| Navigating Therapy Provider Transitions | <p><img src="/Articles/PublishingImages/2025/doc_paperwork.jpg" class="ms-rtePosition-1" alt="" style="margin:5px;width:200px;height:200px;" />Having worked in long term care in a variety of roles, this professional has seen firsthand the challenges that arise when an organization decides to change its therapy provider. </p><p>My experience includes delivering direct care for both contract and in-house therapy services as an occupational therapist, then serving as a single site therapy manager, to an executive rehab leader overseeing multiple therapy programs through acquisitions, divestitures, and provider transitions, and now as a compliance manager guiding organizations in strengthening their compliance programs.</p><p>This range of experiences has allowed me to see the successes and pitfalls that can occur, from deciding that a new therapy provider is necessary to ensuring a relationship stays strong, and everything in between.</p><p>Whether transitioning from a contract therapy provider to in-house services, selecting a new contract partner, or navigating operational and regulatory complexities, organizations must carefully balance continuity of care, financial stability, and compliance. Rushed transitions can lead to gaps in service delivery, contract disputes, and reimbursement challenges.</p><p>The good news? A well-planned transition can ensure that the new provider is not only a replacement, but a true partner aligned with the organization’s culture, values, and clinical standards. The following steps offer a roadmap to navigate this process thoughtfully, minimizing disruption, and maximizing success.</p><h3>Step 1: Assessing the Need for a New Provider</h3><p>Organizations typically consider changing their therapy provider for several key reasons. Performance concerns like inconsistent service delivery or compliance issues may prompt leadership to explore alternative options. Additionally, financial considerations often play a role as organizations seek opportunities for cost efficiencies without compromising quality. In some cases, the motivation stems from a desire for enhanced service offerings or a more aligned partnership that supports the organization's long-term strategic goals.</p><p>When evaluating a potential transition, it is essential for leadership to conduct a thorough assessment of the existing provider's strengths and weaknesses. Identifying gaps enables leadership to make informed decisions and positions the organization to choose a new therapy provider that aligns with its specific goals.</p><h3>Step 2: Collaborating with a Selection Committee</h3><p>Once the decision is made to transition to a new therapy provider, it is essential to establish a multidisciplinary committee to guide and oversee the entire selection process. This committee should comprise key stakeholders from various departments within the organization to ensure that all perspectives are considered. At a minimum, the committee should include the compliance officer, nursing home administrator, director of nursing, head of clinical operations, chief financial officer, and a representative from information technology. Consider including a resident representative to ensure that the voices of those directly impacted by therapy services are heard.</p><p>The transition committee will work together to establish objective criteria that define the ideal therapy provider for the organization. This criterion should be used to create a scorecard against which an organization can weigh each provider. With these standards in place, the next step is to issue a request for proposal (RFP). The RFP should clearly outline the organization’s expectations, goals, and timeline, providing potential providers with a clear understanding of what is required for consideration.</p><h3>Step 3: Performing Due Diligence</h3><p>The committee should use the ratings gathered in the RFP to create a short list of the top providers they want to investigate further. Final candidates should be invited onsite for interviews and/or presentations. This interview is an opportunity to ask detailed questions about the providers' services, culture and how they plan to meet the organization's specific needs.</p><p>An organization must conduct reference checks, appropriate credentialing, and background checks as required by state, federal regulation, or the Office of Inspector General (OIG).  For example, sanction screenings such as OIG's List of Excluded Individuals and Entities, the federal System for Award Management and the State Medicaid Provider Exclusion and Suspension List should be conducted. Review the providers’ compliance policy, ask for evidence of regulatory and compliance training and inquire about their claims denial rate. Even if a provider looks good on paper, it is critical to see if their practices reflect their values before making a final decision.</p><h3>Step 4: Facilitating Contract Negotiations</h3><p>Once the top therapy provider is selected, both parties are ready to formalize their business relationship. A contract policy provides a structure for those tasked with negotiation. To start, this should include fundamental provisions like indemnification, liability, compensation, and billing among other items. Additionally, the organization should ensure that the contract includes a clause requiring the provider to adhere to the organization’s code of conduct and compliance program.</p><p>A definition of deliverables involving key performance indicators, adequate and competent staffing, and resident satisfaction goals should also be included.</p><p>Consider bundling value-added services, such as participation in key meetings and periodic training for staff and residents, alongside the main target. These services may not be billable but enhance the quality of the care delivered. Lastly, the organization should ensure that legal counsel reviews the contract before execution.</p><h3>Step 5: Developing a Transition Plan</h3><p>Once an organization is ready to bring in a new therapy provider, it’s essential to create a timeline that pinpoints clear milestones for each transition phase.</p><p>A communication campaign should be developed to ensure consistency of messages and promote transparency to residents, families, and staff, fostering confidence that continuity of care will be maintained.</p><p>Another key part of the timeline is staff training and integration to make sure that a new provider’s team is familiar with the organization’s culture and operational workflows. <br></p><p>Technology integration also contributes to the transition plan, ensuring interoperability, data security and adequate equipment and infrastructure.  A compliance checklist should also be created to ensure the organization remains survey- and audit-ready.</p><h3>Step 6: Implementing and Monitoring</h3><p>Once contracts are signed and a transition plan is in motion, the transition committee must stay engaged. For the transition to be truly effective, the existing staff and the new therapy team can collaborate for a seamless changeover.</p><p>Another key step in implementation is reviewing the policies of both the organization and the therapy provider to ensure alignment with the organization's values and standards. <br>On the monitoring side, organizations should ensure they are audit-ready, schedule mock surveys to verify compliance with federal and state regulations, track providers' performance against agreed-upon terms, and create a channel for residents and families to provide feedback as the team continues to shift.</p><h3>Step 7: Overseeing the Post-Transition</h3><p>Finally, over the course of three to six months, the transition team should stay involved to ensure that the new therapy provider meets expectations.</p><p>The team’s role in this stage is substantial and will require a similar representation of individuals within the organization who can tackle areas including:<br></p><ul><li>Regulatory compliance.</li><li>Monitoring performance.</li><li>Reviewing key performance indicators. </li><li>Collecting and analyzing resident and family feedback.</li></ul><h3>Keeping a Strong Partnership</h3><p>Transitioning therapy providers is a large undertaking that can significantly impact the residents and staff of an organization. To respect the investment of time from the search committee and honor the mission of providing top quality care to residents, the organization should take care to maintain the partnership with a therapy provider and find ways to strengthen it proactively.</p><p><img src="/Articles/PublishingImages/2025/Angele-Tran.jpg" alt="Angele Tran" class="ms-rtePosition-1" style="margin:5px;" />Strengthening these relationships can take multiple forms but should include open communication that allows challenges to be addressed and practices to be improved upon. The partnership between the organization and therapy provider should be built on a shared commitment to delivering exceptional care while upholding the organization’s mission and values.<br><br><em>Angele Tran, OTR/L, CHC, CAPS, is a compliance manager at Friends Services Alliance in Blue Bell, Penn. She is a licensed occupational therapist in Pennsylvania.</em><br></p> | 2025-03-04T05:00:00Z | <img alt="" src="/Articles/PublishingImages/2025/doc_paperwork.jpg" style="BORDER:0px solid;" /> | Management | Whether transitioning from a contract therapy provider to in-house services, selecting a new contract partner, or navigating operational and regulatory complexities, organizations must carefully balance continuity of care, financial stability, and compliance. |
| Finding Solutions for the Booming Long Term Care Population | <p><img src="/Issues/2025/Spring/PublishingImages/Silver-Tsunami.jpg" class="ms-rtePosition-1" alt="" style="margin:5px;width:200px;height:200px;" />Every day 10,000 baby boomers turn 65, according to U.S. Census data. The baby boomer generation began turning 65 in 2011 and will continue to add 10,000 each day through 2030. <br></p><p>The number of older adults will more than double over the next several decades to top 88 million people and represent over 20 percent of the population by 2050, according to a 2019 report from AARP. This silver tsunami of aging individuals will have a ripple effect through U.S. society, impacting industries across the nation. One of the most affected sectors will be the long term care profession.  <br></p><p>This rapid increase in older adults will create challenges and opportunities for the long term care profession over the next few decades. In addition to having more older individuals, people are living longer—between 2022 and 2040, the number of people who are 85 or older will more than double, according to the “Aging in the United States” report to Congress in May 2024. </p><h3>Demand for Senior Care Facilities</h3><p>The long term care profession has been aware of this coming demographic shift for years and will need to provide solutions in several main areas. First and foremost is availability. Demand strongly outpaces supply and will continue to widen as the baby boomers age. <br></p><p>This demand is a business opportunity for those operating senior living, assisted living, and skilled nursing facilities. In addition to expanding and modernizing facilities, new locations will need to be built and staffed. This has led to innovation in construction methods to meet the rising need for space. <br></p><p>Tino Popescu, vice president of clinical services at Maplewood Senior Living, said some states, such as Texas, California, and Florida, may each need more than 250 new nursing homes by 2030 to maintain current population-to-nursing-home ratios.<br></p><p><img src="/Issues/2025/Spring/PublishingImages/Tino-Popscu.jpg" alt="Tino Popescu" class="ms-rtePosition-2" style="margin:5px;" />“However, staffing shortages, rising labor costs, and high construction expenses constrain growth,” Popescu said. “New development remains slow, and acquisitions are focused on smaller, distressed assets. Federal policy shifts—particularly in Medicaid reimbursement—will be critical in shaping investment strategies.”<br></p><p>“The industry has been trying to solve this by creating less expensive construction,” Zach Bowyer, MAI, MRICS, executive managing director, Cushman & Wakefield, said. “For example, hotel conversions can reduce real estate costs.”<br></p><p>Developers sense the need to move quickly and efficiently in building structures to serve this population, according to BKV Group’s Senior Housing Practice Leader, Grant Warner.<br></p><p>“Some are shifting toward prototype construction that saves time and money,” said Warner. “Some are also focusing on much-deserved areas such as suburbs, exurbs, rural communities, and urban areas.” Others are developing pre-fabricated housing solutions to save time and money.<br></p><p>Despite increased demand, growth in new senior housing options is at one of the lowest levels in recent history, according to Anne Hill, senior vice president of Bayview, PACE, which provides financing for senior living and long-term care facilities.<br></p><p>Like other commercial real estate segments, construction starts have slowed significantly nationwide due to the more expensive financing environment and elevated construction and labor costs.<br></p><p>Doug King, vice president emeritus, health care at Project Management Advisors, Inc., said he is confident that existing assisted living communities will be able to scale up, as renovating existing housing stock doesn’t require significant adaptation to become an effective assisted living community. <br></p><p>“The need for skilled nursing facilities is another, more complex matter,” King said. “These licensed rooms have technology and other health care features such as telemetry, medical gases, nurse calls, patient lifts, and provisions for patient safety, such as handrails, that are not found in the typical multifamily residential structure.”</p><h3>Affordability Remains a Primary Challenge</h3><p>With middle-income seniors projected to double by 2029, over half of this segment will not have adequate finances to afford conventional senior living and care, according to Bowyer. “When you look at housing affordability in the middle markets, half the population can’t afford it,” he said.<br></p><p>“We need more solutions on the horizon for the middle market, which is made up of folks who will have a fixed income that doesn't align with some of the more luxurious options, such as teachers, firefighters, skilled trade workers,” according to Shannon Arnold, president, Kara Casa. <br></p><p>The number of unpaid caregivers (such as family and/or friends) will on average decrease over the next five years, resulting in the increased need for paid caregiving in an appropriate long term care setting such as assisted living, according to a 2024 article from the National Council on Aging (NCOA).<br></p><p>Over 15 million (or roughly one in three) older adults aged 65 and older are economically insecure, with incomes below 200 percent of the Federal Poverty Level said NCOA. Unfortunately, many seniors must spend down their assets in order to qualify for Medicaid to have their long term care covered. (Medicare does not cover long term care.) To qualify for Medicaid, most states require that you demonstrate that you require skilled nursing level care. Not everyone who needs long term care necessarily needs 24/7 support and may have their needs better met in a setting like assisted living. <br></p><p>One option is to make assisted living a more affordable option to meet the changing needs of a growing elderly population. Assisted living communities that are 100 percent Medicaid are often built in areas specifically to serve low-income residents. To offer affordable assisted living exclusively requires an entirely different business model and vigorously looking for loans and programs to stay viable. This includes HUD loans, low-income tax credits, and USDA multifamily housing direct loans. Public-private partnerships are needed to identify opportunities and facilitate grant programs or other financing options.<br></p><p><img src="/PublishingImages/Headshots/LBethea.jpg" alt="LaShuan Bethea" class="ms-rtePosition-1" style="margin:5px;width:186px;height:233px;" />Research shows that some seniors will need more affordable assisted living options, as fewer resources and fewer family caregivers will impact the need for and ability to access assisted living care. But the path to getting there faces obstacles.<br></p><p>“There are many challenges that need to be addressed in order for assisted living providers to be able to deliver more affordable care options,” said National Center for Assisted Living Executive Director LaShuan Bethea. “How long term care is currently financed, Medicaid underfunding, and essential public-private partnerships—these all need to be considered as we face an increasing senior population that will depend on the high-quality care offered in assisted living sooner than we realize.”  </p><h3>Managing Multiple Conditions</h3><p>One result of a longer lifespan is that those in the 80+ demographic are also experiencing more health issues. Popescu said it is estimated that 90 percent of adults over age 65 experience one or more chronic conditions requiring specific treatments and medical care.<br></p><p>This need to manage multiple conditions has led to an increase in innovations in technology. Technology use has exploded in the long term care profession in the past few decades and will be a critical part of caring for the silver tsunami. Innovations in monitoring and care practices have allowed skilled nursing residents to avoid hospital visits and continue to be managed in the facility. <br></p><p>Electronic health records, interoperability, telehealth, and cybersecurity developments have helped move paper records into the electronic age, allowing for greater collaboration and communication, particularly in moving between care locations and physicians. <br></p><p>Artificial intelligence is one of the most exciting areas of technology in long term care right now. Whether AI is helping to optimize the use of staff time, monitoring residents to reduce falls, providing companions or enrichment activities, AI is finding its way into the industry in a myriad of ways. <br></p><p>“We not only have a rapidly growing number of elders in this demographic group, but many are not aging in healthy ways,” Banta said. “There is tremendous growth in dementia and co-morbidities that will require a vast expansion of acute care resources and housing in this country.”<br></p><p><img src="/PublishingImages/Headshots/DavidGifford_2022.jpg" alt="David Gifford, MD" class="ms-rtePosition-1" style="margin:5px;" />Greater research and development in treatment methods for conditions such as dementia are experiencing greater uptake as well. An estimated 6.9 million Americans age 65 and older are living with Alzheimer’s dementia as of 2024, according to Popescu. This number could potentially grow to 13.8 million by 2060 without medical breakthroughs. Alzheimer’s remains the fifth-leading cause of death among Americans age 65 and older. <br></p><p>As a sector, “We have a good history of caring for residents with advanced dementia,” said David Gifford, chief medical officer at AHCA/NCAL. New, neurology-forward approaches to care have shown great promise in helping those with dementia manage these conditions better.<br></p><p><img src="/PublishingImages/Headshots/PaulBergeron.jpg" alt="Paul Bergeron" class="ms-rtePosition-2" style="margin:5px;width:185px;height:185px;" />While the silver tsunami brings challenges with higher numbers of seniors living longer and with more conditions, long term care as a profession is poised to tackle those challenges. New thinking, compassion, and technology—combined with investment, regulatory support, and a focus on workforce—will see the long term care segment growing well into the future. <br><br><em>Paul Bergeron is a freelance writer based in Herndon, VA.</em></p> | 2025-02-28T05:00:00Z | <img alt="Silver Tsunami" src="/Issues/2025/Spring/PublishingImages/Silver-Tsunami.jpg" style="BORDER:0px solid;" /> | Assisted Living;Caregiving | The first in an article series about the challenges and opportunities the silver tsunami will bring to long term care in the United States.
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| Advancing Music Therapy Approaches in Dementia Care | <p><img src="/Articles/PublishingImages/2025/music-therapy.jpg" alt="Bridgetown Music showing “Music with Alexis” " class="ms-rtePosition-2" style="margin:5px;width:240px;height:240px;" />Music has long been recognized as a powerful tool in dementia care, offering comfort, connection, and cognitive stimulation for those experiencing memory loss. However, as expectations rise for more effective dementia care, the standard for music programs also increases. Today, there is a growing emphasis on approaches that deliver not just entertainment but true therapeutic impact, rooted in the formal field of music therapy.</p><p>"Music therapy is a clinical and evidence-based practice that uses music to accomplish individualized goals and objectives," explains Tara Jenkins, MT-BC, a board-certified music therapist and founder of <a href="https://www.harmonyindementia.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Harmony in Dementi</a>a. "Our work supports clients' social, emotional, cognitive, physical, communication, musical, and spiritual needs. Essentially, we use different aspects of music to achieve individualized goals both in and outside sessions."</p><p>But change is afoot within the dementia industry. While traditional music therapy provides a deeply personalized experience tailored to an individual's emotional and cognitive needs, new models are emerging that bring the benefits of music to entire communities, around the clock, creating shared moments of joy and interaction. The following examples offer a brief survey.</p><p>Jenkins focuses on the individualized approach, working closely with people living with dementia to use music as a means of communication, emotional expression, and cognitive engagement. Her one-on-one sessions are rooted in clinical training, using music to tap into personal memories and provide therapeutic benefits unique to each resident.</p><p>For many individuals, this approach helps unlock emotions, reduce anxiety, and improve mood in a way that traditional music activities often cannot. Mood management is particularly important in memory care since mood disorders can create depression and behavioral issues, which can often trigger the use of powerful medications—sometimes with ill effects.</p><p>“The familiarity of music from a person's young adult years is the vessel of comfort, and the music therapist is there as a guide to support dignity and intentional moments of joy,” adds board-certified musical therapist Kim Best, MT-BC, founder of <a href="https://kimbestmusictherapy.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Kim Best Music Therapy</a>. “Music therapy may look like magic, but it is the coming together of music, a person with dementia, and a music therapist—someone who not only cares deeply but is trained to carry music in a purposeful way to promote wellness.”</p><p>When requested, Best extends the conventional 1:1 model to small groups. But new tools bring new opportunities. </p><p>Perhaps the most current evolution of music therapy in dementia care is the video distribution of “dementia-friendly” music with therapeutic underpinnings. This removes the need for in-person music programs and opens the door for 24/7 access worldwide.</p><p>Alexis Baker, MT-BC, a board-certified music therapist and founder of <a href="https://www.bridgetownmt.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Bridgetown Music Therapy</a>, has taken the foundational principles of music therapy and expanded them into a structured group model. During the pandemic, personal visits were not permitted so she and her video producer husband, Tom, took her music therapy online for the first time.</p><p>Baker still practices both the 1:1 model and a group version to enlarge impact within a senior dementia care population. Her program, Music with Alexis, delivers “dementia-friendly” therapeutic music sessions via an online platform with hundreds of on-demand videos to choose from. Activity directors can shape their music program around the specific genres of music their residents prefer.</p><p>This group-based approach is particularly important in today’s senior living communities, where activity directors often struggle to meet the diverse needs of memory care residents. Many group music programs prioritize entertainment, selecting familiar songs for passive enjoyment. However, Music with Alexis offers a deeper level of engagement—drawing on music therapy techniques to encourage participation, stimulate cognition, and foster social connection.</p><p>Senior living professionals who have integrated the program into their programs report noticeable improvements in resident engagement and overall well-being. Erin Coran, manager of community life at Vincentian in Pittsburgh, Penn., shared, “The program has transformed the way we approach activities for our residents. The music brings joy to our community, and staff feel empowered by having such a reliable resource.”</p><p>By blending music therapy principles with a practical, community-friendly format, Baker and others like her have created a bridge between the highly individualized world of music therapy and the realities of group-based senior care. This innovative approach ensures that more residents can experience the emotional and cognitive benefits of music, reinforcing the idea that music is not just an activity. It’s a vital, accessible tool for enhancing the quality of life for those living with dementia.</p><p>As senior living communities continue to seek meaningful ways to support their residents, both individualized music therapy and structured group-based programs offer complementary solutions. Whether through one-on-one sessions that provide a deeply personal therapeutic experience or broader group engagement that fosters connection and joy, music remains one of the most effective and uplifting interventions in dementia care today.<br><br><em>Bill Pemberton, is a freelance writer focusing on senior health based in Dallas, Texas. </em><br><span id="ms-rterangepaste-end"></span></p> | 2025-02-25T05:00:00Z | <img alt="" src="/Articles/PublishingImages/2025/music-therapy.jpg" style="BORDER:0px solid;" /> | Caregiving;Dementia | As senior living communities continue to seek meaningful ways to support their residents, both individualized music therapy and structured group-based programs offer complementary solutions. |
| The Promise of AI Companions in Memory Care | <p><img src="/Articles/PublishingImages/2025/AI_memory.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:200px;height:200px;" /><span></span></p>Artificial intelligence (AI) continues to redefine health care, offering tools that address complex challenges with precision and scalability. Among its most promising applications is the use of AI companions in memory care. Designed to engage residents with Alzheimer’s or dementia, these companions blend emotional intelligence with advanced data analytics, offering personalized support and actionable insights to caregivers. A recent pilot program featuring "Kathy," an AI companion, has showcased the transformative potential of this technology.<p></p><h3>The Need for Innovation in Memory Care</h3><p>Memory care involves addressing the nuanced needs of residents facing cognitive impairments such as Alzheimer’s or vascular dementia. These conditions often diminish residents' ability to articulate their needs, leaving caregivers to rely on intuition and observation. As memory disorders progress, care requirements become more complex, demanding innovative solutions to enhance communication, emotional well-being, and care planning.</p><p>AI companions represent a breakthrough in this space. Powered by natural language processing and machine learning, these digital companions offer consistency, patience, and adaptability—qualities critical for memory care residents. They provide companionship while simultaneously gathering and analyzing data about residents’ behaviors, moods, and preferences, enabling caregivers to offer more personalized care.</p><h3>Pilot Program Findings</h3><p>A pilot study conducted by Pacific Living Centers in collaboration with CloudMind deployed "Kathy," an AI companion, across six memory care communities in Oregon. Over 65 days, 18 residents aged 70-90, all with dementia diagnoses, interacted with Kathy. The study aimed to evaluate three core questions:</p><ol><li>Can AI companions improve the lives of memory care residents?</li><li>Can they support caregivers in their daily responsibilities?</li><li>Do they present a viable business opportunity?</li></ol><p>The findings were promising. Residents engaged with Kathy for an average of 47.8 minutes daily, with some residents logging as much as 59 minutes per day. The AI companion's ability to detect and respond to emotional cues through sentiment analysis was a highlight. By providing daily reports on residents' emotional states, health concerns, suggested actions, and engagement levels, Kathy empowered caregivers to make informed decisions and intervene proactively.</p><h3>Case Studies: Transformative Resident Experiences</h3><p>Two participants in the pilot program illustrate the potential impact of AI companions:<br></p><ul><li>Carrie, a resident with mild dementia and anxiety, interacted with Kathy for short daily sessions. These engagements reduced her anxiety episodes by over 50 percent during the study period. Kathy's recommendations about environmental adjustments, such as lighting and temperature, further improved Carrie’s comfort and quality of life.</li><li>Barbara, a resident with moderate dementia and social withdrawal, displayed remarkable engagement with Kathy, spending over three hours per session discussing scripture and singing hymns. Her reliance on caregiver interventions decreased significantly, highlighting the AI companion's ability to foster emotional connections and reduce caregiver workload.</li></ul><h3>Benefits for Caregivers and Families</h3><p>Beyond supporting residents, AI companions offer substantial benefits and augmentation for caregivers. By automating routine tasks and gathering critical behavioral data, they free caregivers to focus on high-value activities such as personalized care. Kathy’s real-time reporting capabilities alerted caregivers to potential health concerns, enabling earlier interventions that prevented complications.</p><p>For families, AI companions serve as a bridge, keeping them informed about their loved ones' conditions. Features such as daily conversation summaries or facilitating video calls add transparency and connection, fostering trust and collaboration in care delivery.</p><h3>Challenges and Ethical Considerations</h3><p>Despite their promise, implementing AI companions in memory care raises several challenges. Data privacy, the risk of overreliance on technology, the need for caregiver training, and managing family expectations are critical considerations. Ensuring that AI solutions respect residents' autonomy while balancing personalization with ethical data use remains a priority for developers and care providers.</p><h3>Future Directions</h3><p>The success of Kathy highlights the potential for broader adoption of AI companions in memory care. Future enhancements may include multimodal interaction, robotics integration, and predictive analytics to further personalize care. Expanding these capabilities while addressing ethical concerns will be essential for maximizing their impact.</p><p>This pilot represents just the beginning. Future studies will further explore how AI companions like Kathy can foster meaningful social interactions among residents, alleviate caregiver workloads, and reassure families through real-time updates and insights. By gathering more data and exploring diverse resident profiles, these initiatives aim to uncover new ways AI can enrich memory care, ensuring compassionate, personalized, and effective support for all stakeholders.</p><p>As the technology evolves, AI companions could transform not only memory care but also other domains of elder care, offering scalable solutions for a growing aging population.</p><p>The pilot study with Kathy demonstrates that AI companions can enhance the quality of life for memory care residents while reducing caregiver strain. By fostering meaningful interactions, automating routine tasks, and providing actionable insights, these digital companions represent a promising frontier in compassionate and innovative care delivery.<br></p><h4><span class="ms-rteStyle-References">References</span><br class="ms-rteStyle-References"><ul><li><span class="ms-rteStyle-References">Alzheimer's Association. (2023). Understanding Alzheimer’s Disease and Memory Care. Retrieved from https://www.alz.org</span></li><li><span class="ms-rteStyle-References">Smith, J., & Doe, A. (2022). AI in Health care: Transforming Elderly Care. Journal of Health care Innovations, 15(4), 33-45.</span></li><li><span class="ms-rteStyle-References">Pacific Living Centers. (2024). Pilot Study on AI Companions in Memory Care.</span></li><li><span class="ms-rteStyle-References">CloudMind. (2024). AI Companion Applications in Elder Care Facilities.</span></li><li><span class="ms-rteStyle-References">Javed, M., & Kumar, P. (2021). Ethical AI: Balancing Innovation with Privacy. Ethics in Technology, 8(2), 21-30.</span></li><li><span class="ms-rteStyle-References">Yuste, R., & Goering, S. (2017). Ethical challenges in the application of AI in health care. Nature, 551(7682), 159-163.</span></li><li><span class="ms-rteStyle-References">Miller, T., & Brown, R. (2020). Emotional AI and its role in elder care. Journal of AI & Society, 35(1), 45-60.</span></li><li><span class="ms-rteStyle-References">American Geriatrics Society. (2021). Advancements in Memory Care Technologies. AGS Research Series.</span></li></ul></h4><p><em><br></em></p><p><em>Dr. Christian A. Mason is President and CEO of Senior Housing Managers. Dr. Monica Tsai is co-founder and CEO of CloudMind Software. Tim Fields is founder of CloudMind Software. Carl Mason is president and chief operating officer of Senior Housing Managers. Michele Nixon is vice president of operations for Pacific Living Centers.<br></em></p><span><p><strong>About Pacific Living Centers</strong><br>Pacific
Living Centers offers memory care homes for older adults focused on
comfort, personalized care, and enjoyable moments. With a focus on
providing personalized quality care and maintaining communication with
families, we offer the peace of mind families need and deserve. Pacific
Living Centers is proudly managed by Senior Housing Managers, serving
seniors and their families since 1990.<br></p><p>To learn more about Pacific Living Centers, visit their website at <a href="https://pacificlivingcenters.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">https://pacificlivingcenters.com/</a><br></p><p><strong>About CloudMind</strong><br>At
CloudMind, our mission is to enhance the quality of life for elderly
individuals facing memory challenges. Through our AI companion,
BRiGHTPATH, we aim to alleviate loneliness, stimulate cognitive
engagement, and provide personalized support. At the same time, we
empower caregivers with tools and resources to better assist their loved
ones, fostering a comprehensive ecosystem of care and connection.<br></p><p>To learn more about CloudMind, visit their website at <a href="https://cloudmind.me/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">https://cloudmind.me/</a> or contact them at <a href="mailto:contact@cloudmind.me" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">contact@cloudmind.me</a>.</p></span><p><br></p> | 2025-02-18T05:00:00Z | <img alt="" src="/Articles/PublishingImages/2025/AI_memory.jpg" style="BORDER:0px solid;" /> | Technology | AI continues to redefine health care, offering tools that address complex challenges with precision and scalability. Among its most promising applications is the use of AI companions in memory care. |
| Modern Care for a Modern World | <p><strong class="ms-rteForeColor-2" style="">ADVERTORIAL</strong></p><p><br></p><p>At its most basic, health care has not changed much—a skilled clinician diagnosing and treating ailments is as old as time. But everything else has changed, and nowhere is that more apparent than in the skilled nursing industry.</p><p><a href="http://tapestryhealth.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank"><img src="/Articles/PublishingImages/2025/TapestryHealth.png" class="ms-rtePosition-2" alt="" style="margin:5px;width:200px;height:100px;" /></a>Today’s nursing homes are expected to accept higher acuity patients with multiple co-morbidities, more psychiatric patients, and more patients that a few years ago would not even be considered for discharge. And if they are unable to provide the necessary care and the patient is re-hospitalized, there are fines and reputation issues that can impact the facility for years. Add to that more regulatory and compliance issues than ever before, along with the cost of maintaining a modern facility, and it is easy to see why America is losing skilled nursing facilities at a frightening pace.</p><p>One solution can be found in technology, and the pressure is mounting from all sides for SNFs to upgrade their technological capabilities. Patients, families, and, most importantly, hospitals are placing more weight on the level of advanced technology available to ensure the highest level of care.</p><p>Every facility in the country has been forced to look at technology not as an advancing foe but as the potential savior. Yet adoption is still dangerously slow. In many facilities, half-measures provide the illusion of advanced technology while never fully embracing it.</p><p>An administrator needs look no further than their electronic health records (EHRs). While you may have a computerized system, that system is only as good as the data that populates it. Are your nurses taking vital signs and then entering them into the system at a later time? Are all those entries accurate? How often is Patient A’s data entered as Patient B? And what are you doing with the data? Who is looking at it? Who is turning that data into usable directions that will improve care and boost efficiency among the nursing staff?</p><p>Telemedicine is another valuable tool that too often passes for a facility’s primary technology. Assuming that your telemedicine provider is keeping up with the latest technology, it can be a valuable, even life-saving, tool. But it is no longer enough.</p><p>In the current health care environment, a skilled nursing facility needs the most advanced technology available. Most facilities conflate that with the most advanced technology they can afford, and that may be one of the biggest reasons for failing to take advantage of what is available.</p><p>The other is simply fear. Learning something new can be difficult. And new technologies can be surpassed by even newer ones. If your nurses need a 10-year-old to program the TV (and many of us do), they might not be quick to embrace technology. It is incumbent on the facility to research and install technology that is both advanced, simple to use, and one that will stay current. Companies like TapestryHealth that know the SNF industry and have been at the forefront of vetting and incorporating technology specifically geared for the day-to-day operations of a SNF are delivering exactly that.</p><p>Technology, like continual patient monitoring, not only eliminates human error—no more heart rates written on a notepad for later entry into the EHR—but collects data non-stop and can alert a nurse to any sudden change that might indicate the need for medical intervention.</p><p>TapestryHealth is one company that utilizes that data and similar data from thousands of patients in hundreds of facilities from coast to coast to create a pool of information, treatment data, and outcomes that can be used to power predictive modeling programs. These advanced systems can predict with startling accuracy potential outbreaks of dangerous infections and other conditions that often lead to hospitalizations and sometimes even to the death of a patient, as much as 72 hours in advance of any visible symptoms. That has been proven to be enough in many cases to prepare the facility and the patient and avoid any acceleration of the issue and potential hospitalizations. Moreover, advances in radar wave technology assure complete privacy and 100 percent contactless monitoring.</p><p>TapestryHealth’s technology solutions are vetted by nursing home professionals—doctors, nurses, administrators, and operations executives from within the industry, who are uniquely suited to evaluate each one and make sure it delivers solutions specific to the needs and the environment of a nursing home. And TapestryHealth doesn’t charge the facility anything for its services. Everything they provide is covered by public or private insurance. What’s more, TapestryHealth guarantees to keep its customers updated with their latest services at no cost.</p><p>While these devices and services may sound terribly complicated and may even sound like nurses are being asked to learn a whole new health care language, the fact is that the learning curve is dramatically short and easy. Health care in nursing homes is not what is changing; it still comes down to a skilled, compassionate clinician providing bedside care to an elderly patient. What technology has done is elevate the quality, effectiveness, and timing of that care to a lifesaving level.</p><p>To understand more about technology in skilled nursing facilities, and how it can impact the level of care, reputation, and profitability, contact TapestryHealth at (203) 721-6822 or visit <a href="https://tapestryhealth.com/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">TapestryHealth.com</a>.<br></p> | 2025-02-06T05:00:00Z | <img alt="" src="/Articles/PublishingImages/740%20x%20740/0820_News2.jpg" style="BORDER:0px solid;" /> | Caregiving;Telemedicine | In the current health care environment, a skilled nursing facility needs the most advanced technology available. |
| 5 Steps to Reconfigure Skilled Nursing Facilities to Assisted Living Facilities | <p><img src="/Articles/PublishingImages/2025/SkaalenCBRF-1.jpg" alt="Resident room with comfortable space with more windows" class="ms-rtePosition-2" style="margin:5px;width:200px;height:200px;" />Staffing has long been one of the most pressing challenges in the long-term care industry. Chronic shortages are a persistent issue, and the new Centers for Medicare & Medicaid Services (CMS) regulations, which increase staffing requirements, have only added to the complexity. As providers grapple with these demands, one strategy gaining traction is the reconfiguration of skilled nursing facilities (SNFs) into spaces with less intensive staffing needs, such as assisted living facilities (ALFs). This approach not only reduces operational costs but also revitalizes the care offerings of long-term care campuses. Here’s a guide to successfully transition a skilled nursing facility to an assisted living model.</p><p><strong>Step 1: Define Program Goals and Engage Stakeholders</strong><br>The first step is to set clear program goals and define the elements you want to incorporate into the new environment. To ensure a resident-centered and operationally efficient design, include input from both residents and staff.</p><p>Key considerations:<br></p><ul><li>Target Resident Demographics: What level of care will the facility provide? Will it cater to residents with early cognitive impairments or focus on general assisted living?</li><li>Licensing Requirements: Collaborate with state authorities to understand the licensing processes and requirements for transitioning your building(s).</li><li>Operational Balance: Work closely with staff to align care and service offerings. For instance:</li><ul><li>How will food service staff interact with residents and colleagues?</li><li>What meal delivery methods will be used, and will residents participate in cooking activities?</li><li>How can efficient layouts minimize staffing needs?</li></ul></ul><p>Collaborating with an architect to address these elements is crucial. Owners should clearly outline expectations for critical systems such as wander management; nurse call systems; heating, ventilation, and air conditioning (HVAC); and emergency power backup. Additionally, plans for new safety procedures, including updated fire safety protocols, must be established to ensure compliance during construction.</p><strong><img src="/Articles/PublishingImages/2025/SkaalenCBRF-2.jpg" alt="bump-outs, accent lighting, and resting areas in corridors " class="ms-rtePosition-2" style="margin:5px;width:200px;height:200px;" />Step 2: Assess the Current Facility</strong><p>To make informed decisions, conduct a thorough evaluation of the existing facility or campus to determine its suitability for the new use. Building codes and design requirements for assisted living differ significantly from those for skilled nursing facilities.</p><p>Structural Modifications:<br></p><ul><li>Corridor Widths: Assisted living facilities do not require the 8-foot-wide corridors mandated for SNFs. Explore opportunities to repurpose this space to enhance unit layouts.</li><li>Kitchenettes: Adding kitchenettes to units is a common upgrade. Plan how to reconfigure existing spaces to accommodate these features along with living and dining areas.</li><li>Property Layout: Aim to move away from the institutional feel of SNFs by introducing design elements to enhance the architectural rhythm, such as wall bump-outs and accent lighting in corridors to create a warm and inviting atmosphere.</li></ul><p>Safety and Compliance:<br></p><ul><li>Fire Protection: Unlike SNFs, community-based residential facilities (CBRFs) often require smoke detectors connected to a central alarm system in each resident-occupied space. Address any gaps to meet these requirements.</li><li>Evacuation Standards: Depending on the physical and cognitive capabilities of a resident’s ability to self-evacuate, assisted living facilities may require residents to be ambulatory and capable of self-preservation during emergencies. Adjustments to window operation, door hardware, and resident room layouts may be necessary to meet these standards.</li><li>Lighting and Ventilation: Evaluate the need for additional windows or daylighting to create a comfortable environment for residents in shared spaces.</li></ul><p>Compliance with building codes is paramount. States often adopt the International Building Code (IBC) but may also have unique requirements. Engage an architect familiar with local codes to navigate these complexities and consult with the authority having jurisdiction (AHJ) early in the process.</p><p><strong>Step 3: Avoid Common Pitfalls</strong><br>Transitioning a skilled nursing facility to an assisted living model is a complex process with potential obstacles. Here are some key pitfalls to watch for:<br></p><ul><li>Licensing and Timeline Oversights: Ensure that licensing requirements are well understood and that submissions to the AHJ are timely to avoid construction and licensure delays.</li><li>Resident Disruptions: Minimize disruptions during renovations by creating viewing areas, offering guided tours, and maintaining operational support spaces. Consider temporarily relocating residents who may struggle with the changes because of physical challenges or emotional distress.</li><li>Mechanical, Electrical, and Plumbing (MEP) Systems: Understand how these systems are integrated throughout the building. Proper planning is essential to keep them operational in occupied areas during construction.</li><li>Lack of Coordination: Engage with the AHJ early to confirm requirements, seek variances where needed, and secure consensus with code officials on the overall plan.</li><li>Construction Oversights: Obtain approvals and inspections at critical milestones. For example, ensure equivalent construction ratings are maintained and avoid exceeding allowable building areas.</li></ul><p><strong>Step 4: Foster Clear Communication and Collaboration</strong><br>Effective communication is the cornerstone of a successful transition. Establish clear lines of communication among owners, architects, construction managers, and code officials to:<br></p><ul><li>Clearly define licensing requirements and building modifications.</li><li>Manage cost issues and set realistic budgets.</li><li>Document responsibilities to avoid misunderstandings and overlaps.</li></ul><p>Owners play a pivotal role in leading these efforts, ensuring all parties are aligned and focused on meeting project objectives.</p><p><strong><img src="/Articles/PublishingImages/2025/Julie-Heiberger.jpg" alt="Julie Heiberger" class="ms-rtePosition-2" style="margin:5px;width:200px;height:200px;" />Step 5: Set Yourself Up for Success</strong><br>Transforming a skilled nursing facility into an assisted living model is a multifaceted endeavor that requires careful planning and execution. By defining program goals, assessing the facility’s capabilities, avoiding common pitfalls, and fostering collaboration, you can navigate the complexities of this process with confidence.</p><p>This transition offers a unique opportunity to create a modern, resident-centered care environment while addressing staffing challenges and operational efficiencies. With thoughtful planning and execution, providers can successfully reimagine their care offerings and meet the evolving needs of their communities.<br><br><em>Julie Heiberger, AIA NCARB LEED AP, is a senior project architect and the senior living market leader for <a href="https://www.hoffman.net/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Hoffman Planning, Design & Construction, Inc. </a>with more than 30 years of experience. A member of the American Institute of Architects and the National Council of Architectural Review Boards, Julie received her Master of Architecture from the University of Wisconsin–Milwaukee. She can be reached at <a href="mailto:jheiberger@hoffman.net" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">jheiberger@hoffman.net</a>.</em><br></p> | 2025-01-30T05:00:00Z | <img alt="" src="/Articles/PublishingImages/2025/SkaalenCBRF-2.jpg" style="BORDER:0px solid;" /> | Assisted Living;Management | As providers grapple with new demands, one strategy gaining traction is the reconfiguration of skilled nursing facilities into spaces with less intensive staffing needs, such as assisted living facilities. |
| How to Structure Your Compliance Program | <p><img src="/Articles/PublishingImages/2025/nurse_paperwork.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:200px;height:200px;" />Nursing, assisted living, and post-acute facilities have long been an area of scrutiny by the Office on Inspector General (OIG) as they are high-risk areas. It is important that an organization have a formal compliance program as proactive and preventive; a structure to address issues; and as a mitigating factor should compliance violations be identified by regulatory agencies.</p><p>OIG recognizes a common structure for compliance programs centered around seven elements. They are:<br></p><ul><li><strong>Written policies, procedures, and standards of conduct</strong></li></ul><ol><li>How accessible are they to all employees?</li><li>How often are they reviewed?</li><li>What is the process/procedure for review and approval?</li><li>Are they written in understandable language?</li></ol><p>As an example, every policy is subject to review every three years. However, they can be revised at any time. Front-line employees who actually work with the policies should be free and encouraged to make revision recommendations. As policies may impact areas outside of the department owner, an interdisciplinary committee can review them to avoid conflicts and also provide ideas to strengthen them.</p><ul><li><strong>Designated compliance officer and compliance committe</strong>e</li></ul><ol><li>Does the compliance officer report to the CEO directly with independent access to the board?</li><li>The compliance officer should not lead or report to the entity’s legal or financial functions.</li></ol><p>A compliance committee of designated Board members meets on a quarterly basis with a standing agenda. The only member of management present is the compliance officer or its staff so that issues can be presented and openly discussed without management interference or filters.<br></p><ul><li><strong>Effective training for success</strong></li></ul><ol><li>Identify required training by regulatory and accrediting bodies.</li><li>What training is required? What should be conducted for all employees annually?</li><li>How is effectiveness measured?</li></ol><p>Compliance can also develop custom-designed training to address specific reoccurring issues in identified departments. An example is one for Health Insurance Portability and Accountability Act (HIPAA) incidents with identification of their root cause and corrective/preventive actions. The staff usually appreciate the effort and attention shown to help them.<br></p><ul><li><strong>Effective lines of communication</strong></li></ul><ol><li>Have a variety of reporting mechanisms that can be used to report concerns or incidents.</li><li>How are the lines communicated? Are employees aware of them?</li></ol><p>A hotline incident management reporting system can help the compliance officer track, manage, assign, quickly access and review cases and develop metrics of where to place compliance priorities. This should have an anonymous reporting feature and be available to the public for reporting access.<br></p><ul><li><strong>Enforcing standards: consequences and incentives</strong></li></ul><ol><li>They should be publicized and made available.</li><li>Consistently applied and enforced.</li></ol><p>Adherence to compliance standards can be a rated factor in performance evaluations.<br></p><ul><li><strong>Internal auditing and monitoring</strong></li></ul><ol><li>Be proactive and reactive.</li><li>Communications and approach should be working as a business partner with managers for quality and process improvements.</li></ol><p>Compliance should work as a team member with other departments in identifying and monitoring, through audits, opportunities for process improvements that can mitigate risks, make employees’ jobs easier, and increase revenue. One example, in an ambulatory care setting, is improving patient wait times.<br></p><ul><li><strong>Responding to detected offenses and developing corrective action initiatives</strong></li></ul><ol><li>Processes and resources should exist to address them.</li><li>Investigations, corrective actions, and resolutions should be prompt</li></ol><p>Standard timelines should be developed for investigations to be completed. Points-of-contacts in departments should be identified to whom incidents should be sent.</p><p><img src="/Articles/PublishingImages/2025/Robert-Rohr.jpg" alt="Robert Rohr" class="ms-rtePosition-2" style="margin:5px;width:175px;height:175px;" />This model provides a recognized structure for preventing, addressing, and resolving compliance issues in an organization. It is flexible in how organizations choose to develop programs to address them within available resources.</p><p>An annual compliance plan should be developed with the activities and their goals to support each element. An excellent guide for ideas can be found in <em>Measuring Compliance Program Effectiveness: A Resource Guide,</em> HCCA-OIG Compliance Effectiveness Roundtable Meeting: January 17, 2017.<br><br><em>Robert Rohr, J.D., M.A, CHC, SPHR is the director of corporate compliance for Sun Life Health, a federally qualified health center, with 14 locations in southern Arizona. He can be reached at <a href="mailto:robert.rohr@slfhc.org" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">robert.rohr@slfhc.org.</a></em><br></p> | 2025-01-21T05:00:00Z | <img alt="" src="/Articles/PublishingImages/2025/nurse_paperwork.jpg" style="BORDER:0px solid;" /> | Management;Policy | It is important that an organization have a formal compliance program as proactive and preventive; a structure to address issues; and as a mitigating factor should compliance violations be identified by regulatory agencies. |