Meet Lynne Moore

STRATEGIC APPROACHES TO SENIORS HOUSING

 

Market-Driven Housing Replacing Situation-Driven Projects
Gazing Into the Crystal Ball

(May 1991)       

                                                                                               

Hospitals and Nursing Homes Eye Housing
Synergistic Growth and Economies of Scale

(October 1991)    

                                                                    

Not-For-Profits Feel the Squeeze
Aggressive Competition Warrants Self-Analysis

(September 1991)

Not-For-Profits and For-Profits Pair Up
Joint Ventures Multiply the Return on Investments of Time, Money and Resources for Both Parties

(June 1995)   

                       

 Not-For-Profits Must Plan for the 21st Century
Capital and Innovative Strategies are Available in Forward-Looking Not-For-Profits

(June 1994)

 

Not-For-Profits Can Preserve Their Mission
Accommodating Low-Income Seniors Means Channeling Funds in Creative New Ways

(April 1995)

 

Goal-Setting Starts With Solid Market Positioning
Keeping up with the State-of-the-Art

(January 1992)

 

Myopia Threatens Successful Market Positioning
Strategic Planning Overcomes Lack of Vision

(October 1992)

 

Making 1995 the Year of Enhancement  
Updated Units and Common Areas in Older Communities Help Attract New Residents

(January 1995)

 

Adaptive Re-Use: Opportunities and Pitfalls
Conversion Dreams May Turn to Nightmares

(February 1992)

 

For Long-Term Success, Modernize
Obsolescence Threatens the Existence of Some Communities

(November 1993)

 

Strategic Industry Focus Needed
Some Basic Rules Provide Direction

(March 1993)

 

Planners Confront a Shifting Marketplace
Community Planners Should be Looking at Least 10-15 Years into the Future

(May 1994)

 

Plan Ahead to Capitalize on the Future
Creative Changes will Benefit Both Sponsors and Seniors

(January 1994)

 

Turning Around Troubled Communities
What to do When things Go Wrong

(March 1992)

 

 Strategic Planning is Imperative
Objectives Must be Identified, but the Process Must be Flexible and Pragmatic

(December 1993)

 

Human Drama Carries Enormous Impact
Consequences of Aging in Place

(May 1993)

 

New Retirement Community Development Still Possible
Credible Concept Plan is Critical

(August 1993)

 

Making the Case for Consolidation
Senior Housing Operators Find Strength in Numbers

(October 1995)

 

Single-Facility Operators Must Rise to the Challenge
Maintain Sharply Focused Attention to Detail

(November 1995)

 

Managed Care Hits Retirement Industry
Retirement Communities Must Now Start Dealing with New and Conflicting Variables

(August 1994)

 

Managed Care Turns the Continuum on Its End
Providers Who Procrastinate May Lose Their Referral Sources

(March 1996)

 

Not-For-Profits and For-Profits Become Less Distinct
Not-For-Profits Get More Hardheaded About Business

(October 1996)

 

Investing for Improvements
Aging in Place is a Problem for Physical Plants, Too

(April 1997)

 

These May be the Good Old Days
Times Are Good, but it Will Take Work to Keep Them That Way

(August 1997)

 

Benchmarking Deserves a Chance
Not Just a Buzzword, but a Sound Business Strategy

(December 1997)

 

CCRCs Shine in the Shadows

Communities Hold Their Own Against Assisted Living

(September 1998)

 

Serving Seniors Better in the Coming Century

Technology Plus Competition Plus More Demanding Consumers Equals More Innovation

(March 1999)

 

Tailor Made

The Time is Right to Customize Your Community

(July 1999)

 

At a Loss

A Not-For-Profit Faces Hard Facts About Its Balance Sheet

(September 1999)

 

Positive Thinking

A Not-For-Profit Charts a Way Out of a Financial Morass

(November 1999)

 

New Year's Resolution

Growth and Prosperity Can be Just Around the Corner

(January 2000)

 

Nursing a Sick Facility

You Don't Have to Write Off a Troubled Community

(March 2000)

 

Development By the Numbers

Capital Expenditure and Operating Cost Benchmarks enable New Independent Living Owner/Operators to More Realistically Project Financial Performance

(Assisted Living Today Magazine)

 

Communities Also Age

Product, Price and Value Are What Really Count

(May 2001)

 

Focus on Resident Value

Achieve Success One Senior at a Time

(July 2001)

 

Growth Without Risk?

Build on Your CCRC Continuum With Active Adult Housing

(October 2001)

 

The Vacant Studio Dilemma

Lower Gross Revenues Versus Higher Permanent Losses

(January 2002)

 

Keeping the Mission in Focus

Is Your "Charitable Content" Still Benefiting the Resident?

(June 2002)

 

New  and Improved

It's Important to Upgrade Older Senior Living Compuses While Avoiding the "Existing Resident Trap" 

(November 2002)

 

Budgeting For Capital Outlays

You Can Invest Now or Pay a Heavy Price Later

(January 2003)

 

Back to Basics

Five Common Business Fundamentals Will Take on New Meaning for Senior Living and Health Care in 2003

(February 2003)

 

Changing Psychographics

Residents are Demanding More as Their Perception of Value Changes

(September 2003)

 

Optimizing Sponsor-Family Relationships in Senior Living

Serving Seniors Must Be an Innovative Teaming Effort

(AAHSA 2003)

 

The Communities of Choice Strategy

Ten Steps to Creating Unmistakable Value at Your Senior Living Facility

(March/April 2004)

 

Board Retreats - A Not-for-Profit Imperative

Not-For-Profits and For-Profit Board Responsibilities are Converging

 

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