Corporate Fitness and Active Aging

Throughout 2015, we’ll be blogging about our dreams for corporate wellness, fitness, and aging well.  Some of the content will represent a gentle “poking fun” at the industry, but it’s all written to stimulate thought about what really could be if we put our heads together and started mapping out what’s really possible in the realm of individual wellbeing.  We hope you’ll join the conversation by commenting on the blogs, giving us additional ideas about which to write, and/or by finding us out on Twitter at #wellnesswhatif.

Businesses need top performers in order to survive.  We need sales staff who are heavy hitters, research staff who are actually rocket scientists, and customer service professionals who can turn any frown upside down.  You know who those folks are in your organization, that top 5% of all performers.  In some cases, they might be unsung heroes, but at a lot of businesses, the best among us are often publically lauded.  They are the elite.

Not everyone can fit into that narrow industry-specific definition of elite.  But maybe, if business leaders opened their minds on what counts as elite, we could have more than one class of top-tier.

What if you didn’t have to exceed your sales quota to be considered among the elite at your worksite?  Don’t get me wrong.  You’d still have to work really hard.  After all, becoming top tier is definitely hard work.  Some would say rising to the top requires strength, agility, grace under stress.

According to a study, published in the American Journal of Preventive Medicine, researchers at the Pennington Biomedical Research Center found one way to get in the top 5% is to sweat.  In their analysis of the American Time Use survey, they concluded that only one in 20 Americans engage in vigorous exercise (the kind that makes you sweat) on any given day. 

That’s right, a paltry 5% of us are working hard enough when we workout to actually sweat.

What does this have to do with employee health? 

The way to sustained weight loss is through a healthy diet combined with prolonged cardiovascular exercise (45-60 minutes) at least five days per week.  Employers - if you want a workforce that is at a healthier body weight, you have to (among other things) create an environment that supports and provides opportunities for your employees to workout hard enough to sweat.  You need to build a corporate health culture that supports breaking a sweat in your worksite fitness center or through another avenue of the employee’s choice.

Certainly, there’s more to individual well-being than being physically fit.  But I wonder how many employees hold back on working out because of their environment (lack of access, lack of support).  What if businesses publicly rewarded the exercising (aka sweaty) elite along-side the elite sales force?

Download our whitepaper for tips to incorporate exercise at your worksite wellness program.

Americans are fond of a quick fix, in weight loss in particular. According to the American Society of Metabolic and Bariatric Surgery, surgical weight loss procedures increased from 13,000 in 1998 to 220,000 in 2008. A survey in the United Kingdom evaluated public attitudes toward such cosmetic surgery for weight loss and found that 59% of women would choose surgery over changing eating habits and engaging in regular exercise to lose weight or change their body shape. 

Anecdotally, our corporate fitness staff see these stories in the employees they serve as well. As a nation, we haven’t moved the needle on helping adults get more movement in their daily lives, and the numbers inside the corporate fitness center have peaked as well. So, what are we doing wrong?

Certainly, there are work-related and personal-life pressures that the staff in your corporate fitness center cannot impact, and there will always be a cap on how many employees they can reach. But in some ways, we’ve fallen away from basic services and simple program design as tools to draw participants into the programs. Businesses have committed (right or wrong) their focus to outcomes-based wellness offerings, and looked to biometric data and HRA results for those outcomes. Businesses have also turned (in droves) to wearables as a tool to help employees move more; the jury is still out on their long-term effectiveness. 

NIFS150 Encourages More Physical Activity

In an effort to get back to simple measures designed to help participants (1) understand their fitness level, and (2) move more minutes each day, our staff designed a simple NIFS150 program where participants were encouraged to accomplish 150 minutes of physical activity per week for eight weeks and complete a pre- and post-program fitness assessment. 

Participants were able to earn their 150 minutes anywhere, anytime—we simply wanted them working to achieve the research-backed recommendation from the CDC. We pulled fitness assessments into the mix as a throwback to some older research performed by Dr. Steven Blair and colleagues that was published in the April 1995 issue of the Journal of the American Medical Association. That research showed that improving fitness level (defined by cardiovascular endurance) can decrease mortality risk. 

Forty percent of the initial 700 participants in the NIFS program completed at least 150 minutes of activity per week all eight weeks, and the staff completed assessments on 198 participants. Almost half of the participants indicated that this was the first NIFS program they’ve tried, so we’re pleased we hit a sweet spot for so many new folks! 

More than 75% of participants reported that the challenge helped them be more active than usual. Still, it’s worth noting that only one third of participants actually used the fitness center more during the program. You might think we were disappointed that more participants didn’t flock to the fitness centers with this client to gain their 150 minutes. After all, the program ran through the first quarter of 2015 in Indiana; it’s not like it was prime weather for exercising outside. Our priority with this initiative was to help employees be more physically active. We definitely keep track of visits, memberships, and other fitness center-related metrics, but we think it’s a win that we drew in so many newbies and that participants were more active than usual during the challenge. 

What We Learned from the Data

In addition to gaining some feedback from all the participants, we also surveyed those who completed fitness assessments as part of the program. We learned that

• 70% of those who responded to the survey had never participated in a fitness assessment before.
• 62% are now more likely to be active in their corporate fitness center.
• 70% intend to continue with a periodic fitness assessment to track their progress on fitness-specific goals.

Our staff continue to provide innovative programming for our clients. But this particular program points to just how simple a science-based offering can be yet still create impact. 

How are you creating impact through corporate fitness programming? Looking for more program ideas to get your creative juices flowing? Check out our Best Practices series—click on the button below to find out more. 

I read a blog recently on the Eden Alternative website about the power of language, in which the author quoted Alan A. Watts: “the menu is not the meal.” She was outlining her thoughts about words like “elder,” and “care partner,” and “home”—an important discussion! But the blog also got me thinking (as a good blog should) about lifestyle programming in communities. 

What If the Activities Director Was Called Something Else?

In the last five years, the senior living industry has started to make a title shift away from Activities Director and toward alternatives like Lifestyle Director, Life Enrichment Director, and Program and Events Director. Yet, this subtle shift in position naming, though necessary, is insufficient to make a true paradigm shift in how we support the elders who choose to reside in a senior living community. Changing the name is not the same as changing the notion.

I think the senior living industry as a whole is feeling a nudge (maybe it’s a push) toward doing better for our clientele. Consider the CCRC NameStorm from LeadingAge. The goal was to build a new potential name for Continuing Care Retirement Communities that would resonate with current and future buyers for this kind of product.

The idea about changing your activities department to your life enrichment department is the same: build something that resonates with your market. Still, as the Alan A. Watts quote hits home perfectly, simply changing the name is not enough. You can’t just create new name badges, update the job title on the position descriptions, order new business cards, and call it done. It’s not enough to simply change the name; we have to also (or at least) change the notion, the idea, of what activities can become in senior living. 

In fact, I would posit that you could actually keep the “activities department” if the staff are genuinely focused on building a better lifestyle for each resident. If they understand the personal passions, interests, desires, limitations, and fears of the members and provided “activities” that truly engaged those desires, the name “activities department” works just fine. 

But if your life enrichment department is still focused on filling the calendar to simply entertain residents, they are functioning the same way they were when you called them “Activities.” When they’re taking orders from a vocal minority of residents to drive largely homogeneous activities each month, they’re doing what they’ve always done, regardless of the name change.

Three Ways to Turn Activities into Life Enrichment

So how do we start to make that shift, away from the same old filling-the-calendar senior living activities to facilitating life-enriching opportunities that allow the residents to live the lives they want to live? Here are three ways to start looking beneath the surface of your calendar to cultivate meaningful experiences for your participants.

1. Get to know your customer. How well do you really know the members of your community? Sure, you know names, and there are “regulars” you know better than most. But how well do you know where they came from and what makes them tick? Can you get information from the sales staff discovery process to start building a profile on each member? What questions do you need answered about each resident that could be folded into the discovery process so that newly moved-in members don’t feel like they’re being poked and prodded to provide you with answers? How can you use the intel you get to start building experiences for each resident?
   
2. Get creative with your budget. Budgets are what they are, and changing the name of your department isn’t going to suddenly give you unlimited funds. Yet, if you’re listening to your residents, and understanding how they want to live your in community, you may find that helping them accomplish just that does not require additional FTEs or operating funds. Sometimes pairing folks with common interests can allow an organic opportunity to form without costing the community a thing. For example, suppose, through discovery, you learn that you have four residents who love to play chess and who are passionate about teaching others to play. Once you connect those four members and help them determine times to establish a “club,” or ways to connect with a local after-school program to teach the game they love, you’re on your way to fulfilling a social, intellectual, and vocational pursuit for your members. 
3. Get familiar with the numbers. If you’re in the business of filling calendars, there’s no reason to gather data. You can see from the calendar that it’s full. But if you are focused on building purposeful programming that allows participants to live more full lives, I suggest you start to get a handle on whether your efforts are making an impact. For example, many of your residents may still be working. How does your 10am group fitness class resonate for them? Does it fit their schedules? I’ve heard a lot of directors say that no one will do activities (except the theatre or related events) after 4pm, so they don’t program anything after 4pm. Do you know that because of what happened historically, or do you know that because you know your members and you know the data?

If you agree with these ideas conceptually but you aren't sure how to move forward with them in your organization, let's connect.  We offer a free 30 minute consultation, no obligation.  I'd love to talk about what you see in the future for your community and then work with you on some actionable steps to get there.  

Throughout 2015, we’ll be blogging about our dreams for corporate wellness, fitness, and aging well. Some of the content will represent a gentle “poking fun” at the industry, but it’s all written to stimulate thought about what really could be if we put our heads together and started mapping out what’s really possible in the realm of individual wellbeing. We hope you’ll join the conversation by commenting on the blogs, giving us additional ideas about which topics to explore, and by finding us on Twitter at #wellnesswhatif.

Businesses need top performers in order to survive. We need sales staff who are heavy hitters, research staff who are actually rocket scientists, and customer service professionals who can turn any frown upside down. You know who those folks are in your organization, that top 5% of all performers. In some cases, they might be unsung heroes, but at a lot of businesses, the best among us are often publicly lauded. They are the elite.

Changing the Definition of “Elite”

Not everyone can fit into that narrow industry-specific definition of elite. But maybe, if business leaders opened their minds about what counts as elite, we could have more than one class of top-tier performers.

What if you didn’t have to exceed your sales quota to be considered among the elite at your worksite? Don’t get me wrong. You’d still have to work really hard. After all, becoming top tier is definitely hard work. Some would say rising to the top requires strength, agility, and grace under stress.

According to a study published in the American Journal of Preventive Medicine, researchers at the Pennington Biomedical Research Center found one way to get into the top 5% is to sweat. In their analysis of the American Time Use survey, they concluded that only 1 in 20 Americans engages in vigorous exercise (the kind that makes you sweat) on any given day. 

That’s right, a paltry 5% of us are working hard enough to actually sweat when we work out.

What Does This Have to Do with Employee Health? 

The way to sustained weight loss toward a healthy weight is through a healthy diet combined with prolonged cardiovascular exercise (45 to 60 minutes) at least five days per week. Employers: If you want a workforce that is at a healthier body weight, you have to (among other things) create an environment that supports and provides opportunities for your employees to work out hard enough to sweat. You need to build a corporate health culture that supports breaking a sweat in your worksite fitness center, or through another avenue of the employee’s choice.

Certainly, there’s more to individual well-being than being physically fit. But I wonder how many employees hold back on working out because of their environment (lack of access, lack of support). What if businesses publicly rewarded the exercising (aka sweaty) elite alongside the elite sales force and recognized the importance of employee health and fitness?

Download our whitepaper for tips on adding exercise to your worksite wellness program. 

Our use of the word “wellness” in senior living is confusing and potentially problematic for the consumer. When the possible definition by organization for “wellness” swings all the way from a few group fitness classes at one community to a full-blown medical clinic in another organization, it’s challenging to succinctly define what is being offered under the wellness banner. 

Sometimes I visit a community and they have a wellness director who is an RN with primary responsibilities for running the community’s outpatient clinic and helping residents navigate their health care needs. In other cases, I interact with an individual at the community level whose title is wellness director, but whose primary roles are focused on running the fitness program. Those two individuals have two very different focus areas, diverse areas of expertise, and they offer two entirely different value propositions for prospective residents. And neither of them paints a full picture of what community wellness can be.

How you define your community in the area of wellness can be a point of distinction and a clear competitive edge for your business. But I wonder if that definition is best suited to be made at the community level or if there is a need, or even better a benefit, to defining it at an industry level. LeadingAge has initiated a “NameStorm” to find a new term for “continuing care retirement community” (CCRC). Is there a need for this kind of industry-wide focus on how we universally define wellness in senior living?

If we use the well-recognized dimensions of wellness (and I’ll go with the seven defined by the ICAA) as the means to define individual wellbeing, then the essential duties of the RN clinic director and the fitness program manager fold into various dimensions. But so do the essential duties of several other common jobs at a CCRC, including the activities director, the social worker, the dietician, the chaplain, etc. I could argue that each employee at the community has some portion of his essential duties impacting resident wellness.

I think, in a lot of cases, we get wellness all wrong. We want to box it into neat compartments, but it really spills out to all areas of the organization. Wellness is about building meaningful lifestyle opportunities for residents. It’s about honoring who they are as individuals and finding ways to help them tap into what motivates them, what provides them with purpose, and what keeps them engaged in life.

As I’ve started shifting my view on resident wellness in senior living to this broader perspective, I’ve started wondering whether resident wellbeing doesn’t need to sit a little higher in the organizational chart. Wellness isn’t just fitness and it’s not just activities. It doesn’t belong under either of those “departments.” It’s not limited to nutrition or spiritual designations, and it’s not focused on health care and clinical services.

Perhaps it’s the culture we’re trying to build.

But if that’s true, if wellness provides a cultural focus for our organizations, then each employee needs to have a stake in what it means to provide person-centered opportunities for well-being. And that message needs to come from the top. It can be supported by a well-developed employee wellness offering, as well (which is being discussed more and more in senior living). It can get folded into employee goals, job descriptions, and team meetings. And while one person should probably have ultimate responsibility for wellness in the community, it cannot operate in a silo apart from other elements that are unique to what your community offers. (This post talks more about how the various departments can collaborate better.)

How are you cultivating wellness beyond your fitness programming, your activities calendar, and your clinic?

Download our whitepaper on how you can create a culture of wellness in your senior living community.

When a business makes the commitment to put in a corporate fitness center, they are making a statement (hopefully one of many) about how important their employees’ health is. It’s a substantial investment, and the project is not to be taken lightly. 

From an outside perspective, you might think there’s not much to designing this kind of space. Put up the walls, install the equipment, and you’re ready to go, right? I suppose you can charge ahead with that philosophy, but you may be leaving quite a bit to chance in terms of building a space that is safe, efficient, and effective for your employees. 

From conception to completion, we’ve had the privilege of being involved in dozens of fitness center design projects over the last several years. Below are three reasons why we think thoughtful design in corporate fitness is key to a successful fitness center program.

Selecting the best equipment influences the success of your space.

When deciding which exercise equipment you want for your space, be sure to do your homework. Every sales rep will offer to lay out your space with their equipment for free. And every rep will tell you that their equipment is the best. Carefully lay out the features that are most important to you (don’t forget about warranty), and make a pro/con list for the equipment you’re considering to determine what will work best in your space and for your employees.

Hiring the right staff will help maximize use of the fitness center.

Only about 20% of American adults are meeting the physical activity guidelines as offered by the Centers for Disease Control and Prevention. (And that’s probably a falsely high estimate because the data is gathered through self-report mechanisms.) So you can expect that less than 20% of your workforce would get enough exercise even if you didn’t put in an onsite fitness center. Simply offering a corporate fitness program isn’t enough to get employees in the inactive 80% camp to start moving. 

Corporate fitness is not an “if you build it, they will come” proposition. Having the right staff on board can make a big difference on utilization of spaces and programs through the fitness center. But you have to build the space from a user’s perspective in order to provide opportunities to maximize the programming that invites new participants. 

Your fitness management staff should be able to keep track of key metrics as well as provide a variety of programs (including group fitness classes) and services designed to draw in more users on a regular basis. 

Establishing the best possible layout will make a difference for users.

Thoughtful design will take into account the quantity and types of equipment needed in the space, as well as intended uses for the environment. For example, if you have an employee audience with an insatiable appetite for group fitness classes, don’t skimp on your studio space. Make it large enough to accommodate anticipated volume, and equip it with the right types of storage to house the group class toys. Carefully research what’s needed for the group fitness stereo, and pay close attention to work areas adjacent to the studio space to make sure that soundproofing is available where needed. 

Adequate locker room and shower space is a must, and easy access to drinking water is essential. Flooring surfaces need to be carefully considered along with where to place mirrors, how to orient equipment near and around windows, and what staff office/desk spaces will accommodate. 

And you should rely 100% on your architectural team to provide all of those elements for the space initially. But it’s not reasonable to expect that team to understand, from an operator’s perspective, how your fitness staff and employees will work and exercise in the space. Unless your architect had a previous career managing a corporate fitness center, my experience is that the architect might miss some key elements in the design that would ultimately inhibit the end-user experience.

If this brief outline of key design and program elements for your fitness center has you thinking you might be in over your head, check out our fitness center design sampling, or contact me to talk through the questions brought on from reading this post.

If you work in fitness, you know that for some members, the only way to engage them in regular exercise is through a group class setting.  Some people love the energy of a group effort, others like that they can blend in, and still other participants like group classes because of the ease of simply following real time instructions from a motivating teacher. 

For Sheila Dropscho, it’s the group atmosphere that keeps her coming back to NIFS-led classes at Broad Ripple Park in Indianapolis. She also walks and rides her bike for exercise, but when I talked to her about her experience with the classes she’s been attending for the last several years, the enthusiasm in her voice was palpable and she couldn’t say enough about the positive impact the Indy in Motion classes have had on her life. 

Indy in Motion is a partnership between the Marion County Health Department, Indy Parks, and NIFS.  The group fitness classes, held at a variety of Indy Parks, have been available for years and are offered at no cost to participants.  The formats and locations have evolved over time to meet the interests of the attendees at each site.  The program is a fantastic resource for people across the city to have access to free group fitness classes taught by some of the best instructors in the area.  To get a better idea about classes and formats available through Indy in Motion, click here.  Be sure to call the park to confirm that the information on the site is current.

Sheila learned about the Indy in Motion program through an article in the paper several years ago. When her youngest daughter went off to college, Sheila found herself with more time to commit to her personal health and she decided to give the program a try.  While Broad Ripple Park is her home base, she also takes Indy in Motion classes at Washington Park on the city’s east side. 

Sheila’s favorite class at Broad Ripple is Zumba^® on Tuesdays and Thursdays; she tries not to miss it.  Sheila loves being around the other participants and watching their progress, but it’s the instructor, Nicole, who provides exactly the motivation Sheila needs to keep coming back. Nicole’s healthy tips, her intensity with the music, and her genuine concern about the participants are all part of what help Sheila feel great about the exercise and keep her coming back. 

Sheila’s consistency at class hit a snag when she was diagnosed with breast cancer recently.  She progressed through a mastectomy as well as a course of chemotherapy.  And she’s proud to say she is cancer-free.  But she credits her hard work in the group fitness classes and her good health going into the diagnosis for the relative ease with which she handled the challenging cancer treatment so well. 

Sheila said, “People were stunned that I was able to work my four 10 hour days during my chemo.  I don’t know that I would have been able to do that without that foundation.”

After recently undergoing reconstructive surgery and dealing with a complication from that process, her doctor has advised her, for now, to simply walk for exercise.  Sheila has been compliant with the doctor’s orders, but she confided that she’s more than a little bit eager to get back to her Tuesday/Thursday rhythm with Zumba^®.

When Sheila’s ready, her class, and her instructor Nicole, will be there to help her get her groove on again.

Ready to bring group fitness classes to your Indianapolis audience?

Throughout 2015, we’ll be blogging about our dreams for corporate wellness, fitness, and aging well. Some of the content will represent a gentle “poking fun” at the industry, but it’s all written to stimulate thought about what really could be if we put our heads together and started mapping out what’s really possible in the realm of individual wellbeing. We hope you’ll join the conversation by commenting on the blogs, giving us additional ideas about which to write, and/or by finding us on Twitter at #wellnesswhatif.

You’ve heard the saying, “It takes a village to raise a child,” right? The idea is that a child needs a whole village worth of support, influence, education, and diversity to be raised as a healthy and vibrant member of society. If we look at individual wellbeing through a similar lens, I would say that it takes a team to help an individual be well. 

When I think about the generally poor health (admittedly, I tend to focus on physical health) of adults in the U.S., specifically preventable issues, I wonder how much is connected to adults simply not knowing how to choose better health and how much goes back to adults making unhealthy choices even though they know better.

Let’s face it, there are a lot of external players who influence an individual’s health. I can’t get into all of those factors here, but I do want to focus on the potential for a better relationship between health care providers and exercise specialists. What follows are some of the historical challenges, as well as some what if ideas for working better together to take a team approach to individual wellbeing.

When I was working in corporate fitness several years ago, it wasn’t uncommon for me start talking with a new member about her goals for exercise and learn that she came to see me because her physician recommended she start exercising. In further conversation, I would learn that either the doctor provided no guidance on how often, how much, what intensity of exercise would be best; or (sometimes worse) the physician provided recommendations that were not practical for the individual.

It was always so helpful, when working with individuals who had a complicated health history, to get a physician recommendation that took into account that complex health picture. With more information from the doctor, I was able to write a more effective exercise prescription. But more often than not, the physician is hurried, and filling out one more form isn’t top on their list, so I’d get an almost blank form returned with little more than their signature. 

What if physicians had more time for discussion with patients about preventive health?

I think at least some of the barrier, though I’ve never heard anyone actually articulate this, is the image of the personal trainer. The certifications available for personal trainers are many and varied in terms of their rigor, and it leaves a lot of question about credentials. Licensure has been debated for years in the industry, and although the discussion varies by state (currently Louisiana is the only state with licensure requirements for clinical exercise physiologists), I think the reason licensure is even on the table is because requirements for certification are so widely varied, it’s tough for even a well-educated individual to get to the bottom of what “certified personal trainer” really means.

What if all certifications had to meet a specific standard that raised the bar for education and experience?

The American College of Sports Medicine released an Exercise Is Medicine campaign years ago with the goal of having physicians make regular exercise a part of their recommendations for practitioners to their patients. The program includes guidelines for health care providers as well as for exercise specialists to interact in the best interest of the public. While some progress has been made on the partnership between the medical community and exercise professionals, there is much work to be done to bridge that professional relationship for the improved outcomes of the patients.

What if health insurance supported visits with a certified exercise specialist as part of a prescription for better health? (This would not be unlike counseling from a registered dietitian that accompanies a diagnosis of diabetes.)

What if general practitioner offices hired exercise physiologists to counsel patients right in their offices?

What if medical training provided some insight into exercise prescription, and curriculum for exercise physiologists provided insight into what the doctor has to accomplish with a patient in an office visit?

We have a long way to go to build a strong village that contributes positively to individuals’ health, and this health care + exercise practitioner discussion is only one portion of that village. What other areas are you passionate about? Where do we need to build a better village to help individuals make healthier choices?

Read our case study, how partnering with NIFS and putting a qualified fitness professional in their new facility helped jump start this fitness program.

I was scrolling through my Twitter feed recently and stumbled across a posting for a Life Enrichment Director with a prominent senior living provider. The title was intriguing enough—I’m always curious about what’s happening in the area of wellness and lifestyle in senior living—so I clicked on the link, taking me to the job posting. What I read on the posting was enough to make me hang my head.

Without getting into detail, I’ll tell you that a primary responsibility for the position was to “create pleasant days.” Now, that requirement was in quotes on the posting, which makes me think it’s a branded program that’s a hallmark for the organization. And to be clear, the posting was for a Life Enrichment Director in a memory care community. So I can appreciate the need for programming to minimize participants’ agitation and anxiety, and to maximize the enjoyment of their days. Still, the idea of programming around building pleasant days for residents (in any level of care) struck me as wildly patronizing and profoundly off base.

Folks, we are doing an enormous disservice to the adults in our communities (in any area of the community) if our primary focus is to make their days nice. The residents are living, not passing life by sitting in a rocking chair on your porch. Your Life Enrichment Director shouldn’t be facilitating passive and placating activities unless that’s what the participant wants. 

The Need for More Engaging Senior Living Activities and Programs

Most of the amazing older adults I’ve met as I’ve traveled to various communities are full of life, eager to connect, and interested in learning new things. We have got to do lifestyle programming better than building pleasant lives for them. To be fair, a lot of organizations are succeeding at implementing creative, active, and engaging programs for their members. For example, Mather Lifeway’s café concept provides for fabulous connections with peers in the midst of unique and lively programs. 

However, in many cases, what I see in communities is a calendar full of activities where 90 percent of what’s listed are recurring events like cards, exercise classes, arts/crafts groups, religious services, shopping trips, and coffee or happy hours. The remaining 10 percent are unique to the month and are typically grouped into musical offerings, lectures, and excursions to the theatre or opera. From a maintaining status quo standpoint, there is nothing wrong with that calendar. Just don’t confuse it with one that is built to engage more than the 20 percent of your residents who participate in existing programs. And don’t consider that calendar creative and interesting simply because there’s no white space left to pack in more activities. 

Building a Better Activities Calendar

If you’re interested in building a better activities (or life enrichment, or wellness…) calendar and program, here are some starting points for consideration:

• Evaluate what needs to change about your current mentality on programming for your members. If your job is to provide lots of opportunities to keep residents busy, it’s time to rethink the job. Residents don’t want to be kept busy; toddlers need to be kept busy. Building a successful and person-centered programming schedule is about inviting residents to engage in the lifestyle they want—the lifestyle that’s driven by their passions and interests.
• Ask what success looks like for any given program. (Hint: the answer is quantifiable and isn’t measured by how satisfied the residents look.) Then establish your programming goals and figure out how to measure them. Take what you learn from that evaluation and do better with the next program.
• Understand what drives your residents, and keep track of that information. Ask them what they’re passionate about and what makes them get out of bed in the morning. If you don’t have programming that speaks to those interests, figure out how to support them anyway (for example, see how one community supported an interest in golf). When you have an inventory on all the members, you have a tool to inform what types of programs you should start building and which residents you need to tap to be champions for the newest offering.

It’s time to stop busying yourself and your residents with filled-to-the-brim calendars that lack intention and invitation. Start actually building Life Enrichment by getting to know what motivates your members and build your creative and strategic (and dare I say “edgy”) program around your people, not their pleasant days.

Ready to get started?  Click below to find out how we can help you.

Raise your hand if your senior living community does not have a formal, functioning, and strategically built new resident onboarding/orientation/integration process. It’s common—really common—to see communities either have no process or expectations on how to integrate new residents, or to have expectations that are so loose and disorganized that the “process” is ineffective.

There is so much to take care of when someone moves in, not to mention all the other responsibilities of community jobs that don’t stop just because a three new residents arrived last week. Still, I think we’re missing a huge opportunity to do right by those new residents in the community’s wellness program when we only look at orienting them to the community as simply another item on the “to-do” list. You might be wondering how I’m making the leap on the orientation affecting wellness. Bear with me and read below about three ways you can do better with new residents to ultimately build a better wellness program.

Of course, in order for this to make sense, you’ll need to appreciate that I’m coming from the position that your wellness program is more robust than simply filling the calendar with “one and done” activities. For your wellness program to be multidimensional and person-centered, it has to be based on fulfilling the purpose and passions of the residents you serve. For tips on how you can better evaluate the quality of your programs, read this blog. 

#1: Shift Away from Telling Them What They Need to Know.

In most communities where I’ve provided wellness consulting, if there is any formal new resident integration process in place, it involves staff scheduling time with the resident to tell him about a particular area of the community. There’s usually collateral involved, and the time the staff member spends with the resident is usually a download of programs, services, and how-to’s related to that department.

I’m all for making sure new folks have the information they need in your community. They should absolutely know how to place a work order for service, how to reserve their seat on the bus trip to the symphony, and how to access their financial accounts with the community. But spending your “I’d like to get to know you better time” with that individual overloading them with do’s and don’ts, calendars, contact information, and anything else on your 20-point checklist will be daunting and downright exhausting for even those who are wildly enthusiastic about their move into your community. Imagine how it feels for those who are ambivalent about their transition.

This is not the end of your onboarding process.

#2: Start Focusing on Individual Purpose and Passion.

Once you’ve followed through on providing the basic how-to-get-what-you-need information for new residents, you can turn your attention to understanding individual resident passions. It’s understanding what makes an individual tick that sheds light on his potential. And that is the place you can help him connect in your community.

Several months ago, I wrote about the position of activities director and how it’s turned into something of an order-taker role. Tasking your activities director with onboarding new residents in a different way can be a great first step toward breaking down that order-taker paradigm. It could also be appropriate to consider a Community Navigator, as described in this blog from Glynn Devins, for this kind of role. Regardless of whose job it becomes, someone on your team initiates the “get to know you” visit with a new resident. But instead of using that time to download from a checklist, the time is spent asking open-ended questions that drive conversation and allow the staff member to honestly learn about what motivates and inspires the new resident.

I would advocate for some set/standard questions, but also allow space for the conversation to meander along the individual’s personal history to afford glimpses of who that resident is and what they’re truly passionate about. (In truth, your team members may need some training to learn how to do this style of conversation and investigation.)

Remember, too, that by the time a resident is ready to move into your community, they’ve already gone through the prospecting and sales process with your counselors. There’s a good chance that the resident answered several questions about personal interests as part of that wooing process, and using that information in advance of the 1:1 session will help maximize everyone’s time during that face-to-face meeting.

#3: Use What You Learn.

The information you gather from your sit-down with the resident should be used to start building a resident profile to help you connect that individual to opportunities in the community to learn and grow. You should also use the information you’re gathering from all new residents to build a database that informs your wellness programming strategy, because now (finally!) you have a basis from which to build programs and services that speak to the actual articulated needs of your residents. You’re no longer slapping spaghetti against the wall to see what sticks; instead, you’re building what they’ve asked for, and you’re feeding the resident’s purpose. You’re helping them live exceptionally well.