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Page 6AA — COLORADO REAL ESTATE JOURNAL — May 6-May 19, 2015
Senior Housing & Care
Isaac Scott
It is Anthem’s belief that there will
be three
real areas of
change over
the next
five years
that will set
the course
for the next
generation
of memory
care opera-
tions.
1. Tech-
nology.
Increased
use of tech-
nology will
continue to
be a driver of more effective and effi-
cient operations within senior hous-
ing, but will have its biggest effect on
memory care. Over the past 12 to 18
months, we have seen tremendous
growth in software and hardware spe-
cifically designed to address memory
care issues whether that be better
monitoring, resident medical charting,
activities or engagement. We expect
the comprehensive delivery of care to
become further affected by advanced
technology over the next five years.
2. Design. Although the swell of
baby boomers who will require dedi-
cated and specific memory care is a
decade or so off, more often than not
they are the eventual decision-maker
for which community their loved one
is placed. With that, we see that they
will be seeking a “different kind” of
product than what has been built in
the past. The “Grandma’s Cottage”
motif and abundance of nostalgic sta-
tions will fall out of favor and they
will be looking for spaces and finishes
that are more in line with their tastes,
which tend to be fresher and what we
often see in hospitality environments.
3. Activity levels. Programming for
activities and social engagement will
have to adapt to a much more physi-
cally active resident. We have seen
a shift even in the past five years of
residents who are much more physi-
cally fit and robust and we have had
to adjust our activities program to
meet the needs of that individual. One
example of this is our change from a
landscaped courtyard to an all-purpose
turf that residents can now utilize as
an “active” space.
Lynne Katzmann
Alzheimer’s is the sixth leading
cause of death in America. Medicare
spending for an average beneficiary
with Alzheimer’s or other dementias
is three
times
higher than
for seniors
without.
Nearly one
in every five
Medicare
dollars is
spent on
people with
Alzheim-
er’s. In
2050, it will
be one in
three.
As one of
the costli-
est chronic diseases with dramatic
anticipated growth, our system must
change. Today, payment reforms with-
in the Affordable Care Act are chang-
ing the health care paradigm from
one based on volume to one based on
value. Providers must show that what
they do works. In government speak,
that translates to meeting the triple
aim: better care and better quality at
lower cost.
As an important part of the post-
acute continuum of care, memory
care providers must work with acute
providers to avoid hospitalization and
reduce the typical deterioration that
someone with dementia often experi-
ences post-discharge.
Juniper has pioneered a model of
integrated care and service that pro-
motes well-being and reduces costly
hospitalization. Our Connect4Life pro-
gram is high-tech and high touch: At
its core is our electronic health record,
which facilitates sharing of real-time
health information. This allows better-
informed and timelier decisions on
care. We integrate primary care on
site with rehab, pharmacy, lab, diag-
nostics and, if needed, home health
and hospice care. (To learn more,
download our free white paper at
.)
Senior living is serving an older,
frailer population requiring more
health care services; however, we
must do so in the homelike environ-
ment our customers need and want.
We are now a medical model with a
social conscience. It is this mindset
that should drive new construction or
renovation designs.
Megan Carnarius
As we look forward to the next five
years and beyond, there are several
trends that will increasingly impact
the ability of memory care communi-
ties to deliver excellent, individualized
care to our residents.
A key set of trends we are seeing is
related to
the make-
up of our
resident
population.
First, we
have more
men enter-
ing our set-
tings, so we
need more
activities
they enjoy.
Second, we
have more
younger-
onset
people with
memory
loss entering our settings (under the
age of 65), so we are challenged to
help them integrate in good ways
and keep up, particularly in light of
this age group’s tendency to decline
faster. Third, the escalating closure
of secured units in skilled nursing
facilities is creating some stresses and
strains for assisted living, as residents
with higher and higher physical care
needs are placed in or retained in
assisted living settings. This dynamic
already is shifting the look and feel
and programming of assisted living
memory care, and may well result in
increased regulation.
I believe another trend area is
that we are continuing to develop
approaches to provide a richer, more
personalized, and healthier setting
for dementia residents. For example,
at Balfour Cherrywood Village we
have long designed our programming
to support each person’s strengths
and interests, rather than focusing
on disabilities. Also, because the role
of diet is so key in dementia, we are
providing a healthier, fresher menu
to residents, with seasonal and local
sourcing, and reduced exposure to
unnecessary chemicals, additive and
pesticides.
With all these and other opportuni-
ties and challenges, I hope that new
memory care properties opening in
this area will have great leadership
and excellent trainers to help their
staff make the most of these oppor-
tunities and successfully address the
challenges.
Rebecca F. Sturtz
The accelerating trend of technology
innovation within the senior living
industry will be the leading change
dynamic in the industry and no doubt
will pressure facility operators to
innovate or be left behind as we look
to serve the ever-changing needs or
our residents and their loved ones.
Whether
it’s how we
educate our
staff and
ourselves
or how we
serve our
resident’s
needs,
technology
from new
and exist-
ing vendors
will lead
the way for
the next
five years
and into the
future.
These technological advances also
will be moving onto a mobile platform
utilizing smart phones and tablets. In
the memory care setting, we should
expect to see technology taking over
how we care for residents. The chal-
lenge will lie in adapting these tech-
nological advances without losing the
“personal touch” that our residents
need to thrive in our communities.
Another growth area will be in tele-
med service providers. As the need for
memory care outpaces the growth in
qualified care providers, tele-med will
play an increasing role in providing
doctor care to patients and slowing
hospital re-admission rates. Tele-med
has been used for years in rural areas
and will be making its way to urban
areas like our Sun City West, Arizona,
location to meet the increase in
demand of those dealing with memory
loss and underlying medical conditions
such as COPD. As we have learned
with this disease process, consistency
of care within a resident’s living envi-
ronment is beneficial to both the resi-
dent and the staff. s
Isaac Scott
Principal,
Anthem Memory Care
Lynne Katzmann
Founder and CEO, Juniper
Communities
Megan Carnarius
Executive director and
memory care consultant,
Balfour Senior Living
Rebecca F. Sturtz
Vice president of operations,
New Dawn Memory Care
I have such
admiration for
these operators
who are fulfill-
ing their mis-
sion to care for
this most vulner-
able population.
Their insight-
ful responses
prove to me that
they are commit-
ted to continu-
ally exploring
how to best support the abilities of
each person they serve.
MODERATOR:
Elisabeth
Borden
Principal, The
Highland Group
of 100 percent-leased buildings
in Greenwood Village, includ-
ing Fiddler’s Green centers I and
II, and it has about 520,000 sf in
two buildings remaining to be
developed. Madden Bui, like the
elder Madden, believes the south-
east metro area is just as hot as
downtown, and they’re looking
forward to bringing new product
out of the ground this cycle.
“Alot of people are announc-
ing that they’re developing spec,
and I think that’s great. But for us,
we’d like to have an anchor ten-
ant,” she said.
While all of JohnMadden Co.’s
buildings are LEED certified and
Energy Star rated, Madden Bui is
looking to push the sustainability
envelope. The company also is
exploring a bike share program
for tenants.
For Madden Bui, gender never
has been an issue, but the leader
in her has made it difficult for her
to work for others. “I’m not going
to let something get in my way. If
you tell me I can’t do something,
I’m going to find a way to do it,”
she said. “I’m very caring, but I’m
also very determined.”
She dislikes seeing deals fall
apart due to analysis paralysis.
“Definitely, it’s important to
look at all angles. But sometimes
you’ve got to pull the trigger.
Look at what he (JohnMadden)
has created by being that way. I
have that in me.
“I have an incredible tenacity
and strength, but I also have a
calmness about me where I’m
able to handle it all,” saidMad-
den Bui.
Madden Bui said she feels a tre-
mendous amount of responsibil-
ity for carrying on the legacy her
grandfather has built, but, “I don’t
look at it as stress. I really love
it,” she said. “I love every aspect
of my job. It’s what I’mmeant to
do.”s