senior living

Long ago 'aging in place' terminology emerged with a different meaning.  Forgotten now, it was briefly in Wikipedia to define the benefit of a continuing care retirement community where you did not have to leave the community if you required higher levels of care. And the term wandered over briefly to assisted living.  But it eventually stuck as remaining in your own home through thick and thin. And in 2013, it was promoted on the book circuit by former HUD director, Henry Cisneros about his 87-year-old mother – they were both insistent that she 'age in place.'  Which she did, until she died after a fall, isolated in her huge house after all her neighbors had died or moved away. 

The care continuum that serves older adults is an ignored reality.  The stove-piping of care-related services is a myth. It is perpetuated in associations, venture capital and public policy lobbying. Examples: Some believe family caregivers are a standalone entity that does not use care services. That committing to aging independently at home is a permanent decision. Or that home care a parallel universe to senior living. Or that workers in each of those do not also find work in nursing homes. Reality check: Family caregivers may hire home care services. Or they move loved ones to senior living. Senior living companies (and families) augment limited staff with home care workers. And depending on health, wealth or financial planning, many older adults will one day move to nursing homes, where the worker pool matches that in the other care services. Each part of the continuum wants to use technology to deliver better, more efficient, and health-aware care. Here are five– information drawn directly from the websites:

For too many years, high quality data about care of seniors has been elusive.  Lack of standardization of technology platforms – or lack of care platforms altogether – hobbled the care industries -- senior living, home care, home healthcare. Yet the merger and acquisition of companies in other industries ultimately results in consolidation of data. Platforms matter—they enable data standardization which in turn fuels growth. Consider Jet Blue’s interest in buying Spirit, getting planes and pilots(infrastructure) that match its current business. Consider Optum’s acquisition of Amedisys home health business. Note its 2015 $72.5 million write off of a failed in-house software deployment process. No doubt, Optum’s own data standardization business will help integrate Amedisys if the acquisition is improved.