| Why Orientation and Ongoing Training Matter for Reducing Turnover | <p><img src="/Articles/PublishingImages/2025/staff2.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:300px;height:300px;" />The long term care industry is no stranger to high turnover rates. In fact, according to the 2023 AHCA/NCAL survey, the average turnover rate for nursing staff in skilled nursing facilities hovers around 53 percent, with some facilities facing even higher rates. Yet behind every statistic is a resident waiting for consistent, compassionate care—and a team struggling to keep up.</p><p>Too often, we point fingers at wages or staffing ratios when part of the cause of turnover lies in how we onboard, support, and develop our teams. If we don’t give new hires the tools, mentorship, and ongoing training they need to succeed, they won’t stay. And when they leave, our residents and remaining staff pay the price.</p><p>It’s time to rethink our approach. Orientation and ongoing training aren’t optional extras; they are essential investments in quality care, staff engagement, and retention.</p><h3>Why Orientation Matters More Than Ever</h3><p>Onboarding isn’t just a checklist of HR paperwork and a quick tour of the building. It’s the first impression new employees get of the organization’s culture, and it can set the tone for whether they stay or leave. <a href="https://www.glassdoor.com/blog/hidden-costs-employee-onboarding-reduce/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank"><span class="ms-rteForeColor-2">Research indicates that 69 percent of employees</span></a> are more likely to remain with a company for at least three years if they experience a positive onboarding process.</p><p>Best practices for an effective orientation include:<br></p><ul><li>Customized role-specific training. Ensure that RNs, LPNs, CNAs, and ancillary staff each receive targeted content relevant to their scope of practice.</li><li>Peer mentorship. Pair new hires with experienced staff mentors who can provide hands-on support during the first 30-90 days.</li><li>Mission-driven integration. Introduce the facility’s values, resident population, and team expectations—not just policies and procedures.</li></ul><h3>Ongoing Training: The Secret to Retention</h3><p>Orientation is just the beginning. Ongoing training—both clinical and interpersonal—keeps staff engaged, competent, and connected. Facilities that invest in regular skill development, leadership pathways, and cross-training report lower turnover and higher staff satisfaction.</p><p>Strategies include:<br></p><ul><li>Quarterly in-services tied to real challenges, like dementia care techniques, infection prevention updates, and PDPM documentation skills.</li><li>Leadership development programs for CNAs and nurses interested in career growth.</li><li>Hands-on coaching. Administrators and DONs who round daily, offering real-time feedback and support, help staff feel seen and valued.</li></ul><p>For example, a 120-bed SNF in Texas saw a 22 percent reduction in CNA turnover after implementing a structured CNA career ladder program that included quarterly training sessions and mentorship opportunities. Another facility in Ohio embedded a “Culture of Learning” model, offering monthly education tailored to their quality priorities, and reported improved staff engagement scores and a 15 percent drop in overall turnover.<br></p><h3>The Cost of Inaction</h3><p>When facilities neglect orientation and training, they pay for it—literally. The estimated cost of replacing a single CNA is over $5,000, not to mention the impact on resident care and survey readiness. Multiply that across multiple roles, and the financial and human costs become staggering.</p><p><img src="/Articles/PublishingImages/2025/Veronica-Ceasar.jpg" alt="Veronica Ceaser" class="ms-rtePosition-2" style="margin:5px;" />If we want to create nursing homes where staff thrive—and residents receive the quality care they deserve—we must start by rebuilding our orientation and training processes. It’s not enough to hire people; we must invest in them.</p><p>Turnover is a symptom. Training is part of the cure.<br><br><em>Veronica Ceaser, MBA, MSN, LNHA, RN, GERO-BC, QCP, RAC-CT, is a long term care consultant and the founder of GEM Healthcare Consulting. With a background spanning bedside nursing to executive leadership, Ceaser specializes in MDS training, quality improvement, and regulatory readiness for skilled nursing teams across the U.S.</em><br></p> | 2025-06-17T04:00:00Z | <img alt="" height="740" src="/Articles/PublishingImages/2025/staff2.jpg" width="740" style="BORDER:0px solid;" /> | Turnover | Veronica Ceaser, RN | If we want to create nursing homes where staff thrive—and residents receive the quality care they deserve—we must start by rebuilding our orientation and training processes. It’s not enough to hire people; we must invest in them. |
| Long Term Care Voices in Research: What We Are Doing and Why | <p><img src="/SiteCollectionImages/logos/ahcancal_740.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:200px;height:200px;" />AHCA/NCAL helps shape and execute federally-funded research across the country that will deliver solutions to our members. We are action-oriented—we want to find out what works to achieve better outcomes in post-acute and long term care (LTC). Our involvement spans different levels of effort, and includes advising, recruiting research participants, and implementing new strategies to evaluate. We and our research partners, who are often universities, are funded by the National Institutes of Health (NIH), National Institute on Aging (NIA), the Patient-Centered Outcomes Research Institute (PCORI), and others. </p><h3>Why do we prioritize research on effectiveness?</h3><p><strong>1.    Most studies on the effectiveness of treatments do not include older adults.<sup>1</sup></strong>  Most clinical trials enroll a younger population. The under-representation of older, medically-complex adults in clinical trials has real-world effects. For example, the use of semaglutide (e.g., Ozempic) is on the rise, and not just among younger patients. Yet, we don’t fully know the effects on an older population. Additionally, individuals receiving care in long term care settings—particularly people living with dementia—are frequently excluded from clinical trials. Building the capacity to help test treatments in older adults with a wider range of conditions will yield better information to improve care delivered in long term settings. That is one of the reasons AHCA established the <a href="/Issues/2024/Winter/Pages/Celebrating-the-Center-for-Long-Term-Quality-%26-Innovation’s-10th-Anniversary.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Center for Long-Term Care Quality & Innovation</a> at the Brown University School of Public Health 10 years ago.<br><strong>2.    We want to deliver solutions.</strong> The bulk of published literature about the LTC setting focuses on analysis of trends in outcomes over time or for specific populations. These types of studies are just the first step. We often already know where the opportunities for improvement are, so we want to encourage more attention on evaluating what strategies and interventions can achieve different—and better—resident outcomes. <br><strong>3.    We want to increase learning and development opportunities for professionals working in LTC settings. </strong>Research that yields information on what works for improving outcomes for older adults, and how new clinical practices and treatments can be implemented in nursing homes and assisted living communities, will generate an evidence base that LTC setting professionals can use. This evidence base is just one piece of what is needed to create a learning health system<sup>2</sup> within LTC settings. A learning health system creates development and career opportunities for professionals, attracts and retains leadership and staff who are committed to continuous improvement, and identifies additional topics for future research.<br></p><h3>How is AHCA/NCAL supporting effectiveness research in LTC? Some examples:</h3><ul><li><strong><a href="https://www.ltcdatacooperative.org/Pages/default.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">LTC Data Cooperative.</a> </strong>The LTC Data Cooperative is a provider-led initiative that is funded by NIA and involves a partnership with Brown. It assembles electronic health record (EHR) data from the major LTC EHR vendors on behalf of provider organizations that choose to participate. This resource is developed with minimal burden to providers. The Research Review Committee, with a majority of providers as members, reviews proposals from researchers to use these data for two approved uses: observational, comparative effectiveness research or clinical trials. Data may be linked with Medicare and Medicaid claims for research purposes.</li><li>Led by Brown, the University of Pittsburgh, and Boston University with funding by NIH, <a href="https://sites.brown.edu/learrn/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Learning Health Systems Research Rehabilitation Network (LeaRRN)</a><strong> </strong>funded two types of projects: 12-month partnerships between rehabilitation researchers and health systems to research topics of interest to the health system, and pilot grants to research priority topics to test and improve rehabilitation science in LTC settings.</li><li><strong><a href="https://sites.duke.edu/prism/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Prevention of Injury in Skilled Nursing Facilities through Medication Optimization (PRISM).</a></strong> Funded by PCORI, this trial compares three evidence-based approaches to determine which is better at reducing falls with injury after a fracture, and which has fewest adverse side effects and other symptoms. A fracture nurse consultant identifies eligible patients at participating skilled nursing facilities and works with them (or their representatives) remotely to recommend potential ways to either (1) reduce medications that increase risk of falls, (2) increase osteoporosis medications, or (3) both. The study will compare the outcomes of people who received each of these approaches.</li><li><strong><a href="https://www.cdc.gov/project-firstline/programs/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Project Firstline and Building Trust Leadership Academy.</a></strong> Funded by the Centers for Disease Control and Prevention (CDC), AHCA has developed a library of infection prevention and control resources housed at the <a href="https://www.ahcancal.org/Quality/Pages/NIPF.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">National Infection Prevention Forum (NIPF)</a>. The NIPF invites Infection Preventionists in LTC to share questions and answers with each other in an online format. Similarly, AHCA has developed and evaluated the Building Trust Leadership Academy, which brings together LTC leaders in live online sessions to follow evidence-based practices in assessing and improving levels of trust within buildings.</li></ul><h3>Why is federal funding for research important to nursing home and assisted living owners and operators? </h3><ul><li>Increasing the evidence for what works to improve outcomes—whether it’s care practices, staff education, or treatments—can help guide policy, regulations, and operations, which could yield benefits both clinically and financially.</li><li>For example, we learned during the COVID-19 pandemic that getting faster, more accurate understanding of outcomes from real-world data like the EHR data in the LTC Data Cooperative can guide action and policy to save lives in LTC.</li><li>Federal funding for research helps to attract new scientists to study important questions that are relevant to our sector—and get answers to the challenges we will face as the older population expands and the demand for post-acute and LTC increases. </li></ul><div><h3>Key points:</h3><ul><li>Older, medically complex adults are frequently excluded from clinical trials, even if they will be frequent end-users of the treatments being tested.</li><li>AHCA/NCAL supports projects in LTC settings like the LTC Data Cooperative, LeaRRN, PRISM, and others that investigate the effectiveness of care and treatments for older adults – and create actionable findings for our members.</li><li>Protecting federal research funding conducted in the long term care sector is imperative to improve outcomes for the expanding older population.</li></ul><br></div><div><br></div><ol><li><span class="ms-rteStyle-Normal">Schwartz, JB. Current status of inclusion of older groups in evaluations of new medications: Gaps and implementation needs to fill them. J Am Geriatr Soc. 2024;72:2894–2902. DOI: 10.1111/jgs.18912.</span></li><li><span class="ms-rteStyle-Normal">Agency for Healthcare Research and Quality, Rockville, MD. About Learning Health Systems. Accessed at: </span><a href="https://www.ahrq.gov/learning-health-systems/about.html" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank"><span class="ms-rteStyle-Normal">https://www.ahrq.gov/learning-health-systems/about.html. </span></a></li></ol><div>Rev: 6.17.25</div> | 2025-06-10T04:00:00Z | <img alt="" src="/SiteCollectionImages/logos/ahcancal_740.jpg" style="BORDER:0px solid;" /> | Policy;Caregiving | AHCA/NCAL Staff | AHCA/NCAL helps shape and execute federally-funded research across the country that will deliver solutions to our members. |
| What You Can Do to Prepare for a Data Incident | <p><img src="/Articles/PublishingImages/740%20x%20740/dr_computer.jpg" class="ms-rtePosition-2" alt="" style="margin:5px;width:200px;height:200px;" />While long term care and senior living organizations may not be able to prevent a data incident, there are many steps an organization can take to prepare.<br></p><h3>Know Your Data</h3><p>The first step in preparing for a data incident is to understand the landscape, including the applicable regulatory schemes, your organization’s contractual and other commitments, and the individually identifiable data it maintains and transmits.</p><p>A threshold question is whether HIPAA and its breach notification requirements will apply. HIPAA applies to health care providers billing federal or commercial payors or engaging in other “standard transactions” using prescribed forms, including electronic coordination of benefits or enrollment activities, which will include most skilled nursing facilities, home health agencies, hospices, and certain assisted living facilities. Vendors supporting long term care organizations will be regulated by HIPAA if their services involve using or disclosing protected health information.</p><p>Organizations falling outside of HIPAA that provide electronic health care offerings, including websites and apps that track fitness, sleep, and diet, as well as vendors that provide services to such organizations, may be subject to the breach notification requirements of the FTC’s Health Breach Notification Rule.</p><p>In addition, each state has a data breach notification law. While similar, the varying state provisions defining the types of data deemed to be personal information and the types of events that trigger a breach can pose challenges for organizations serving individuals across multiple states. For example, certain states consider health information to be personal information while others focus on Social Security numbers, driver’s license numbers, and financial account information.</p><p>In addition to understanding applicable laws and regulations, long term care and senior housing entities should understand their organization’s contractual commitments, as well as its policies and any public-facing commitments. For example, vendors in the long term care space should understand data incident reporting requirements of any HIPAA business associate agreements that they have executed, and an organization with a website privacy policy or a HIPAA Notice of Privacy Practices should take into account any commitments made in those documents regarding incident or breach notification.</p><p>Finally, in order to prepare for a data incident, a long term care or senior housing organization should understand what individually identifiable data it holds, where that data is maintained, and, to the extent applicable, where and how that data is transmitted. This will include resident and patient data as well as other types of sensitive data, including employee/board member/volunteer/vendor personal information, financial information on individuals or entities, and any data held by sponsors of self-insured health and welfare plans on plan beneficiaries. Your organization should understand on which servers or other locations it stores which data; which apps, systems, or other methods are used to transmit data; and the persons or entities who receive individually identifiable data from your organization.<br></p><h3>Analyze Risks and Make a Plan</h3><p>Your organization should take what you learned about your data, applicable laws and regulations, and relevant commitments and apply those elements to risk analysis and management and incident preparation. One of the best ways to prepare for a data incident is to conduct a comprehensive and enterprise-wide security risk analysis. This is a requirement for entities regulated under HIPAA and other cybersecurity compliance structures, such as an International Standards Organization (ISO) certification, and it is a vital best practice for every organization. </p><p>A risk analysis can be conducted internally by information security and compliance personnel or externally by a vendor to analyze risks and vulnerabilities to confidential data across the organization. This analysis should be conducted at least annually and should be a living document, updated to reflect any new service lines, processes, or technology.</p><p>Long term care and senior housing organizations should take the results of a security risk analysis and create a risk management plan, focusing on eliminating or mitigating areas of high risk and progressing down to areas of lower importance. This process can be structured in a manner that is manageable for the organization and that allows different individuals to tackle issues simultaneously under a centralized plan. <br></p><h3>Training Staff and Vendors</h3><p>As organizations look to address identified risks, it is important to ensure that their data security program addresses risks related to two common “weakest links”—personnel and vendors. HIPAA, certain state laws, and other certification requirements mandate that organizations implement data security training. While this can be accomplished with a template online module, providing personnel with focused, role-based data security training may result in greater security awareness. Entities also should provide training updates, reminders, and tailored responses to identified threats or actual incidents.</p><p>Vendor diligence and security controls also are critical to preventing data incidents, and vendor contracts can be used as a vehicle to require the vendor to maintain certain security standards to protect confidential data, to specify incident reporting requirements, and to require indemnification for data incident-related liability. <br></p><h3>Formulate an Incident Response Plan</h3><p>Another key component to preparing for a data incident is an organization’s incident response plan. Similar to a security risk analysis, the incident response plan must be a living document that is updated to account for personnel changes within the organization, new vendors, identified risks, and other organizational changes. It should outline your incident response team, including internal personnel and external vendors, as well as the responsibility allocated to team members. The plan should be structured in a way that describes how the organization will respond to specific types of incidents and the risks identified by your organization.</p><p>The incident response plan also should include template documents to facilitate a rapid response at the time of an incident. For example, your organization can prepare template data breach notifications for regulators, individuals, consumer reporting agencies, and the media. The plan also can include communication templates for internal and external stakeholder notifications.</p><p>The final implementation step is to ensure that your incident response team, as well as all of your organization’s personnel, understand the protocols in place for an incident or potential incident. The incident response team should conduct periodic tabletop exercises to simulate an incident and practice the organization’s response. Lessons learned and gaps identified should be addressed in an update to the incident response plan.</p><p><img src="/Articles/PublishingImages/2025/ValerieBreslingMontague.jpg" alt="Valerie Breslin Montague" class="ms-rtePosition-2" style="margin:5px;width:150px;height:184px;" />While your organization may not be able to thwart a data incident, resources invested into planning for one may result in greater security for confidential data, faster identification of a potential issue, and more efficient data event response.<br><br><em>Valerie Breslin Montague is partner at Nixon Peabody LLP and a Certified Information Privacy Professional/United States (CIPP/US), the preeminent credential in the field of privacy.</em><br></p> | 2025-06-03T04:00:00Z | <img alt="© <a href='https://www.123rf.com/profile_rawpixel'>rawpixel</a>, <a href='https://www.123rf.com/free-images/'>123RF Free Images<" src="/Articles/PublishingImages/740%20x%20740/dr_computer.jpg" style="BORDER:0px solid;" /> | Caregiving | | Your organization should take what you learned about your data, applicable laws and regulations, and relevant commitments and apply those elements to risk analysis and management and incident preparation. |
| Safe Driving, Safer Outcomes in Resident Transportation | <p><img src="/Articles/PublishingImages/740%20x%20740/safety_first.jpg" alt="safety first" class="ms-rtePosition-1" style="margin:5px;width:185px;" />A wheelchair-bound resident was riding the shuttle to a doctor’s appointment when the van got in a fender-bender at an intersection. The wheelchair’s locking mechanism failed, the chair tipped over, and the resident sustained injuries—despite it being a relatively minor collision.</p><p>As this unfortunate incident and others along the spectrum of severity illustrates, transportation is an evolving risk for senior living facility operators, staff, and residents.</p><p>Senior living organizations typically have small fleets that travel short distances. Yet owners and operators underestimate transportation risks when staff take quick trips with vehicles they’re often unaccustomed to driving. In reality, <a href="https://pmc.ncbi.nlm.nih.gov/articles/PMC4375775/#:~:text=We%20demonstrate%20that%20three%20quarters%2cof%20victims%27%20location%20of%20residence." data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">75 percent of accidents</a> involving trauma center transport occur within 10 miles of a patient’s place of residence. Senior drivers and passengers are at <a href="https://www.cdc.gov/older-adult-drivers/about/index.html" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">increased risk for injury</a> during an automobile accident compared to other demographics. It takes just one collision to have a serious problem.</p><p>Senior living communities face a trifecta of challenges that can impact their ability to safely transport residents to and from appointments, recreational events, and errands. <br></p><ul><li><strong>Large passenger vehicles are awkward to operate.</strong></li></ul><p>Most senior living vehicles are large vans or small buses designed to transport several residents, which means there is multiple injury potential in the event of an accident. These types of vehicles lack the same level of drivability and visibility as cars and leave more room for operational error. For example, they have longer stopping distances and respond differently when a driver swerves.</p><ul><li><strong>Aging residents have limited mobility. </strong></li></ul><p>Seniors don’t move as quickly or nimbly as they once did, and their wheelchairs, walkers, and other equipment can malfunction or contribute to damage or injury during transport. Additionally, residents with impaired mobility or disabilities may stumble, lose their balance, or trip when entering or exiting the vehicle.</p><ul><li><strong>Staff shortages put less-qualified drivers on the road.</strong>  </li></ul><p>Staffing shortages leave service providers shorthanded and stretched thin, and high turnover means less-experienced teams. Drivers may be seniors themselves, working as volunteers or for a retirement job. Or drivers may primarily be on the janitorial or kitchen staff with additional roles that include driving residents to appointments. When staff wear multiple hats in an organization, they’re likely to be undertrained on the unique transportation risks for senior residents and the importance of safe driving habits.</p><h3>6 Safe Driving Habits for Senior Living Facilities </h3><p>Follow these best practices to manage resident transportation risk.<br></p><p><strong>1.   </strong> <strong>Establish a driver safety program.</strong></p><p>Address speeding, tailgating, distracted, and other poor driving behaviors in your program. Define policies, procedures, and accountability measures for those responsible for transporting patients. </p><p>Keep in mind: Organizations face greater litigation risk if they have a safety program and don’t hold all employees accountable. Conduct regular reviews to ensure the program is consistently enforced across the organization. </p><p><strong>2.    Hire drivers with safe records. </strong></p><p>Include a thorough review of each driver’s motor vehicle record (MVR) in driver hiring practices. Decide which qualifications all drivers are required to meet and identify disqualification criteria for DUIs, speeding, accidents, and other moving violations. Review MVRs for any employee you’re asking to drive.</p><p><strong>3.    Engage in distracted driving prevention. </strong></p><p>Distracted driving the past five years has caused an <a href="https://www.nhtsa.gov/risky-driving/distracted-driving" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">average of 9 deaths a day in the U.S.,</a> and distractions can be particularly high for senior living community drivers. Residents like to talk with drivers during their ride, or the driver may not know exactly where they’re going—common scenarios that detract from a driver’s focus on the road. </p><p>Coach drivers on how to maintain focus when transporting residents. Have them plan their route before driving and reduce and eliminate other distractions by requiring employees to keep devices out of reach while driving and use hands-free technology responsibly.</p><p><strong>4.    Utilize telematics to guide corrective action.</strong></p><p>Telematics like dashcams or vehicle tracking systems are a great start, but the device itself is just the beginning of the solution. Successful telematics implementation lies in knowing how to leverage the data it provides. Engage a risk management team to assist with the proper use and interpretation of telematics data to inform corrective interventions and coaching techniques tailored for each driver.</p><p>If affordability is a concern, there are several cost-effective smartphone applications that utilize a phone’s GPS and other sensors to track driver behavior. </p><p><strong>5.    Conduct ride-alongs and patient-transportation safety training. </strong></p><p>Have an independent safety professional conduct ride-alongs to assess driver proficiency during onboarding and at least once per year after that. Provide quarterly driver safety training through e-learnings on topics like defensive driving. <br></p><p><strong>6.    Perform regular vehicle maintenance.</strong><br>Require staff to conduct pre- and post-trip inspections on items such as mirrors, tires, and seats. Regularly inspect company vehicles to ensure tires, brakes, and lights are in optimal condition, and conduct quarterly reviews of any personally owned staff vehicles used for work purposes. </p><h3>Risk Prevention Reduces Costs and Increases Safety</h3><p>Senior living owners and operators have a lot on their plate, which can result in a lack of attention paid to transportation risk prevention. In a recent survey of business leaders, just 41 percent said they require employees to attend mandatory safety training before using a company vehicle. But, commercial auto premiums <a href="https://riskandinsurance.com/commercial-insurance-rates-rise-3-on-average-in-q1-2025/" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">rose nearly 7 percent</a> in the first quarter of 2025 due to factors like heightened repair costs, nuclear verdicts, inflation, and distracted driving—all of which are expected to drive further rate increases. This makes <a href="/Articles/Pages/Three-Emerging-Risks-Affecting-Care-Providers.aspx" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">risk prevention</a> even more critical.</p><p><img src="/Articles/PublishingImages/2025/Jeff_Cole_Sentry.jpg" alt="Jeff Cole" class="ms-rtePosition-2" style="margin:5px;width:130px;height:195px;" />Work with your commercial auto insurance company to engage transportation risk management services. Senior living organizations go the extra mile to serve the unique health and care needs of their communities, and those that channel this protective spirit to address transportation challenges as well will go far in helping keep residents and employees safe while also reducing claims and liabilities—both factors in maintaining long-term financial stability.<br><br><em>Jeff Cole is assistant vice president of national accounts for <a href="https://www.sentry.com/who-we-serve/service-industry-insurance/healthcare-businesses" data-feathr-click-track="true" data-feathr-link-aids="60b7cbf17788425491b2d083" target="_blank">Sentry Insurance.</a> Sentry insures more than 28,000 businesses throughout the U.S., including those in the health care sector.</em><br></p> | 2025-05-29T04:00:00Z | <img alt="" height="740" src="/Articles/PublishingImages/740%20x%20740/safety_first.jpg" width="740" style="BORDER:0px solid;" /> | Caregiving | Jeff Cole | Resident transportation is a growing concern in long term care, nursing, and assisted living facilities. Here’s how to improve safety, reduce risks, and protect residents and staff from harm. |