Benchmark’s Future Is Outside New England, Embracing Disruption

The original article, Benchmark’s Future Is Outside New England, Embracing Disruption, written by Chuck Sudo, appears on Senior Housing News.

CEO  Tom Grape  opened Benchmark’s first New York community in September 2018. Demand for assisted living and memory care on Long Island and the company’s reputation coming into the market accounted for unprecedented occupancy growth.

CEO Tom Grape opened Benchmark’s first New York community in September 2018. Demand for assisted living and memory care on Long Island and the company’s reputation coming into the market accounted for unprecedented occupancy growth.

Benchmark Senior Living has long been one of New England’s largest senior housing operators. Now the firm is setting its sights outside the northeast.

The Waltham, Massachusetts-based provider recently opened Whisper Woods of Smithtown, a $25.5 million assisted living and memory care community with 130 assisted living and memory care units in Smithtown, New York. It is Benchmark’s first community in New York state, Benchmark chairman and CEO Tom Grape told Senior Housing News.

“We’ve long been working on entering New York,” he said. “It’s been a target market for some time.”

Now in eight Northeast states, Tom has frequently stated that Benchmark is interested in expanding outside the region to urban locations.

Now in eight Northeast states, Tom has frequently stated that Benchmark is interested in expanding outside the region to urban locations.

With Whisper Woods now open, Benchmark’s attention turns to expanding its pipeline. A second community is set to open in Woodbury, New York next spring, and Grape said the company is looking at several other locations for other construction opportunities outside of New England, where all but two its 58 communities are located.

“We’ve long seen our footprint as the Boston-to-Washington, D.C. corridor,” Grape said. “Northern Virginia would be as far south as we would consider.”

As a developer and operator, Grape believes Benchmark is not concerned about the oversupply the industry at large is currently struggling with, and is choosing its markets based on a lack of competition, where the demand-supply ratio favors them.

“Building, for us, is a market-by-market question,” Grape said. “We’re choosing markets where we believe demand remains strong, like Long Island.”

A fruitful partnership with Arena

Whisper Woods also marks Benchmark’s first new community to open since its partnership with Baltimore-based data analytics firm Arena launched last May. Arena uses data analytics to help senior housing providers hire employees who will stay at a community long term, and reduce employee turnover, Arena founder and CEO Mike Rosenbaum told SHN.

“We’re using predictive analytics to route someone into the place where they will be most successful,” he said.

Prior to implementing Arena, Benchmark’s turnover was higher than Grape would have preferred, although it was still lower than that of its competitors. Five months in, Arena has had a notable impact on Benchmark’s communities. At a presentation at last month’s National Investment Center for Seniors Housing & Care (NIC) fall conference in Chicago, Benchmark revealed that employee turnover is down 10% since Arena launched in its communities, and Grape said the company is seeing significant improvement in the workers they are hiring.

“Being able to use Arena in a community from the get-go gives us confidence our workforce will improve and we’ll experience lower turnover from the onset,” Grape said.

He added that the Arena partnership strengthens Benchmark’s already solid reputation as an employer. The company is one of a handful to make the Boston Globe’s “Top Places to Work” list all 11 years of publication, Grape said. Benchmark was also recognized as a top employer by the Providence Journal and Hartford Courant, and was ranked 16th in Fortune magazine’s inaugural Best Workplaces for Aging Services list, and third among providers with 40 or more communities.

“We’re conscious of being a good provider and are always looking for ways to improve,” Grape said. “It can always be better.”

An eye on disruptive forces

The partnership with Arena is one example of Benchmark’s continuous search for operational efficiencies, and to stay ahead of the disruptive forces that are rapidly changing the senior housing industry.

“We’re always looking for new efficiencies and best practices,” Grape said. “We’re looking to purchase more effectively, staff differently and more effectively. We look for ways to improve the use of technology to give us more efficiencies, and employ different systems and vendors to help us do all these things.”

Another disruptive force Benchmark is monitoring is Medicare Advantage (MA). Although it is not currently partnered with an MA plan, the rule changes approved earlier this year by the Centers for Medicare & Medicaid (CMS) have the potential to revolutionize senior living by creating a new revenue stream for providers, while making them more integral players in the U.S. health care system.

Benchmark wants to be prepared and Grape promises the company will be an active participant in MA when the opportunity arises.

“We’re exploring some [MA] options,” he said. “We know it’s coming and it’s a great development for seniors, and the industry.”

Additionally, Benchmark is looking at ways to have closer integration with its existing health care partners.

“This is an industry trend we’re pursuing in our markets,” Grape said.

Institute Talk: A Conversation with Benchmark Senior Living Founder Tom Grape

The original article, Institute Talk: A Conversation with Benchmark Senior Living Founder Tom Grape with Len Fishman, appears on The Gerontology Institute blog, University of Massachusetts Boston.

The Branches, an assisted living community in North Attleboro, offers “companion-living” accommodations exclusively.

The Branches, an assisted living community in North Attleboro, offers “companion-living” accommodations exclusively.

Assisted living has been an extraordinary successful model for combining housing and personal care. But the cost often puts assisted living out of the reach of many middle- and almost all lower-income elders and their families. Benchmark Senior Living, a leading provider of senior living services in the Northeast, recently opened a new community in North Attleboro, Mass., that found a way to lower costs by rethinking space and the way residents live.

Gerontology Institute Director Len Fishman recently met with Tom Grape, the founder and chief executive of Benchmark Senior Living, to talk about the economics of assisted living, the ideas behind The Branches community in North Attleboro and other issues that affect the cost of senior living services. This is an edited transcript of their conversation.

Len Fishman: There are a lot of variables in calculating the cost of assisted living, from the size and type of accommodations to the services required for residents. But, roughly speaking,  what does it cost to reside at a Benchmark community today?


Tom Grape: Compared to other alternatives, assisted living remains far more affordable unless you’re going to qualify for Medicaid. In Massachusetts, market-rate assisted living can range from a studio apartment starting at $2,500 to $3,000 a month, including typically three meals a day, housekeeping, laundry, transportation, activities, and some modest amount of personal care. And then a studio might be $3500 a month at the higher end with that same basic level of services. A one bedroom might range from $3000 to $4000 roughly, and then a two bedroom might go from $4000 to $6000. Those are starting points.

LF: What about additional services residents may need?

TG: Almost every provider in Massachusetts will assess each resident before they move in and will do periodic reassessments. So, for example, if they fall or have a medical change in their condition, the community will reassess their condition. If it determines that they will require more care, then they will assess an additional charge for that higher level of care. You also might be charged additionally for how much intervention is required to manage your medications. Communities do it in different ways but almost all I’m aware of will charge extra for those extra services.

LF: Memory support is a level of care where obviously you’re dealing with a much greater need for personal care services. What would that cost?

TG: Memory care is definitely more expensive than the numbers I’ve quoted because the starting point level of service is definitely higher. So those would typically start at $5,000 a month and could go up to $9,000 a month depending on, again, the level of care, supervision, and assistance required.

LF: From a provider’s point of view, what are the economics behind those rates? What does it take to run a community?

TG: It goes like this: For every dollar of revenue we take in, approximately 70 percent goes to covering operating expenses. That’s staff primarily, utilities, insurance, food, those kinds of things. Approximately 20 cents of that dollar will go to cover the costs of the building, debt service. And 10 cents, if you’re a for-profit provider, might go to profits. If you’re a non-profit provider, that might build reserves.

LF: So how does your new community in North Attleboro alter that equation and try to make assisted living more affordable?

TG: The fundamental challenge is that the building will do part of it, and that’s what we’ve addressed at The Branches. But it doesn’t address the real need, which is some form of [financial] help on the service side. Still, we said let’s do what we can with the building. We reduced the size by about 35 percent from a normal, traditional assisted living building. And we chose to do that by not substantially changing the common areas, but by reducing the size of the apartments. In North Attleboro, we offered all “companion-living” apartments. There isn’t the array of apartment options that we have in our other market-rate assisted living communities that would include a private one-bedroom apartment or a private two-bedroom.

LF: What does companion-living look like?

TG: When you walk into any of the apartments, there’s a very small common area in the middle, which has a kitchenette and a little seating area, perhaps for a shared dining table or something, and then on either side is a studio apartment, each with their own private bathroom.

LF: Were there any other construction elements that helped keep expenses down at this community?

TG: We chose a more moderate-income community to build it in, North Attleboro We were also able to do it on a single story, which allowed us to do it as stick-built construction. We haven’t done a stick-built building in a number of years.

LF: So how did all that affect the rent at Branches?

 TG: That, along with some changes to the program, allowed us to reduce rents by 20 to 25 percent compared to traditional assisted living buildings. So it’s not enough to get to low-income folks but it is a meaningful difference. The charges are $3,000 to $3,700 a month, depending on the configuration of units.

LF: The Branches opened last November. What has been the response so far?

TG: We’re well ahead of our projections. We’re obviously interested in the notion of offering all companion units and how that would be received. We have companion units in a number of our buildings, so this is not a new concept, but we’ve actually built activity programming around it. When we’re meeting with folks about The Branches, we talk about the benefits of companion living – as opposed to, “Well, we have no other apartment, we have this companion unit,” which is sometimes how others sell their companion units. Here, it’s actually a feature we’re selling.

LF: So you’re almost reframing it as a kind of buddy system?

TG: Yes, and people have responded to that with great enthusiasm. Again, we built it into our activities programming. The move-in process is all about the buddying-up process. So it’s not an after-thought or a compromise. It’s a central element to what The Branches is and people have loved it. It’s the socialization aspect of the companion units.

LF: You elected not to reduce the common areas in any appreciable way at The Branches. Why was that?

TG: Our view was that because the units are going to be smaller and we’re selling the socialization aspect, we wanted people to have sufficient common area to socialize. We wanted people to get out and have plenty of activity space, courtyards, game rooms. We thought that was consistent with the notion we’re advocating here. It’s not just about the lower price, it is about the socialization aspect of companion living. So common areas were in fact central to that.

LF: Do you expect to build more communities based on The Branches or how might the design evolve?

 TG: We do imagine doing more of these. We are still doing research about what’s happening at The Branches to learn from it. But the response has been so great that we are expecting to do a few more. One thought that we’re entertaining is not necessarily having 100 percent companion units, but having a little bit more of a choice. There are some other tweaks we’ll do but I think that’s the big issue. And yet we want to stick with the principle notion of this, which was socialization and companionship. So we’re not going to go against that.

LF: Are there other approaches to affordability you think would be helpful? One obvious question is whether you would like to see Medicaid covering assisted living in Massachusetts the way it does in some other states?

TG: Medicaid does cover assisted living only to a limited degree through the Group Adult Foster Care program. The problem is the reimbursement rate hasn’t changed since 1994.

LF: In some other states, there was a move to adopt what was overtly called the “nursing home substitute model” of assisted living that allowed for a level of care that could go as high as the nursing home level. That’s not possible in Massachusetts because we have adopted one of the more restrictive regulatory regimes that prohibit the provision of health care services in assisted living. Would you like to see a change in that regulatory regime?

TG: The regulatory structure in Massachusetts doesn’t allow assisted living communities to be assisted living communities, forget substitute nursing homes. We have the most restrictive regulatory structure of any state in the country. No other state in the country does not allow nurses to be nurses in assisted living communities.

LF: Let’s go to the example you gave of somebody who no longer can self-administer medication. How does the situation in Massachusetts differ from that in other states you’re in?

TG: Well our RNs – fully trained RNs who may have an evening job in a hospital emergency room – when they’re under the employment of an assisted living community are not allowed to administer shots. So if you’re a diabetic living in an assisted living community, the fully qualified RN is not allowed to administer a shot or put an eye drop in or do basic things like that. Residents have to call a home health agency or have some other arrangements made. That’s just outrageous.

LF: How did that happen?

 TG: I think it comes down to in the early days when assisted living legislation was being passed. There was a negotiation with the nursing home industry and a way to have this be passed with their support was to limit some of these skilled services. That was fine in the early days of assisted living, when the acuity of the folks we served was much lighter. As we know, the acuity throughout the health care continuum has increased dramatically in the succeeding twenty-plus years.

LF: What’s the effect on consumers, what’s the effect on people who live in assisted living and their families?

TG: It absolutely makes it more expensive and less convenient and potentially poses health risks. Families move in with the expectation that mom or dad will be able to get all of their care needs met in this assisted living community. They move in only to find, whether the need existed at the time they moved in or whether mom or dad becomes diabetic or whatever a year later, that in fact we can’t meet that need. That you have to now arrange for a home health care agency to come in and provide for these services that seem so basic.

Integrated Care, Savings Are Possible Through Senior Living, Hospital Partnerships

The original article, Viewpoint: Integrated Care, Savings Are Possible Through Senior Living, Hospital Partnerships, appears online at The Boston Business Journal.

The largest portion of health care dollars today is spent on caring for the elderly. Per person, health care spending for those 65 and older — due to costly chronic conditions — was $18,988 in 2012. That’s more than five times higher than spending per child ($3,552) and approximately three times the spending per working-age person ($6,632).

With this care load, emergency departments have become crowded and hospitals oversubscribed. We’ve also seen growth in urgent care models to prevent using hospitals for minor illnesses and accidents.

But for individuals past a certain age, chronic illnesses and even basic medical procedures require ongoing monitoring and management and, at times, emergency treatment. For those situations, an urgent care or hospital model may not be the best option. A better solution is for the senior-living industry to partner with hospital networks to provide a continuum of post-acute care. Aging adults have unique needs requiring cross-functional consideration, balancing what they physically need, what they can cognitively handle and what they emotionally want. Currently, there is no system, practice or service in place to do this.

But there could be.

A reasonably healthy man in his 80s named Dennis needs a pacemaker and is simultaneously diagnosed with memory loss. He’s sent home with a packet of instructions, but, the day after surgery, he’s at home — confused, nervous and in pain. He can’t recall being told there would be swelling and bruising. And because he can’t remember to take his medication, the pain makes him feel that something is terribly wrong. He wants to drive back to the doctor or the hospital for help, putting himself and others at risk, all while costing the system unnecessarily.

We experience this story repeatedly, and it needs to change. We must care for seniors in the later stages of their lives like we treat younger, more agile and cognitively astute individuals — but we need new practices and solutions to get it right. Each player in the senior care ecosystem has a piece of the puzzle. But the tall silos cannot be torn down and change cannot happen until there is: a new care model, new policies allowing that model, the ingenuity of innovators, and the willingness of hospitals, primary-care doctors, skilled-nursing communities, senior-living professionals and others engaged in the continuum of care.

To ensure care is delivered in the least costly and most appropriate setting, basic and chronic care for seniors must move to settings devoted to their unique needs, such as senior living communities, and away from traditional emergency departments and hospitals. Partnerships begun today can ensure such care exists tomorrow.

Jeanette Clough, president and CEO of Mount Auburn Hospital.

Jeanette Clough, president and CEO of Mount Auburn Hospital.

Benchmark Senior Living and Mount Auburn Hospital have taken a first step toward collaboration so that health care services may be done onsite, in homes of senior-living community residents. If those directing the care of someone like “Dennis” had solutions available leveraging the collective expertise of the entire system in a collaborative model of care, perhaps he could have received his medications and reminders of why he needed them in a more affordable, less disruptive fashion.

In addition to lowering costs, such alliances between senior living communities, hospitals and local providers, such as home care, can reduce risks and improve outcomes because care is easier for seniors to access and comply with.

So, let’s start thinking outside of existing silos and begin building integrated senior care models from the ground up. And let’s begin by asking seniors and their families what a world of compassionate, quality care and counseling might look like through their lens rather than the lens of existing systems designed to care for everyone else.

Thomas Grape, Chairman and CEO of Benchmark Senior Living, and Jeanette Clough, President and CEO of Mount Auburn Hospital, are partnering to develop health care solutions for seniors. Mr. Grape also serves on the Governor’s Council to Address Aging in Massachusetts.