A second component of the program,
a Career Ladder for CNAs, provides
growth and leadership opportunities
for existing employees. The company’s
experienced CNAs spend time with
mentors in all other departments. “They
actually learn about the entire business,”
says Crockett.
In the four communities where the
program was piloted, overall CNA turn-
over decreased by more than 20 percent.
PHYSICAL PLANT &
ENVIRONMENT
Winner: Silverado Senior Living
Irvine, CA
PURSE (PURchasing, Savings and
Efficiencies)
Silverado Senior Living communities
and home care providers share a clear
mission: to improve the lives of seniors
with dementia. Now they have a more
unified, well-thought-out supply chain
to help them with the practical details.
Silverado’s various communities
used to act very independently of each
other using multiple suppliers for each
major product category. “We were very
decentralized,” says Steve Taylor, senior
director of purchasing.
Over the past two years, Silverado
set about streamlining its supply chain
to create more efficiencies and cost
savings. While every company periodically scrutinizes its purchasing process
and considers ways to rein in costs,
Silverado took a very strategic approach.
In an initiative called PURSE (which
stands for PURchasing, Savings and
Efficiencies), the purchasing department
made the decision to lead from behind,
thereby ensuring the products and
systems they put into place would make
sense in the context of providing the
best care possible for residents.
A key component of the process was
establishing teams of stakeholders—
experts from all major departments—who
help the purchasing department decide
on the best products based on direct
experience with residents. “Purchasing
acts as the project leader and guides
folks through purchases, but we are in
no sense the final say, [as in] ‘This is the
way we have to do things,’” says Taylor.
For example, the stakeholder team
for medical supplies includes the direc-
tor of clinical services, the vice president
(Continued from page 21)
Senior Living used focus groups to
consider these questions. “Each of us
views cleanliness in a different way,” says
Gerald Jackson, director of programs and
staff development. “We just had to back
up and say, ‘What is realistic? What is it
we can do? What is it that our customer
is asking us to do, and how do we make it
match?’”
Given discrepancies of interpretation
between residents, let alone staff mem-
bers, Elmcroft realized it needed to set
a clearer standard. The provider reached
out to Hilton Hotels, which shared best
practices and checklists, and instituted
a new comment card and inspection
system. Elmcroft then trained housekeep-
ing staff to view their role as customer
service. Satisfaction scores have increased
accordingly.
Brandywine Senior Living
Escapades… for Life
Brandywine Senior Living created
“Escapades… for Life” to revitalize the
activity program at Brandywine and break
away from routine. The series of exciting new “signature” programs is part of a
conscious decision to challenge residents
and staff from sliding into complacency,
to think outside the box, and to add discovery and adventure into residents’ lives.
Some residents “may not want to
change their social routines,” says Maria
Nadelstumph, VP of organizational
development and program excellence.
“So for us, we’ve taken on a whole new
change in our attitude that we’re continu-
ally going to have cycle changes, like a
menu, so that residents, when they get up
in the morning, it’s not: ‘Oh, It’s Monday,
it’s the same routine.’ It is: ‘I’ve got to get
down to the dining room because I want
to find out what the buzz is about.’”
Activity directors (now called “Esca-
pades Producers”) and activity aides (or
“Escapades Experts”) undergo training
to be cheerleaders, marketers, and expert
executers of vibrant programs.
Emeritus Senior Living
Amazing Glory Flash Mob
Once again, Emeritus’ sales and marketing team is willing to test new waters.
To help the Alzheimer’s Association tap
a new generation for support, Emeritus
sponsored a “flash mob” dance outbreak at
Emeritus sponsored a “flash mob” dance outbreak at the end of an Alzheimer’s walk in Seattle.
the end of the annual Alzheimer’s walk in
Seattle last year. Emeritus employees and
dancers surprised and uplifted the crowd
of weary walkers, many of whom have
family members with dementia. While
the street dance lasted just minutes, its
impact has continued far longer, thanks
to the Internet. Such innovative branding initiatives by Emeritus are intriguing
for drawing a younger demographic than
usual for senior living providers.
“I think it just demonstrate that you
can target different people in different
ways,” says Jayne Sallerson, EVP of sales
and marketing. “It’s really important you
don’t get stuck in a box.”
Status Solutions
CATIE (Communication and
Access to Information Every-
where)
While some seniors are not that comfortable learning their way around a new
computer or the Internet, they’re probably comfortable using an ATM. Status
Solutions has come up with a multimedia
application for in-room use that operates
in much the same way.
CATIE delivers information through
a simple touchscreen, serving as a two-
way intercom, message center, electronic
bulletin board, and concierge. It allows
residents to interact, stay informed and
engaged in the community, and keep
in touch with families. “This type of
self-service is a megatrend,” says Mike
MacLeod, president of Status Solutions.
“Whatever it is you want done, you
should be able to push a few buttons and
make it happen. That’s the nature of self-
service.”
Two senior living communities in
North Carolina have served as early
adopters to see how CATIE can serve as
a differentiator for communities as well as
an amenity for residents.
www.ALfA.ORG | MAY/JUNE 2012 | SENIOR LIVING EXECUTIVE 21
