Seniors Housing Business

OCT-NOV 2017

Seniors Housing Business is the magazine that helps you navigate the evolution of the seniors housing industry.

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Page 32 of 47 33 October-November 2017 n Seniors Housing Business ORIX USA is expanding to build stronger communities. With our recent acquisition of Lancaster Pollard, ORIX USA is more deeply invested in the seniors housing and healthcare markets than ever before. Together with RED Capital Group and Boston Financial Investment Management, new possibilities in healthcare, seniors, multifamily and affordable housing are wide open. Learn more at We've opened the door to more opportunity. tioning from the hospital or skilled nursing to home. Also, the home care agencies in the area were not providing good care, recalls Van Dyk. "Families were unhappy. So we decided to do it ourselves." Today, Van Dyk has about 134 home care clients, most living in their own homes. The company also owns a physical therapy ser- vice that works with local home health agencies. Belmont Village Senior Living takes a different approach. The Houston-based assisted living provider owns and operates 25 buildings nationwide and one in Mexico City. Another five proper- ties are underway. Home care is offered, but only to building resi- dents who need extra help, com- monly after a hospital stay or ill- ness. Called "private pals," the aides are Belmont employees. Instead of offering home health- care, Belmont, like many other senior living companies, forms alliances with home healthcare providers. The Houston hospital TIRR Memorial Hermann opened a physician and therapy outpatient clinic last year at a Belmont Village campus in Houston. Belmont also entered into an agreement with the hospital to provide services to sev- eral of its Houston communities. In other locations, Belmont typi- cally works with preferred home health agencies. Though residents can choose the agency they want, they typically pick the agency rec- ommended by Belmont. "We like to have a close working relation- ship with our health agencies," says Sheri Easton-Garrett, senior vice president of clinical services at Belmont, whose office is in Nashville. Belmont meets with its home health providers once a quarter to review resident outcomes data and coordinate case manage- ment details. "We are ultimately responsible for the resident," says Easton-Garrett. Nonprofits lead the way Senior living nonprofit provid- ers have a longer track record with home care and home health ser- vices than for-profit companies. "These services are a natural progression for our members," says LeadingAge's Notarstefano. Nonprofits have been gradually expanding into home care and home health over the last several decades. About 75 percent of the LeadingAge membership offers some kind of home and commu- nity-based services. Home care is the most popular offering among LeadingAge mem- bers and adult day care is the sec- ond most popular service. Home health is third on the list. Nonprofits see the services as a way to expand their mission and serve the community. It's a way to offer a kind of one-stop-shop by providing housing as well as ser- vices in a variety of settings. It can also help build a particular brand. "Home care is the fastest grow- ing segment of our service line," says Steve Fleming, president and Clarifying the terms The terms "home health" and "home care" may sound quite similar, but each has a distinct meaning in the senior living industry: • Home health usually involves licensed nurses performing health services that can be eligible for reimbursement by Medicare. Examples include injections and wound care. • Home care usually involves hands-on personal services that can be performed by an unlicensed person, and is the same type of care performed by assisted living facilities. Examples include bathing, dressing and ambulation assistance. Source: Hanson Bridgett LLC

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