living and thriving in 2017 and beyond€¦ · email, social media, websites an d speaking with...

4/14/2017

1

Living and Thriving in 2017 and BeyondThe State of Senior Living

Director of Development Consulting

Wayne T. HicksAmy CastleberryDirector

Daniel J. Cinelli, FAIAPrincipal & Executive Director

Speakers

Christine L. Podles, MA, LNHAExecutive Director

Session Objectives

1. Provide an overview of the future of senior living from different industry perspectives.

2. Give attendees innovative next steps on how to evolve and grow their respective organizations.

3. Highlight proactive organizations that are preparing for a changing, dynamic future of senior living.

4/14/2017

2

Agenda

Future Guideposts for Senior Living

Future of Senior Living from a Marketing Perspective

Reinventing through Convergence

Preparing for the Future

Topic 1

Topic 2

Topic 3

Topic 4

Closing Remarks

Questions & Answers

Amy CastleberryDirector

Ziegler

Topic 1:

Future Guideposts For Senior Living

0

10,000

20,000

30,000

40,000

50,000

60,000

2015 2020 2025 2030 2035 2040 2045 2050

(In

Tho

usan

ds)

75 Years & Over 85 Years & Over 100 Years & Over

Future Senior Living Consumers

Source: U.S. Census Bureau National Population Projections

35 Years

75+ More than doubling in 35 years

Population 75+ Years and Over by Age (2015 and Projected 2050)

• The number of centenarians in the U.S. grew by more than 480% between 1980 and 2014

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3

Planning For The Future: Time Horizons

Short-term1-2 years

(2016-2018)

Mid-term3-6 years

(2019-2022)

Long-term

7 or more years(2023 & beyond)

Source: Ziegler Investment Banking

With rapid pace of change, providers need to think differently about planning for the future

The New ERA for Not-for-Profit Senior Living

Supply & Demand

Competition Complexities of Healthcare

Changing Consumer

Source: Google Images

Supply & Demand

• How is the significant for-profit growth impacting the market?

• How do the NFP acquisitions, mergers, affiliations and dispositions threaten NFP growth? Where do opportunities exist?

• How can NFP providers build upon their expertise by further expanding the continuum?

• What new business models will be created to respond to the increasing supply?

4/14/2017

4

Supply & Demand: Projections

Source: American Seniors Housing & Rockwood Pacific, June 2016

100K units/year

If current penetration rates hold, the U.S. will need >3 million senior housing units by 2040 – about 2 million of which still need to be constructed

The Changing Consumer

• Is your organization keeping up with the pace of change of the consumer?

• Do you understand the technology needs and preferences of today’s and tomorrow’s resident?

• Are you viewed as a housing option that promotes successful aging or an alternative for the frail, needy elder?

• Are you able to provide options for older adults across the income spectrum?

Technology will shape your future

• Technology is redefining consumer preferences• Technology is redefining employee preferences• Technology is changing where, how, and when services are delivered

Wearable technologies

TelemedicinePatient-directed technologies


4/14/2017

5

Competition

• How are you positioned to compete with the ever-increasing options for today’s consumer?

• Are you expanding the variety of services (residents and non-residential) to attract a wider variety of consumers?

• Are you able to compete in the post-acute space with the new, concierge-based models in your market?

• How can you use the growth in the for-profit market to your advantage?

What additional consumer options will be added in future years?

*Transportation; Information/Referral; Counseling; Meals-on-Wheels; Integrated Day Care; Homemaker/Chore/Housekeeping; and Emergency Response SystemAdapted from Greystone Communities’ Continuum of Care Chart

Sub acute

Rehab

Memory Support Skilled

NursingPACE Programs

RespiteCare

Assisted Living

Continuing Care at Home

SeniorHealth

& WellnessCenter

GeriatricAssessmentSenior

CenterServices

*CommunityBased

Services

WellnessProgram

CaseManagement

IndependentLiving

AdultDay Services

MemorySupportAssistedLiving

HomeHealthCare

Skilled Nursing

Hospice Acute

Transitional Medicare

Complexities of healthcare

SOPHISTICATION

• Do you have the scale needed to compete in the local healthcare marketplace?

• What expertise do you have regarding the ACA and payment reform (bundles, etc.)?

• Are you technologically advanced with data analytics, outcome-based reporting, etc.?

PARTNERSHIPS

• Are you able to compete and be a player in the new models of care emerging as a result of the ACA?

• Are you engaged in any joint ventures, post-acute networks or bundled-payment agreements?

4/14/2017

6

Pressure in Post-Acute Sector Varies by Market

Affordable Care Act

Affordable Care Act

Payment Reform

Payment Reform

ACOsACOs

Hospital Consolidation

Hospital Consolidation In

crea

sing

Pre

ssur

e

Rural

Large Metro


Optimism Regarding Post-Acute (NFP)

7%

21%

44%

28%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Not very optimistic; have some real concerns about abilityto be competitive

Unsure; we have a number of items to still figure out

Somewhat optimistic; have made progress, but still roomto grow

Very optimistic; feel will be a strong player in post-acutemarketplace

Looking ahead five years, how do you feel about your organization’s ability to effectively compete in the post-acute space in your local market?

Source: Ziegler CFO Hotline, August 2016

The Potential Not-for-Profit Full-Service Senior Living Model

Age

Income

Services

Market Rate IL – hospitality focus

Moderate Independent Living

Assisted Living

Memory Care

Skilled Nursing, post-acute

Skilled Nursing, Medicaid

Government Subsidized

Continuing Care at Home

Home Health

Home Care

Concierge

PACE

Hospice

Adult Day

Home Maintenance

Source: Ziegler Investment Banking Maximization of partnerships in the region

4/14/2017

7

Wayne HicksDirector of Development Consulting

GlynnDevins

Topic 2:

Future of Senior LivingFrom a Marketing Perspective

The Changing Senior Consumer

Boomers are immersed in a sea of

DISRUPTION

What is disruption exactly?

15 years ago, travel agents would claim that you can’t book vacations online

10 years ago, you wouldn’t dream of banking online

5 years ago, very few people would buy groceries online

— Society of Actuaries

4/14/2017

8

SENIORS MORE OF THEM – LIVING LONGER AND HEALTHIER

Higher Expectations

• Hospitality

• Lifestyle

• Programming

• Technology

• Communication

• Security – health and personal

• CHOICES– they want it all

More knowledgeable about their options, still hesitant to make big changes

4/14/2017

9

Or will HIGHER EXPECTATIONS drive them to watch and learn from millennials?

Will they move into their parents’ era senior living community?

2021 First Boomers turn 75

2030

2040

Half of Boomers are 75+

Boomers are 85 +

— Brooks Adams Research

Possess nearly

¾ of all U.S. wealth

Spend $ 2 trillion on consumer goods each year

Account for 40% of total consumer demand

Baby Boomer Wealth

4/14/2017

10

2030 and Beyond

We’re looking at a self-programmed world, where the infrastructure would be “living” and “breathing” in the digital sense

— Frost & Sullivan


2030 and Beyond

• WI-FI-LIKE WIRELESS ELECTRICITY

• HUMAN AUGMENTATION SOLUTIONS

• IA: INTELLIGENCE AUGMENTATION

• RADICAL LIFE EXTENSION

• A REAL ANTI-AGING INTERVENTION


Next 3-10 Years

• Intelligent Mobility– Less need for garages– Transportation connected, accessible everywhere– Airbnb model

• Virtual senior living community– No physical location at all

• Internet-informed seniors– By 2025, medical decisions continuously improved– Wearable body sensors capture data streams

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11

Within the next 3 years

• SMART HOME TECH AND AUTOMATION SOLUTIONS

• TELEHEALTH SOLUTIONS will be widely deployed

• INCREASING USE OF TECHNOLOGY – social media connectedness

• HEALTH TOURISM

Disruption is here and exploding

32

• START-UP COMPANIES Encouraging seniors to stay put

• MORE ENTITIES pursuing the very large senior segment and TRILLIONS of dollars in consumer spending

4/14/2017

12

Uber-like services to make the house or apartment EASIER, SAFER

Even communities:

What Doesn’t Change

• Driving satisfaction higher – innovative programs and service delivery – staff who deliver them – referrals from very satisfied residents

• Attracting future residents

• Giving people what they want– physical plant and programming innovations

Growth in senior living will require all of us to BETTER DIFFERENTIATE our communities from other options

4/14/2017

13

Status QuoThe #1 Competitor to Senior Living

7%37%

31%26%

I WOULD MOVE NOW

WHEN WORK AND MAINTENANCE BECOME TOO DIFFICU LT

WHEN I NEED HEALTHCARE

I WILL NOT MOVE

44%


NOT ENOUGH PLANNERS Procrastinators who don’t understand the value

Independent and Assisted Living

4/14/2017

14

Consumer Education

40

• COMMUNICATE in the way seniors prefer

• BE CONVENIENT AND RELEVANT Have what they want, when they want it and where they want

Senior Living Marketing Will Need To Step Up

Customer Experience

• EXPERIENCE encompasses all touchpoints, including direct mail, email, social media, websites and speaking with sales counselors

• CUSTOMER-CENTRIC all marketing and programs from the customer’s perspective

vs. CUSTOMER-FOCUSED what the salesperson wants to say

• ONE-TO-ONE PERSONALIZATION will be key — must know every customer as an individual

ACROSS ALL CHANNELS

4/14/2017

15

Throughout the Customer Journey

18-month cycle

Increased technology in all areas —MARKETING IS NO EXCEPTION

Customer Experience

BOOMERS ARE ONLINE

• 40% of new inquiries are coming from online and will increase

• 59% of people over the age of 65 are online, and of those71% go online every day

• Immediate response is 100X MORE LIKELY to gain a new lead and 21X MORE LIKELY to move that lead through the sales process than traditional media


Customer Experience

4/14/2017

16

46

Increased technology and digital channels are highly trackable and yield MASSIVE AMOUNTS OF DATA ON YOUR CUSTOMERS AND RESIDENTS

The Terraces of PhoenixAugust 2016

Search Engine Performance

Paid Search Performance - Google & Bing/Yahoo

VisitsOnline

Inquiries Conv. Rate Phone Calls

612.6%16626

Reporting Month

VisitsOnline


4773.0%1464,942

Last 12 Months Total

Avg. Visits Avg. Inquiries Conv. Rate Phone Calls

4773.0%12412

Last 12 Months Average

0

200

400

600

Vis

its

Average = 412

Total Visits and Conversions

Sep '15 Nov '15 Jan '16 Mar '16 May '16 Jul '16

0

10

20

On

line

Inq

uir

ies

Average = 12.2

$2,000

$3,000

$4,000

Sp

en

d

Average = $2,873

Total Spend and Cost per Click


$0.00

$2.00

$4.00

$6.00

CP

C

Average = $4.55

Clicks # Times Ads Shown Click Through Rate Cost Cost Per Click Online Inquiries Cost per Conversion

Senior Living

Brand

Remarketing Set Up

Senior Apartments

Assisted Living

Senior Housing

Skilled Nursing

Independent Living

Retirement Homes

Long Term Care

$184

$337

$401

$181

$132

0

0

0

1

1

2

3

1

0

$6.70

$10.70

$10.32

$5.76

$6.13

$10.69

$6.47

$2.06

$0.65

$1.99

$67

$118

$268

$184

$337

$802

$544

$391

$132

$618

5.0%

4.8%

11.2%

5.8%

13.2%

4.9%

21.5%

0.4%

15.7%

0.2%

199

230

232

548

417

1,523

390

45,933

1,285

136,256

10

11

26

32

55

75

84

190

202

311

Top 10 Paid Search Keyword Groups - August 2016

Organic Search Performance

Visits Online Inquiries Conv. Rate

2.0%18916

Reporting Month


2.0%1909,520

Last 12 Months

Avg. Visits Avg. Inquiries Conv. Rate

2.0%16793


0

500

Vis

its

Average = 793



0

10

20

30

On

line

Inq

uir

ies

Average = 15.8

Entrance PageTotalVisits

OnlineInquiries

MonthlyCVR

/

/living-options/

/contact/

/scottsdale-skilled-nursing/

/scottsdale-short-term-rehab/

/about/

/resident-magda-willing-recalls-time-at-ausc..

/gallery/photo-gallery/ 0.0%

0.0%

7.1%

0.0%

4.2%

3.6%

2.1%

1.8%

0

0

1

0

1

1

1

12

11

13

14

16

24

28

47

665

Top Organic Search Entry PagesThe Terraces of Phoenix

CommunityThe Terraces of Phoenix

Year2016

MonthLast with data

The Terraces of PhoenixAugust 2016

Search Engine Performance

Paid Search Performance - Google & Bing/Yahoo

VisitsOnline


612.6%16626

Reporting Month

VisitsOnline


4773.0%1464,942

Last 12 Months Total

Avg. Visits Avg. Inquiries Conv. Rate Phone Calls

4773.0%12412


0

200

400

600

Vis

its

Average = 412



0

10

20

On

line

Inq

uir

ies

Average = 12.2

$2,000

$3,000

$4,000

Sp

en

d

Average = $2,873

Total Spend and Cost per Click


$0.00

$2.00

$4.00

$6.00

CP

C

Average = $4.55

Clicks # Times Ads Shown Click Through Rate Cost Cost Per Click Online Inquiries Cost per Conversion

Senior Living

Brand

Remarketing Set Up

Senior Apartments

Assisted Living

Senior Housing

Skilled Nursing

Independent Living

Retirement Homes

Long Term Care

$184

$337

$401

$181

$132

0

0

0

1

1

2

3

1

0

$6.70

$10.70

$10.32

$5.76

$6.13

$10.69

$6.47

$2.06

$0.65

$1.99

$67

$118

$268

$184

$337

$802

$544

$391

$132

$618

5.0%

4.8%

11.2%

5.8%

13.2%

4.9%

21.5%

0.4%

15.7%

0.2%

199

230

232

548

417

1,523

390

45,933

1,285

136,256

10

11

26

32

55

75

84

190

202

311

Top 10 Paid Search Keyword Groups - August 2016

Organic Search Performance


2.0%18916

Reporting Month


2.0%1909,520

Last 12 Months

Avg. Visits Avg. Inquiries Conv. Rate

2.0%16793


0

500

Vis

its

Average = 793



0

10

20

30

On

line

Inq

uir

ies

Average = 15.8

Entrance PageTotalVisits

OnlineInquiries

MonthlyCVR

/

/living-options/

/contact/

/scottsdale-skilled-nursing/

/scottsdale-short-term-rehab/

/about/

/resident-magda-willing-recalls-time-at-ausc..

/gallery/photo-gallery/ 0.0%

0.0%

7.1%

0.0%

4.2%

3.6%

2.1%

1.8%

0

0

1

0

1

1

1

12

11

13

14

16

24

28

47

665

Top Organic Search Entry PagesThe Terraces of Phoenix


Year2016

MonthLast with data

VisitsOnline

InquiriesConv. Rate Phone Calls

1012.1%552,605

Reporting Month

VisitsOnline


8482.2%54625,018

Last 12 Months

Avg. VisitsAvg.

InquiriesConv. Rate

Avg. PhoneCalls

712.2%462,085


Channel Visits Online Inquiries Conv. Rate % of Total Visits Phone Calls

Organic Search

Paid Search

Display

Direct Visits

Referring Sites

E-mail

Direct Mail

Offline Media

Grand Total 96

0

0

0

0

35

0

61

0

100%

0%

0%

2%

9%

11%

19%

24%

35%

2.1%

0.0%

0.0%

7.8%

1.3%

2.4%

1.4%

2.6%

2.0%

55

0

0

4

3

7

7

16

18

2,605

2

2

51

223

290

495

626

916

Monthly Report

Channel Visits Online Inquiries Conv. Rate % of Total Visits Avg. Visits Avg. Inquiries

Organic Search

Paid Search

Display

Direct Visits

Referring Sites

E-mail

Direct Mail

Offline Media

Grand Total 46

0

4

3

3

4

4

12

16

2,085

3

18

35

157

290

377

412

793

100%

0%

1%

2%

8%

14%

18%

20%

38%

2.2%

6.3%

21.7%

7.2%

1.7%

1.3%

1.2%

3.0%

2.0%

546

2

47

30

32

46

53

146

190

25,018

32

217

415

1,887

3,484

4,521

4,942

9,520

Last 12 Months (Totals and Monthly Averages)


0K

1K

2K

To

tal V

isits

0.0%

1.0%

2.0%

3.0%

Con

vers

ion

Rat

e

Visits by Medium


0

20

40

60

On

line

Inq

uiri

es

Online Inquiries by Medium

Offline Media Direct Mail E-mail Referring Sites Direct Visits Display Paid Search O

Total Visits % of Visits Online Inquiries ConversionRate

DesktopComputers

Mobile Phones

Tablets

Grand Total 2.1%

2.0%

1.4%

2.4%

55

8

10

37

100%

15%

26%

58%

2,605

403

690

1,512

Device Type Visits and Conversions

hostname Total Visits OnlineInquiries

ConversionRate

www.theterracesphoenix.com

www.theterracesassistedliving.com

(not set)

www.grandlakegardens.com 0.0%

0.0%

4.4%

2.1%

0

0

4

51

52

53

91

2,408

Website URLs


Year2016

MonthLast with data

The Terraces of PhoenixAugust 2016 Website Performance

VisitsOnline


1012.1%552,605

Reporting Month

VisitsOnline


8482.2%54625,018

Last 12 Months

Avg. VisitsAvg.

InquiriesConv. Rate

Avg. PhoneCalls

712.2%462,085


Channel Visits Online Inquiries Conv. Rate % of Total Visits Phone Calls

Organic Search

Paid Search

Display

Direct Visits

Referring Sites

E-mail

Direct Mail

Offline Media

Grand Total 96

0

0

0

0

35

0

61

0

100%

0%

0%

2%

9%

11%

19%

24%

35%

2.1%

0.0%

0.0%

7.8%

1.3%

2.4%

1.4%

2.6%

2.0%

55

0

0

4

3

7

7

16

18

2,605

2

2

51

223

290

495

626

916

Monthly Report

Channel Visits Online Inquiries Conv. Rate % of Total Visits Avg. Visits Avg. Inquiries

Organic Search

Paid Search

Display

Direct Visits

Referring Sites

E-mail

Direct Mail

Offline Media

Grand Total 46

0

4

3

3

4

4

12

16

2,085

3

18

35

157

290

377

412

793

100%

0%

1%

2%

8%

14%

18%

20%

38%

2.2%

6.3%

21.7%

7.2%

1.7%

1.3%

1.2%

3.0%

2.0%

546

2

47

30

32

46

53

146

190

25,018

32

217

415

1,887

3,484

4,521

4,942

9,520

Last 12 Months (Totals and Monthly Averages)


0K

1K

2K

To

tal V

isits

0.0%

1.0%

2.0%

3.0%

Con

vers

ion

Rat

e

Visits by Medium


0

20

40

60

On

line

Inq

uiri

es

Online Inquiries by Medium

Offline Media Direct Mail E-mail Referring Sites Direct Visits Display Paid Search O

Total Visits % of Visits Online Inquiries ConversionRate

DesktopComputers

Mobile Phones

Tablets

Grand Total 2.1%

2.0%

1.4%

2.4%

55

8

10

37

100%

15%

26%

58%

2,605

403

690

1,512

Device Type Visits and Conversions

hostname Total Visits OnlineInquiries

ConversionRate

www.theterracesphoenix.com

www.theterracesassistedliving.com

(not set)

www.grandlakegardens.com 0.0%

0.0%

4.4%

2.1%

0

0

4

51

52

53

91

2,408

Website URLs


Year2016

MonthLast with data

The Terraces of PhoenixAugust 2016 Website Performance

Abundant Data

Abundant Data

Marketing automation and lead scoring

4/14/2017

17

• ALLOWS FOR PERSONALIZATION Based on user preferences and behaviors —this mirrors other industries

• AUTOMATES key touchpoints in the customer journey that nurture leads. This allows sales teams to focus on what they do best — ultimately REDUCING THE SALES CYCLE

Abundant Data

Databases are very Valuable Assets

50

Responsible for millions of dollars in current and future revenue

• NAVIGATOR OF DATA from the customer journey and all touchpoints

• CUSTOMER-CENTRIC views every piece of your marketing plan and programs from your customers’ perspective

DIRECTOR OF CUSTOMER ANALYTICS

A NEW Resource

4/14/2017

18

5252

THE FUTURE OF SENIOR LIVING MARKETING

• Integration across systems and databases is CRUCIAL– CRM, website, marketing automation, business intelligence tools, EMR

• Growth in senior segment will lead to abundant competition and opportunity

• Continually improve upon the customer experience

• Technology and data will help achieve shorter sales cycles and higher occupancy

• Investment is required in these new and growing areas

• Future budgets weighted more heavily toward customer-centric strategies

THE FUTURE OF SENIOR LIVING MARKETING

HARNESS DISRUPTION Avoid the Status Quo

4/14/2017

19

Daniel Cinelli FAIAPrincipal and Managing Director

Perkins Eastman

Topic 3:

Reinventing throughConvergence

Time Frame

• 2017-2020• Center-of Excellence: Short Term Rehab• Embracing Hospitality in everything you do• ILU without the full continuum• Household Models: AL-STR

Time Frame


• 2020-2025• Healthcare and Senior Living Collaborate• Centers for Healthy Living-Proactive Lifestyle• Affordable Urban living

4/14/2017

20

Time Frame


• 2020-2025• Healthcare and Senior Living Collaborate• Centers for Healthy Living-Proactive Lifestyle• Affordable Urban living

• 2025-2035• Alternative units, payment models, and “strange bedfellows”

2017-2020 Trying To Get To Dodge City

2017-2020 STR Rehab

4/14/2017

21

2017-2020 Embracing Hospitality

Main Street

2017-2020 ILU without the Continuum

2017-2020 Household Models

4/14/2017

22

2020-2025 Bridging The Generations

Silent Generation

Boomer Generation

2020-2025 Building the New Base

Transparency Transportation Information Technology

Primary Care Team

WellnessGeriatric

ClinicElder Urgent Care

EmergencyRoom

OrthopedicCardio Rehab

Short Term RehabHospicePalliative

Intensive Care

2020-2025 Healthcare + Senior Living Collaborate

4/14/2017

23


Nursing Home

Independent Living

Assisted Living

Night Program

Rehabilitation

Planning care

Hearing Care

Managed Care

Respite Care

Transitional CareAccess to care

Ongoing Care



4/14/2017

24

2020-2025 Centers for Healthy Living

Proactive Lifestyle

2020-2025 Centers for Healthy Living

Community-based organizations (CBOs) have great potential as partners in bridging the gap between the community and clinical setting by identifying the underlying reasons why individuals in a community are disconnected from quality care, and filling the gaps with a variety of resources (human, technical, financial, etc.)

2020-2025 Affordable Urban Living

4/14/2017

25

2025-2035 What to Expect

2025-2035 WeWork for Seniors

Exercise and Yoga Sports and Entertainment Messy Painter

2025-2035 “Customized Lifestyle Apartments”

4/14/2017

26

2025-2035 Smaller Projects: Pocket Neighborhoods

Ross Chapin Architects

2025-2035 Senior Friendly Micro Units

2025-2035 Senior Friendly Micro Units

4/14/2017

27

2025-2035 Time-share & Airbnb Senior Living

2025-2035 Hogeweyk Dementia Village

2025-2035 Dementia Village USAHome For Betty©

• Allows aging in place

• Tranquil and peaceful

• A home that is safe – allowing for piece of mind

• Smart technology to help you “transform” to the next stage

• “Built-in” flexibility for comfort of mind

• The house looks and feels like an active adult residence in every way

4/14/2017

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2025-2035 Dementia Village USA



4/14/2017

29

Christine L. Podles MA, LNHAExecutive Director

Ingleside at King Farm

Topic 4:

Preparing for the Future

Ingleside at King Farm

Non-Profit Community SnapshotIngleside at King Farm

• Organization: Ingleside• Ingleside at Rock Creek, DC• Westminster at Lake Ridge, VA• Ingleside at King Farm, MD• WING Management & Development Group• Ingleside at Home

4/14/2017

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Non-Profit Community SnapshotIngleside at King Farm

• Location: Rockville, Maryland• Community Composition

• 245 Independent Living Apartments• 45 Assisted Living• 45 Skilled Nursing

• CARF-CCAC Accreditation: Yes• Debt Rating: No• Affordable Housing: No• Model: Fee for Service

Non-Profit Community LifestyleIngleside at King Farm

Our Residents are our most valuable asset!

Non-Profit Community LocationIngleside at King Farm• New Urbanist• Walkable community within King Farm neighborhood, in

Montgomery County• Close to Metro• Diverse and Inclusive• Intergenerational• Residents are a reflection of Potomac, Bethesda,

Rockville and Chevy Chase areas

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Non-Profit Community ChallengesIngleside at King Farm• Opened in Spring of 2009• Stabilization in 2012• Community kitchen size limitations identified in 2010• Limited seating capacity issue for dining identified in 2011• Inadequate space for Resident programs• Limited parking for visitors and staff• Lack of Memory Support for all levels• Long range planning included an expansion project

Non-Profit Community Program DevelopmentIngleside at King Farm• Market Research• Holistic Approach to Wellness• Synergy between the demands of the market research and the

holistic approach to wellness and the inception of Ingleside Engaged Living

• The program and the design were the result of the integration of the dimensions of wellness, the principles & values of Ingleside’s Engaged Living, and the market demands

Non-Profit Community SolutionsIngleside at King Farm

Renovation and ExpansionPhase 1 (Began August 2016 – Current)

• Expansion of Dining Spaces (adding 190 seats)

• Expansion of Kitchen (doubling the size)

Phase 2 (Three new buildings – Opening 2019/20)• Add 125 apartments for Independent Living

• Add 32 Assisted Living Memory Support Apartments

• Add a Center for Healthy Living

• Add additional parking for visitors and staff

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Dining Then…….

• Market Place designed to be a Bakery and Café seated 50 and was being used for full service

• Bistro designed for casual dining and seated 70

• Formal Dining Room designed for upscale dining and seated 50

• Private Dining Room designed for private parties seated 18

Dining Now….

• Courtyard Café, seats 108, opened in February 2016

• 701 Lounge offers a gathering spot by the Bistro and seats 24, opened on October 2016

• Bistro offers casual dining and seats 167, opened in October 2016

Dining Now….

• Formal Dining Room upscale menu, seats 64, opened in February 2017

• Private Dining Room seats 18, opened in February 2017

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Courtyard Café Then…….

Courtyard Café Now….

Courtyard Café Then…….

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Courtyard Café Now….

Bistro Then…….

Bistro Now…….

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Formal Dining Then…….

Formal Dining Now…….

Private Dining Then…….

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Private Dining Now…….

Our Future….

• Community Composition- 370 Independent Living Apartments

- 25 Assisted Living

- 32 Assisted Living Memory Support

- 45 Skilled Nursing

- Ingleside at Home

• Center for Healthy Living- Fitness Center with al fresco class space

- Salon and Spa, with massage services

- Indoor and Outdoor Class Rooms

- Game Rooms

- Medical Clinic with Care Navigation Services

- Auditorium

- Meditation Room

Our Future…..

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We Could Have…..

• Done Nothing• Plugged the Holes• Refreshed for Now• Replaced with the Current Consumer in mind

We Chose to…

• Reimagine with the future in mind• Capture the future Consumer demands and needs • 15-year vision• Continually re-examining our environment

• Environmental Scan

• Meet the expectations of the future Consumer

ClosingRemarks

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Questions and Answers

Thank You

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