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.

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.

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.

The pressures on the senior living sector only abated marginally in 2023, as operators tried to maintain their balance in a precarious business and economic environment. And any significant reversal in fortunes is unlikely to occur until 2025, as political volatility in 2024 will continue to influence the regulatory and interest rate environment.

Managing against countervailing forces has been an ongoing struggle that’s not going to ease much in the new year.

There’s good news, for example, in that senior living occupancy rates are coming back from the pandemic’s devastation. And in nursing homes, occupancy reached 82.3% in August, topping 82% for the first time since April 2020. Regardless of setting, however, providing adequate resident care is a challenge given severe staff shortages amidst the worst job losses of any healthcare sector.

And although cooling inflation is a positive, it’s still running above the Federal Reserve’s 2% target and has not yet resulted in relief on costs. Interest rates are stubbornly high, and operators should be worried about the impact on the cost of long-term debt coming due, not to mention revolving credit lines.

Plus, unlike other sectors, parts of the industry can’t just offset inflationary costs by raising its fees — assisted living operators that rely heavily on Medicaid, for instance, and nursing homes, most of which depend on Medicare and Medicaid reimbursements, which are based on data two years behind and not adjusted for inflation.

Managing the risks is do-able, if difficult. One area where senior living and care organizations can help themselves in 2024 is by staying open to and leveraging risk mitigation and transfer strategies and solutions.

Meeting the staffing challenge

In early 2023, more than 70% of assisted living communities and 80% of nursing homes reported staffing shortages, and for some operators, the situation only has gotten worse as the year progressed. Providers have been forced to ask current staff members to work overtime or additional shifts, depend on temporary agency staff, or limit new move-ins.

Minimum staffing requirements proposed for nursing homes by the Centers for Medicare & Medicaid Services may further sap the industry given associated costs of some $6.8 billion, according to one study. And the effects of that proposal, if it is implemented, will be felt by assisted living operators and others.

The pace at which the population is aging and pressuring the system suggests that better pay alone is not the answer. Still, many are watching California to see whether its new $25 minimum wage for healthcare workers moves the needle.

Equally important may be balancing out a tough working environment by providing a quality employee experience built around individualized benefits. By offering benefits that respond to where people are in their personal and professional lives, employers can make their work environments stand out.

More than just health benefits, this means those benefits that simplify and improve employees’ lives or help them save money, including auto, home or renters’ insurance. Or that improve their lives, like mental health services or emergency backup services. Or even other benefits that might demonstrate the value that is placed on employees, such as recognition and motivation programs. Such benefits may be no or low-cost but can yield big returns for the investment.

Two coverages to transfer hard and soft risks

The healthcare industry continues to be a top target for cyber intrusions, and the senior living and care sector is just as vulnerable as the big hospital systems. The good news overall is that the number of healthcare data breaches dropped 15% through 2023’s first half. The bad news, though: a new record of 40 million individuals were affected.

The issue is not going away in 2024, and senior living and care providers should take heed. Cyber breaches often stem from human error, which is more likely to occur with the pressures of staff shortages. Plus, most communities and facilities are underinsured for the risk, with policies that leave big exposures. When cash-strapped, they’re not likely to want to think about better coverage against the risk, even with more moderate rate increases of about 10% ahead. That should make improved digital security controls an imperative.

A softer risk, but one that’s no less costly, is workplace violence, and particularly active shooter incidents. These incidents have occurred this year in senior living and care facilities from California to Texas to Florida, involving family members, workers and outsiders. It makes the case for workplace violence coverage, which is a relatively inexpensive business interruption protection.

The Mother Nature effect

A continuing concern for every business sector, including senior living, has been the pressured market environment for property insurance. Building valuations still are escalating on top of pure rate changes.

Blame Mother Nature, and not just for the cost of hurricanes, winds and storms, particularly in coastal areas. Add in scorching heat, which stands to cost the United States $100 billion in lost productivity, even as it causes mortality and disrupts business continuity.

Looking ahead, communities and facilities in more vulnerable regions can expect double-digit rate increases, whereas those less exposed will see rates stay flat.

Moving into 2024…

Now is the ideal time for senior living and care management to enlist its brokerage partners to undertake a thorough assessment of how much risk they are comfortable with and the cost of transferring that risk. That should lead to a better understanding of whether it would make financial sense to put alternative risk structures in place.

When there’s a financial squeeze from the perspective of cash flow, profitability and insurance cost, it’s time to reassess how if dollars spent on insurance are rendering the most profitable outcome. Now is the time to be asking those questions, because status quo no longer works.

Gerald Stoll is the US senior care segment leader with global insurance brokerage Hub International. He specializes in developing comprehensive insurance and risk management solutions for the long-term care industry, including independent living, assisted living, nursing homes, clinics and urgent care centers.

Jordan Parnell is the healthcare practice group leader for Hub International’s Gulf South Region. The practice group consults, designs risk management programs and brokers insurance transactions. He also is involved in the national healthcare team that brokers complex multi-state and international healthcare transactions.

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.

Senior living communities, however, often are faced with staffing shortages, making it difficult to meet this growing demand. Among healthcare-related sectors, long-term care facilities have been the hardest hit in terms of staffing during the pandemic, according to industry advocates.

Staffing challenges are further exacerbated by the nature of the work in senior living communities. Providing services and care for older adults often requires around-the-clock attention and a diverse range of services, including personal care, medical care and emotional support. This reality demands a highly skilled and dedicated workforce, but the industry struggles to attract and retain qualified professionals, leading to understaffing and overworked employees.

Inefficient communication an overlooked source of burnout

One of the less-discussed challenges contributing to staff burnout is the inefficient communication methods used within senior living communities. Traditional modes of communication, such as phone calls and paper notes, are time-consuming and cause workflow disruptions, further adding to the stress and workload that has left the long-term care industry in a state of crisis.

For most senior living communities, answering a family member’s questions specific to a resident’s care or well-being can be a haphazard process dependent on work shifts, staff availability and front desk access to information about individual residents.

When communities get a call from family, front desk staff members must interrupt their other tasks to track down the information or find someone who knows the answer, creating additional labor and potentially delaying responses, which easily can create a vicious cycle where family members and staff members wind up exchanging voicemails in an endless game of phone tag that frustrates both parties.

Additionally, paper-based communication methods are prone to errors and delays. Important messages can get lost in the shuffle of paperwork, and staff members may struggle to keep track of critical information, leading to potential lapses in services and care.

Personal device usage puts operators at risk

In the absence of an efficient communication platform, it’s not uncommon for staff members to resort to using their personal devices to communicate with residents’ family members. Although doing so may seem like a formidable solution, it comes with its own set of challenges. Staff members using their personal devices for communication can receive calls or texts at all hours of the day, further exacerbating burnout and affecting work life-personal life balance.

Moreover, engaging in communication with family members outside of a community’s internal systems introduces significant quality control issues. Without the centralization of messaging across the entire enterprise, important details can be lost or overlooked, leading to potential errors in care and service plans or miscommunication of critical information. This lack of standardized communication jeopardizes the overall quality of care and compromises resident safety.

Another consideration is compliance with regulations and privacy standards, such as the Health Insurance Portability and Accountability Act. Personal devices typically are not equipped with the necessary security measures to safeguard sensitive medical information, creating potential breaches in patient confidentiality requirements.

Solve communication challenges and combat burnout with technology

By embracing innovative communication technologies, senior living communities and skilled nursing facilities can revolutionize interactions between staff members and families, ensuring swift and unified information-sharing.  

One of the key benefits of adopting better communication technology is the ability to provide real-time updates to family members. With secure messaging apps and online portals, families can receive instant notifications about their loved one’s well-being, eliminating the need for phone tag and fostering a sense of transparency and trust.

Purpose-built platforms with features such as broadcast messaging serve as the modern-day megaphone, enabling staff members to effortlessly share essential updates with both the care team and family members simultaneously. This functionality ensures everyone stays on the same page and receives timely information in a fraction of the time previously required.

Group family messaging further strengthens this bond by creating secure, digital chatrooms where caregivers, healthcare professionals and family members can communicate in real time. It’s a game-changer that reduces the need for endless phone calls and emails while keeping discussions neat and organized.

24/7 information access builds transparency and avoids phone calls

Communication platforms that integrate with electronic health records systems can offer a new level of family engagement by allowing 24/7 access to a resident’s health information, such as access via a patient portal. Designated family members can check up on their loved one’s well-being without the hassle of contacting staff for routine inquiries, promoting transparency and putting families at ease.

This wave of technology is not just breaking down communication barriers; it’s building bridges of trust and collaboration in the long-term care community while ensuring all communication and data are securely stored within an operator’s network. This situation not only promotes resident privacy; it also streamlines documentation, making it easier for staff members to access and update resident information.

By embracing modern communication platforms and integrating them with EHR systems, senior living and skilled nursing providers can create a more efficient, secure and transparent environment. This environment not only benefits staff members by reducing burnout and improving workflows; it also enhances the overall quality of care and the experience for residents and their families. As the aging population continues to grow, it is imperative that long-term care operators embrace these technologic advancements to meet the evolving needs of their residents and staff members alike.

Gary Hamilton is CEO of InteliChart. He has led the company since its inception in 2010, and over the years, his work has led to the evolution InteliChart’s patient portal into a full suite of engagement solutions that addresses automated patient scheduling, appointment reminders, digital intake, telehealth, patient feedback and population health initiatives. Before InteliChart, he held leadership positions with Integrated Healthcare Solutions and Atlantic Healthcare Management.

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.

To keep momentum and consistency in senior living growth and scaling initiatives, we suggest a quarterly pulse of regular whole-organization sales and marketing meetings. Having a one-page strategic marketing plan on hand, similar to the template below, can help frame the conversation and give way to actionable outcomes. The “BIG,” or Big Important Goal, at the top, as well as the objectives in the left column, stay the same for the year, and the strategies and measures are refreshed each quarter dynamically as the bulk of the meeting agenda.

Here are a few deeper insights from your peers on how they are using the quarterly pulse meeting and one-page strategic marketing plan:

“During our whole-organization sales and marketing meetings, we dedicate considerable time to discussing and refining our strategy. We delve into market trends, emerging technologies and new marketing methods to ensure that we remain at the forefront of the industry. By aligning our goals with our sales and marketing activities, we can effectively navigate the ever-evolving market landscape and maintain our competitive edge.”

– Third-quarter 2023 survey respondent

“At the heart of our organization’s success lies our dedicated sales team. To support their growth and enhance their effectiveness, we prioritize providing comprehensive training and development opportunities. During our meetings, we focus on evaluating sales performance, setting ambitious but attainable targets and incentivizing our sales team. We inspire our sales staff and equip them with the necessary skills and knowledge to excel in their roles. It’s more than a meeting; it’s a time to motivate our team to achieve exceptional results.”

– Third-quarter 2023 survey respondent

“In our whole-team meetings, we carve out time to discuss our levels of care, including each one’s strengths and weaknesses and how we can close any known gaps. We explore how to bring various levels of care to market effectively, ensuring that we communicate the value proposition of each while also staying consistent with our overall brand positioning. This is how we enhance customer satisfaction, differentiate ourselves from competitors and expand our reach.”

– Third-quarter 2023 survey respondent

This e-book has additional information.

Wendy O’Donovan Phillips is CEO of Big Buzz, a marketing agency that for more than 15 years has helped senior living marketing and sales teams nurture leads to increase occupancy, grow and scale. She is the author of the book “Flourish!: The Method Used by Aging Services Organizations for the Ultimate Marketing Results,” has been published in McKnight’s Senior Living, has been a regular contributor to Forbes, and has been quoted in the Washington Post, ABC News and Chicago Tribune.

The Big Buzz leadership team regularly lectures in front of audiences ranging from 25 to 6,000 attendees, including at Argentum and various LeadingAge chapters. Agency awards and accolades include recognition for excellence by the American Marketing Association, Gold Key Award Winner by the Business Marketing Association, HubSpot Academy Inbound Marketing Certification and Top Advertising and Marketing Agency by Clutch.

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.

Whatever the reason, choosing a new PCP is an important decision, especially for adults aged 65 or more year — and, in the case of older adults, for the administrators, case workers and other key staff at senior living communities and adult living facilities, it’s imperative that they can help residents keep a sense of independence while improving the quality of their everyday lives.

As a primary care physician and someone with many family members who are older, I’m often asked what people should think about when it comes to primary care. Here are three important questions older adults and their loved ones should consider when beginning the search:

1. What matters most?

The first step in choosing a new PCP is to think about what matters to the resident or patient, because it can vary from person to person. Primary care is personal, and everyone deserves a PCP who is guided by the person’s own values and preferences. What are their health goals? What barriers do they face? Is their current care and treatment helpful? Are any parts burdensome to them?

It may sound simple, but reminding residents and their loved ones that they should make decisions based on what matters most to them is a critical place to start when looking for a new PCP.

2. How do they prefer to use primary care or specialists?

Many older adults are managing multiple chronic conditions, such as hypertension, diabetes or arthritis, so it’s important to think about what role they would like their PCP to play in taking care of all their conditions. Do they prefer a PCP who wants to care for all of their needs directly, or do they prefer a PCP who likes to refer them to specialists? 

Different primary care providers offer different levels of care. Some PCPs take a more hands-on approach and see their role as bringing care together and, as such, they are heavily involved in important decisions such as managing daily medications or chronic conditions, even when those treatments were originally prescribed by specialists. They also may think about a patient’s social and emotional health, providing suggestions to improve their overall well-being.

Other PCPs take a different approach, limiting interactions to annual check-ups or sick visits, seeing patients less frequently throughout the year, and letting specialists take the lead in care with less involvement. Each patient should think about their preference and find a PCP that matches their choice.

3. How and where do they want to receive care?

Most older adults have preferences in how and where they want to access their PCP. For example, they might prefer office visits, telemedicine or maybe even home visits. Or there’s the possibility that they like a mix of one or two ways in which they receive care.

Each option comes with its own set of benefits. For example, at a recent home visit, we noticed that our patient’s walker was causing shoulder pain, which made it difficult for her to get around. We were able to make a simple adjustment that solved the issue, but this couldn’t have been made without seeing the patient in her home environment. For patients who prefer virtual visits, there are many easy tools and technologies that make it possible for examinations to happen through a computer screen and to communicate with a PCP.

When thinking about how and where patients want to receive their care, choose one or a mix of options based on their preference. If they prefer to avoid a crowded office, then perhaps a mix of at-home visits and virtual care is right for them.

For care providers with patients at senior living communities, collaborating with loved ones is especially important. So understanding how their PCP will help with care coordination and communication is critical. Good primary care should make it easy for others to join in visits and medical decisions, allowing them to take an active role and actually be a member of the patient’s care team.

Moving forward: Choosing a PCP

What guidance can you share with the older adults in your community or facility?

Start off by reminding seniors to ask the people they trust — senior living community staff members, friends, family, trusted specialists and their insurance provider — if they know a PCP who matches what they’re looking for. For example, “I am looking for a PCP who is willing to respect my preferences and is ready to help me take charge of all of my specialty care.”

Once they have a referral, make sure that they’re asking the PCP (or their care  team) questions to help determine whether they align with the aforementioned questions. For example, “Does Dr. X usually make referrals for diabetes, or does she manage most diabetics herself?”

By helping older adults understand how to evaluate their needs and how to find providers that align with them, you can help improve their quality of care — and their quality of life as they age.

Neil Patel, MD, is chief health officer of Patina Health, a relationship-centered primary care provider dedicated to improving the healthcare and aging experience for people 65 and older.

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.

1. Establish common values and culture. Doing so ensures that all team members adhere to the same code of conduct and standards, fostering team cohesion and cooperation. At each quarterly session, have team members read aloud for the entire group your organizational mission, vision and values. Encourage folks to share about how another person on the team embodied the organizational values or culture. As Alicia Marie of PeopleBiz Inc. says, “Culture is what you say, do and reward.” Dust off the document and make it come to life with regular discussion. 
2. Offer incentives and rewards. This can be done through team bonuses, recognition programs and promotion mechanisms. By providing tangible rewards for achieving team goals, organizations such as yours can motivate and engage their employees. And remember, even a simple verbal acknowledgement in front of a high-performing team member and her co-workers can be received as a remarkable reward.
3. Establish effective communication channels. By developing independent communication software or platforms, organizations can facilitate daily communication among team members, ensuring that everyone stays informed and connected. A favorite of ours is Slack. Carry that same crystal clarity into your meetings with the L10 meeting format.
4. Encourage ongoing training and development. By providing necessary training programs and continuous learning opportunities, organizations such as yours enable team members to acquire new skills, grow professionally and remain competitive in their respective fields.
5. Provide feedback and assessments. Gathering feedback and conducting assessments of the team’s current state allows organizations like yours to identify areas for improvement and address any issues or challenges hindering team alignment. Regular feedback and assessment help foster continuous improvement and enhance team effectiveness. Initiating a voice-of-the-employee survey before your quarterly meeting will allow you to share data and trends that emerge from your study.
6. Clarify goals and expectations. It’s crucial for organizations to ensure that all team members are aware of your organization’s goals and expectations. This clarity helps align individual efforts with the larger organizational objectives, promoting a shared sense of purpose and direction.
7. Establish consistent rules and procedures. To maintain team alignment, organizations should establish consistent rules, policies and procedures. By ensuring that all employees understand and follow these guidelines, organizations can create a unified and efficient work environment. But don’t spend too much time here — even 15 minutes of reminders about structures in your quarterly meeting can go a long way in promoting adherence to company policies.

These best practices, when implemented effectively, can significantly contribute to team alignment and enhance overall organizational performance. And we wish you all the best in achieving higher marketing outcomes by aligning your team!

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CEO Wendy O’Donovan Phillips is the author of the book “Flourish!: The Method Used by Aging Services Organizations for the Ultimate Marketing Results,” has been published in McKnight’s Senior Living, has been a regular contributor to Forbes, and has been quoted in the Washington Post, ABC News and Chicago Tribune.

Big Buzz is a marketing agency that for more than 15 years has helped senior living marketing and sales teams nurture leads to increase occupancy, grow and scale. 

The Big Buzz leadership team regularly lectures in front of audiences ranging from 25 to 6,000 attendees, including at Argentum and various LeadingAge chapters. Agency awards and accolades include recognition for excellence by the American Marketing Association, Gold Key Award Winner by the Business Marketing Association, HubSpot Academy Inbound Marketing Certification and Top Advertising and Marketing Agency by Clutch.

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.

For the first time, Medicare will be empowered to leverage its purchasing power on behalf of millions of older adults and directly negotiate costs with pharmaceutical companies. This unprecedented authority to tackle drug prices signals a new era that could substantially lower out-of-pocket drug costs for some senior living residents and other other older adults and reshape the Medicare prescription landscape.

Currently, Medicare Part D plan sponsors negotiate with drug manufacturers to set prices. The Medicare program itself, however, had been barred from using its bulk buying power to bargain directly. Consequently, beneficiaries often faced high prices for vital medications.

Under the new legislation, starting in 2026, Medicare can negotiate prices for 10 high-cost drugs. This list will expand to 15 drugs in 2027, ramping up to 20 drugs per year by 2029. The secretary of Health and Human Services will choose the applicable drugs based on the highest spend and lack of competition.

For selected drugs, manufacturers that choose not to negotiate or don’t reach an agreed-on price will be penalized in the form of an excise tax of up to 95% of sales. This tactic is meant to encourage pharmaceutical companies to negotiate.

The Congressional Budget Office estimates $101 billion in savings over 10 years. With lessened drug costs, Medicare beneficiaries, the most frequent consumers of prescription medications, stand to reap significant savings.

Beyond negotiating authority, other pivotal measures will bolster affordability. The law empowers Medicare to offer free vaccines for health issues such as shingles. Older adults who have Medicare Part D coverage are able to access vaccines through their plans but often face copays and other out-of-pocket costs. Removing this barrier will encourage vaccine uptake, which will benefit community health.

Further, a $2,000 annual cap on out-of-pocket drug costs will start in 2025, offering added financial protections. Currently, only 25% of Part D enrollees have additional coverage with an out-of-pocket limit. For those lacking extra coverage, the sky could be the limit on drug spend. Putting an upper bound on costs, even if higher than ideal, will bring peace of mind.

With increasing inflation-strained budgets, the $35 monthly cap per month on insulin costs also will alleviate the financial burden for people living with diabetes. Overall, the suite of reforms targets affordability.

Beyond cost implications, empowering the Medicare program with negotiating authority has symbolic significance. It represents the budding recognition that comprehensive, government-provided healthcare is a right, not a privilege. Although Medicare negotiation applies narrowly, for now, it sets the precedent of the government flexing its muscles to act in citizens’ interests.

As HHS Secretary Xavier Becerra noted, “It means the power of Medicare, the purchasing power, can finally be used to force drug companies to the negotiating table and keep prices down for patients.” In essence, it signals the first step on a path of wider reform that puts patients over profits.

To fully realize the benefits, however, efficient implementation will be key. HHS will need to strategically identify high-impact drugs and take an aggressive stance at the negotiating table. Approaches could include refusing coverage for drugs deemed overpriced to pressure manufacturers to lower costs. The success rests on HHS’ savvy in understanding pharmaceutical company incentives and squeezing every ounce of leverage from Medicare’s coffers.

As talks proceed, pharma will try to protect profits. Arguments about stifled innovation and reduced incentives for new drug development likely will arise to try to temper Medicare’s negotiating zeal. But excess profitability in the industry suggests room for reductions without hampering progress.

Additionally, pharma may try to circumvent negotiations by tweaking drug formulations and extending patents. Vigilance from HHS will be imperative to prevent “evergreening” and other forms of exploitation. Billions in revenue are at stake, so pharma will resist change, making resolute negotiation indispensable.

Looking ahead, the forecast is sunny, with some clouds on the horizon. Price negotiation puts downward pressure on costs and offers relief, especially for low-income older adults. Negotiations, however, are limited to older generic drugs. Newer specialty meds, often having the highest prices, remain largely unaffected.

Taxpayers could foot the bill for lowered pharma revenue, with higher Part B and D premiums expected. And congressional budgetary approaches could mask the full cost impact. Still, any progress in allowing Medicare to leverage its full market power is undeniably a positive step.

The door of reform has cracked open, but broader changes are needed for transformative effects on drug affordability. Increasing the number of negotiated drugs and faster indexing of negotiated prices to inflation would maximize savings. Letting HHS set prices after considering research and development costs, rather than engage in drawn-out negotiations, could prove more efficient.

Most importantly, allowing Medicare to leverage its buying power across all prescription medicines — not just a handful — would revolutionize market dynamics. Combined with enabling negotiation of rates paid to hospitals, physicians and other providers, comprehensive Medicare reform could curb healthcare inflation and catalyze universal coverage.

Although the scope of the act remains limited, Medicare drug price negotiation gets the ball rolling. It signals that the government is acting in citizens’ interests. And that’s an outlook that older adults and all Americans can cheer.

Yet the time is ripe to capitalize on this momentum. Policymakers must make this hard-fought victory a springboard to even bolder reform that truly puts patients before profits. Medicare negotiation marks one milestone on the path to healthcare justice, but the marathon for lower drug prices and equitable access continues.

Luka Yancopoulos is CEO of Go Grapevine, a medical supply procurement and inventory management company.

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.

And although I took their advice to heart, studying the demographic trends and reading books about aging, the transition has been surprisingly simple. In fact, although the verticals may appear to be divergent — the ebullience of childhood set against the quietude of old age — they are more similar than I ever would have imagined. 

In my role as chief growth officer, there are a few lessons I’ve learned from early education that have shaped how I think about marketing and growth in senior living:

Quality of care is opaque: One of the unseen challenges that consumers face when exploring both early education and senior living is recognizing quality care during the family tour. Because the average consumer doesn’t fully understand the cognitive principles that drive care in either industry, it’s very easy to miss indicators of quality. Although physical attributes such as decor and amenities are easy to see, other aspects of quality senior care, such as a sense of community, quality staff or strong engagement programming, are harder to spot. As a result, consumers may focus too much on things such as design and decor, thinking of them as proxies for quality care.  

As marketers, we need to invest in helping consumers understand what quality senior care actually looks like in practice. This means not only increasing our production of educational content but also training our staff members to point out quality markers when touring.

In early education, we loved highlighting something as simple as art projects that all looked different, as it showed that we encouraged individual creativity in children. In senior living, it might be pointing out a specialized role, such as a director of engagement, to fully illustrate how much investment is made in engagement. After all, how we help consumers recognize quality care is so important to fully realizing the investment that is made every day in senior living staff, training and policy. 

The product is a promise: At their core, both the early education and the senior living industries rest on the premise of a promising future — an unwavering assurance that today’s investment yields a better life tomorrow. Parents enroll their toddlers into early education programs with a trust that their little ones will grow to be creative, collaborative and confident. Similarly, the decision to transition into a senior living community rests on a pledge to make the “golden years” truly golden. Whether it’s fostering a child’s development or ensuring a dignified and engaging life for our older adults, both industries essentially sell the promise of a better tomorrow by making a qualitative investment today.

Senior living marketers have a particularly challenging, but important, role to play in expanding the narrative around what a better tomorrow actually looks like for older adults. The industry has made incredible progress in showcasing older adults with style, substance and vitality — but have we represented diversity in our marketing efforts? Can older adults with mobility issues or other challenges see themselves in the pictures we paint?

As the average age of an assisted living resident is 85, we have an obligation to represent the future for those folks with similar verve and vitality as well. The promise of community and purpose are open to everyone, and we can help those who don’t fit the mold of our marketing personas by introducing a new model for healthy, happy and truthful aging.

Changing caregiver complexity: In both industries, the purchase decision often is made or influenced by a family caregiver — most often women. And the complexity of these women’s lives continues to change.

The June Bureau of Labor Statistics report noted a historical peak in the women’s labor force participation rate, and the Pew Research Center shares that women now outnumber men in the US college-educated labor force. Although this demographic shift suggests economic and professional change, the harsh reality is that our societal norms may not have evolved as quickly.

In fact, another Pew study reports that in opposite-sex marriages, women still are picking up more of the household duties and chores. This intersection of forces forms a demanding quartet — juggling child-rearing and elder care responsibilities with household duties and maintaining full-time employment. 

Senior living needs to re-imagine our model for family engagement. Although family caregiver interest and engagement are likely to be unwavering, their time, energy and capacity may be waning. For marketing and product teams, how we leverage technology to share daily engagement activities, communicate resident concerns and encourage connection are going to be even more important in the years to come. 

Maintaining the mission

The journey from early education to senior living has been engaging, enlightening and so exciting. For as much as the verticals may appear to be different, they have at their core a concern for human health and happiness. And a mission-driven marketer, there’s no higher calling than that. 

Christine Healy is the chief growth officer at Seniorly, a senior living technology company that helps older adults and their families find the right senior living for their needs and budget. She has more than 20 years of experience driving growth and acquisitions and has worked in mission-driven sectors, including early education and educational travel in addition to senior living. Healy has worked for two of Fortune Magazine’s “100 Best Companies to Work For.” You can reach her at christine@seniorly.com.

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.