1. Strategic Relationships between Senior Living Providers and Villages LeadingAge 2015 Annual Meeting Joanne Handy, President & CEO, LeadingAge California Susan Poor, Susan Poor Consulting; Co-President, Village to Village Network Board Diane Campbell, Executive Director, Lincoln Park Village Paula von Kleydorff, Executive Director, Carlton-Willard at Home November 4, 2015

2. Mutual interest of LeadingAge California and San Francisco and Ashby Villages 2 Why and How We Did this Survey Why How Used LeadingAge and Village to Village Network existing strategic relationships Conducted 13 phone surveys

3. Contributors 3

4. Strategic Relationship, Agreement, Affiliation, Collaboration, Partnership … Founder, Supporter, Sponsor … MOUs, Letters of Agreement, By-laws, hand shakes, verbal agreements … Bottom line – lots of variety; not necessarily tied to legal definitions; partners often use term with right feel and intention for the strategic relationship A Word about Terminology and Documentation 4

5. Five initiated by SLPs to: Support those who could not afford SLP cost or wanted to age in place Serve the broader community Extend the reach of the SLP Four initiated by Villages to: Find increased financial and in-kind support Expand the reach of the Village How SLP/Village Strategic Relationships have Started 5

6. 6

7. Fulfill their missions and community benefit obligations Enhance their reputations, credibility, and visibility Reach a moderate-to-lower income demographic of people who were not SLP prospects Be part of new innovations in aging Increase marketing opportunities SLP Goals 7

8. Obtain financial and other support from the SLP Maintain the Village’s connection with members who move into a senior living residence Leverage the Village’s community relationships Village Goals 8

9. Very few, but those that emerged were complex and time consuming Concern: SLP residents felt “their money” was being used to start a Village. –Resolution: SLP funded Village through its community grants program; now accepted as expansion of SLP’s mission Concern: Village felt it would be “strong-armed” by the SLP –Resolution: SLP’s supportive, hands-off approach mitigated this concern Barriers Encountered 9

10. Enhanced reputations and visibility for both SLPs and Villages –SLP: “The Village is constantly out in the community spreading our brand; this is an ‘enormous’ benefit from the Village.” –Village: “Our partnership with the CCRC allows us both to provide more Village services. We benefit from the CCRC’s reputation. As members see the relationship, they trust the Village more and are willing to ask questions. We are able to reach new audiences.” Benefits of Strategic Relationships 10

11. Villages benefit from funding and in-kind services Other examples Joint strategic thinking and planning Shared board members or reciprocal board seats SLP services available to Village members and vice-versa SLP residents are Village members; SLP pays Village membership fee Benefits of Strategic Relationships 11

12. 12

13. Value Proposition: Expand mission to support community-based options that address the needs of older adults who will age in place. This enhances their brand, inspires organizational change and innovation, and changes the conversation about who the customer is. Value Proposition: SLP 13

14. Business Case: Remain competitive, operate at optimum capacity, meet community benefit requirements, be good corporate citizens, and develop reputations for innovative contributions to the field of aging Business Case: SLP 14

15. Value Proposition: Obtain increased revenue by increasing membership size and revenue from fees; secure municipal funding; continually pursue grants and individual donations; identify new donors; create and participate in strategic business relationships Business Case: Scale in both size and number, increase and diversify revenue streams, increase brand recognition Value Proposition and Business Case: Villages 15

16. Consistent conclusion of SLPs: Villages are start-ups going through a process that is as much community organizing as it is starting a new business and they are looking for both support and independence. As grassroots, volunteer, community-building organizations, they cannot be run or managed in the same way CCRCs are. What Has Been Learned 16

17. In the words of one CEO: “It is not a strategic partnership like others … it is like mating two animals of a different species.” Learnings 17

18. “Be careful of having a corporate sponsorship ‘trump’ a budding grassroots organization.” “We planned to run the Village but changed course, understanding it needed to be a grass roots effort.” “Senior living providers should hold the Village loosely, lest the flower be crushed before it can bloom.” Learnings: “Words of Wisdom” from SLPs 18

19. “Letting the Village members drive the program was a learning experience for us.” “Get involved with Villages because there are so many ways a CCRC can help a Village. If a CCRC wants to be a leader in their community, it should be involved in new options.” Learnings: “Words of Wisdom” from SLPs 19

20. Village slow to publicly recognize the SLP’s support Ongoing financial support of Villages Slower Village growth than anticipated Reduced Village community presence and support because of institutional sponsorship SLP Concerns 20

21. Villages recognize the value of the financial, administrative, and in-kind support they have received as well as the opportunity to “share” their reputations, provide expanded services to members, and have access to the providers’ strategic expertise. “The CCRC’s financial support is a huge asset and people value its reputation and longevity.” “There is so much we couldn’t possibly do on our own.” Learnings: The Village Perspective 21

22. Can SLPs and Villages help each other strengthen their business cases and value propositions? “The Village expects that the integration with the SLP will increase in the future”... “We foresee developing a more strategic relationship in the future”... “Our SLP hopes to benefit from an increased reputation based on founding the Village.” Shared Feelings of Success and Possibility 22

23. The Last Word... 23

24. Joanne Handy, President & CEO, LeadingAge California, jhandy@aging.org, 916-469-3363 jhandy@aging.org Susan Poor, Susan Poor Consulting, Co-President, Village to Village Network, Board of Directors susan@susanpoor.com, 415-516-9413 susan@susanpoor.com Dianne Campbell, Executive Director, Lincoln Park Village, diannecampbell@lincolnparkvillage.orgDianne Campbell, Executive Director, Lincoln Park Village, diannecampbell@lincolnparkvillage.org Paula von Kleydorff, Executive Director, Carlton-Willard at Home, pvonkleydorff@cwathome.org Contact Info 24