If you have limited funds for improvements at your community, several factors need to be considered before making that investment.  MDS can help you wade through the options, benefits and challenges to help determine the best decision for your needs.  According to this latest article, dining is one area to be seriously considered.

Senior Living Sees Dining as New Driver for Occupancy Growth

by: Jason Oliva, as seen on SeniorHousingNews.com  September 29, 2013

Senior living providers are making big bets on dining programs, and they’re seeing their investments and efforts pay off through higher occupancy levels and better response to marketing.

Dining services, along with caregiving and management style, have the greatest impact among service types on assisted living community resident satisfaction, according to a recent study from Western Kentucky University researchers.

The study, “Influence of Satisfaction with Services on Assisted Living Resident Satisfaction,” published in the Journal of Housing for the Elderly, found that mealtime has a greater impact on residents’ satisfaction, while apartment and facility characteristics were less significant.

For one senior living provider, an overhaul of dining services served as a mechanism for weathering the recession and boosting occupancy more than 5% post-economic downturn. Implementing certain dining strategies also helped 90% of providers increase resident satisfaction levels and improve marketability, according to a white paper from a national provider of dining services.

Trinity Senior Living Communities (TSLC) has felt the successes their dining programs have brought. The faith-based nonprofit provides senior housing in 34 communities in 25 states, with 20-plus communities providing food services.

Heavily impacted by the housing downturn in 2009, TSLC leaned on its dining services program to help drive occupancy in the years following.

In 2010, when TSLC refocused its marketing efforts to lead with food sales, the provider’s assisted living segment hovered around 85% occupied, according to Kelly Gasior, vice president of strategy, senior housing operations at TSLC. By 2013, the same market segment had reached an occupancy of approximately 90.4%.

The provider’s memory care segment also saw an uptick in occupancy from 2010 to 2013, jumping from approximately 88% to just above 95%. Gasior attributes the occupancy boost to the company’s marketing strategy that spotlighted TSLC’s dining services programs.

“Dining has been a really important piece of our success over the last several years,” says Gasior. “When we really started to turn our food program around, we settled that food was what we needed to lead with.”

TSLC realized they couldn’t do it alone, so in 2007 the nonprofit provider contracted with Unidine, a national provider of dining management for senior living communities, hospitals and business catering services.

Providing dining management services to senior living communities in 26 states, Unidine believes its fresh approach that embodies a culinary perspective is what has helped its clients see their occupancy levels grow, says Richard Schenkel, president, CEO and founder of Unidine.

“Communities have the ability to use dining programs as a marketing tool to drive new residents in,” says Schenkel. “Dining programs also help drive resident satisfaction and they help retain residents.”

A combination of dining strategies that can help senior living providers achieve occupancy goals include the use of fresh foods or ingredients, as well as choice in options, according to a white paper commissioned by Unidine that surveyed 65 senior services executives in independent living, assisted living, skilled nursing facilities and continuing care retirement communities (CCRCs) in 2010.

Of the 70% of survey participants who reported using a fresh food strategy and who also specified resident satisfaction as a goal, 92% reported that their strategies contributed to their success. Similarly, 95% of executives who used fresh foods and specified improved marketability and occupancy as a goal reported their strategies contributed to their overall success.

“If a provider is looking to drive occupancy, there’s only so many ways you can compete in the market,” says Schenkel. “People are recognizing that one dining room with one menu isn’t going to make it.”

Although such changes may result in increased expense, providers can balance cost increase in one area with strategies that reduce costs in others. For example, local sourcing of fresh produce reduces, or even eliminates, transportation to lower overall food cost, notes the white paper.

Additionally, food service management companies and group purchasing organizations have the ability to aggregate purchasing volume, participate in sophisticated networks of local producers and leverage management systems across their client portfolios to further drive down costs.

Utilizing fresh food in a seasonality approach can also lead to reduced costs, according to Gasior.

“The goal is to use the freshest food at the right time,” she says. “Strawberries in February are going to be more expensive when they’re not in season.”

Since food is an integral part of people’s health, wellness and satisfaction, live demonstrations from a community’s culinary programs can have an impact on resident attraction to a certain community, according to Darin Leonardson, director of hospitality and dining at Golden Living.

“The key is making it visual,” says Leonardson. “If you don’t display or showcase these changes, then you’re perceived as clinically-based. You need to transform staffs into chefs so that customers see them.”

Signage displaying new menu options or even spotlighting locally grown produce featured in the menu can let residents know what they’re eating is fresh and not processed or pre-packaged.

Providers even hold “open house” events for their dining service programs, inviting the neighboring community to try the food for themselves. It’s also a good way to attract prospective residents, says David Kane, vice president of senior living at The Mather, a continuing care retirement community (CCRC) in Evanston, Illinois.

“Recognition in the broader community becomes helpful from a marketing perspective,” Kane says. “The most effective way to increase or generate sales for the community is through the referrals from other residents.”

This brand of oral marketing passed along from one individual to the next can be advantageous to providers looking to strengthen occupancy, improve resident retention and satisfaction within their communities.

“Word of mouth can be of strong value,” says Schenkel. “It keeps residents happier and more satisfied in wanting to be at your facility.”

Implementing a dining service program into a community takes a team-based approach that extends all the way from corporate staff to dining and dietary personnel to help drive efficiencies, according to Gasior.

“Food is a huge piece of people staying well,” she says. “If people are eating, or not eating, that’s something dietary and dining staffs bring to us so that we can get on top of a solution. It takes a whole team of people, but you can’t exclude your dining team.”

Written by Jason Oliva

 

Jim Moore will be part of this panel of industry experts exploring the topic of International expansion and development

Senior Living Business – Interactive Webcast

Thursday, August 22, 2013, 1-2:30 pm ET (12-1:30 pm CT)

International Development: Senior Care Opportunities Overseas

Some U.S.-based providers have already expanded successfully into Canada, Mexico and elsewhere, and we hear rumblings about expanding overseas — in China, for example. The question is whether cross-border expansion is a good idea. We tap into the experience of consultants, investors and managers on the cutting-edge of this notion to help you decide how far to explore overseas opportunities, where to look and what roadblocks you’ll likely encounter.

• Where should you look for overseas opportunities?

• Should you play a consulting, investment, development, and/or management role?

• What roadblocks will you likely encounter?

• Should you set up a separate entity for overseas operations?

• …and more.

More info at http://www.levinassociates.com/conferences/146

Have you reached as high as you can?  Is your community as good as it can be? Are your employees performing as well as they can?

As much as we hope we are performing to maximum efficiency and our companies are operating at maximum capabilities, the moment we stop trying to improve is the day we start to decline.  There is ALWAYS room for improvement! Whether it is operations, employee performance, your bottom line or even your own performance, look for ways to improve, grow and develop.

Companies like Moore Diversified Services can help you in many areas: Operations Analysis, Strategic Planning, Marketing Evaluation

and more.  But only YOU can improve YOU!

Most, if not all, successful executives and entrepreneurs will credit continuing personal development as part of their success. One company I have been blessed to be teamed with encourages everyone to read 10 pages of personal development material a day.  This can be material on leadership, time management, money management, industry education or any area that will help you improve as a leader, a manager, an employee and especially as a person.

There are many great books out there so you should have no problem getting started.  Don’t like to sit and read? Get most of the top books on audio so you can engage in personal development while driving or exercising.  Here are just a few recommendations:

• The Slight Edge by Jeff Olson
• Eat That Frog!: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time by Brian Tracy
• The Compound Effect by Darren Hardy
• The Art of Exceptional Living by Jim Rohn
• The 15 Invaluable Laws of Growth: Live Them and Reach Your Potential by John C. Maxwell

This is VERY small sampling of authors and books available.  But you have to start!

Want to improve your operations – MDS can help you with that!

Want to improve your business strategies – MDS can help you with that!

Want to improve your abilities, motivation and attitude – Grab a book and start growing!

From  Generation Change

44% of wealthy people wake up three hours before their 9-to-5 job to focus on self-improvement, reading educational material, like trade journals or industry blogs.

So, what are you doing 3 hours before you go to work?

Webinar on May 16th at 1:00 pm East

I would like to inform you I will be speaking at an upcoming Senior Living Business Interactive webcast, Buzzworthy: Investing in Marketing and PR.  It takes place on May 16th at 1:00 PM ET, hosted by Irving Levin Associates.

Too often, marketing is seen as an expense rather than an investment. With the difficulty and complexity of senior living sales growing, now is the time to make the proper investment in marketing. Given the right tools and resources, marketing teams working in concert with business objectives can produce maximum impact, boost occupancy, and improve cash flow.

My fellow panelists and I will be addressing topics such as:

• How to sharpen your sales and marketing program.
• Easy steps to enhance the skill sets of your sales and marketing team.
• How effective public relations can help you meet your marketing goals.
• What you can learn from “lost prospects”.
• The cost-benefit of innovative sales and marketing initiatives.

More information about this webcast and purchasing options can be found through the following link:http://www.levinassociates.com/conferences/1305-online-conference. In the coupon box, use the word “SPEAKER” and receive $50 off.

If you have any questions about this webcast, please contact Irving Levin Associates at customerservice@levinassociates.com or 800-248-1668.

Jim Moore
President
Moore Diversified Services, Inc.
3001 Halloran Street
Fort Worth, TX 76107
817-731-4266
817-738-2031  fax
jimmoore@m-d-s.com
www.m-d-s.com

 

In a previous blog entry, we discussed enhancing your resident’s quality of life.  This can come in many areas; the dining experience, their living areas and surroundings, interaction with the staff and, most certainly, with social, recreational and cultural activities.

How are your activities contributing to your residents’ quality of life?  You can offer a number of activities to your residents, but if they don’t participate or don’t really enjoy them, are they truly beneficial or useful for enhancing overall quality of life?

Two initial ways to measure your activities program are 1) Do your residents look forward to and participate in this activity and/or 2) Is this activity “helping” your resident mentally, physically and emotionally?  Of course, not every resident will participate in or enjoy every activity which is why a variety of activities are offered on a daily basis.  Many communities will involve their residents in identifying and planning the activities of interest to them. The key is finding a balance of the types of  activities that will appeal to a majority of your residents, while not overextending your staff or resources.

One community of the Capital Senior Living family had a calendar of activities for one month that included Bingo, puzzles, walking groups, Bible study, Wii games, sewing, shopping, volunteering, cooking, movie night, pet visits and MORE!  This is a great example of offering a broad variety of daily and monthly activities that would appeal to a majority of their residents. (On a side note: bingo, cards and puzzles may get a bad rap as “outdated,” but don’t just give up those activities summarily.  Those activities still appeal to many and, done right, can be lots of fun.)

A couple of recent items clearly demonstrate some great activities that promote health as well as enjoyment and personal fulfillment.

The Sunrise Senior Living Blog talked about their music programming options and how these activities “help older adults stay mentally and physically healthy.”  This particular article indicated:

“A 2006 study conducted by researchers and musicians from George Washington University and funded by the National Institutes of Health, the National Endowment for the Arts and other organizations, found that seniors who participated in choral singing for a year experienced less depression and loneliness, and used less medication than those who did not join a choir. They also had fewer doctor’s visits and experienced improvements in their breathing, singing and speaking, as well as in their overall stamina compared to their counterparts.”

[Read full article]

NBC5 in Dallas/Ft. Worth did a feature on a local hospital dance program for those with movement disorders that promoted balance and slowed down the progression of disease for some.

[read full article]

In both of the above scenarios, a key feature was that, in addition to the obvious health benefits, the residents were having fun!

Obviously, there are many considerations when implementing an activities program.  This is why, at most Senior housing communities, there is a dedicated staff member designated as a Certified Activity Director.  Activities should not be taken lightly or as an “extra” provided to the residents, but as one of the necessary services offered as part of the overall lifestyle offered at Senior housing communities.

 

Too often, marketing is seen as an expense rather than an investment. With the difficulty and complexity of senior living sales growing, now is the time to make the proper investment in marketing. Given the right tools and resources, marketing teams working in concert with business objectives can produce maximum impact, boost occupancy, and improve cash flow.

Senior Living Business Interactive Webcast Series

May 16, 2013, 1-2:30 pm ET (12-1:30 pm CT, 10-11:30 am PT)      

“Investing in Marketing and PR”

In this event Jim Moore will provide details on how to cost-effectively address significant “organic growth” within existing Senior living communities.  He will specifically address the following:

1.      For every additional occupied unit (occupancies in excess of 80%) one could assume approximately 30% of the additional monthly service fee would go for new, incremental operating expenses.

2.      That is because at relatively high occupancies most operating costs are already “sunk” – they are incurred and covered.  As an example, you may not have to buy more raw food or hire another employee for one additional resident.

3.      Approximately 70% of the additional monthly service fee represents a very high incremental profit margin; new cash that drops right to the bottom line.

Panelists will be addressing topics such as:

 

The Panel:

Moderator

Rebecca Neth Townsend, Senior Vice President, Ziegler

 

Panelists

Mary Jane Fitts, Vice President – Marketing Services, Greystone

Jim Glynn, Principal, GlynnDevins Advertising & Marketing

Jim Moore, President, Moore Diversified Services, Inc.

Michael Smith, Corporate Director, Public Relations, ACTS Retirement-Life Communities

More information about this webcast and purchasing options can be found through the following link: http://www.levinassociates.com/conferences/1305-online-conference. In the coupon box, use the word “SPEAKER” and receive $50 off.

If you have any questions about this webcast, please contact Irving Levin Associates at customerservice@levinassociates.com or 800-248-1668.

Are you really giving appropriate consideration to your residents’ quality of life or just providing them the services they are paying for?

Are your residents actively living or merely existing?  Here are some important issues that can have an effect on overall quality of life for the residents at your community.

Meals/Nutrition – No doubt you serve nutritious food, but do you serve delicious food? Do residents look forward to going to the dining room; the food, the atmosphere and the company? Are meals presented in an aesthetically appealing manner?

Activities – Are your residents merely participating or are they enjoying the activities?  Are you challenging your residents and helping them learn new skills?  Are they offered physical activity that can be modified based on physical ability?  Do these activities help them build strength and balance as well as feel energized and productive?

Dignity – Do your residents get to express who THEY are, not who society thinks they are? Society sometimes tends to put all “seniors” in a similar box; aged, dependent, limited usefulness.  But we need to remember they were once somebody – CEO’s, business owners and leaders in their community.  They made a difference in someone’s life, they have raised families and they have volunteered hundreds of hours helping others.  They spent years building and living lives we often forget to acknowledge. Do they get to continue to feel that sense of importance and usefulness in their current situation?

Encouraging Family/Outside Interaction – Do you make sure to notify and include family in activities and parties?  Do these events appeal to the families as well as the resident?  Sometimes, the residents enjoy things just because of the interaction with others regardless of the activity itself. Get outsiders and people of all ages (school aged children, church youth groups, family members, scout troops) involved with your residents.

Can your residents’ families talk about how well their family member has done since living in your community – testimonials can be one of your strongest marketing tools.  What do prospective residents and their families see when they tour your facility?   Will they observe a group of smiling, engaged residents who are truly enjoying themselves and their life in your community?

Remember, your business is just like that local restaurant or the movie at the theater: First impressions and word of mouth can contribute significantly to your struggles or to your success!

Do you think twice about your employee turnover rate?  Should you?  If you only knew how much employee turnover really cost your organization in cash flow, you would.  If you’re one of the fortunate few that have a low turnover rate, you probably won’t need to spend too much time or thought on it. But if you’re not so lucky, then you really should evaluate how turnover affects your productivity, residents, employees, net operating income, and cash flow.  Some level of turnover is acceptable and expected, but excessive turnover can be costly.  There will always be a need for employees to leave, voluntary or otherwise, and sometimes it is in the best interest of your operations.  So what is an optimal turnover rate? There are a few different categories of turnover that should be monitored and each company/community will be somewhat unique.  Your specific employee turnover rate will be dependent upon the type of services provided, wage rates, the average age of your employees, management styles, company culture, and the local economy to name a few.

Turnover not only has a financial cost, but when good employees leave, it affects your residents as well as other staff members.  When residents and their families have been served well they do not like to see a change.  They were used to working with someone who knew them and their needs and now they must start over again.  Good employee departures have the same basic negative effect on other staff members, both in the same department and others throughout the company.  There is the loss of a colleague/friend/acquaintance, someone has to do more work to cover the vacated position, and the hassles associated with training a new person for the job among other things.

Has the poor economy and high unemployment rate held your turnover to a minimum?  Do you have pent up turnover; those intending to make a move once the economy picks up and we begin to have a period of reduced unemployment?  Over the coming months I will explore turnover much more in depth.  Please follow our blog and signup for our newsletter so you don’t miss any future discussions on employee turnover.

What are some of your employee turnover success stories?  What have you implemented that is helping you hold your turnover rate down, we would like to highlight your successes in future articles.  On the other hand, what are some of your employee turnover horror stories?  We would like to try and address issues you may currently be having.  For those who would prefer anonymity, feel free to direct message me and I will hold your identity and company name in the strictest of confidence.

 [Infographic courtesy of Compliance and Safety]