While you don’t see shovels in the ground YET, know that there is plenty going on in regards to our redevelopment and master plan process.
I am sure you have noticed there has been plenty of activities—events, tours and meetings between our Marketing team, led by Rod Bailey, and our BeVIP members interested in the Patio Homes.
We were meeting with a group recently about why Beatitudes Campus would be a good match for the expectations that they have in their senior years. I was reminded of an event we held in Elaine’s about a year ago, when I interviewed a panel of residents who had already made the choice to live here, and Bill Wallace’s words came to mind about the pool at the home that he had sold. He characterized it as a very pretty hole in his back yard into which he threw money. I loved repeating that story, albeit I’m not sure I can tell it with the same humor as Bill, and familiarizing the group with the maintenance free living that is a part of Beatitudes Campus living. The expense to fix unanticipated – and often costly – problems that can occur from faulty home fixtures, systems and/or materials is eliminated. When you move into a Life Plan Community, all internal and external repair and maintenance is included in your one convenient monthly fee. According to a recent article on gobankingrates.com, the average monthly cost to maintain and repair the average American home is $1,126, or $13,512 annually.
Life Plan Communities (alternately known as Continuing Care Retirement Communities—CCRCs) are staffed 24/7 so you don’t have to worry about being without help should you need it. It’s always a pleasure to inform groups like this and the general Phoenix community that our security staff is trained in life saving skills such as CPR and first aid and prepared and ready to assist if an emergency should occur. We were the pilot site for the RiteCare Foundation in 2013 and remain among only a few communities who have chosen to be accredited as having a sufficient number of certified personnel trained and available 24 hours a day to deliver immediate resuscitation campus wide in the event of sudden cardiac arrest among a number of situations that might occur. I sure love bragging about our security staff!
But one of the biggest aspects that we are proud to discuss is the value of staying socially connected and how that is a part of the fabric of Beatitudes Campus. Life in a life plan community/continuing care retirement community provides countless opportunities to cultivate friendships and close social connections. This becomes increasingly important as we grow older and face a variety of circumstances that may trigger isolation and loneliness. A recent study conducted by Age Wave, “Five Myths & Realities of CCRCs” reported that low social interaction is as bad for seniors’ health as smoking 15 cigarettes a day, is as dangerous as being an alcoholic, is as harmful as never exercising, and is twice as dangerous as obesity. The study further reinforced the reality that campuses such as Beatitudes offer opportunities to build new relationships and social connections with like-minded people.
As many of you know, when matched against the monthly expenses of maintaining your home and lifestyle, the cost of a life plan community can actually prove to be more economical. This is a message that we are excited to deliver in many media avenues as we begin promotion for the new patio homes project. Watch various newspaper publications, television and websites as we move forward with our exciting first step in campus redevelopment and don’t forget that our Friends and Family Resident Referral Program is still going on—amounts have been expanded and also anyone you refer for the Priority Program for the patio homes who, becomes a BeVIP Club member, earns you $100!
I listened to one of our resident ambassadors tell our prospects at a “Navigating the Waters” event (yes, they got me to wear a captain’s hat) that life in a life plan community gives you time to actively pursue the interests and hobbies that give you happiness and fulfillment. You no longer need to worry about cleaning the house, mowing the lawn, or trimming the bushes. Life Plan Communities are designed to relieve residents of these burdens precisely so they can enjoy time with friends and family and pursue the many social and recreational opportunities that are available inside and outside of the retirement community. So remember, now that you live at Beatitudes Campus, if you’ve always wanted to write a book, paint a masterpiece, research your family tree, or any of a myriad of other pursuits—NOW is your time! I’m certain there is a group that you can plug into that will suit you. Enjoy and BE Inspired (you’re going to see that new phrase and logo a lot soon—stay tuned!).
Below is a summary of information and news discussed at the May Town Hall meeting.
At this month’s Resident Town Hall, I had the opportunity to provide attendees an update on the campus’ master planning work. You’ve heard for months now our team is working on the future campus redevelopment, yet I often get asked “when are we going to put a shovel in the ground?” Well, just because you aren’t seeing dirt diggers here, please know that there is significant and detailed work going on behind the scenes!
I was reading an article the other day about the fact that few people in America walk to work. Most of us drive to the supermarket. But more older people these days are looking for a community where they can enjoy a full life without a car. The article explained how Ben Brown and his wife, Christine, weren’t really thinking about retirement when they moved to a small town nestled in the Smoky Mountains near Asheville, a haven for many East Coast and Midwest retirees.
“We loved the idea of living in a small town in a rural mountain area,” Mr. Brown recalled. “And we converted a summer house to a year-round home to suit our tastes.”
Yet Mr. Brown, a 70-year-old writer, and his 66-year-old wife said they had second thoughts as they made the transition toward retirement.
“We realized ‘aging in place’ means a lot more than just a comfortable house,” Mr. Brown said. “So we began thinking more about ‘aging in community.’ That means an urban neighborhood where you can walk or take transit to just about everything you need.”
Ben and his wife are considered the “young” old… seniors who are demographically just into the category of senior living and services. The story went on to talk about West Asheville, a vibrant, urban neighborhood, brimming with trend new restaurants, inviting shops and a number of bus routes into the larger city next door. Nearly every place they wanted to go was within walking distance, a major benefit for those who don’t want to drive everywhere as they get older.
This made me think a lot about our march toward redevelopment and the larger community in which Beatitudes is located and the community we are excited about continuing to define on this campus. And when I say excited, I truly do mean that is the sharpest sense of the word.
I recently had the pleasure of speaking to the Design Studio group for a couple of weeks and it was enlightening for many to learn of the amount of research that we do to plan and forecast what services, amenities, price points, logistics, technology and environment make for the best in senior living. One of the terms that we have begun to hear a lot of in urban planning is “walkable” and this has long been a hallmark of life plan communities (previously known as continuing care retirement communities)… that we organize a campus such as Beatitudes to emulate a growing, mixed-use neighborhood with ample amenities to provide a “good life.” As a result, our campus as seen the evolution of four restaurants which are available to all residents regardless of their home location in independent or assisting living or nursing care. A bank, ceramic studio, computer lab, library, gift shop… there is a large list of these conveniences. What is rather thrilling is that we now are on the edge of two facets in the life of the campus that can help us all set the bar far higher in the new age of senior living.
One is our own redevelopment plan which has been revisited, reviewed, rearranged, revamped, redesigned and researched (insert every “re” word you can imagine!) again and again during the year that I have been here on campus and before. Why? Achieving marketable feasibility is far more intricate than merely building new apartments or patio homes and hoping for the best.
Often retirement communities have been slow to change. But the most successful take the time to really assess what makes the most sense and build around those needs.
Now one of the truly exciting facets that very few life plan communities can boast. Enter our new paradigm: the walkable, urban space envisioned by the emerging 19North Community Association which our Resident Community Outreach Committee has helped ignite. Emanating out of the completion of the lite rail along 19th Avenue, a number of community members from surrounding neighborhoods and businesses determined that a new opportunity existed to redefine the area as a walkable, safe and invigorated area of powerful living. Now couple that with Mayor Stanton’s determination to achieve an “Age Friendly Community” status. I was very honored to be the only senior living community representative named to a new sub-committee to study that topic and was sworn in at the city council this past January.
What a stellar opportunity we have! We are seeking to not only program on our own campus, but help define what is “age friendly” in our neighborhood and provide even more access to opportunities for diverse interest. The theme is simple: Get out and walk/utilize easily assessable short distance transportation to basic services such as our campus buses. We are thinking about folks like the Browns that I mentioned at the beginning of this article as we plan our next generation of this life plan community.
Walkability is much more than a hip marketing pitch. It’s linked to better health, social engagement and higher property values. The researchers Philippa Clarke and Linda George found that walkable, mixed-use environments could possibly reduce disabilities many face as they age. Pedestrian-friendly communities promote walking to a grocery store, cafe or other services like the salon or library such as we have here on campus or nearby.
Although there is clearly a growing demand for walkable, urban retirement communities, they are difficult to build within cities, said Christopher Leinberger, a developer based in Washington and a professor at the George Washington University School of Business. Mr. Leinberger noted that most mainstream retirement developers had traditionally favored suburban or exurban sites that involve sprawling “greenfield” building on relatively cheap farmland. The new approach, by contrast, is for dense, urban or town-centered sites that are accessible for services and socially vibrant.
“The model used to be to isolate old people on cul-de-sacs backing up to a golf course,” Mr. Leinberger said. “The new model just beginning to rise is for walkable urban places.” And here we are in our north central Phoenix location doing exactly that. I love being a part the development of a new cutting edge model for senior living. Beatitudes Campus has probably one of the most unique positions in helping redefine high quality senior living that could possibly exist – a long history of quality services on our own 22 acres and now integrating into the surrounding community determined to raise the standard of living for all.
But there are often obstacles. Age-friendly communities within cities may require extensive infrastructure improvements, including wider sidewalks, bike lanes, more public transportation options and longer pedestrian signal walk times. Thankfully, the mayor and council seem determined to invest in the improvements.
Mr. Leinberger, in a G.W.U. study, found that the walkability factor added more than 72 percent in increased housing value compared with car-dominated developments, where he says prices will fall over time as America ages. He provides a short list of items to consider when defining and planning an age friendly, walkable community.
Do they have quality health care institutions nearby? Is public transportation adequate? Will you need barrier-free sidewalks and retail establishments? How easy is it to leave and visit other parts of a city or its metropolitan region? What about local colleges for cultural amenities and lifelong learning programs? The answers to these questions are basically favorable for those residing here and we’re just beginning.
I’ll be anxious to continue to update you on the progress of 19North and the Age Friendly Sub-Committee. We present our initial findings and recommendations at the June, 2017 council meeting. And, of course, we will have a great deal more to publish about our own redevelopment in the next few months. These are indeed very significant times for the campus and I’m so proud to be a part of what will be the foundation for the look, feel and service of Beatitudes Campus for many years to come.
At the start of a new calendar year, we are messaged all around about “new beginnings.” I am seeing a host of media ads about mattresses, cars and furniture as retailers look to prop up the inevitable dips in sales following the business holiday season. Then, of course there are dozens of (urgent!) weight loss commercials specifically geared to appeal to those who have overdone it through the holidays.
I look at “new beginnings” in my search engine and find that the terminology has been tapped by treatment centers, counseling and mental health services, adoption services, numerous religious organizations, a governmental office of personnel management, alternative education, a Kenyan soap opera, a series of novels about a guardian angel named Victoria Schwab…….. the list goes on and on and many of them very important. So I am a bit reluctant to just crowd in what we are doing at Beatitudes Campus with everything else. One, because I would rather it not be “lost in the crowd” and two, because we are really, literally beginning a new phase in the life of this fifty-plus year old campus with our physical updates, furthering our Radical Hospitality attitudes and programming at a resident-centric level like never before.
As we are learning from the ATLAS process (an organizational assessment program funded by the Virginia G. Piper Foundation) about which Michelle Just, our President and CEO wrote in this space some weeks ago, organizations have life cycles. Only those with strong determination (aka “grit”, the subject of my last Roadrunner article) are able to keep at the top of their operating space and continue their mission in meaningful ways. Absent the will to innovate, collaborate and research, companies can find themselves going the way of least resistance, continuing with methods that may need updating and not stretching to fund their depreciation or bring improvements to the marketplace.
This is but one of the reasons I am so happy to be a part of Beatitudes Campus. We have made a conscious decision not to lapse into mediocrity, but rather to continue a process of “new beginnings” that strives for excellence in every aspect of the life plan community sector. We have just finished our intensive Phase I of the First Impressions updates which has touched most campus buildings, and we have already seen some definitive results with those making decisions about making Beatitudes Campus their home. Painting, floor coverings, furnishings and artwork have a rather profound impact on decision making in senior living often even above our superior care ratings in the licensed areas. Our mission continues to be just as our founders envisioned…….to be leaders and innovators. And we have definitely learned that First Impressions (an integral part of our Radical Hospitality program) is a foundational part of the equation, especially as we also envision the continuance of that mission into the redevelopment process. The higher occupancies that result from attention to this part of the overall equation coupled with strong operations produces a position at which our lenders look far more favorably and which allows us to take next steps.
Now with the first part of the time sensitive program complete, during the remainder of the 2017 fiscal year, we will be continuing the First Impressions/Radical Hospitality process with not only completion of Phase II of the physical assets/décor plan but also with continued training for every member of our staff in the fundamentals of this important aspect of our culture. (Phase III, the completion of the program, is slated for fiscal year 2018.) So, our “new beginnings” is an evolutionary process in which we expect to involve staff and residents in the planning process for the next few years in not only our redevelopment for new areas, but also in the re-tooling and updates for our existing buildings. I am so excited to work with the Residents Council and building representatives on what constitutes the best for each area. We will be producing common area maps that will be very valuable tools that help keep décor assigned to an area in that location and how the room(s) are to be set following any necessary movement of furniture for an event or holiday season, among other deliverables.
Thanks again for the opportunity to be of service to this campus and it’s top notch residents. You are an inspiration and joy – great days ahead!
At last Wednesday’s Town Hall, I had the opportunity to share some exciting news. I announced the campus has been invited to participate in a very successful two-year program offered to eight past grantees of the Virginia G. Piper Charitable Trust. The program, ATLAS, is designed to strengthen and sustain the operating capacity of Trust-identified nonprofits who play important roles in Maricopa County’s human service, civic and cultural life.
ATLAS, symbolic of strength and endurance in Greek mythology, is a Piper Trust project, launched in 2012, designed to increase the operational capacity and organizational resilience of nonprofits, who are already successfully living out their missions through their strong foundation, leadership team, and culture of innovation and learning. Dr. Susan Kenny Stevens designed and developed ATLAS in partnership with Piper Trust and serves as the lead consultant for the project. Dr. Stevens is a renowned expert on nonprofit capacity building and pioneered the nonprofit lifecycle framework. She holds a doctorate in organizational behavior and is the author of five books, numerous journal articles and case studies. ATLAS draws heavily on the principles in Nonprofit Lifecycles, Dr. Stevens’ award-winning book first published in 2001.
The Campus ATLAS team, made up of members from our senior staff team and board of directors, will spend the first four months assessing organizational operating capacity, identifying current critical challenges, and facilitating the development of a plan to move forward. The remaining 20 months will be focused on addressing areas identified in the plan. Assisting our team is Jeri Royce, of 3-P Leadership, a trained organizational lifecycles consultant paid for by Piper Trust. Jeri will work closely with our team, not only through the assessment process, but through the two year odyssey of plan implementation. The Campus will also receive $50,000 in grant funds from Piper Trust to support the implementation of the capacity building plan!
Piper Trust has a history of proactively leading and developing programs intended to further strengthen nonprofit organizations so they can serve the community’s ever growing needs. We have been blessed with two grants from Piper Trust over the years. The first in 2002 to fund our initial redevelopment work, then again in 2011 to launch a new program in our organization, Beatitudes Home Health.
I am honored that the campus was selected to participate in the third cohort group of ATLAS. Our team joins seven other organizations, including Big Brothers Big Sisters, and the Foundation for Senior Living, in this round of the program and will have the opportunity to participate ongoing facilitated peer learning discussions. Past participants include our Duet: Partners in Health and Aging, UMOM, Adelante Healthcare, and Rosie’s House.
I look forward to sharing with you the progress of our participation in ATLAS, how it will play a role in our strategic and redevelopment plans, but most importantly, how it will continue to build upon our strong 51 year mission of service.
One of the greatest privileges of being President and CEO at Beatitudes Campus is being able to share with you our mission in action over the past year. The work “behind the scenes” has been extraordinary, and the initiatives that we are exploring and putting into action will help position the campus not just for success today, but for years to come. Throughout this past year, the senior staff has been developing our plan, which is based on five strategic pillars that will continue to hold up the vision and promise of Beatitudes Campus.
I have taken the opportunity to present the State of the Campus to our board of directors and the Residents Council and will be speaking to several other groups; however, I want to share it with each of you so you have a better understanding of work behind the scenes of this wonderful community.
Since becoming your CEO two years ago, we have experienced many successes and milestones. We launched the business plan for Comfort Matters, our dementia education program, as well as beginning the pre-work and research of our redevelopment planning. We celebrated two deficiency-free surveys in assisted living and the health care center! We have also maintained our Center for Medicare Services 5-star Quality Rating for the health care center. Kudos! Resident satisfaction, as evidenced by the Holleran Satisfaction survey held last spring, is at an all-time high of 87.6%, which is above the Holleran Benchmark of other life plan communities (formally known as CCRCs). Most importantly, we continue to see the fruition of the purposeful living initiatives through the creation of many resident-driven groups.
We have also had a few hurdles to overcome. Due to occupancy issues in various programs, the staff dealt with two budget contingency plans, with the focus on cutting costs without losing quality. This also included the incredibly difficult decision of wage freezes and the elimination of 11 staff positions – by far the most crucible moment of my career. At that time, we also saw a spike in employee turnover. All of this weighs heavy on our community and you will see later in this article the successful steps we have taken to address this issue.
As we embark on the 52nd year of operation, there continues to be a strong focus on delivering on the promise of our mission, vision and core values of Compassion, Accountability, Respect and Excellence. The following highlights are just some of the great work that is happening campus-wide. Please know these are just some examples of the team’s work and there are many more initiatives taking place in departments, interdisciplinary teams, and resident groups across this community.
Pillar #1-Financial Sustainability: We will improve our financial performance and the effective use of our assets to guarantee financial sustainability so that we can continue to invest in our people, services, research, innovation, infrastructure, and mission expansion.
There is a significant focus on occupancy stabilization and programmatic growth while continuing to manage expenses. Department directors are doing extremely well in managing their budgets and we have invested funds and time into occupancy development. To date, I am delighted to share we are meeting budget expectations.
We welcomed Rod Bailey as our Senior Vice President of Sales and Marketing earlier this month and we will see a continuation of our radical hospitality/first impression initiative through the generous grant given by our own Beatitudes Campus Foundation. These dollars will be used for upgrades throughout the campus in and around various lobbies and common spaces.
Pillar #2-Redevelopment/Repositioning: We will focus our efforts to reposition ourselves by looking for ways to improve the marketability of our campus and enrich the community experience for existing and future residents.
We have officially kicked off our master planning in the last few months. This process consists of research, financial modeling of various options, and eventual focus groups while accomplishing two key objectives. First, we must identify the best path to feasibility for the new phase of entrance fee apartments and health care center. Second, the phase must produce enough additional borrowing capacity and strengthen the campus’ financial portfolio to complete the rehabilitation of the North and South Plaza Apartments and Plaza View Assisted Living. As always, we will keep you updated on the process as it unfolds.
Pillar #3-Employee and Board Development: We will increase our commitment to developing and engaging our employees through education and training while recruiting a knowledgeable and engaged board of directors.
Employees are the heart and soul of our mission. They are the ones who deliver quality care and services every day, and their retention and satisfaction is important. Due to the high turnover experienced over the past several years, having spiked at 49.5%, our human resources team and department directors have implemented new interview and hiring tools, transitioned to panel interviews with peers, and created onboarding practices to set new team members up for success. Departments, like maintenance and housekeeping, have produced leadership development and mentoring programs. Turnover is down to 41% with a goal of reaching 35% by the end of next year.
As a nonprofit organization we are governed by a volunteer board of directors. With the ever-changing health care and aging services arenas, the executive committee and I are focusing on governance best practices, right-sizing the board, recruiting members with certain specialties, and education of campus programs and trends in the aging services field.
Pillar #4-Programming and Amenities Enhancement: We will continually evolve our programming, amenities, and services to meet the changing needs and preference of those we serve through our commitment to person directed practice.
The vibrancy, empowerment, and just plain fun that happens among the residents is one of the most important aspects of this community. In the last year and through funding by the Campus Foundation, we saw the launch of Success Matters, a program designed to assist residents with living fully.
We have also seen a significant increase in other programs and resident-driven initiatives, like Lifelong Learners, fitness classes, and various arts programming. Did you know there are an amazing 96 resident groups, committees, clubs, and services currently on campus? This type of engagement would not be possible without the dedicated and creative life enrichment and fitness team, our highly active Residents’ Council and the volunteerism and donations by the Beatitudes Campus Auxiliary.
Pillar # 5-Home and Community Based Services: We will expand our efforts to those in need of a variety of services to the boarder community and provide support of independence to those who may never choose to live within a community such as ours.
Our home- and community-based programs, Beatitudes At Home and Beatitudes Home Health, continue to serve more clients and broaden the types of services provided. Beatitudes at Home recently launched its geriatric case management program and Beatitudes Home Health has doubled the number of seniors it serves.
It’s not just the individuals we serve through our community programs, it is organizations as well. Comfort Matters dementia training is now taking place in 13 communities across the nation with one already accredited as a Comfort Matters organization. We are delighted to share the evidence-based practice that was created within the health care center is recognized as one of the top dementia care programs internationally.
As you can see there is much going on in this beautiful campus and I hope you never forget we are one community with empowered residents and a dedicated staff. We continue to honor our past, evolve to better serve those in the present as we plan for the next 50 years.
My best,
Michelle
