Articles
The Journal on Active Aging brings articles of value to professionals dedicated to older-adult quality of life. Content sweeps across the active-aging landscape to focus on education and practice. Find articles of interest by searching the article archives in three ways: Enter a keyword in the articles search bar; click on search by topic; or type a keyword or phrase in the general search bar at the top of the page.
Topic- Management
Emerging roles for the wellness workforce by Patricia Ryan, MS
In the language of human resources, a “role” reflects an occupation or a purpose. “Teacher,” for example, is a role. The “job function” is the work that is done in fulfilling that role. A teacher writes lesson plans, instructs pupils, evaluates, disciplines and coaches.
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ICAA's top 10 articles on management
As the International Council on Active Aging’s 10th Anniversary year winds down, the Journal on Active Aging® celebrates this special milestone with one final dip into the archives. This educational resource includes more than 1,000 articles on subject areas ranging from public policy to program profiles, communication to research, and health promotion to community design. Over the past year, each Journal issue has highlighted ICAA’s “top 10” articles on a specific topic to showcase the archives for readers. In this issue, the focus is management, a category that includes general management skills, budget and operations.
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A culture of hospitality: providing exceptional services, positive experiences
With more than 27 years’ experience working with senior living organizations and older adults, M. Sloan Bentley has seen a lot of changes in the industry. “For years senior living communities were thought of as a place where older adults went to be ‘cared for,’ but by today’s standards, that is so far from the truth,” states Bentley, a gerontologist and licensed nursing home administrator. “In fact, many communities are likened to a five-star hotel experience or living on a cruise ship.”
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Creating an enhanced return on investment in assisted living communities by Professor Geoffrey Booth and Susan Rodiek, PhD
As we move through the chapters of our lives, patterns of behavior and choice are reinforced, and fond memories of the places that trigger these memories become increasingly important to life satisfaction and well-being. For older adults, times spent in back yards and on family outings are part of these memories. For this reason, assisted living communities that successfully balance the interconnection between the indoor and outdoor living environments can significantly enhance their competitive attraction, reduce the risk to their net cash flows and reinforce their return on investment (ROI).
Getting the balance right between the real estate opportunity, the real estate offer and the return was the subject of research completed in 2011 at the College of Architecture at Texas A&M University’s Center for Health Systems & Design, and soon to be published in the Health Environments Research and Design Journal (HERD).
Management
Dos and don'ts for creating a successful wellness center by Scott Richardson
The decision has been made. It’s time to build a new wellness center or expand the current one. Where do you start? What’s involved in the planning, development and construction to make this center a success for both your organization and residents? Why not ask your colleagues who have gone through the process and can give you valuable advice based on their successes and failures?
When asked to prepare this article, I reflected on the experiences I had in developing, building and opening two wellness centers. The first took place in 1999 in Harrisonburg, Virginia, at Virginia Mennonite Retirement Community. Then in 2006 I initiated the launch for the Health Club and Spa at Williamsburg Landing Continuing Care Community in Williamsburg, Virginia. Both communities had the fortitude to think outside the box and build centers that are examples of excellence in the retirement community industry.
Management
Tips to help you plan successfully by Emily Chan, MBA
Many plans made in business are a waste of time. These plans are not based on reliable data or rigorous analysis, and the people involved do not have sufficient resources (such as data), training or guidance to create plans properly. Often, executives overseeing the plans either do not want or know how to assess the plans—especially nonbudget items. And there is no system set up to track and reward implementation, except for the budget.
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