When we created Continuing Life to support a growing group of continuing care retirement communities, we invested in being a great place to work. It took a few years of work, and we’re not perfect, by any means. Fast forward to this year, and COVID accelerated our mission to be a GPTW even more. Here is the story of our journey.
Now is the time for long-range planning, because tomorrow will come, whether or not we are ready for it.
As we reflect on how Brightview Senior Living not just survived but thrived in the midst of a global healthcare crisis, three themes emerged as powerful lessons learned for us.
Even though the PREP Act has been federal law since 2005, many senior living and care community leaders are just hearing about it for the first time. In 2020, the PREP Act now raises questions regarding broad liability protections for healthcare providers who administer vaccines as a countermeasure to COVID-19.
Although COVID-19 eventually will recede, its lessons should not.
When we’re able to slow down, focus with intention and connect with another human being, we find out what moves them.
The holiday season is likely to look different this year for most people, including employees and residents in senior living communities. Here are four tips to help your organization prepare for the holidays during the COVID-19 pandemic.
Here are some tips to assess your organization’s reputation, proactively identify reputational risks and implement strategies to bolster your reputation.
Whether you are actively seeking a new electronic health record system or you have one in place, it’s important to look beyond the situation at hand and assess what will be needed for a future you can’t fully predict.
The issue of mandatory vaccinations in the workplace is becoming increasingly relevant as medical experts in the U.S. anticipate that a COVID-19 vaccine will be available for distribution to the general public in soon.
COVID-19 has brought challenges and difficulties unlike any I’ve faced as the leader of Nazareth Home for almost two decades. As we live through what likely will be referred to as a crisis or a disaster, it becomes important to use the lessons learned to plan how we can better protect the most vulnerable generations now and in the future.
Due to close collaboration with medical directors, our own rigorous infection prevention disciplines, and a robust preemptive testing program, not one of our residents has tested positive throughout this entire pandemic crisis.
Whether senior living and facilities will be penalized for resident or staff member illness is yet to be seen. Owners, however, should be aware that “COVID claims” likely are coming, and because of the unprecedented nature of the pandemic, the outcomes cannot be predicted with any certainty.
Using online and virtual tools to reach more people was a conversation we had been having for years. Within the span of a few weeks, COVID-19 pole-vaulted us toward that goal.
When COVID-19 sidelined most of our group activities and forced us to think differently about our approach to therapeutic recreation, we turned to a trusted source of fun, safe and individualized entertainment: virtual reality.
The arrival of COVID-19 and the accompanying safety precautions that have followed has had a major effect on senior living communities and their residents. Person-to-person interactions are an important part of keeping residents not just happy — but also healthy. How do you keep those interactions going during a time when the in-person visits and off-site trips most residents are so used to aren’t feasible, at least for now in many locations?
The pandemic has really sunk the industry’s reputation, and it’s going to take a lot to revive it. These PR strategies can be used to increase business and attract employees.
Keeping your staff members engaged and ensuring that team morale remains high is paramount to preserving goodwill and, to put it pragmatically, your bottom line.
I put together a list of tactics I believe have worked for us in putting the logistical and emotional needs of our team members as a priority during the pandemic. We’ll leverage these and improve on them as we move forward.
Operators, especially those of assisted living and memory care communities, can’t pretend they are separate from or not providing healthcare.