columns here.

The effort queried 2,000 US adults in October. That the survey was sponsored by The Vitamin Shoppe and dietary supplement brand Ancient Nutrition probably doesn’t surprise you, given that so many of our annual promises to ourselves revolve around health and wellness.

In fact, the top categories for goals, according to a Talker report on the survey, include relationships and friendships (51%), physical health (49%), socializing (44%) and mental health (39%).

Making resolutions is popular, survey results show. Three-fourths (75%) of respondents said they set at least one resolution each new year, and another 12% said they set resolutions, but not necessarily every year.

“The New Year can be an ideal time to set resolutions and goals, because it’s a chance for a fresh start and a clean slate,” said Josh Axe, DNM, DC, CNS, co-founder of Ancient Nutrition and a member of The Vitamin Shoppe’s Wellness Council. “Lots of people are setting goals at this time, so you can feel supported and part of something bigger than just yourself.”

Forty percent of poll-takers said that the way to keep a resolution is to “start small,” even though 42% of respondents said they preferred to make long-term goals; 27% said they preferred to make short-term goals.

Respondents said that goals, on average, should be attained within five months, but if not successful, 54% of respondents said they would just start over. Most of the adults taking the survey said they viewed resolutions as a motivator (63%), a tradition (50%) or a way to improve their health (44%).

Axe said that it’s important for people to tailor their resolutions to their own health and lifestyle, because everyone is different.

“Resolutions and goals, whether long-term or short-term, can be powerful motivators for each of us to work towards improving our health and sense of well-being,” Axe said. He recommended that resolutions be specific, measurable and achievable. “Wellness is a lifelong journey, and resolutions and goals can be helpful reminders and incentives along the way,” he added.

Wishing you much happiness and success on your journey.

Lois A. Bowers is the editor of McKnight’s Senior Living. Read her other columns here.

Lifelong learning has seamlessly integrated into both my personal and professional life, serving as the driving force behind my belief that senior living communities should offer and ensure access to a wealth of opportunities for expanding the minds of their residents.

The quest for knowledge is a never-ending journey — that’s a belief that lies at the core of my mission. Since joining The Kensington at Walnut Creek, my primary goal has been to ensure that age never becomes a barrier to enriching one’s mind.

Lifelong learning is about so much more than keeping your mind intellectually sharp; it plays a vital role in maintaining a high quality of life. It’s the key to nurturing both a healthy mind and a healthy body, and it can significantly contribute to warding off cognitive conditions, such as dementia, while promoting social connection.

In senior living communities, recognizing the significance of offering a diverse array of social activities tailored to residents’ varying needs is paramount. Providing a multitude of opportunities that span across emotional, occupational, physical, social, intellectual, creative, nutritional and spiritual dimensions of wellness can foster an environment where growth and self-improvement remain continuous pursuits.

Encouraging residents to participate in activities aimed at cognitive enrichment is essential. Those activities may include hosting discussion groups, trivia nights, history lessons or an outing to the latest art exhibit. Empowering residents to influence their learning experiences by enabling them to suggest topics they are passionate about also can prove beneficial. Doing so offers them a meaningful way to keep their minds engaged and curious.

In the modern digital age, maintaining connectivity also is so important. Providing residents with access to technologic resources and the support to use them can help them enrich their online presence, facilitating increased engagement and connection in an increasingly digital world.

A dedication to lifelong learning is in harmony with a broader philosophy that prioritizes the well-being of residents. This philosophy offers a personalized approach to wellness, tailored to meet the unique needs and priorities of each resident. It includes offering programs that encompass various aspects of well-being, including daily fitness classes, cardio programs, nutritional consultations and opportunities for residents to give back to the community through philanthropic activities. Those carefully crafted programs should go beyond being mere offerings; they should be designed to be evolving experiences that adapt to the changing needs and desires of residents, ensuring that their well-being remains a central focus.

Lifelong learning begins with those who genuinely care about providing people of all ages with ongoing opportunities for growth. By fostering a lifelong pursuit of self-enrichment, we empower individuals to embark on journeys of self-discovery and intellectual expansion, regardless of their age. This commitment serves as a transformative force that shapes lives and nurtures an ever-curious and engaged community.

Joseph Villanueva is executive director at The Kensington at Walnut Creek, a Kisco Senior living community in Walnut Creek, CA.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

I have spent most of my career focused on product development and design, most recently for Wellinks, a digital health company focused on cardiopulmonary conditions, which predominantly affect older adults. I know firsthand the dedication required to create solutions that are beneficial to all users. Engaging older adults isn’t impossible, but it isn’t a passive process. Companies must be willing to put in the time and energy.

Over the years, I have had valuable conversations with older adults and providers alike, constantly tweaking our approach and striving to find the perfect recipe for digital health tools that meaningfully engage older adult users outside of a brick-and-mortar physician’s office. For those interested in helping to make tech easier for older adults to adapt, in designing tech for older adults, or in taking a peek into the design process, here are four strategies I’ve found successful.

1. Demonstrate value up front.

For those who may not use technology regularly, it can be more difficult to see the big-picture effect of maintaining consistent engagement with digital solutions. Being asked constantly to input data without seeing any results can be frustrating, and it can make users question why they’re even engaging in the first place.

With this in mind, we should strive to create digital health tools that constantly demonstrate their value, making clear how each user action helps drive results and make a difference in the care journey. By helping users see both the short and long-term benefits — such as celebrating quick wins or establishing a baseline for daily readings — we can excite them about their results and empower them to continue adapting to new solutions.

2. Meet users where they are.

In many cases, people are fully excluded from digital health opportunities if they don’t have access to or feel comfortable using technologies such as smartphone apps. Rather than expecting older adults to learn completely new modes of technology, companies providing digital health services should be flexible with their offerings.

For example, if someone doesn’t own a smartphone or tablet, then there always should be options for them to engage with similar resources via email, text message or voice calls. Kicking off a user’s digital health journey with methods already familiar to them helps create a foundation of trust and comfort, making them open to being coached through incorporating new technologies down the road. If we commit to meeting users where they are, then we will open doors to quality care for a broader population.

3. Build technology as a window for personal connection.

It’s a common misconception that virtual care replaces human connections. Although it is true that digital health tools can offer alternatives to in-person physician visits, it’s best to think of those solutions as new windows for building human connections.

Fostering positive relationships with care providers helps users avoid the feeling of aimlessly inputting information into an app. Connecting with older residents and patients virtually builds trust and comfort in the process. Those relationships are the key to addressing the care gaps between in-person visits and improving continuity of care.

4. Prioritize accessibility.

When designing digital health solutions, it’s essential to make components user-friendly and accessible to encourage the consistent engagement necessary to be effective. Virtual care designers should prioritize things such as page scalability, screen reader compatibility, clear information hierarchies and a focus on making all elements as simple as possible. Keeping accessibility front and center in product development lets users know you are dedicated to their success.

Older adults managing chronic diseases have plenty to gain from accessing virtual care solutions, and the onus is on those of us offering those services to ensure that our tools work for those who need them most.

Excluding older adults from technologic advancements based solely on their age and perceived unwillingness to learn is an overused excuse. So what if virtual care tools didn’t exist when our seniors were born? For many, neither did computers or microwaves, but this reality hasn’t stopped our grandparents from learning to comment on our social media posts or heat up their coffee. Why should it keep them from receiving quality healthcare?

Research conducted during the pandemic identified a 300% increase in the overall use of telemedicine services among older adults, indicating both willingness and ability to adopt those tools.

The senior living industry must resist the misconception that technology always is a barrier for older people and instead normalize adapting offerings to maximize value for all users, regardless of their age or level of familiarity with tech. Doing so creates meaningful opportunities for those users to gain more confidence in their self-management abilities, establish a better understanding of when intervention may be necessary, and check in more frequently with medical professionals invested in their well-being.

Especially in senior living communities, where older adults are more likely to experience mobility challenges and require assistance attending in-person doctor visits, we have a heightened responsibility to provide more accessible healthcare options that meet residents where they are. With more than 60% of adults aged more than 65 years owning smartphones as of 2021, the foundation for reaching residents already is there. Building it up and integrating digital health solutions is a natural next step.

Virtual care is here to stay, so it is time we start working harder to make those solutions an option for everyone.

Ellen Su is chief product officer for Wellinks, a digital health company focused on cardiopulmonary conditions.

The opinions expressed in each McKnight’s Senior Living marketplace column are those of the author and are not necessarily those of McKnight’s Senior Living.

Have a column idea? See our submission guidelines here.

What’s especially significant here is Judge Douglas L. Fleming Jr.’s searing words — and their unmistakable implication. Boiled down, he said that assisted living communities are not qualified to call themselves healthcare players.

His reasoning for such a rejection? Because senior living communities are not licensed as nursing homes or hospitals, nor do they employ licensed healthcare providers to “primarily” render healthcare services.

“One only has to look at the statutory distinction between an assisted living facility and nursing homes,” Fleming wrote. “[W]hile each facility renders healthcare services, only a nursing home primarily does so.”

Well, I guess that’s one way to kick a budding movement in the pants.

These days, fewer senior living communities simply describe themselves as a choice-driven, nonmedical setting for the aged.

Sure, maybe senior living (especially assisted living) might have aligned with that description a few decades ago. But times have changed.

Some assisted living settings now accept Medicaid payments (so much for the old private-pay-only requirement).

More notably, they no longer shy away from acknowledging the evident truth: healthcare is occurring within their walls.

Trade shows in recent years have showcased more operators proudly proclaiming to be healthcare providers. More than a few actively are competing against nursing homes (and to a lesser extent, home health settings) for residents being discharged from hospitals.

That’s why Judge Fleming’s ruling could become a real buzz kill.

Not only does the decision come as an eye opener; it also could give ammunition against the sector to at least two notable groups.

One is other plaintiffs who may believe that they were misled by marketing promises of more care than actually was delivered.

Another is nursing homes, which may believe that an unqualified — as in nonmedical — foe is unfairly restricting their access to people requiring post-acute care.

All of which could leave senior living operators with two obvious but uncomfortable choices.

One is to ramp up their medical care standards and pursue licensure.

The other is to revert to the official stance that healthcare is not really happening, despite overwhelming evidence to the contrary.

Care to pick your poison?

John O’Connor is editorial director for McKnight’s Senior Living and its sister media brands, McKnight’s Long-Term Care News, which focuses on skilled nursing, and McKnight’s Home Care. Read more of his columns here.