by: Roy Barker, Director – Special Projects
Communities undergoing a change in ownership can be a very unsettling time for all those involved. Communication is an essential 
element to ensuring a smooth transition. Questions that are not answered directly and thoroughly will create an unhealthy and disruptive environment inside even the most harmonious of communities. Information is key to managing people’s expectations during times of uncertainty. Here are some simple suggestions that can help you through those difficult but exciting times of change.
Disseminate pertinent information to everyone involved, such as staff, residents, and family as soon as possible. This can be accomplished through many different means such as staff and small group meetings, flyers, letters, phone calls, emails, or some combination of these methods. Keep in mind that face to face conversations tend to work better the more important the information being delivered, not only because it is a more personal and intimate form of communication, but it also encourages two-way streaming of information. Anxiety can be quickly defused by allowing those affected by the change to ask questions and get answers in real time.
It is important to be as upfront as possible when discussing what is currently going on and what will happen in the future. While informing staff, residents, and family members is your number one priority, it is also a chance for you to control the information delivered. This can help them from taking hearsay for the truth when it may or may not be. They deserve to hear this important information from the top leadership, and if they don’t they can become very apprehensive to the entire process. It is imperative to make sure that staff members are a positive influence as well.
If you can, assure the residents that it will be a seamless transition. To help make this possible, put off big changes or make them slow and calculated, unless the value to the resident can clearly be seen. This list of things not to do would include increasing monthly service fees beyond scheduled normal cost of living increases, changes to entry fee amounts, payment/refund schedules, referrals, changes to residency agreement terms and conditions, changes in policy or resident benefits, especially if Life Care is involved.
Say what you mean and mean what you say! If asked, be honest with expectations of what will be different after the transition is completed. Be sure to include likely resident impacts, both positive and negative.
Be a cheerleader, celebrate change! Keep rallying the troops through the process. Do what you can to ensure those affected stay upbeat, positive, and looking forward to the new and great things change will bring. If a negative attitude or reaction from staff members, residents, or family members is detected, even though it may be difficult, meet with them one on one to address any issues or concerns they may have. More than likely they do not feel well informed or given due consideration in the process. The time you take to sit down with someone that is the least bit discontented will be well worth it in the end.
If the acquiring company has a history and it is good one, make the information on their current operations available to those that are concerned or interested. This would include things like:
• Years in business
• Communities owned/operated
• Number of residents currently being served:
- Independent living
- Assisted living
- Alzheimer’s/memory care
- Nursing
• Leadership Bios
• Current/future Programs
• Operating philosophy
• If available, resident satisfaction survey scores
If it is a not for profit, make financial information available. Don’t make residents or family members search for data that is public information. This will only appear that you are trying to hide something. Transparency is always the best course of action. Even if it is not always positive, at least it gives you a change to manage the situation. If left unmanaged, it will not typically just go away, but will more likely get out of control.
If key staff members are remaining with the community, highlight them and what they have accomplished. If new staff members are coming onboard, do the same and celebrate the change they can bring.
Communication and execution are both important factors to retaining current residents and continuing to attract new prospects especially during an ownership transition. While a change for the good can be very to accept, open, honest, and transparent communication while delivering what you promise will generally go a long way to making true believers out of the biggest doubters.
Whether you are buying, selling, or building, MDS can provide the expert guidance you need from start to finish. Give our team a call and let us know how we can help you.