I’ve written before about the importance of diversity on the board of directors for continuing care retirement communities (CCRCs), sometimes called life plan communities. A board made up of people from varied backgrounds brings fresh perspectives and valuable input that help protect a community’s long-term financial health and quality of life—outcomes that matter to current and prospective residents alike.
While a CCRC’s management team should certainly pay attention to its board, another group deserves equal consideration: the residents themselves.
Recently I spoke with my friend Rev. Bob Nicholson, a retired minister who lives in a Seattle CCRC and served as president of the National Continuing Care Residents Association (NaCCRA). I was honored to be invited by Bob and colleagues to present at their annual gathering at LeadingAge last year. I remember the irony: the conference drew hundreds of vendors and thousands of attendees focused on attracting seniors to their businesses, yet few were actually engaging the seniors in the room. Bob’s simple mantra captures the point: If it’s about us, include us. He offered examples at both the industry level and the community level that illustrate why residents’ voices matter.
The macro: changing the senior living industry from the top down
Bob and I have attended many industry conferences and meetings. Most speakers tend to be healthcare professionals, social workers, gerontology researchers, marketing executives, or other industry specialists. Those perspectives are valuable, but they are not the whole story.
As Bob observed, individuals who live in CCRCs—seasoned adults who navigate this lifestyle every day—are rarely featured as presenters. That omission is striking, because residents often have firsthand insight into what works and what doesn’t in senior living communities.
Bob recalled a telling example at a past LeadingAge conference: NaCCRA organized a session titled “What Providers Can Learn from Residents.” Bob, then vice president of membership, modestly brought literature for 35 people to an 8 a.m. slot. Instead, 259 people attended. The session proved to be one of the most highly rated and well attended that year, yet a similar session has not reappeared regularly on conference agendas.
This example suggests that providers and conference planners recognize the value of resident perspectives—but more consistent effort is needed. Industry influencers should make it routine to include residents in panels, planning, and strategy. As Bob says, “If it’s about us, include us.”
>> Related: Marketing CCRCs to the Next Generation of Retirees
At the micro level: the cost of listening to—or ignoring—residents’ feedback
Residents bring a wealth of professional experience when they join a CCRC: retired doctors, executives, engineers, accountants, and other specialists who can offer practical, actionable advice. When management welcomes that expertise, the community benefits. When management ignores it, the consequences can be serious and costly.
- Positive example: In a for-profit Florida CCRC a resident reviewed the community’s balance sheet and noticed an $8,000 monthly water bill. The property bordered a lake, so the resident consulted a hydrologist and recommended installing a pump. The change eliminated the large water expense and saved the community nearly $100,000 a year.
- Negative example: In another community, residents with medical and clinical backgrounds warned management about deficiencies in a 25-bed skilled nursing unit. Management did not act. Regulators later shut the unit down for 11 days for a full inspection and review, disrupting care and imposing financial and reputational costs on the community.
>> What Makes a Life Plan Community Great?
Hearing residents’ voices
Following our conversation, Bob shared a note from Jack Cumming, president-elect of NaCCRA and a resident at Carlsbad by the Sea in California. Jack wrote:
“I’m a resident. I’m also an actuary… I was an actuary before I became a resident, and I didn’t suddenly become an object for compassion and care merely because I became a resident. This is the dilemma that confronts many providers. Some residents need care and deserve compassion, but not all. The tendency is to view residents as customers, that is, as something separate and apart from the salaried staff. Residents, though, tend to view themselves as participants.”
Jack’s words capture the nuanced relationship between residents and providers. Residents expect quality amenities and compassionate care when needed, but above all they seek respect and recognition for who they are—their accomplishments, expertise, and interests. When communities ignore residents’ talents and insights, they risk perpetuating the very ageism the industry often criticizes.
That does not mean residents should run daily operations. Clear boundaries between management and residents are important for fiduciary oversight and operational integrity. But CCRCs should proactively create channels for resident input, encourage participation in decision-making, and act on feasible suggestions. Including residents in conversations that affect their lives leads to better outcomes for the community as a whole.
>> If you’re considering a move to a CCRC, MyLifeSite offers resources to aid your research, including a free online community search tool.