CALA News & Views | Issue 55 | Elevating Engagement

IN ASSISTED LIVING emergency preparedness Starts with LEADERSHIP ENGAGEMENT engagement elevate When wellness DrIves Engagement

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THIS ISSUE

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Emergency Preparedness in Assisted Living

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Preparedness in Practice: Lessons from a Safety Expert

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Advocacy in Action

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When Wellness Drives Engagement

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Creative View

Engagement is what connects us. It is how relationships begin, how trust is built and how community takes shape. In Assisted Living, engagement is not a strategy or a buzzword; it is the foundation of everything we do. It’s present in the way we welcome prospective residents and their families, in how we listen to those who live and work in our communities, and in how we partner with regulators, legislators and allied professionals. Engagement is the bridge between intention and impact. At its heart, engagement is service to others. When we show up with intention — for residents, for team members, for policymakers and for one another — we strengthen more than individual relationships. We strengthen teams. We strengthen organizations. We strengthen our association. And we strengthen the broader system of long-term services and supports that so many rely on. Engagement fuels collaboration, reinforces accountability and reminds us that our work is deeply interconnected. Most importantly, engagement keeps us moving forward. It drives progress. It challenges us to evolve, to listen more carefully and to respond more thoughtfully. As you explore this issue, I invite you to reflect on how engagement shows up in your own work and how, together, we can continue elevating it across our communities and throughout California.

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Engagement Starts with Leadership

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Beyond the Tour: Turning Interest into Trust

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Connection, Confidence and Community

CALA News & Views – Submission Policy At this time, CALA does not accept unsolicited articles or queries. Many of the articles we publish are written by our regular contributing writers. We appreciate the time and energy people put into making suggestions for our current and future issues. Our organization’s policy, however, prevents us from accepting for review any unsolicited submissions.

Cindi Alvidrez, Membership Manager cindi@CAassistedliving.org

Pam Amundsen, Director of Meetings & Events pam@CAassistedliving.org Denise Brandt, Director of Workforce Development denise@CAassistedliving.org Selena Coppi Hornback,Vice President of Regulatory Affairs selena@CAassistedliving.org Agnes de la Vega, Senior Workforce Development Specialist agnes@CAassistedliving.org Daniel Gonzalez, Advocacy Engagement Specialist daniel@CAassistedliving.org Heather Harrison, President & CEO heather@CAassistedliving.org Katherine McLoskey, Director of Operations katherine@CAassistedliving.org Danielle Parsons, Vice President of Government Affairs danielle@CAassistedliving.org Haty Pietrasz, Director of Creative Design haty@CAassistedliving.org Brandi Pittman, Administrative Specialist brandi@CAassistedliving.org Kevin Swartzendruber, Director of Marketing & Communications kevin@CAassistedliving.org Jan Trifiro, Vice President of Professional Development jan@CAassistedliving.org

CALA STAFF

Heather Harrison, President & CEO

CALA Board of Directors

OFFICERS Board Chair

Treasurer Laura Fischer, President, Integral Senior Living Secretary Courtney Siegel, President & CEO, Oakmont Management Group

Past Chair Rick Jensen, President & CEO, Northstar Senior Living

David Eskenazy, Vice-Chair of the Board of Directors,, Cogir Management USA, Inc. Vice Chair Danielle Morgan, CEO, Clearwater Living

DIRECTORS

Michel Augsburger, Chairman & CEO, Chancellor Health Care, Inc Dave Boitano, EVP and Chief Investment Officer, LTC Properties, Inc. Kevin Bowman, President, MBK Senior Living Mark Cimino , CEO & Co-Owner, CiminoCare Dave Coluzzi, President & CEO, Carlton Senior Living Tara Cope, Chief Legal and Administrative Officer, Vi Senior Living Paula Hertel, Founder, Senior Living Consult Liz Jensen, Senior Director, Nursing Success & Care Innovation, August Health Darolyn Jorgensen-Kares, Chief Operating Officer, Continuing Life, LLC Rodger Lederer, Senior Vice President, Marsh Ray Leisure, Division Vice President, West Division, Brookdale Senior Living Douglas Lessard, COO & Executive Vice President, Belmont Village Senior Living Tana McMillon , Regional Vice President of Operations, Silverado Memory Care Nancy Schier Anzelmo, Principal, Alzheimer’s Care Associates

455 Capitol Mall, Suite 520 Sacramento, CA 95814 Phone: (916) 448-1900 www.CAassistedliving.org

Todd Shetter, Chief Operating Officer, ActivCare Living Jay Thomas , Assistant General Counsel, Atria Senior Living

Copyright © 2026 California Assisted Living Association. All rights reserved. No part of this publication may be reproduced or transmitted in any form - print, electronic or otherwise - without written permission from CALA.

EX-OFFICIO DIRECTORS Josh Allen, Principal, Allen Flores Consulting Group Joel Goldman, Partner, Hanson Bridgett

emergen preparedne

IN ASSISTED

A CHECKLIST FOR REVIEWING EMERGENCY PLANNING REQUIR

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ED LIVING ncy ess

Preparing for emergencies is an important part of compliance for Residential Care Facilities for the Elderly and Continuing Care Retirement Communities. It is required that emergency and disaster plans be reviewed annually, but a good practice is to review them after drills and any emergency events and update them as needed based on those experiences. This article can be used as a checklist when reviewing your plan to ensure you cover the main elements. The list of requirements can be found in Health and Safety Code Section 1569.695.

KEY REMENTS

By Selena Coppi Hornback, CALA Vice President of Regulatory Affairs

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Procedures:  Evacuation plan , including facility sketches of assembly points.  Identify transportation needs for evacuating.  Have a way to communicate with emergency personnel or check emergency routes.  Identify at least two sheltering locations , one outside the immediate area.  Identify the location of utility shut-off valves and instructions for use.  Identify ways to provide assistance , administration, storage and preservation of medications, including refrigeration.  Plan how to operate assistive devices requiring electrical power during an evacuation.  Identify residents with special needs , e.g., residents on hospice, and plan to meet those needs.  Confirm resident location during an emergency.

Plans for Self-Reliance:

 Plan for a period of not less than 72 hours following any emergency or disaster, including short-term or long-term power failure.  Plan for sheltering in place and have supplies available to provide alternatives for utilities not available.  Procedures for emergency power , including backup generator suppliers and operating instructions for portable units, or the location and planned use of a permanent generator.  Procedure for responding to inoperable call buttons .  Process for communicating with residents ,

families, hospice providers and other relevant parties, along with a backup process and a way to notify them of the process.

Training:

Additional Requirements:  Ensure all staff on every shift have access to keys for facility vehicles, occupied resident units, exit doors and any cabinets or files containing elements of the emergency plan or needed supplies.  Include a contact list that includes emergency responders, Community Care Licensing Division, the local long-term care ombudsman and transportation providers.  Have an evacuation chair at each stairwell.  Make the plan available upon request to residents , responsible parties, the local long-term care ombudsman and emergency responders, while keeping employee and resident information confidential.  Ensure staff have immediate access to a resident roster during an emergency that includes birthdates, each resident’s needs and services plan, medication lists for those with centrally stored medications and contact information for each resident’s responsible party and physician.

Review of the Plan:  Train every employee on the plan upon hiring and annually thereafter.  Must include staff responsibilities during an emergency or disaster.  Conduct quarterly emergency drills on all shifts, vary the scenarios, document the date, scenario and participating staff, and provide residents the opportunity to participate.  Review and update the plan annually , revising floor plans and resident information as needed, and have the licensee or administrator sign and date the documentation to confirm the review.  It’s a good idea to also update the plan based on lessons learne d from any drills or actual emergencies.

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in Practice: Preparedness LESSONS FROM A SAFETY EXPERT

CALA talked with Glenn Thomas, founder of Full Spectrum Safety Consulting , about ways to enhance emergency preparedness by engaging residents and the broader community.

Q With your 25+ years in public and workplace safety, from EMT and firefighter roles to director of safety & risk management for Continuing Life and now consulting, what should executive directors prioritize when preparing their communities for emergencies? THOMAS: One of my biggest concerns is that even where strong policies exist, there can be a gap between policy and performance under stress. Emergencies do not unfold neatly. Wildfires shift direction. Power outages extend longer than anticipated. Staffing levels fluctuate. Communication systems fail. The true test of preparedness is not what’s written in a binder – it’s what happens in the first 10 minutes. For community leadership, priorities should include: 1) Operational Readiness Over Paper Compliance – Plans must be practical, clear and executable. That includes realistic tabletop exercises and drills that test decision-making, not just documentation. 2) Incorporating Incident Command System (ICS) Into Your Framework – Whether formalized or scaled appropriately, Assisted Living communities are encouraged to

consider incorporating ICS principles. Clearly defining roles such as incident commander, operations, logistics and planning removes confusion under stress. It also aligns your internal structure with how fire, EMS and law enforcement operate. When you speak the same operational language, coordination improves immediately. 3) Training to the “Person in Charge” Mentality – Especially on NOC Shifts Emergencies rarely happen at 10 a.m. on a Tuesday. Every shift must have a clearly designated “Person in Charge” who understands they serve as the incident commander until relieved. That individual must know: • How to activate the emergency plan. • When to initiate evacuation versus shelter-in-place. • How to communicate effectively with 911 and corporate leadership. • Where emergency shut-offs are located. Preparedness fails when authority is unclear.

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4) Infrastructure Awareness and Emergency Shut-Off Proficiency – A best practice is to provide staff with hands-on training on gas, electrical and water shut off procedures. In wildfire, earthquake or flooding scenarios, knowing how and when to isolate utilities can prevent secondary damage and protect residents. This should not be theoretical knowledge – it should be practiced and reinforced annually. 5) Evolving Risk and Regulatory Awareness – California’s new Zone 0 wildfire defensible space requirements are one example of how preparedness continues to evolve. While primarily a wildfire mitigation regulation, it directly impacts life safety and operational continuity. Assisted Living providers located in a State Responsibility Area (SRA) or the Very High Fire Hazard Severity Zone in the Local Responsibility Area (LRA) must now assess combustible materials within five feet of structures. You can input your community’s address on the Cal Fire website to find your Fire Hazard Severity Zone. Given these requirements, it can be helpful to explain to residents why certain environmental changes are being made around the building. Transparency and communication build trust and reduce confusion when physical surroundings change. Q Residents aren’t required to participate in emergency drills, but involvement can be valuable. How do your communities include residents in emergency preparedness, and what best practices can you share to help engage them? THOMAS: While residents are not required to participate in drills, thoughtful engagement reduces anxiety, increases cooperation and improves overall safety during real events. In Assisted Living, preparedness must balance safety with dignity and choice. Best practices include: ● Education Without Alarm – Offer quarterly resident safety briefings explaining what to expect during fires, power outages, wildfire events or evacuation scenarios. Keep the tone reassuring and practical rather than overly technical. ● Voluntary Participation – Residents can observe evacuation route reviews, participate in shelter-in place discussions or practice communication check ins without undergoing full simulated evacuations. ● Clear Leadership Visibility – Introduce residents to the leadership structure during drills – including who serves as the “Person in Charge,” aka incident commander. When residents know who is leading during an emergency, confidence increases significantly. ● Personal Preparedness Planning – Encourage residents to maintain personal grab-and-go bags, updated medication lists, mobility support plans and emergency contact information. Incorporate these

conversations into routine care plan reviews and offer assistance as needed. ● Pet Preparedness Planning – Many residents have companion animals and during an emergency, concern for pets can significantly impact decision making and cooperation. Communities should proactively address: • How pets will be transported during an evacuation. • Designated pet carriers and labeling. • Food, medication and veterinary contact information. • Temporary relocation planning for animals. • Staff awareness of pet locations within the community. When pet preparedness is addressed ahead of time, it reduces hesitation during evacuation and ensures safer, more efficient movement. It also reinforces the message that emergency planning considers the whole resident – not just the building. Preparedness is strongest when residents feel informed, respected and included. Q Another important aspect of emergency preparedness is working with emergency responders. How can CALA members build relationships with their local emergency responders, and what benefits do these partnerships provide for both parties? THOMAS: Relationships with emergency responders should be built long before the emergency occurs. Community leadership can: ● Invite fire departments for pre-incident planning visits. ● Conduct joint walkthroughs of fire alarm panels, sprinkler risers, generator locations and emergency shut-offs. ● Share high-level resident acuity information (without protected health information). ● Discuss evacuation staging areas and access points. ● Ensure Knox Box access is current and verified. Incorporating ICS into your internal emergency structure strengthens these partnerships. When your leadership team understands and operates within an Incident Command framework, communication with fire, EMS and law enforcement becomes clearer and more efficient during an incident because you are speaking the same operational language.

Relationship building can also be as simple as hosting coffee with the fire department, a breakfast with EMS or a

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casual meet-and-greet with local law enforcement. These informal interactions allow responders to become familiar with your building layout, your resident population and your leadership team – while residents enjoy meeting the people who serve their community. It humanizes both sides of the partnership. From my years in the fire service, I can say confidently: responders perform better when they know the building and the people inside it. Familiarity improves response efficiency, reduces confusion and enhances safety for both residents and crews. These partnerships create mutual benefit: Benefits for Providers: ● Faster, more informed emergency response. ● Improved evacuation coordination. ● Greater clarity during wildfire or PSPS events. ● Increased confidence among staff and residents. Benefits for Responders: ● Pre-incident knowledge of mobility challenges. ● Familiarity with alarm panels, sprinkler risers and shut off locations. ● Safer, more strategic operational response. Preparedness becomes a collaboration – not a reaction. Q What are your thoughts on RCFEs engaging with the broader community and whether that can be beneficial in terms of emergency preparedness? THOMAS: Community engagement strengthens resilience. Assisted Living communities should: ● Participate in local emergency planning committees. ● Engage in wildfire preparedness coalitions. ● Establish vendor contingency relationships for fuel, food and medical supplies. ● Coordinate mutual aid discussions with nearby communities. Preparedness is not a binder on a shelf, it is a culture – practiced, reinforced and lived every day. Preparedness in senior living communities must be proactive, structured and consistent. Our residents deserve environments that are not only compassionate – but resilient. g Glenn Thomas is the president/owner of Full Spectrum Safety Consulting . Glenn has over 25 years of experience in safety and risk management and specializes in Life Safety Code compliance, OSHA standards, disaster planning and hazard assessment. He provides comprehensive safety training, develops disaster plans and conducts vulnerability assessments. Glenn serves on CALA’s Emergency Preparedness Workgroup and contributed to the development of CALA’s emergency preparedness tools and resources.

LOOKING FOR MORE WAYS to strengthen preparedness? Access CALA’s Emergency Prep Resources . VISIT www.CAassistedliving.org

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ADVOCACY IN

By Danielle Parsons, CALA Vice President of Government Affairs ACTION

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BUILDING RELATIONSHIPS AND SHAPING DECISIONS ACROSS CALIFORNIA

CALA’s Advocacy efforts start with educating elected officials on the importance of Assisted Living, Memory Care and Continuing Care Retirement Communities. As the providers that work in these communities every day, it is your stories that we are sharing. You are the experts; you are the ones providing hands-on care day and night; you are the ones that Legislators need – and want – to hear from! While CALA’s advocacy efforts echo through the halls of the Capitol year-round, it’s important for CALA members to engage on a grassroots level. Your time is valuable, and we know that it can be difficult to be away from the community. However, your efforts to foster productive, meaningful relationships with your Legislators will prove invaluable to help further CALA's advocacy and legislative goals, which in turn will help better serve our residents. Advocacy Day CALA’s flagship advocacy opportunity is Advocacy Day. This event brings over 100 CALA members from across the state to Sacramento to help shape the Legislature’s understanding of senior living. This year, CALA members ranging from executive directors to CEOs met with Legislators to explain the impact pending legislation would have on the operations of their communities and the ability to serve older adults. CALA members shared personal stories of how living in their communities has touched the lives of their residents and their families and educated Legislators and their staff on the person-centered care we focus on that offers choice and independence to residents. In addition to our annual advocacy meetings, this year CALA also hosted a Legislative Reception where participants had the opportunity to mix and mingle with Legislators and their staff in a more informal environment. This reception allowed Advocacy Day participants to meet additional Legislators and build these important relationships.

CHECK OUT ADVOCACY DAY PHOTO GALLERY HERE

Day in Your District If you missed the opportunity to participate in Advocacy Day this year, you can still make your voice heard by participating in CALA’s upcoming Day in Your District, where CALA members visit Legislators in their District Offices. It is scheduled for July 29, 2026 during the Legislative Summer recess when Senators and Assemblymembers return to their districts for a month. Day in Your District focuses on bringing providers into Legislative District Offices located close to your communities. This event focuses on building personal relationships with District Offices, educating the local staff on the benefits of Assisted Living, Memory Care and Continuing Care Retirement Communities to their constituents. Developing these relationships give a legislator someone to call when they are looking for a district perspective when deciding on how to vote on something that may affect your community. Additionally, these meetings provide the perfect opportunity to invite your Legislator to an event at your community. It’s also a great opportunity to invite them on a tour of your community. Community Tours The easiest, most effective way to immerse your Legislator in the world of senior living is to invite them to visit and tour your community. When CALA lobbies a bill in the Capitol, we are often explaining why a bill affects RCFEs and CCRCs differently than it may affect other industries. When a member of the Legislature has a personal experience visiting a community, it makes it easier to deliver the message. The Legislator will have an image in their head of a thriving community that serves their constituents. They will picture the staff member they met that has worked at your community for 20 years and loves their job; they will picture the family member that was visiting their loved one and enjoying a meal together in the restaurant; and they will picture the beautiful courtyard where residents sit in the afternoon to enjoy the sunshine. These firsthand experiences are better than any story we could ever tell them. g

Assemblymember Leticia Castillo who serves as the Vice Chair of the Assembly Human Services Committee, discusses her recent visit to an Assisted Living community in her district to participate in a resident’s 100th birthday celebration. Senator Steven S. Choi, Ph.D., discusses the wide variety of Assisted Living and Continuing Care Retirement Communities his district offers and the importance the diversity of options offers his constituents.

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wellness DrIves Engagement Movement, connection and purpose are reshaping daily life in CALA communities E E When

By Denise Brandt, CALA Director of Workforce Development

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The result is proactive, sustainable wellness that elevates the overall quality of life. When Wellness Becomes Culture For MBK Senior Living , elevating engagement starts with redefining wellness itself. Communities are viewed as Living Communities – environments where movement, connection and contribution are designed into daily experiences. Guided by values like “Ageless Explorations,” “Better Together” and “Reason for Being,” MBK integrates wellness into every detail. From maximizing natural light to investing in movement professionals and educating teams on human movement fundamentals, vitality becomes embedded in culture. They also recognize that our sense of happiness and purpose – our Ikigai, the Japanese word for reason for being – is deeply connected to our ability to move freely and engage in the moments that matter. As mobility declines, individuals often begin to withdraw, unintentionally missing opportunities for joy and connection. That understanding drives MBK’s commitment to movement as medicine. They educate their teams on the fundamentals of human movement so they can better support residents in maintaining independence and invest in hiring industry-leading movement professionals who can help residents preserve – and often improve – their physical capacity. When wellness is woven into daily operations rather than confined to a class schedule, engagement happens organically. Wellness as a Collective Commitment At Senior Resource Group , wellness is both strategic and celebratory. In 2025, the organization unified its 21 communities and home office through combined quarterly resident and employee wellness challenges supported by phone-based wellness apps and digital leaderboards. The results were dramatic: a 600% increase in participation on the employee wellness platform and a sustained 400% growth in daily engagement.

Across our member communities, one message rings clear: wellness is not an activity, it is the engine of engagement. When movement, connection and purpose are intentionally woven into daily life, residents don’t just participate. They thrive. Where Energy Sets the Tone At Bruceville Point , wellness is grounded in its YUSM

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philosophy: Youthful, Useful, Spontaneous and Mobile. The belief is simple yet powerful: staying mobile sustains independence, confidence and social connection. Step inside and you can feel it. Upbeat music drifts from the fitness center, laughter echoes down the staircase and more

than 25 weekly classes invite residents to build strength, balance, mobility and even cognitive fitness. The goal isn’t simply exercise; it’s belonging. “When I first arrived from the hospital, I was weak and unsure of myself,” shared resident Gary Shaw of Bruceville Point. “Joining the fitness program changed everything. Little by little, I regained my strength and confidence. Today, I feel strong, independent and capable again.” From tai chi and cardio drumming to meditation and personal training, residents aren’t just going to the gym, they’re choosing vitality as part of daily life. Therapy as Transformation At California Veterans Home - Fresno , wellness begins with rehabilitation that restores both function and confidence. As 1950s and ‘60s classics play in the background, residents gather in a 900-square-foot rehab gym equipped with therapy mats, NuStep machines, free weights and parallel bars. Physical, occupational and speech therapists collaborate to create individualized plans designed to rebuild strength, mobility and independence. But the impact extends well beyond muscle groups. As residents see progress, confidence returns. Routine reduces isolation. Structured therapy fosters social interaction and optimism. Movement becomes medicine, not only preventing falls and managing pain, but reigniting a sense of self-worth and possibility.

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Leaderboards were filled with photos and step counts as residents and team members tracked their progress through the wellness apps. Friendly competition sparked camaraderie. Participants shared encouragement –

and occasionally a bit of playful “smack talk.” What began as a challenge

based engagement opportunities. A simple art project becomes layered with purpose: one resident paints, another traces a stencil, another cuts shapes – each contributing according to their ability. The result is more than a festive banner. It is shared accomplishment, identity and connection. Montessori principles extend into daily routines: dining, dressing and personal care, empowering residents to participate at their highest level. As they succeed in small, supported tasks, confidence and self-worth grow. The outcome is not simply activity. It is dignity. It is belonging. It is wellness that honors the whole person. Elevating Engagement What unites these communities is intentionality. Wellness is not an amenity to showcase – it is a strategy to empower. It restores strength. It builds confidence. It strengthens identity. It reframes aging as an active, vibrant chapter. Elevating engagement through resident wellness means saying yes – to movement, to creativity, to connection, to possibility. Because when residents feel capable, valued and purposeful, engagement isn’t something we try to create. It’s something they live – every single day. g

quickly evolved into something

deeper: connection, accountability and a shared culture of wellness.

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Building on that momentum,

Senior Resource Group expanded its efforts through a comprehensive wellness menu and recipe initiative rooted in Blue Zone principles and nutrigenomic-informed dining. Culinary demonstrations, themed contests and educational programming reinforce the powerful connection between nutrition, longevity and vitality. At the center of this work is Zestful Living – a program grounded in the belief that wellness is purposeful living. Through in-depth resident interviews and advanced analytics, residents’ passions, preferences and life histories are translated into personalized programming designed to inspire engagement, discovery and meaning each day. Success is measured with intention and rigor through inclusion scores, wellness dimension metrics, resident surveys and the Brunnsviken Brief Quality of Life assessment. The results speak for themselves. Last year alone, 35,900 unique events were created in response to resident feedback and residents participated in 14,500 additional fitness events – a 192% increase – alongside continued improvements in satisfaction and overall quality-of-life scores. And at the heart of it all is a positive mindset – an organization, team members, residents and families planning, living, celebrating and embracing this extraordinary chapter of life. Purpose in Every Chapter At Sydney Creek , wellness in Memory Care is being reimagined through a person-centered approach inspired by the Montessori method. The focus shifts from limitations to strengths – from what residents have lost to who they still are. “I often hear families say, ‘My mom used to be an artist,’ or ‘My dad loved to garden,’” shares a Sydney Creek leader with more than two decades in Memory Care. “My response is always the same: They still are those people.” The outcome is visible: communities energized by movement, learning, leadership and joy.

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2026 EXCELLENCE IN SERVICE AWARDS TELL US ABOUT YOUR OUTSTANDING ASSOCIATES Southern CA Deadline: July 12, 2026

By embracing each resident’s history, passions and abilities, Sydney Creek is designing meaningful, strength

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the creative view

The Moon Walks the Night by resident artist Jo El Assal of Oakmont Escondido Hills reflects a passion discovered later in life and nurtured through creativity and community. After developing an interest in painting, Jo began taking classes and continued her artistic journey upon moving to Oakmont Escondido Hills – drawn in part by its dedicated art room. Today, she leads a weekly painting club where residents gather to create, connect and share inspiration. This piece, generously on loan, is proudly displayed in the community’s art room as a symbol of expression, connection and the joy of discovering new talents at any stage of life. The Moon Walks the Night by Jo El Assal

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Show off the talent of your residents and employees. CALA is looking for art, poetry and short stories exploring issues such as aging, wisdom, caregiving and community. All submissions should be sent via email to Kevin Swartzendruber at kevin@caassistedliving.org. Include your contact information and a short (25-30 word) bio. News & Views assumes the right to publish pieces on their website as well as in the digital issue. All rights revert back to the author after printing.

This poem by resident Lisa (Lisbet Bingham) of Ivy Park Murrieta reflects a life shaped by resilience, loss and deep admiration for her mother. Born and raised in Bavaria, Germany during wartime, Lisa was the second oldest of six children and experienced profound hardship at a young age. After her father passed away at 43, her mother became the family’s steadfast anchor – fighting to keep her children together during a time of immense uncertainty. At 21, Lisa moved to Canada to work and support her family from afar. Through her writing, she honors her mother’s strength and enduring influence – a legacy that continues to shape her life today.

Starts with LEADERSHIP E . N . G . A . G .

Senior living communities are building stronger teams through connection and purpose

By Denise Brandt, CALA Director of Workforce Development

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P . E . M . E . N . T Employee engagement in senior living has become critically important in today’s challenging workforce environment, where retention, morale and staffing stability directly impact the quality of care delivered to residents. Across the senior living field, organizations are demonstrating that meaningful engagement stems from authentic leadership, clear purpose, empowered teams and consistent recognition. The following examples illustrate how members are elevating employee engagement through

a variety of complementary approaches, recognizing that when employees feel connected, valued and heard, engagement becomes a natural outcome rather than an initiative.

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Silverado Senior Living Shadi Rafat - Associate Vice President of Talent Acquisition At Silverado Senior Living, employee engagement starts with purpose. When our associates understand how their role (corporate or clinical) directly impacts the residents and families we serve, engagement follows naturally. We focus on connecting the ‘why’ to the work every day. Employee engagement is built day by day, not through one-time programs. We celebrate tenure milestones, team wins and moments where associates go above and beyond for our residents. In senior living, care is delivered 24/7 by teams working across multiple shifts, so engagement must be flexible. One of the most effective ways to elevate engagement is simply listening. We actively gather feedback from our teams and adjust our practices where possible. When employees feel heard, they feel invested. We use various touchpoints such as leadership rounding, informal check-ins and team celebrations to ensure every associate feels connected. Lorene Bower - Director of Training and Development When Oakmont Senior Living thinks about employee engagement, our first thought naturally gravitates to programming and creative initiatives. Programming has its place, and thoughtful initiatives can have impact, but in our experience the most powerful contributor to meaningful employee engagement is authentic connection. Community leaders who take time to truly know their team members, engage with them personally and provide sincere recognition create environments that foster belonging and engagement. Initiatives are easy to promote and quantify; however, unless they are rooted in authentic connection, they rarely sustain meaningful engagement. As leaders, we ask team members to show up each day and create meaningful connections with residents. Our responsibility is to intentionally model that same level of connection in the way we show up with both residents and team members. When we prioritize authentic connection throughout our communities, we move beyond initiatives toward meaningful engagement. Oakmont Senior Living

Carlton Senior Living Lindsey Flores - Senior Vice President of Operations At Carlton Senior Living, we believe employee engagement is not a program – it is a daily leadership discipline. In Assisted Living, where the work is both meaningful and demanding, engagement must be intentional, relational and rooted in respect. One of the most impactful practices we emphasize is visible leadership presence. Engagement begins when leaders step into the daily work alongside their teams – whether supporting care partners, dining teams or housekeeping. We prioritize consistent 1:1 connection, not just to observe operations, but to understand barriers, celebrate strengths and reinforce that every role matters. When employees feel seen and understood, trust deepens and engagement follows. Another cornerstone of engagement is intentional relationship-building. Humor, storytelling and remembering personal details create connection. In environments where burnout is a real risk, belonging is protective. Small moments of genuine connection often make the greatest difference in morale and retention. Beyond daily practices, we invest heavily in structured development. We’ve found great success with our Carlton University, a robust in-person training program. Training for new hires, as well as annual and ongoing education, is conducted face-to-face in classroom settings – a rarity in today’s largely virtual landscape. The classroom experience fosters relationships, encourages dialogue and reinforces that each employee is worth investing in personally. Because the curriculum is designed and delivered by the Carlton University team of instructors, training sessions are thoughtfully crafted to meet regulatory and community-specific needs while also being meaningful, interactive, engaging — and, dare I say, fun. We believe education should not only build competence but also build connection and pride in one’s work. Finally, sustainable engagement requires meaningful and visible recognition. At Carlton, this is exemplified through our Best of the Best program. Each quarter, we honor one outstanding employee in every position across the company, culminating with annual recognition at our Best of the Best Banquet. Nominations come from residents, families and fellow employees – ensuring that recognition reflects the voices of those we serve and those we work beside every day. At Carlton, engagement is sustained through presence, daily intention, development and recognition. When employees feel respected, connected and valued, that engagement translates directly into exceptional experiences for our residents and their families.

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CiminoCare Machelle Vietz – Human Resources Director CiminoCare actively engages our employees by empowering them to be ambassadors for our organization through our Employee Referral Bonus Program. Team members are encouraged to tap into their personal and professional networks, and many have been especially intentional about joining local Facebook groups to connect with qualified candidates. This grassroots approach not only strengthens our recruiting efforts but also gives employees a sense of ownership and pride in helping shape their teams. The referral bonus is a meaningful incentive, but just as impactful is the satisfaction of working alongside colleagues they personally helped bring into the organization. The program has been particularly rewarding as it opens doors for candidates who arrive in the United States with strong healthcare education and experience from countries where Assisted Living is not a formal part of senior care. These individuals are eager to apply their skills in a new setting and are genuinely enthusiastic about joining our profession. Our employees take pride in helping these candidates find opportunities in senior care, and in return, we build engaged, culturally rich teams united by purpose, quality and compassion. Bradley Harris & Associates Bradley Harris - Founder & CEO As we look toward the future, the most successful senior living operators are redefining engagement by adapting best-in-class practices from top-tier hospitality and retail. Imagine bringing the radical empowerment of the Ritz-Carlton and the seamless departmental synergy of luxury cruise lines directly into our communities. When we treat our executive directors, wellness directors and sales leaders as visionary "Community CEOs" – granting them the trusted autonomy and discretionary budgets to instantly resolve a resident’s need or reward a frontline caregiver without corporate red tape – we ignite a profound, contagious sense of ownership at the top. To stabilize our vital hourly workforce, we must also adopt the protective mindset of brands like Costco and In-N Out, who deeply value and invest in their site-level leaders. Best-in-class operators are fiercely protecting the "white space" of their department heads, ensuring they have the bandwidth to mentor, coach and cultivate internal career pathways rather than just managing daily schedule gaps. When our community-level executives are energized and empowered to truly lead, that joyful engagement naturally cascades down to the caregivers and culinary teams, creating a resilient culture that elevates the standard of care for everyone.

Employee engagement is essential to building a strong organizational culture and delivering high-quality resident care. In senior living, where retention can be a challenge, engagement must be intentional and led from the top. Executive leadership sets the tone, with regional leaders, executive directors and department heads reinforcing that culture at the community level. While recognition programs play an important role, sustaining an engaged workforce requires a broader strategy. Key approaches include: 1. Leadership Alignment & Accessibility – Engagement begins with executive leadership. When leaders prioritize it strategically, they set the vision, values and standards that shape the employee experience. Consistent communication, supportive policies and accessible leadership build transparency, trust and shared purpose. 2. Executive Director as the Local Champion – The executive director brings the culture to life in the community through open communication and an open-door approach, ensuring employees feel heard, supported and connected to the mission. 3. Team Ownership – Engagement cannot rely on occasional programs or celebrations. It must be a daily leadership responsibility embraced across the entire leadership team. 4. All Stages & Levels – Engagement occurs across the employee life cycle and at every level. Recruitment matters, but onboarding, daily leadership and ongoing management are equally important. 5. Demographics Matter – Senior living teams are generationally and culturally diverse. Effective engagement recognizes that employees feel valued in different ways and adapts accordingly. 6. Invest in Employees – Professional development drives engagement. Mentorship, training and career pathways help employees see a future within the organization while strengthening leadership pipelines. By investing in internal talent development, senior living communities strengthen leadership pipelines while reinforcing loyalty and engagement. Supporting employees beyond the workplace is equally important. Belmont Village’s BV Cares employee fund provides financial assistance to team members facing unexpected hardships – from natural disasters to personal challenges – reinforcing a culture where employees feel supported as individuals as well as professionals. Christy Stone – Senior Vice President of Human Capital Troy Yates – Senior Vice President of Learning & Development Belmont Village Senior Living

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The Path Forward for Engagement

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Taken together, these perspectives illustrate that there is no single formula for successful engagement in senior living; however, the most effective strategies share a common foundation of trust, empowerment, connection and investment in people. Whether through leadership presence, opportunities for growth, innovative recruiting or structural empowerment at the community level, each approach reinforces the same principle: engaged employees create stronger teams, better experiences for residents and families, and more resilient organizations. As workforce challenges continue to evolve, these examples offer a roadmap for cultivating cultures where employees do not simply work in senior living, they thrive in it. g

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Handshake Opens Doors to Hundreds of New Applicants Handshake is a national early-career recruiting platform used by colleges and universities to connect students and recent graduates with employers offering internships, part-time work and full-time opportunities. Since last year, CALA’s workforce team has used Handshake to expand members’ reach to potential new employees. Through the platform, 28 job opportunities across California were promoted to students at more than 2,000 colleges and universities. These postings generated 499 total applicants, with dining server roles attracting the most interest – including 121 applicants for a single part-time server position in the Sacramento region. The results highlight how Handshake can introduce students to entry-level roles and potential career pathways within senior living while helping members reach a broader pool of emerging talent.

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BEYOND TOUR the Turning Interest into Trust How authentic experiences and storytelling engage prospective residents

Engaging prospective residents today is no longer about delivering a polished tour and a packet of information. Families arrive informed yet cautious about navigating one of the most emotional decisions of their lives. Communities that stand out are those that shift their mindset from selling to building trust. And that engagement often begins long before someone walks through the door.

By Kevin Swartzendruber, CALA Director of Marketing & Communications

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Attracting Interest Through Storytelling Today many prospective residents and their families begin their search online. Social media has become one of the most powerful ways communities can shape perception and introduce people to life inside their communities. Nathan Jones, CEO and founder of Dash Media, a company that specializes in videos and social media for senior living, said communities often miss the opportunity by focusing too much on themselves. “If you go to your social media channels and ask who the protagonist is in the stories you’re sharing, for the most part it’s the organization,” he said. Instead, he encourages communities to focus on the people who live and work there. “If you want to attract prospective residents to view and consume your content, it needs to be about your residents,” he said. Stories about residents’ lives, relationships and experiences are far more likely to capture attention online. “Older residents. Love stories. Wisdom and advice. Those types of stories perform the best,” Jones said. “People fall in love with their stories.” He adds that effective social media is not about constant promotion. “You need to post nine pieces of content that are helpful, that give advice or wisdom. Then every once in a while, throw in something promotional,” he said. “It’s the 9/10 rule. Ninety percent value for your audience, 10% value for yourself.” These authentic stories often become the first step in helping families imagine what life in a community could look like. It Starts by Listening Once a prospect begins exploring options, engagement shifts to building understanding and trust. Prospective residents and their families are not just looking for amenities; they’re looking for reassurance. Will I belong here? Will I feel safe? Will I be known? The most effective engagement strategies prioritize listening over presenting and helping build familiarity early in the process so it feels less intimidating. “Engaging with that prospect early is important, but it’s also challenging depending on where they’re at in their journey,” said Ken Claire, vice president of asset management for National Health Investors and member of the CALA Education Committee. He was formerly vice president of senior living for Steadfast Companies for nearly seven years and has years of sales and operations experience with Sunrise Senior

Living, Atria Senior Living, Brookdale Senior Living and Oakmont Senior Living. Create Experiences, Not Just Tours Claire said when a prospect visits, the experience should feel less like a formal tour and more like a window into daily life. Inviting prospects to participate in an activity, share a meal or observe a resident program allows them to experience the rhythm and culture of the community. Seeing genuine interaction among residents and staff communicates far more than a brochure ever could. These experiences can help reduce anxiety about making a move. “It’s about making it less scary for potential residents and their families and showing them what life in that community is really like,” Claire said. “Anything we can do to help a future prospect see what life is like inside the community.” When prospects can picture themselves participating rather than simply observing, engagement deepens. Staff Helps Build Trust Every team member plays a role in shaping the first impression of a community. From the front desk to life enrichment to dining services, authentic interactions reinforce that the community is built on relationships. A warm greeting or a natural conversation with a resident can say far more than a scripted presentation. Claire noted that trust grows when prospects meet the people responsible for their care and daily experience. “Trust starts with, ‘We’re going to serve you great food. We’re going to care for you. And here are the people who are going to do it,’” he said. Engagement Is About Belonging Ultimately, engaging prospective residents is about helping them imagine themselves as part of the community. When communities listen closely, create authentic experiences and share genuine stories about the people who live there, the conversation begins to shift. Claire emphasized that trust grows when prospects can connect with current residents. Introducing prospects to care team members and even resident ambassadors can reinforce that sense of authenticity. “When you can talk to a real resident and hear their experience, that trust goes a long way,” he said. When communities focus on real people and real experiences, prospects no longer feel like they are being sold something. They begin to see what life could look like for them. And that is when engagement truly becomes belonging. g