TOWN OF
ASSISTED/INDEPENDENT LIVING ADVISORY
COMMITTEE
PRESENT: K. Grunwald (staff), J. A. Bobbitt, J. Brubacher, M. Hart,
G. Padick, N. Sheehan, Scott Cohen (Hawthorne Partners), Patrick Collins
(Benchmark Assisted Living)
REGRETS: A. Kenefick, G. Cole
A. Presentation by Benchmark Assisted
Living: Scott Cohen from
Q. Recent trends in programs and the industry? A. Young
industry, lots of changes. Residents are
frailer, more demands on services beyond housing. More focus on healthcare needs, changing
needs of residents. Age of the
population is moving towards 83-85; not sure if this will continue to increase. The amenities package is becoming more
critical to residents, and they are coming in being more educated about what
they are looking for; holistic services.
Buildings are also larger, moving from studio apartments to one-bedroom
units.
Q. How do you address medical needs? A: Staffing includes
Wellness nurse, resident care director, nurses, CNA’s (resident
associates). A plan for the resident is
focused on individual needs based on a thorough and ongoing assessment. There is always a nurse on site. They attempt to establish strategic alliances
with local doctors who can see residents on-site. A primary care physician, physical therapist,
etc. can all be provided on-site.
Q. Amenities packages at Benchmark? A: Larger apartments,
educational programs, trips to theatre, (holistic package). Activities Director is responsible for
putting programming together.
Q: Would you do your own marketing study? A: Yes, market analysis and feasibility
study: look at unit potential, product mix in the community.
Q: Unit/Facility size?
A: Can range from 350-650 sq. ft.
Attempt to understand the demographic need to determine what the
appropriate size unit is.
Q: Standard pattern of financing? A: First/last month’s rent and a community
fee, which typically equates to one month’s rent. No other up-front fees.
Q: How would connection to the university enhance this
facility? A: Integrate the facility with
the university regarding student learning opportunities, education for
residents, and recruitment for hiring.
Q: How would they fit in with the existing nursing home;
transitions to another level of care? A:
Develop strategic alliances with SNF’s in the community. Either for rehabilitation or as transition to
a higher level of care.
Q: Would you offer other levels or types of care? A: Ultimately the resident determines whether
or not they stay in the residence, and other services can be brought in for the
resident. They facilitate care around
the residents’ changing needs; accommodate the needs of the residents,
including hospice services. Partnerships
are important in terms of being able to provide services.
Q: Water needs? A:
150 gallons per unit/per day. Based on a
broad picture of senior housing needs.
Actual use can be closer to 60 gallons.
In general they are looking at sustainability issues in development,
including around the issue of water use.
Beginning to look at energy conservation issues in design and building
new facilities. They are also looking at
alternative energy sources.
Q: How is deferred maintenance handled in the business
plan? A: Every year maintenance is
scheduled into the budget, separate from the overall operating budget.
Q: Staffing description?
A: Professional staff are certified or licensed as appropriate. None of the communities are unionized at this
time. Part of the culture is
P.E.R.S.O.N.A.L: which includes respect and candor. Ongoing training of staff, not only for job
skills but also around interaction with customers, reinforcement of the
workforce culture. All staff have
Individual Development Plans annually, which are reviewed at mid-year. Turnover rate is 38%; focus is on retention
of best staff. Look at how the IDP is
tied to retention, along with compensation plan for staff. Consistency in staffing is important to the
residents.
Q: Non-medical professional staff? A: Activities Director has a background in
therapeutic recreation; focus on training all staff to respond to residents’
needs (holistic). Some communities have
a Geriatric Care Manager, who is responsible for facilitating case management
focused on meeting the psychosocial needs of residents. Historically this role has been played by the
Resident Care Director. Staffing needs
to be balanced to make sure that the facilities remain affordable.
Q: Profit vs. Non-Profit Operator? A: Regardless, need to offer a service that
is financially sustainable. Benchmark
has 43 communities and has access to resources to support the operation of
individual facilities, best practices, economies of scale, talent pool, etc.
Q: Financial performance as a company? A:
Successful, doubled size of the organization in the last three years,
performing well financially.
Q: How do you evaluate yourself? A: How well are new acquisitions integrated
into the Benchmark philosophy and culture; how do they add value and enhance
the organization’s ability to meet strategic goals?
Q: Thoughts about
Q: Timeframe for development, how would delays factor in;
what about another site? A: Challenge would be in changes in the
competitive situation; what if another developer comes in. Proximity to the campus of the proposed site
is definitely a draw in terms of relationships with the university.
Cedar Mountain Commons is no longer a Benchmark facility,
but we would be able to visit there as well.
Hartford Hospital now manages this facility.
B. Review of Qualifications received:
no discussion
C. Schedule for site visits: a
tentative site visit to Middlewoods in Farmington and Newington has been
scheduled for Nov. 16.
D. Development of an RFP: no
discussion.
E. “Other”: G. Padick pointed out that we won’t know from
1-2 years about the water supply availability of UConn water. Until last June we did not have a full
understanding of the water supply and demand issues of UConn water. The study that was completed in June
identified issues that need to be pursued, including metering of current water
use to identify leaks and areas for conservation. This will help to determine if there is
additional capacity in the current system.
The other issue has to do with the capacity of the well fields, and determinations of how much
water can be taken from the Willimantic River well field. A study of the capacity of the Willimantic
River is being planned, and may take up to two years to complete. The State DEP is working on regulations that
may lead to legislation that would impact the registered capacity of the well
fields throughout the state. The
capacity of the sewer system is less of a concern, and seems adequate to meet
future needs. If the project just needs
sewer it is more likely that the university would support this. A community well may be an option to consider
as a water source and this would be another approach to take. The next step regarding the location of the road
on the proposed site would also need to be finalized once a developer is brought
on board. J. A. Bobbitt expressed
concern that there is not enough commitment on the part of the university at
this time to pursue this project. M.
Hart pointed out that although we have not purchased an option on the proposed
site because we want to make sure that a developer can work with that
site.
VII.
ADJOURNMENT:
meeting adjourned at 11:05
AM.
Respectfully submitted,
Kevin Grunwald