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Navigating Life and Leadership
A Conversation with Rear Admiral Marsha “Marty” Evans By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
She Found Her Niche A Lifetime of Service to Senior Living By LeadingAge Southeast Staff
A Life of Service, Music, and Unbreakable Bonds The Story of Joe and Patsy Arnold By Nick Van Der Linden, Senior Director of
Embracing Change
Jorge and Barbara’s Journey from Condo Living to Senior Living at Vi at Aventura By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
About the cover
Rear Admiral Marsha “Marty” Evans’ extraordinary career in the U.S. Navy broke barriers and redefined leadership. From commanding a naval station to championing women in combat roles, Marty’s story is a testament to resilience, empowerment, and lasting impact. Read more on page 5.
LeadingAge Southeast
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Tallahassee, FL 32308
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www.LeadingAgeSoutheast.org
LeadingAge Southeast
Executive Staff
President & CEO
Steve Bahmer
sbahmer@LeadingAgeSoutheast.org
Senior Director of Operations
Nick Van Der Linden
nvanderlinden@LeadingAgeSoutheast.org
Vice President of Advocacy
Susan C. Langston slangston@LeadingAgeSoutheast.org
LeadingAge Southeast Officers
Garry Hennis, Chair
Teresa Scott, Chair-Elect
D. Bruce Jones, Immediate Past Chair
Janet Stringfellow, Secretary
Steve Kramer, Treasurer
Senior Living magazine serves as a LeadingAge Southeast member resource that supports the LeadingAge promise: to advocate, educate, and serve aging services professionals.
Christopher Tomlin, Affordable Housing Chair
Brooke McLean, ALF/HCBS Chair
Troy Churchill, CCRC Chair
Mauri Mizrahi, Nursing Home Public Policy Chair
Publication Team
Managing Editor
Nick Van Der Linden
Senior Director of Operations, LeadingAge Southeast
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Senior Living is the official publication of LeadingAge Southeast. All rights reserved. Contents of this publication may not be reproduced without permission from LeadingAge Southeast.
Dear Friends and Colleagues,
As I near the conclusion of my term as Chair of LeadingAge Southeast, I find myself reflecting with deep gratitude and sense of purpose on the journey we’ve shared. It has been an extraordinary honor to serve in this role, and I am filled with optimism as I pass the torch to the new steward of our mission and dear friend, Teresa Scott. I have every confidence that our association will continue to flourish under her capable and compassionate leadership.
In this edition of Senior Living, we shine a light on the remarkable individuals whose stories continue to shape our field and uplift our communities. You’ll be inspired by the trailblazing journey of Marsha “Marty” Evans, the first woman to command a U.S. naval station—a powerful reminder of the heights we can reach when we break through barriers with courage and determination.
We also celebrate the lives of Joe and Patsy Arnold, whose enduring commitment to service and music exemplifies the heart of community and the profound impact of caring for others. Their story is a beautiful testament to the joy and connection that come from a life well-lived in service.
This issue also marks a poignant milestone as we honor Mary Ellen Early, who is retiring after 40 years of unwavering dedication to LeadingAge Southeast. Mary Ellen’s legacy is one of passion, perseverance, and profound impact. Her contributions have helped shape the very fabric of our organization, and her influence will be felt for generations to come.
Finally, we feature the inspiring journey of George and Barbara Bargman, whose global adventures ultimately led them to Vi at Aventura. Their story reminds us that life’s path is often unexpected—and always enriched by the people we meet along the way.
As I transition into the role of Immediate Past Chair, I do so with a heart full of gratitude and hope. Together, we have navigated challenges, celebrated milestones, and deepened our shared commitment to enhancing the lives of those we serve.
It has been an honor to walk this journey alongside you. Together, I know we will remain focused on our missions, leading with heart, and inspiring those around us for years to come.
With a grateful heart and hopeful spirit,
Garry Hennis Chair, LeadingAge Southeast
By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
Throughout her remarkable career, Rear Admiral Marsha “Marty” Evans has blazed trails in a male-dominated military world, shattering expectations and redefining leadership along the way. From her humble beginnings to becoming one of the U.S. Navy’s most decorated women, Marty’s journey is a testament to the power of determination, resilience, and the unwavering belief that it’s not just about where you come from but where you’re going.
Marty Evans’ life began in an unconventional household that fostered a spirit of independence and adventure. Raised by a Navy man father and an artist mother, Marty was exposed to both structure and creativity early on.
“My parents were so different from each other, but both had a way of inspiring me,” Marty recalls. “My father was a Navy man, and he loved the Navy with a quiet intensity, but never pushed it on us. My mother, on the other hand, was an artist – a free spirit. She didn’t just want to live; she wanted to experience life fully. I think I took a bit from both of them. My dad’s love for the Navy and my mom’s adventurous spirit. That combination led me to places I never imagined.”
Her childhood was anything but typical. Marty spent her formative years in Morocco, where her family lived during a turbulent period in the country’s history. As Morocco transitioned from a French protectorate to an independent nation, Marty was immersed in a rich cultural experience, attending a local French school and navigating the complex geopolitical climate of the region. This formative period laid the groundwork for the strong sense of global perspective and adaptability she would later bring to her career in the Navy.
By the time Marty reached college, she had already displayed an insatiable curiosity and drive for learning. She had ambitions of becoming an Asian history and politics professor, a path she was set to follow when an unexpected encounter altered her course. During a visit home, Marty stumbled upon the military page of the Oxnard Press Courier. The image of a woman in a Navy uniform grinned back at her, standing tall and confident. For a moment, everything around her seemed to fade.
“It wasn’t the type of life I had envisioned for myself, but something about it felt like the next great adventure – one I never could have predicted,” she admits.
Her curiosity stirred, Marty took a leap. Despite the fact that she was already set on graduate school, the idea of something new – a Navy career – seemed too enticing to pass up. Her decision, while unexpected, was rooted in that adventurous spirit her mother had instilled in her.
“I wasn’t sure where this path would lead, but sometimes the best things in life are the ones you don’t plan,” Marty reflects.
Marty’s career in the Navy would be marked by groundbreaking achievements and numerous firsts. As one of the first women to serve in a Command position within the Navy, she rose through the ranks with determination and a clear focus on making a difference. One of the most remarkable milestones in her career came when she became the first woman to command a U.S. naval station – U.S. Naval Station Treasure Island in San Francisco in 1990. From working alongside Japanese naval officers during her time in Tokyo to managing crises like the San Francisco earthquake in 1989, Marty’s ability to lead under pressure became one of her defining traits.
Another defining moment came when she was tasked with developing a strategy for integrating women into combat roles. At the time, women were barred from serving on combat ships, but Marty’s efforts to open these doors would change the Navy forever.
“I knew I had a role to play in changing the Navy. But I wasn’t alone. There were many strong women before me, paving the way in their own way. I just took what they started and kept going,” Marty shares. “It was a battle, no doubt, but every woman who joined the Navy after me had a chance to do something I wasn’t allowed to do. And that made it all worth it.”
In the face of skepticism and resistance, Marty pressed on. She wasn’t just working to change the rules; she was fighting to prove that women could excel in roles previously reserved for men. Her work led to the eventual change in federal law that allowed women to serve in all roles within the Navy and Marine Corps, including on combat ships – a victory that would reverberate across generations of women in the military.
Marty’s leadership philosophy is one of resilience and adaptability. Drawing from her experiences in both the Navy and her post-military career, she has always believed in the power of servant leadership –putting the needs of others before her own. Whether it was leading sailors through tumultuous times or guiding young women to break through barriers, Marty focused on empowering those around her.
“I always believed that leadership isn’t about telling people what to do,” she explains. “It’s about finding the right people, empowering them to do their best, and making sure they have the resources to succeed. When I was in command, I made it my mission to remove the obstacles for my team. Because when they succeed, I succeed.”
Marty’s leadership has always been rooted in collaboration. “You don’t know all the answers,” she says. “Your job is to assemble a team that has the highest potential for success and remove the barriers to their success. I didn’t have all the answers, but I had a team who did. My job was to ensure they had what they needed to thrive.”
One of the most memorable pieces of advice she received came from a senior Navy officer: “Press on regardless.” This mantra, often repeated by Marty, encapsulates her approach to leadership: no matter the obstacles, continue forward with confidence and resolve. It’s this unyielding spirit that has guided Marty through her career and continues to inspire others to pursue their own paths with courage.
Marty laughs as she recalls a moment during her time at the Naval Academy. “You think you have this big, important job to do, and all of a sudden you find yourself serving as security detail for Bill the Goat for a two-week period,” she chuckles. Bill the Goat, the Academy’s beloved live mascot, was frequently the target of playful ‘kidnapping’ attempts from Army cadets during football season.
“It wasn’t quite the commanding officer role I had envisioned, but you know, in the Navy, you learn to embrace whatever comes your way,” she adds, still smiling at the absurdity of it all. “It’s those kinds of moments that really keep you grounded, and remind you that leadership is about adaptability – whether you’re leading a mission or just making sure Bill stays put!”
After retiring from the Navy, Marty’s leadership journey didn’t slow down. She transitioned into roles that allowed her to make an impact on civilian life, including as the CEO of the Girl Scouts and later as the President of the American Red Cross. Her time at the Red Cross saw her oversee response efforts to major crises, including the devastating hurricanes of the early 2000s and the tsunami in South Asia. Throughout
it all, Marty relied on her ability to unite teams and make quick decisions under pressure, traits that were honed during her time in the military.
Marty’s time with the Girl Scouts, in particular, was a period where she saw firsthand the power of mentorship and community. “I saw the potential in these young girls,” she says, “and I could help shape them into strong, confident women, just as others had done for me. It wasn’t about selling cookies; it was about teaching them to take on the world with confidence.”
In her retirement, Marty continues to inspire through mentorship and community engagement. As Chair of the Scholarship Committee at her retirement community, Vicar’s Landing in Ponte Vedra Beach, Fla., she has helped fund over $600,000 in scholarships this year alone, supporting young people in their educational and career pursuits.
Marty’s story is one of breaking boundaries, embracing challenges, and leading with integrity. Her achievements are a reminder that true leadership is about more than just making decisions – it’s about making a lasting difference in the lives of others. From her early days in Morocco to her rise through the ranks of the U.S. Navy, Marty Evans has shown that leadership is not defined by titles or positions, but by the positive impact one has on the world around them.
Marty’s legacy will continue to inspire generations of leaders, especially women, to pursue their dreams, challenge the status quo, and press on regardless.
Mary Ellen gives her acceptance speech after receiving LeadingAge Southeast’s Lifetime Achievement Award in 2024.
By LeadingAge Southeast Staff
LeadingAge Southeast members and staff know it’s true.
Mary Ellen Early is simply the deepest well of knowledge regarding Continuing Care Retirement Communities (CCRC) in the state of Florida. No one else in the association business even comes close.
She has been the architect of, or has significantly influenced, every piece of CCRC legislation for nearly 40 years.
In the summer of 2024, after a decorated career that has spanned decades, that has witnessed dramatic changes in senior living, and through which she has supported hundreds of members and thousands of residents, Mary Ellen retired from LeadingAge Southeast.
“I just had to wrap my head around the reality that there is no way we will ever replace Mary Ellen’s deep knowledge of the statutes, of our members, and of our association,” said Steve Bahmer, President and CEO of LeadingAge Southeast. “It is difficult to lose her as a member of our team, but I know she’ll continue to be there for us and our members as a counselor and a friend.”
Mary Ellen joined the team in 1986, when the association was called the Florida Association of Homes for the Aging, after a stint as a member of the legislative staff in the Florida House of Representatives.
During her tenure, her beloved association would be called the Florida Association of Homes and Services for the Aging, LeadingAge Florida, and ultimately, as a result of regional growth, LeadingAge Southeast.
“I feel so blessed that I found my niche at LeadingAge Southeast, and that I’ve had the opportunity to work with the members and the staff,” Mary Ellen said. “Being able to work with some of the best minds in our field has been a joy.”
The changes she has witnessed, and in some cases, the changes that she has driven, go well beyond the evolution of the association itself. She has been essential in preparing members for changing and innovative business models, as well as the changing needs and expectations of residents themselves.
“I’ve seen many changes, but the one thing that has remained constant is the caliber of our members, the staff, and the leadership of the association,” she said.
Her passion has been public policy, and her expertise spans all of the association’s members, including affordable housing, assisted living, nursing homes, and CCRCs.
“Public policy can be challenging, but it’s also fun,” she said, “especially when you see the results that I’ve seen over the years, and that I continue to see.”
In the last 10 years alone, Mary Ellen’s unparalleled depth was essential to the defeat of two CCRC reform bills that would have been harmful to members and to the passage of a reform package that delivered balance in providing the Florida Office of Insurance Regulation with enhanced regulatory tools.
And LeadingAge Southeast members know it.
“She’s really been the expert for retirement communities in the state of Florida, and she has been such a huge help to all of us,” said Bruce Jones, Immediate Past Chair of the LeadingAge Southeast Board of Trustees. “She’s a fount of information, so any time I’ve had a question about retirement communities, she’s been my go-to person.”
As deeply respected as she has been for her expertise, she has been admired, too, for her unflinching ferocity and tireless work ethic in advocating for LeadingAge Southeast members.
“She has been a relentless advocate for our members, working all hours, including when she’s on vacation out west on her fishing trips,” said Garry Hennis, Chair of the LeadingAge Southeast Board of Trustees.
The association has honored Mary Ellen three times over the years for that commitment to its members. In 1991, she received the association’s Distinguished Service Award. She was recognized again in 2010 for her tenure with the organization. And in 2024, Mary Ellen received LeadingAge Southeast’s Lifetime Achievement Award, one of the most prestigious awards the association bestows.
“I was surprised and overwhelmed when I found out about this award,” she said in an interview for the video package that ran in her honor during the 2024 LeadingAge Southeast Annual Convention Awards Program. “I’m grateful for the award and for allowing me to be part of the team.”
Mary Ellen flirted with retirement a few times in the past, but the pull of her calling to serve providers and older adults in Florida was too strong. She stayed on with the association to fight just one more bill, to pass just one more piece of legislation, to offer one more bit of crucial advice, to make one more difference in a career that is filled with them.
“She is just so committed to what we do, and committed to making sure we have the resources we need to provide the best care and services to the people we serve,” Jones said.
Bahmer said he met with Mary Ellen in the spring of 2024, and this time it was clear that she was really ready to retire.
“Mary Ellen is the consummate professional, but even though she had let me know that day was coming, it was still a lot to process personally for me, for our team, and for our association,” Bahmer said. “She has been a counselor and a guide for me from the moment I arrived in Florida, and I’m grateful to have had the benefit of her wisdom and advice.”
By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
In the serene setting of Kirkwood by the River in Birmingham, Ala.,
Joe and Patsy Arnold’s lives stand as a testament to dedication, passion, and community. Having recently celebrated their 64th wedding anniversary, their journey is an inspiring blend of personal achievement, service, and devotion to both family and faith.
The Arnolds’ connection with Kirkwood by the River spans over two decades, even before they decided to make it their home three and a half years ago. Their ties to the community were fostered through Patsy’s role as a pianist for various events.
“I’ve been playing at Kirkwood for over 20 years,” says Patsy. “It was a natural place for us to move when we decided to give up housekeeping.”
Kirkwood has been more than just a retirement community for the Arnolds—it has been a spiritual and emotional home.
“It’s sponsored by a church, and we love the atmosphere here,” Patsy explains, citing the friendly, supportive community as one of the reasons they chose to live there. “The spirit of Kirkwood is what makes it so special.”
Patsy’s love for music has been a cornerstone of her life, from her childhood days in Mississippi to her professional piano teaching career. Her talents continue to bring joy to the residents of Kirkwood, where she organizes the highly anticipated Kirkwood’s Got Talent event each month.
Originally known as a simple sing-along, the event has grown into a lively celebration of community talent, with performances ranging from guitar and harmonica playing to group sing-alongs. Patsy says the monthly event fills the auditorium, and the enthusiasm from the residents is palpable. “It’s a big event,” she smiles. “The residents just love coming together to share their talents.”
One of the highlights of these talent shows is the diversity of participants. From grand performances to simple, heartfelt contributions, the show has something for everyone. Patsy fondly recalls Homer
Magoo, a resident who performed on the talent show until he passed away at 105.
“He carried a tune until the very end,” she says. “He was beloved by everyone.”
For Joe, the talent show isn’t just about music; it’s also a chance to add some levity to the program. “I tell a few jokes to break up the program,” Joe says, smiling. “Now they count on me to be the comedian!”
Joe and Patsy’s bond is also reflected in their deep devotion to family. They have two daughters, one in New York, the other in Kentucky, as well as three grandchildren. Despite the physical distance between them, the family remains a central part of their lives.
Their desire to serve others also led to another monumental act of kindness – welcoming a Vietnamese family into their home during a time of political unrest in the 1980s.
“We took in a family of five, helping them get settled in America. It was an incredible experience that has enriched our lives immensely,” she shares.
In 1981, they met the Ngu family at the airport. The family of five, including a grandmother, two daughters, a son-in-law, and a young granddaughter, had been forced to flee their home country due to political upheaval. With little to their name, they arrived in the United States unsure of what the future held.
Joe and Patsy took on the responsibility of helping them navigate the complexities of settling in a new country. From assisting with legal paperwork and medical appointments to ensuring they had the resources to find employment, the Arnolds became both advocates and family for the Ngus.
“We drove them to the health department, the social security office, and helped them get all the necessary documentation to get settled here. It was a lot of work, but we felt blessed to be part of their journey,” says Joe.
“Tina, the 10-year-old, quickly adapted to her new life and became an interpreter for the family,” recalls Patsy. “She learned English so quickly and was integral to the family’s integration into American society.”
After six months of living with Joe and Patsy, the Ngu family moved into a rental home, and the Arnolds continued to provide support, including guiding them in the purchase of their first house. “They worked hard to establish themselves,” says Joe.
After her graduation from UAB, Tina became a long-time employee of the VA hospital, and though the rest of the family has passed, Tina remains a beloved member of the Arnold family. She often refers to Joe and Patsy as her “bonus parents.”
The Arnolds’ commitment to others has left an indelible mark on both their family and community. “We just hope our friendship, music, and humor will leave a lasting legacy,” Patsy says. “Our passion is hospitality and serving others.”
While life at Kirkwood has brought the Arnolds great joy, they have also faced some profound challenges. Joe’s health crisis, which began nearly a year ago, is a powerful reminder of the resilience of the human spirit. Joe had a near-death experience, spending months in and out of the hospital after suffering from unexplained internal bleeding.
“They told me I had 48 hours to live,” Joe recalls. “I had 55 blood transfusions, and the doctors couldn’t find the source of the bleeding.”
Against all odds, Joe’s health turned around.
“The bleeding just stopped, and I’m here today,” Joe says, attributing his recovery to something greater than medicine. “It was the Lord’s work. The doctors had done everything they could, but ultimately, it wasn’t in their hands.”
This miraculous recovery has shaped the couple’s outlook on life. “Every day is a gift,” Patsy says, her voice filled with gratitude. “We treasure each moment together.”
Before his retirement, Joe originally worked in the oil industry before starting his own business in Birmingham, Alabama, manufacturing odorizers – devices that inject foul-smelling compounds like ethyl mercaptan into high-pressure gas pipelines.
Without any detectable smell, gas leaks could be deadly, especially in residential areas where small, undetectable leaks could lead to explosions. This was tragically illustrated in the 1937 New London, Texas, explosion, which claimed the lives of 295 children and teachers in a school.
Joe’s systems provided an accurate, efficient, and more reliable way of injecting this odorant. His company sold this innovative product worldwide, taking Joe and his family on travels across Europe, South America, and Japan.
Joe eventually sold his company and retired for about six months before joining a Mercedes-Benz dealership owned by legendary University of Alabama football coach Nick Saban.
“I didn’t actually drive him, but we chauffeured [his wife] Miss Terry several times,” Joe clarifies with a smile. “I also delivered Mercedes all over the United States. Saban is a great guy, and his wife Terry is his biggest asset.”
Despite the unique opportunities Joe had throughout his career, it is the simpler joys of life at Kirkwood that mean the most to him now. “It’s just a blessing to be here, surrounded by so many great people,” Joe says.
For many, retirement represents an end, but for Joe and Patsy, it has been the beginning of a new and fulfilling chapter. Their days are filled with music, community service, and family. Whether it’s performing in the talent show, offering a listening ear to a fellow resident, or practicing on her six-foot grand trans acoustic Yamaha piano in the privacy of their home, the Arnolds have found purpose and joy in their retirement years.
When asked about the advice they would give to someone considering a move to a senior living community like Kirkwood, Joe says, “The hardest part is clearing out your house and making those decisions about what to keep and what to part with. But once you’re here, you realize it’s all worth it.”
Patsy adds, “It’s the community spirit that makes a place like Kirkwood so special. It’s like family, and we’ve found a home here.”
As the Arnolds continue to share their music and laughter with those around them, their legacy is already taking shape. Patsy’s piano is more than just an instrument – it is the heart of the community at Kirkwood. Joe’s jokes and stories bring light to every room they enter. And together, they embody the values of love, service, and faith that have defined their lives.
For Joe and Patsy Arnold, the journey is far from over. With every note played, every joke told, and every friendship formed, they are leaving an indelible mark on their community – a mark that will last long after they are gone.
By LeadingAge Southeast Staff
In the months leading up to the 2025 Legislative Session, the LeadingAge Southeast advocacy team learned that the Florida Office of Insurance Regulation (OIR) was working on a package of reforms to Chapter 651 – the section of state law that governs CCRCs in Florida.
But no one in the senior living advocacy space had any details about what would be in that package.
Until January 25, when LeadingAge Southeast received a copy of the draft bill from a Tallahassee lobbyist: 150 pages of insurance regulation, including about 85 pages specifically targeting CCRCs, amending 23 sections of existing law, creating eight new sections, and repealing another important section.
With slightly more than a month before the start of the session, the LeadingAge Southeast team had to work fast.
“The bill was sweeping and complex, and our team got to work right away to understand its reach and implications,” said Steve Bahmer, LeadingAge Southeast President and CEO. “We also convened a group of our largest CCRC members to brief them on the bill and get their feedback about what it would mean for them and for their residents.”
Additionally, with a great deal of help from management companies, accountants, attorneys, regulatory experts, financial experts, and national subject matter experts, LeadingAge Southeast built a sectionby-section analysis of the bill to better understand it.
The initial reviews were not positive. The bill included a number of provisions that would have driven up costs for providers, limited their ability to expand their communities and services, and would ultimately have driven up costs for residents as well.
Given the tight timeline, there was not time to more fully consider all of the bill’s effects and to develop well-conceived alternatives. As a result, the LeadingAge Southeast Board of Trustees voted to oppose the bill in its entirety.
“We approached the bill with dual priorities: ensuring that Florida CCRCs continue to grow and thrive, and ensuring that residents’
investments in their homes are protected,” Bahmer said. “The original bill didn’t achieve either of those aims, so we moved aggressively to prevent it from passing.”
In the wake of the 2024 bankruptcy of Unisen Senior Living, a Tampa CCRC, the OIR indicated it would pursue legislative proposals that would give the agency additional tools and oversight of communities that are in financial trouble.
The 2024 bankruptcy was the second for the community in eight years, following earlier financial difficulties when it was called University Village. After the first bankruptcy, the OIR filed a CCRC reform bill in 2017, which failed, but which became the basis of a collaborative 2019 reform package that created metrics the OIR could use to effectively monitor troubled communities, as well as triggers it could use to help prevent a spiral toward insolvency.
Nevertheless, Unisen Senior Living closed its doors in June 2024, after filing for bankruptcy two months earlier. Unisen residents had to move out of the community. LeadingAge Southeast members helped
directly with the relocation of 59 residents, nearly all of them to LeadingAge Southeast member communities.
“The Unisen bankruptcy was obviously a traumatic, tragic situation for the residents,” Bahmer said, “and it is something we all have to work hard to prevent from ever happening again.”
Like the proposed 2017 legislation, though, the 2025 CCRC reform package was developed by the OIR alone, without input from providers, residents, and the finance, accounting, and legal professionals in senior living.
“For the last 30 years, every major piece of CCRC legislation has been the result of a collaborative effort between LeadingAge Southeast, the Florida Lifecare Residents Association, and ultimately the OIR,” Bahmer said. “That collaboration is critical to ensure that the implications of any regulatory reform are clear and that unintended consequences can be avoided.”
Facing proposed legislation which some members referred to as an “existential threat” to Florida CCRCs, LeadingAge Southeast coordinated with members to reach out to their local legislators and explain the ways in which the proposals would negatively impact their communities and their residents.
LeadingAge Southeast also led an effort to ensure that residents themselves understood the bill’s sweeping scope and its potential impacts.
Members made phone calls, arranged in-person meetings with legislators, wrote letters, and organized letter-writing campaigns among their residents. And nearly 100 members attended LeadingAge Southeast’s Advocacy In Action: Legislative Days in Tallahassee in March. Members participated in more than 60 meetings with legislators in a single day.
All of this member advocacy followed LeadingAge Southeast’s intensive efforts throughout the fall and winter, traveling around Florida to meet with legislators, including House and Senate leadership, in their home communities and to initiate conversations about the expectation that new regulatory proposals were in the works.
“If ever there were an example of both the need for and effectiveness of member advocacy, this was certainly it,” Bahmer said. “We worked hard through late 2024 and early 2025 to lay a solid foundation, and our members built on that foundation with their consistent, clear, strong advocacy.”
The draft bill was filed as Senate Bill 1656 by Sen. Jay Collins, R-Tampa, and as House Bill 1429 by Rep. Tom Fabricio, R-Miami Lakes. Both bills were assigned to multiple committees in each chamber.
SB1656 received a hearing in its first Senate committee, during which LeadingAge Southeast, Westminster Communities of Florida CEO Hank Keith, and two residents from Fleet Landing, an Atlantic Beach CCRC, all testified against the bill and urged committee members to set it aside for the 2025 session. That approach would provide time to consider the proposals more deeply in preparation for a more targeted set of reforms in the 2026 Legislative Session.
The Senate bill passed its first committee, but it was never heard in a subsequent Senate committee. Meanwhile, HB1429 did not receive a hearing in a single House committee. As a result, by early April it was clear that the CCRC language in the bills would not survive. And ultimately, both bills failed.
“We are very grateful to our members for all of their hard work in helping us get to this outcome,” Bahmer said. “And I am personally grateful to the LeadingAge Southeast team for their effort in strenuously advocating for our members during a very difficult legislative session.
I’m also thankful to all of the legislators who took meetings with us and our members and listened to our concerns. We committed to them that we would work together with other stakeholders to identify any weaknesses in the current regulatory framework and to develop thoughtful solutions, and we intend to do exactly that.”
Before the 2025 Legislative Session ended, LeadingAge Southeast and FLiCRA had already met to begin discussing an approach to developing a proposal for 2026. The two associations formed a workgroup of their members and industry experts to conduct that work throughout the summer.
The process includes regular meetings of the workgroup to better understand whether there are shortcomings in the current law, to work on proposals for any such shortcomings, and to enrich the statute with new thinking about how to protect residents’ homes and investments, while also streamlining regulations for high-performing CCRCs.
“We know that this collaborative approach works,” Bahmer said. “We’ve used it numerous times over the last few decades, and each time we’ve used it, the result has been a stronger regulatory framework with buy-in from all of the stakeholders who are affected by it. We are looking forward to getting around the table with all of our partners and creating a proposal that ensures that our member CCRCs continue to thrive while protecting the residents they serve.”
By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
In the face of mounting financial pressures and aging infrastructure, many older adults are seeking new living arrangements that balance comfort, security, and social connection. Jorge and Barbara Bargman, a couple with decades of international experience, found themselves in the midst of South Florida’s condo crisis – a rapidly changing landscape marked by skyrocketing repair costs, safety regulations, and unpredictable financial assessments. Their decision to leave their condo and move into Vi at Aventura’s senior living community became a pivotal moment in their retirement journey, offering them not only a change in lifestyle but a new sense of peace and community.
Jorge, originally from Uruguay, and Barbara, a native of the United States, spent much of their lives moving across borders due to his engineering career. From Uruguay to Venezuela, and Puerto Rico to Miami, their adventurous spirit had them living in diverse countries and cultures. Barbara, who had run her own marketing research company, was no stranger to adapting to new environments.
“We never planned on living in one place forever,” Jorge reflected. “But now, with age, we realize how important it is to have a place that meets both our needs and our desires.”
When their condo building, a beautiful property with stunning views and great amenities, began to show its age, they found themselves at a crossroads. With looming repairs and an uncertain future, Jorge and Barbara knew they needed a change, but it wasn’t until they took a step back and began considering all their options that they discovered Vi at Aventura – a continuing care retirement community (CCRC) that was everything their condo was not.
Living in a 54-year-old building, Jorge and Barbara were no strangers to the pressures of rising costs and endless maintenance.With the introduction of new safety regulations following the tragic condo collapse in Surfside, Fla., the building faced extensive repairs and assessments that threatened to push condo owners to their limits.
“Once the laws changed, everything was in flux,” Barbara explained. “We were facing large assessments, and no one knew how much they would cost. It was uncertain, and we had to sell our apartment at a price lower than we’d hoped.”
While their condo in Miami Beach had been a wonderful home for many years, the couple knew that their future needed to look different. They began to look into alternatives, researching senior living communities that could offer the same comforts they had enjoyed in their condo but with the added benefits of healthcare services, social activities, and a sense of security.
Their search led them to Vi at Aventura, a CCRC in the heart of South Florida. What struck Jorge and Barbara was not just the location – close to shopping, dining, and the beach – but the sense of community and the convenience of being in a high-rise building with all the amenities they needed just a short walk or elevator ride away.
“It was exactly what we were looking for,” Jorge said. “The apartments are spacious, the view of the Turnberry Golf Course is gorgeous, and the proximity to everything we need is perfect.”
But it wasn’t just the physical space that made Vi at Aventura stand out, the couple was drawn to the social aspect of the community.
“We never really had the opportunity to socialize with our neighbors in the condo. Everyone kept to themselves,” Barbara reflected. “But here, we find ourselves having dinner with new people every night, exchanging stories, and enjoying the camaraderie.”
One of the biggest advantages Jorge and Barbara have found at Vi at Aventura is the flexibility and control over their living
situation. They were able to personalize their apartment, choosing flooring and finishes that suited their taste and needs – the ability to make their space truly their own.
“It’s the little things that make a difference,” Barbara shared. “From adjusting the lighting to adding a built-in wall unit, we could make the space feel like home. And if we ever need any repairs or modifications, they’re here to help.”
But perhaps the most significant change has been the access to healthcare services.
“The convenience of having a physical therapist right here, as well as access to doctors and specialists at facilities nearby, has been a game-changer,” Jorge said. “I never thought I’d be able to get this kind of care right in my own home.”
The move to Vi at Aventura has not only improved their quality of life, but also allowed them socialize on-site and build relationships.
The community offers a variety of activities, from educational lectures to recreational outings, providing ample opportunities for residents to engage with one another. Jorge and Barbara have found a new sense of belonging, enjoying both the community’s events and the quiet comforts of their own space.
“I never expected socialization to be such a big factor,” Barbara admitted. “But it’s been one of the most rewarding parts of moving here. Jorge has made new friends, and I’m able to stay connected to old ones while still being a part of this vibrant community.”
Reflecting on their journey, Jorge and Barbara admit that they never could have anticipated the condo crisis, but they are grateful for the timing of their decision. They sold their condo before the large assessments hit and found a new home that has exceeded their expectations.
Looking forward, they are optimistic about their future at Vi at Aventura, where they can continue to live independently while having access to the support they may need down the road.
“We’ve found peace of mind here,” Jorge concluded. “We’re enjoying life and living with the freedom and comfort just as we always have.”
For many older adults, the decision to leave their home behind and move to a senior living community can be difficult. However, for Jorge and Barbara, their journey from condo living to Vi at Aventura was one of opportunity, comfort, and connection. Their story serves as a reminder that as we age, the right community can make all the difference in maintaining our quality of life and our sense of well-being.
As the condo crisis continues to impact older adults across South Florida, Jorge and Barbara’s experience shows that there is a viable and rewarding alternative – a CCRC, one that provides not just a home, but a community where individuals can thrive, socialize, and enjoy life to the fullest.
With the communities we serve and the residents they support at the center of all we do, our services are designed to deliver a better pharmacy experience that improves resident care and enhances staff satisfaction.
Advanced technologies with expert support at every step...that’s the Guardian difference. Learn more at guardianpharmacy.com/seniorliving
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