WHITE PAPER

The 2019 National Emerging Leadership Summit for Health and Aging Services Executives and NELS Alumni “Deep Dive”: Advancing our Profession, Enhancing Lives

July 15 – 18, 2019

AUTHORS Kevin Hansen, Ph.D., J.D., LL.M., Bellarmine University Douglas Olson, Ph.D., MBA, University of Wisconsin – Eau Claire Michael Muetzel, MBA, MX Management Marketing Solutions Keith Knapp, Ph.D., MHA, University of Kentucky

KEY CONCLUSIONS The 2019 National Emerging Leadership Summit (NELS) produced three primary outcomes from the work conducted by participants over the three days: focusing on improving Recruitment and Retention Strategies in health and aging services, to find solutions for staffing shortages; educating professionals on Staff Development and creating an administrators field guide to help empower our industries health service executives; and improving the interconnectivity of LTC administrators through Mentorship Programs to open doors to best practices within the industry. The Summit finished its last day with each participant speaking about the impact NELS had on them and by expressing various levels of inspiration provided by the Summit experience. Many of the participants felt motivated to create a better profession for themselves and for future generations by developing proactive, innovative solutions to enrich lives. The 2019 National Emerging Summit also brought together a diverse group of NELS alumni to reflect on the last nine years of Summits, and consider actions going forward with NELS. They reaffirmed the impact, brand, and benefit of this experience. The group also encouraged strong consideration of the importance of the policy and influence connection that is part of the Washington, DC location and the need for NELS to leverage synergistic plans with partners.

BACKGROUND The purpose of the National Emerging Leadership Summits is to provide Generation X and Generation Y leaders in the field of health and aging services the ability to engage in discussions of current best practices with other leaders, meet with representatives of key professional organizations, gain an inside perspective on the legislative and rulemaking processes, and explore solutions for attracting and retaining leaders from their peer groups. The NELS Summits also strive to consider participants from multiple long-term care (LTC) organizations and services, such as skilled nursing facilities/nursing homes, assisted living settings, continuing care retirement communities, life plan communities, home- and community-based services, rehabilitation hospitals, hospice, and adult day care services. Many professionals currently in the LTC field recognize there is a need to prepare future LTC leaders to work beyond traditional silos of service and adapt to changing consumer demands. Even with the advent of the survey process decades ago in nursing home settings, designed to ensure quality of care and quality of life, and despite documentation of improved quality, there

has been a steady decline in public opinion and more negative publicity of the LTC field and the administrator profession.1 With a steady reduction over the past decade in the number of applications submitted for becoming a licensed nursing home administrator, this field is facing an employment cliff. There are currently more people leaving the administrator profession than entering it.2 Several factors contributing to this turnover phenomenon include an educational field without an adequate number of robust programs at universities, challenging societal views, a difficult and reactive regulatory environment, and a tendency to focus on management rather than leadership.3 News media sources have also provided ample coverage of individuals and care settings that have provided less-than-quality care to residents, and there have been multiple legislative hearings on the quality of care and quality of life in LTC settings. As such, from surveys of past NELS attendees, participants have felt that the public at-large has a negative, incorrect view of the LTC administrator profession and that the public persona of the profession needs to be addressed, utilizing a positive, proactive approach. A steering committee composed of leaders from higher education, professional and provider associations, and NELS alumni tasked itself with addressing the public image and perception challenges of the field of health and aging services. The steering committee met regularly to discuss issues affecting the profession and to plan the content for the Summit experience. To address the many facets of this profession, the NELS Summit continues to bring together today’s emerging professionals from various health and aging services settings with a group of the most talented Generation X and Generation Y leaders. These uniquely positioned professionals are eager to transform the health and aging services administrator profession, and also recognize and accept the responsibility to realize and champion the needed change. The health and aging services administrator profession requires the best and

brightest individuals leading these critical human service organizations to provide and coordinate the highest level of care for older adults. The Summits combine current best practices with a facilitated dialogue to provide a new perspective and voice for both Summit participants and the broader field. The 2019 participants made further strides to advance the foundational work from the previous seven Summits and emphasized their

own agenda. The purposes of this white paper are to provide evidence and support for the professional field of health and aging services administration to advance positive changes, set a foundation for planning the 2019 Summit, and serve as an additional reference for the current and next NELS Summit cohort to hear the voice of the next generation of leaders.

SUMMIT PROCEEDINGS The National Emerging Leadership Summit (NELS) is a three-day gathering of rising leaders throughout the country in the field of health and aging services administration.  Participants at

NELS are able to engage in group work with other emerging leaders, discuss current best practices, meet representatives of key professional organizations, explore solutions for the next generation of leaders, and gain insight on the legislative process for health care- and aging services-related policy.  Throughout the summit, participants were able to review the work and progress of past NELS participants, as well as develop their own action plans for advancing the profession. In addition, a gathering of NELS alumni was paired with the traditional Summit proceedings to ascertain input on how NELS can continue to evolve and represent the voice of the next generation of emerging leaders. This white paper reflects the information presented to participants, including insight from a legislative policy forum, a panel session with past NELS participants, sessions with more direct contact with representatives from NELS partnering organizations, and the action plans formed as a result of participants’ work during the 2019 NELS Summit. The group also encouraged strong consideration of the importance of the policy and influence connection that is part of the Washington, DC location and the need for NELS to leverage synergistic plans with partners.

This year marked the 10th anniversary of the NELS Summits, and NELS alumni were invited to DC for a two-day intensive session to discuss the history and future potential of NELS. During the first day of the alumni gathering, NELS past participants were welcomed by Dr. Kevin Hansen, Ph.D., J.D., LL.M., FACHCA, Director, NELS and Assistant Professor, University of Wisconsin - Eau Claire, and Dr. Douglas Olson, Ph.D., MBA, FACHCA, Senior Advisor, NELS and Professor, University of Wisconsin - Eau Claire. Each gave background on the Summits and discussed the purpose for alumni input in the future planning of NELS for the profession of health and aging services leadership. Dr. Hansen led a brief overview of past NELS initiatives that connected the previous 10 years of challenges and gave context for contemporary challenges. Some initiatives include creating a better professional image of the career, mobility of professionals across state lines, recruiting and retaining new employees, and improving communication so younger administrators can voice their opinions. Following Dr. Hansen’s overview, Dr. Olson led a panel that discussed challenges in the field and potential initiatives to resolve those challenges. Panelists included:

• Susan Hildebrandt, Vice President of Workforce Initiatives, LeadingAge

• Randy Lindner, President and CEO, National Association of Long Term Care Administrator Boards (NAB) and the NAB Foundation

• Jana Pauldin, Vice President of Membership and Chapter Relations, American College of Health Care Administrators (ACHCA)

• Clifton Porter, Senior Vice President of Government Affairs, American Health Care Association/National Center for Assisted Living (AHCA/NCAL)

• Brent Weil, Vice President of Workforce Development, Argentum

Common challenges that the panel agreed on was the supply and demand of the workforce, increasing mentorship opportunities, and breaking down barriers to share best practices with other health service executives. This led to conversations about ways to create more avenues that would allow for better communication within the field and give young emerging leaders more opportunities for mentorship. It was brought to the group’s attention that the profession is aging, which translates to an increased demand for future leaders in health and aging services settings and increases emphasis on creating a communication system that is universal for

everyone, from current health service executives to the university level. Dr. Olson then concluded the panel by discussing the Vision 2025 initiative held earlier in the summer, to raise the awareness of participants and discuss where they think the project should be heading in the coming years. On the second day of the tenth annual NELS Summit, traditional attendees and the NELS alumni were split into two separate groups. The current participants began their

day with an overview session and a welcome to Washington, DC, where Dr. Hansen presented on the purpose of the NELS Summit, in that it is designed to hear the voice of the participants as emerging leaders in health and aging services. Dr. Hansen touched upon the current state of the profession, including the recent decline in NAB initial applicants and licensure renewals and, on average, older administrators leading organizations that are about to experience a large influx of older adult about to transition into nursing home care. Dr. Hansen then reviewed the pre-Summit survey results that the participants filled out before coming to the Summit. This survey represented the current Summit participants, who led or worked within multiple types of long-term care organizations, such as skilled nursing facilities/nursing homes, assisted living facilities, continuing care communities, life plan communities, home- and community-based services organizations, hospice providers, and more. The diversity of attendees allowed for a variety of different perspectives and approaches to explore solutions to current challenges in post-acute care and senior housing. Michael Muetzel, MBA, Mx Marketing Management Solutions, an expert in generational differences, then discussed how generational values differ, and highlighted the impact those differences can have on an organizational culture throughout a care community.  He discussed variances in values among Baby Boomer workers, Generation X workers, Millennial (or Generation Y) workers, and those from the post-millennial generation (Generation Z). Mr. Muetzel emphasized that the millennial generation prefers to

work with you and not for you, in contrast to Generation X, who simply worked to live, and Baby Boomers, who were defined throughout their lives by their work. Mr. Muetzel underlined the importance of being prompt in the application process and marketing an organization through social media platforms, as this is one of the most efficient ways to attract millennials to the profession.

After lunch, sponsored by the American Health Care Association and National Center for Assisted Living (AHCA/NCAL), NELS participants were split into smaller groups to begin the first team activity. During this session, each group identified ideas that it felt related to what had been learned up to this point at the Summit, as well as information that was surprising. Each group was then responsible for creating a team name and crafting a picture that encompassed the NELS mission, from their perspective, and also represent their team. The same day, NELS alumni met again to contemplate previous Summit experiences and how attendance and involvement impacted their careers. After nine years of NELS collaborations, several past participants discussed the idea of analyzing the previous projects and see how NELS should be steered in the future. One of the key landscape discussion points was that of the Vision 2025 symposium and how, by the year 2025, the goal of that effort is to have 25 well-established health services administration programs across the country, with 1,000 paid internships each year to support future graduates prior to licensure. At the Vision 2025 gathering, there were panels of academics, providers, emerging leaders, and associations. The idea was to bring universities, associations, and providers together to collaborate on the best way to achieve this goal. The top three concerns at the symposium were: paid administrator-in-training (AIT) opportunities, a desire to rebrand the profession, and emphasis on developing and articulating career pathways for emerging leaders. The alumni in attendance were supportive of an informal connection between NELS and the Vision 2025 effort, yet felt that NELS should continue to operate independently based on benefit, brand, and potential impact. The group also encouraged strong consideration of the importance of the policy and influence connection that is part of the Washington, DC location and the need for NELS to leverage synergistic plans with partners. Following their independent work, the two groups came together on Tuesday afternoon for a networking and best practices session, facilitated by Dr. Keith Knapp, Ph.D., MHA, FACHCA, Bellarmine University, and Dr. Kevin Hansen, based on a pre-summit qualitative survey to help frame the topical areas. Both alumni and current participants were engaged in round table discussions that served as an idea- and resource-rich series of conversations for everyone attending the Summit. To conclude the day’s events, alumni and current attendees attended an evening

networking event on the Potomac, coordinated by Elizabeth Liberman, M.S., Bulletin Intelligence. On the second day of the Summit, attendees heard from a panel comprised of past NELS attendees, which was moderated by Dr. Olson. Panelists included:

• Bryan Bee, Administrator, Oakwood Village Prairie Ridge

• Jennifer Johnson, Campus Administrator, Marquardt Village

• Tina Larose, Director of Health and Wellness, Baywoods of Annapolis

• Peter Schuna, Chief Executive Officer, Pathway Health

• Sarah Starcher, Executive Director, Byron Health Center The panel discussed several topics, including how attendees could get more involved with both professional and provider associations, maintaining a healthy perspective on their careers and staying energized, and other actionable areas where NELS participants could have a beneficial effect. Panelists comments are summarized as follows: Peter Schuna emphasized the importance of listening to people. He also pointed out that staff members each have an extremely powerful voice in an organization. He stated, “You can do so much without saying a single word.” Mr. Schuna also encouraged participants to embrace disagreement, because some of the best growth happens within an organization at those times. His last point was to be prepared for anyone to leave, and if they do, to celebrate their success. Sarah Starcher said the associations will give you as much benefit as you get out of them. The associations are a phenomenal way to expand your education. Ms. Starcher emphasized that participants can expand their professional growth and make it non-negotiable within their organizations to do so. She suggested that attendees find one or two associations they can relate to, and then take the initiative to become heavily involved, both to build confidence but allow their voices to be heard. Tina Larose responded to work-life balance by writing a book. Her goal has always been to stay positive even working through stressful times, such as addressing deficiencies from an annual survey. She advised attendees to always maintain their own well-being and to keep in perspective the complexity of overseeing a variety of departments. Ms. Larose encouraged attendees to always make sure to have directors in positions where they can handle responsibilities that are delegated to them. She noted that many administrators want to play the superman role, but if a leader surrounds him/herself with talented staff, then those additional leaders can alleviate some of the workload. Jennifer Johnson made the argument that NELS needs to continue to bridge the generational gap that emerging leaders face in health care. She encouraged a focus on staff development within attendees’ organizations, as it will help recruit and retain more staff in an industry that struggles to do so (especially with direct care or front-line staff members). This staff

development can translate to more confidence, especially when voicing opinions to legislatures and regulatory agencies, which is a key point that Bryan Bee made. Bryan Bee stated that NELS empowers attendees to find a niche with a national provider association, or an organization like NAB. He encouraged participants to “find what is going to feed you.” Being a part of national associations and being away from an administrator role can be both a threat and opportunity. Mr. Bee suggested that attendees trust their teams to call or notify only when it is truly necessary. He recommended that attendees surround themselves with people who support the organizational culture, and that they shouldn’t be afraid to ask for help from colleagues and peers. He also suggested attendees work to connect with a legislator or a staffer from that office, and work to share stories and anecdotes with legislative leaders to help them understand current issues. After the alumni panel discussion, Dr. Kevin Hansen and Ms. Liberman led a conversation with attendees on effective legislative and regulatory advocacy strategies. This presentation discussed state and federal laws and regulations, and where to go if one is confused on the logistics of any. Dr. Hansen directed the group to a website where this information could be found and highlighted a feature where one would be able to voice their opinion on specifics regarding these regulations. Following the two morning panel sessions and lunch, provided by NAB and the NAB Foundation, Summit participants brainstormed ideas to prioritize when working on their action plans for Thursday. Mr. Muetzel and Dr. Olson led a fast-paced activity where participants quickly listed the challenges and the opportunities facing the field of health and aging services. This activity got participants thinking about potential ideas to narrow down for the action planning to come. Some of the challenges and opportunities generated by attendees included the absence of positive press and media, educating consumers about what to expect for their loved ones, more involvement with local high schools, confidence to contact legislators and regulatory bodies, a communication strategy to improve awareness of careers in health and aging services, mentorship coordination with a more structured program, staffing and retention, and resources to guide new administrators who are starting out in this profession. The participants spent the rest of their time with Mr. Muetzel and Dr. Hansen discussing the ideas generated through the small group work and thinking of the impact these ideas would have in health and aging services. They also discussed potential partner organizations that may align with some of the ideas initially discussed. This cohort of participants decided to primarily focus on resources for emerging professionals in the industry. After brainstorming, they

decided the three action plans for Thursday's sessions would focus on recruitment and retention strategies, resources for continued staff development, and educating health service administrators through mentorship programs. Following the afternoon sessions, participants traveled to the U.S. Capitol to meet with Representative Ron Kind (D – WI) and his staffers. Representative Kind led a brief discussion on challenges facing the industry and pending legislative efforts in the arena of health and aging services, broadly, including bills he had been involved with. There were then conversations with legislative staff members on legislative and advocacy efforts, as well as guided tours of the Capitol building.

On the final day of the Summit, participants had the opportunity to attend a panel session featuring representatives from NELS partner organizations. The

panelists provided updates about current initiatives and programs from each organization, including those germane to the work of the NELS participants, and any work conducted to date based on past NELS recommendations.  Panelists included:

• Susan Hildebrandt, Vice President of Workforce Initiatives, LeadingAge • Randy Lindner, President and CEO, National Association of Long Term Care Administrator Boards (NAB) and the NAB Foundation • Bill McGinley, President and CEO, American College of Health Care Administrators (ACHCA) • Clifton Porter, Senior Vice President of Government Affairs, American Health Care Association and National Center on Assisted Living (AHCA/NCAL) • Brent Weil, Vice President of Workforce Development, Argentum

The panel emphasized the importance of joining professional and provider organizations to benefit the field of long-term care and to work toward an improved public image.  Following the main panel session, participants were divided into smaller groups to have more direct conversations with each of the panelists, focusing on issues mentioned during the main session and any other thoughts or questions participants had.  These breakout sessions allowed participants to have direct interaction and networking opportunities with each panelist and provided them the opportunity to gain a perspective on how

NELS action plans have influenced partnering organization’s decisions and policies, including those on the legislative and regulatory fronts.  These sessions also gave participants a sense of how they could work with each of these organizations in the future.

OUTCOMES Throughout the three days, participants brainstormed to craft solutions for several challenges facing health and aging services settings, and focused on those issues most crucial for their final action plans and post-Summit work.  On the final day, led by Mr. Muetzel, the large group narrowed down the various categories of initiatives to prioritize three different areas of

focus.  Participants were then able to choose which focus group to join based on their personal interests. The final three categories chosen were Recruitment and Retention Strategies, Staff Development, and Mentorships. These focus groups were then given time to collaborate and promulgate final action plans to work on during the coming year, with an emphasis on work that could be completed within the six months following the Summit. These action plans included setting deadlines,

identifying partner organizations that aligned with proposed solutions, and assigning duties to members of each group to efficiently execute the outlined initiatives.  The resulting initiatives included the following:

1. The Recruitment and Retention Strategies Group concentrated on keeping up with both current and future staffing demands, workplace culture, salaries and benefits, as well as recruiting and retaining high quality staff. They planned to reach out to CNAs, housekeepers, dietary aids, and others within their care communities to learn why those individuals choose to work in this industry and what makes them stay in this field rather than pursuing other career options. The group also planned to focus their efforts on recruiting individuals not currently working in the long-term care industry by showing them the intrinsic and extrinsic benefits of working in health and aging services. This group also wanted to reach out to local high schools in the D.C. area as well as their own local school districts with flyers about career paths in health and aging services. The goal for participants will be to create a flyer and method of distribution for their individual care community and publish it on the NELS website to share with partner organizations (e.g., ACHCA, AHCA/NCAL, Argentum, LeadingAge, NAB, NIC) to help meet the current and future demands of staffing in health and aging services and senior living settings.

2. The Staff Development Group wanted to create a resource for new health service executives to answer to any questions that one may have as they enter the field (i.e., an

Administrators Field Guide). The participants felt that having this easy-to-access resource would be beneficial to not only new administrators, but also to current administrators and executive directors, as it would cover a plethora of different issues,

questions, and policies through means of videos, websites, and articles. The group’s plan of action included creating a short survey, comprised of nine questions, and then

distributing it to new leaders through the use of Survey Monkey. These questions

challenge the reader to explore topics that they have a lack of knowledge on. The data will be used to identify common “gray areas” that administrators have, and to highlight

what the field guide should focus on. The group wanted to make sure that gaining access to this resource was fast and user-friendly, which is why it was decided that there would be outreach to NAB to share a link on their website (and the NELS website). The group also desired to reach out to NAB-accredited universities for distribution, as an

efficient way to deliver the guide and spread awareness. The overarching goal of this

group was to improve staff development of administrators through such a resource. 3. The Mentorship Group focused on creating more opportunities for administrators to

connect with current professionals in the field, using non-traditional means to do so. The group emphasized that this would be more of a relationship, to discuss work-related issues that may not always be comfortable talking about with a more experienced professional or someone with the administrator’s own company. Creating this different dynamic between professionals was expected by this group to expand interconnectivity over state lines and could be an effective means to share best practices. This action plan included efforts to reach out to key strategic partners that could aid new health and aging services professionals. The group identified ACHCA as a potential partner, which has a national mentoring program in place. Partnering with NAB, this group wants to compile a list of potential mentors so newer administrators in the field can have an immediate resource entering the industry. It is the hope that the NAB-accredited universities may help distribute the list so that graduating students have access to an assortment of different professional contacts that are there to guide them further in the field. Once this list is in hand, members of this program have the opportunity to call, text, or email the different mentors on whatever questions they have, whether it is work related or not.

At the conclusion of the Summit, each participant was given the opportunity to express the impact NELS had on them and many spoke of the inspirational nature of the Summit and the lasting memories from Summit activities and connections. Participants committed to further involvement in the legislative process, work towards advancing the public image of the health and aging services profession and implementing their own action plans in the coming months. Many participants felt motivated to create a better profession for themselves and for future generations by developing proactive, innovative solutions that enrich older adults’ lives.

ACKNOWLEDGEMENTS

The authors of this white paper sincerely appreciate the insights and support from the steering committee members and the excellent assistance from both Ethan Cole and Drew Flores, health care administration students from the University of Wisconsin – Eau Claire.

2019 Steering Committee Members: • Stephanie Antoun, Administrator of Health Services, Marjorie P. Lee Retirement Community

• Michael Barry, Administrator, Bolingreen Health and Rehabilitation

• Dr. Robert Burke, Professor, Health Services Management and Leadership Department,

Milken Institute School of Public Health, The George Washington University

• Anna Halvorson, Administrator, Good Samaritan Society – Lakota

• Dr. Kevin Hansen, NELS Director and Assistant Professor, Health Care Administration

Program, University of Wisconsin – Eau Claire

• Susan Hildebrandt, Vice President of Workforce Initiatives, LeadingAge

• Jennifer Johnson, Campus Administrator, Marquardt Village

• Dr. Keith Knapp, Associate Professor, Department of Health Services and Senior Living

Leadership, Bellarmine University

• Christy Kramer, Director, LeadingAge DC

• Elizabeth Liberman, Senior Analyst Manager, Bulletin Intelligence

• Randy Lindner, President and CEO, National Association of Long Term Care Administrator

Boards and the NAB Foundation

• Brandon Luke, Chief Operating Officer, St. Camillus

• Bill McGinley, President and CEO, American College of Health Care Administrators

• Anne Montgomery, Deputy Director, Center for Elder Care and Advanced Illness, Altarum

• Mike Muetzel, NELS Leadership Consultant and President, Mx Marketing Management

Solutions

• Dr. Douglas Olson, NELS Senior Advisor and Professor, Health Care Administration Program,

University of Wisconsin – Eau Claire

• Keri Oviedo, Vice President of Human Resources, Dycora

• Urvi Patel, Director of Quality Improvement, American Health Care Association and

National Center for Assisted Living

• Emily Rickman, Executive Director, Alden Courts of Huntley

• Daniel Schwartz, Chief Operating Officer, Active Day

• Cynthia Thorland, Vice President and Director of Talent Development (Retired), LCS

• Brent Weil, Vice President of Workforce Development, Argentum

• Dr. David Wolf, Dean and Professor, Health Services Administration, Barry University

SPONSORS AND SUPPORTERS The annual NELS Summit is generously supported by the following organizations and institutions, and the authors of this white paper extend their deepest gratitude and appreciation to the contributors who make every NELS Summit possible.

Co-Sponsors:

Founding Sponsor:

Supporters:

University Partners:

The Wertlieb Family

SUMMIT PARTICIPANTS

The following individuals were attendees at the 2019 NELS Summit:

Nicol Brown, Senior Director of Operational Quality, Wisdom, and HR, Homeland Center Barbara Bush, Transitional Care Unit Administrator, Wooster Community Hospital Cory Cain, Administrator, The Cypress of Charlotte Ethan Cole, Undergraduate student, University of Wisconsin – Eau Claire Katie Collins, Administrator, Alden Poplar Creek Sharline Everett, Administrator-in-Training, Stoddard Baptist Nursing Home Drew Flores, Undergraduate student, University of Wisconsin – Eau Claire Alexandra Garrett, Administrator, Oak Hills Care Center Justin Gordon, Administrative Intern, Northern Manhattan Rehab and Rehab Center Kelli Guyse, Administrator, Good Samaritan Society – Canistota Cassie Haley, Health Center Administrator, Pomperaug Woods Joe Hance, Corporate Account Manager – National Accounts, Direct Supply Elicia Jacobson, Vice President of Brain Injury Services, HIT Inc./Dakota Alpha and Dakota Pointe Bridget Kieckhoefer, Project Coordinator, Pathway Health Bruce Martins, Administrator, Madeline Care Center Tracy Maynard, Assistant Administrator, Birmingham Green Valantin Ndam, Assistant Administrator, Cadia Healthcare of Hyattsville Tierra Palmer, Administrator, Good Samaritan Society – New Underwood Aaron Rebuck, Marketing Liaison, Birmingham Green Lexi Rehkemper, Assistant Executive Director, Sleepy Hollow Healthcare Center Leah Ripp, Business Development and Marketing Specialist, Ecumen Tomeka Scott, Brandermill Woods Health Care and Rehab Anne Standish, Research Statistician, National Investment Center for Seniors Housing and Care Krista Swoboda, Administrator, Good Samaritan Society – Howard Josh Theis, Senior Executive Director, North Shore Healthcare Ashley Wilson, Administrator NELS Alumni that returned for the pre-summit intensive included:

Bryan Bee, Administrator, Oakwood Village Prairie Ridge Lindsey Creapeau, Practicum Coordinator, University of Wisconsin – Eau Claire Michelle Grachek, Chief Operating Officer, NAB Melissa Jackson, Chief Executive Officer, Vermont Veterans’ Home Jennifer Johnson, Campus Administrator, Marquardt Village Nathan Koffke, Business Manager, Oakridge Gardens Rehabilitation and Memory Center Tina Larose, Director of Health and Wellness, Baywoods of Annapolis Jana Pauldin, Vice President of Membership and Chapter Development, ACHCA Anneliese Perry, Senior Quality Improvement Specialist, Jewish Healthcare Foundation Peter Schuna, Chief Executive Officer, Pathway Health Sarah Starcher, Executive Director, Byron Health Center

REFERENCES

1 Cummings, M. Reputation, Public Policy, and Consumer Choice: Lessons from the Nursing Home Industry. Babson College. Accessed October 2018. http://www.babson.edu/executive-education/thought-leadership/life/Pages/reputation-public-policy-and-consumer-choice-lessons-from-the-nursing-home-industry.aspx 2 The Long-Term Care Workforce: Can the Crisis be Fixed? Problems, Causes, and Options. Report to the National Commission for Quality Long-Term Care prepared by the Institute for the Future of Aging Services. 2007. http://www.leadingage.org/uploadedFiles/Content/About/Center_for_Applied_Research/Center_for_Applied_Research_Initiatives/LTC_Workforce_Commission_Report.pdf

3 Dana, B. and Olson, D. (2007). Effective Leadership in Long Term Care: The Need and Opportunity. American College of Health Care Administrators Position Paper. http://www.achca.org

4 Please contact either Dr. Kevin Hansen (khansen@bellarmine.edu) or Dr. Douglas Olson (olsondou@uwec.edu), NELS Senior Advisor, for more information on the policy and legislative forum held during the 2018 and 2019 NELS Summits.