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7 Treasures of Time: A Glimpse into Bill Penick’s Historical Collection By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
Growing and Strong: An Association Report Card By LeadingAge Southeast Staff
A Life of Love, Resilience, and Community: The Story of Marie Vesta By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
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Advancing Senior Living with Artificial Intelligence: Pioneering Innovation at Cypress Living By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast & Joe Velderman, Vice President of Innovation, Cypress Living
About the cover
Step into the world of Bill Penick, an 84-year-old retired lawyer whose lifelong passion for history has culminated in an incredible collection of letters, coins, and artifacts at Lambeth House in New Orleans. Read more on page 7.
LeadingAge Southeast
1812 Riggins Road, Suite 1
Tallahassee, FL 32308
(850) 671-3700
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
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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. 7 10
s we welcome 2025, I’m thrilled to introduce this special edition of Senior Living. This year promises to be an exciting one for our organization, and this publication sets the tone with stories that celebrate our past, showcase innovation, and look ahead to the opportunities before us.
In this issue, you’ll be inspired by the remarkable journey of Marie Vesta in “A Life of Love, Resilience, and Community.” Her story is a beacon of hope and a celebration of life’s transitions, reminding us that home is not a place – it’s a feeling of belonging. You’ll also delve into the cutting-edge world of AI in aging services, exploring how technology is transforming the way we care for and connect with older adults.
Additionally, we feature the extraordinary collection of Bill Penick, whose artifacts from history’s influential figures offer unique perspectives and stories of their own.
As we move into 2025, we’re proud to share a preview of the legislative priorities that will guide our advocacy efforts, ensuring our members have the tools and support needed to succeed. This edition also celebrates our collective achievements in 2024, a year in which LeadingAge Southeast was recognized as Association of the Year. This honor belongs to all of you – our members – who drive the mission and vision of this organization.
Together, we will continue to lead with innovation, compassion, and a commitment to excellence in aging services. Thank you for your dedication to the work we do. Here’s to a productive and impactful year ahead!
With warm regards,
By LeadingAge Southeast Staff
One year ago, LeadingAge Gulf States – representing senior living providers in Louisiana and Mississippi – merged with LeadingAge Florida. This was just months after LeadingAge Alabama had made the same move.
The sum of those parts was a new regional association, LeadingAge Southeast, that built on the values and successes of the four associations to create a single, stronger organization.
Structurally, both mergers were unqualified successes, and they blazed a path that other associations around the country are following for many of the same reasons.
But the true measure of this marriage of associations isn’t about structure. It’s about results.
“When we set out on this journey in early 2023, we were intentional about
organizations have signed on to the value of being connected to the highest-quality providers in the continuum of services for older adults and providers that are moving in the direction of becoming Life Plan Communities have joined as well.
While the news of new members joining is very positive, it’s also important that existing members continue to be served well and renew their memberships. To that end, LeadingAge Southeast measures member retention, with a goal of 98%, a goal which is nearly 10% higher than standard industry benchmarks. At year-end 2024, the association’s member retention rate was slightly above 99%.
“Our market has been tough for a few years, with providers consolidating and changing ownership,” Bahmer said. “But we’ve worked hard to build deep expertise and authentic relationships with our members, and I think both go a long way in helping with member
Financial, growth, and retention metrics are critical for understanding how LeadingAge Southeast is performing. But perhaps no set of metrics is more important than those that measure members’ opinions on two key topics. The first is advocacy.
In its 2024 Member Value Survey, LeadingAge Southeast asked members across four states whether the association is an influential advocate on their behalf. 98% of respondents said the association is, indeed, an influential advocate.
“The board has always set high standards in terms of how we manage our members’ dues dollars, and in terms of driving creative new revenue sources so that we aren’t too reliant on dues,” Bahmer said.
One such target is operating reserves – the funds LeadingAge Southeast has on hand to provide a cushion against unexpected events. In general, non-profit associations are advised to set a reserves target that would cover three- to six-months’ expenses.
Given the growing scope and complexity of LeadingAge Southeast, though, the board set a goal of 12 months to ensure the association is prepared for unexpected challenges. And the association has met that target. According to the most recent audit, LeadingAge Southeast has just north of 12 months’ worth of operating reserves.
“We are growing, and the association space in general is changing rapidly,” Bahmer said. “It’s critical that we’ve got the reserves we need to deal with any surprises, even as we continue to invest in serving a greater number of providers and residents across our region.”
Standing on a firm financial foundation, LeadingAge Southeast has also expanded the number of senior living providers it serves. Challenged with a goal of 10% year-over-year membership growth, the association grew membership by 25% in 2024. That growth resulted from a combination of new members joining in all four states and the combined membership of the newly merged states.
Now, LeadingAge Southeast represents about 300 members and more than 500 facilities across the Gulf Coast region.
“We’ve added members in Alabama, Louisiana, and Mississippi since our mergers,” Bahmer said. “Karen Contrenchis, our state director for Louisiana and Mississippi has done a terrific job of sharing the value proposition of our merged association with Life Plan Communities in those two states. And we’ve added new Life Plan Community members in Alabama as well.”
Even as LeadingAge Southeast has grown its traditional membership categories, new members have joined in new categories as well. Hospice
Making this even more important – members consistently rank effective advocacy as their top reason for joining the association and for remaining members.
“Advocacy is truly one of our core value propositions, whether it’s with the legislatures, the executive branches, or the state agencies in each of our states,” Bahmer said. “Over the last few years, we’ve been very successful in passing two CCRC bills, increasing Medicaid reimbursement rates, providing staffing flexibility, protecting our members from bad bills, and much more. We’re putting together advocacy agendas in Louisiana, Mississippi, and Alabama now as well. I’m gratified that our members have confidence in the work our advocacy team does on their behalf.”
In addition to seeking members’ perception of advocacy effectiveness, the LeadingAge Southeast Member Value Survey also asked members how likely they are to recommend membership in LeadingAge Southeast to their professional colleagues.
This metric – the Net Promoter Score – is a somewhat broader and perhaps even more important measure of members’ perceptions. It’s considered a health check for understanding whether members’ needs are being met, and a tool for understanding member satisfaction and member loyalty.
In a 2024 survey, more than 9 out of 10 respondents said they are highly likely or very likely to recommend LeadingAge Southeast to a colleague, identifying themselves as “promoters,” or brand ambassadors who are willing to share information about the association and engage in association services and events.
“This is really the bottom line of our performance report card,” Bahmer said. “It’s about whether members are being served so well that they would recommend membership in our association to their closest colleagues. That’s a lot to ask of someone, and it’s at the heart of the work we do – how can we be of service to the communities that are caring for older adults in our states, and how can we do it exceptionally every single day.”
By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
In a quiet hallway at Lambeth House in New Orleans, a remarkable story unfolds through a collection of letters, coins, and ancient artifacts. The man behind this extraordinary journey into history is 84-year-old Bill Penick, a retired lawyer whose life has been a tapestry of intellectual curiosity, resilience, and love for history. Over the past three decades, Bill and his late wife Julie have amassed a treasure trove of artifacts that tell the stories of influential figures from across the ages.
Born and raised in New Orleans, Bill’s journey began with his father, a doctor, and two older sisters. After attending high school in the city, he ventured north to study at Williams College in Massachusetts before pursuing law at the University of Virginia. Before starting his second year at UVA, during a summer break, he met the love of his life, Julie, through a serendipitous encounter at a wedding in New Orleans where he was the best man, and she was a bridesmaid.
“I was in my second year of law school at UVA when we met,” Penick said. “After the wedding, we corresponded by mail and telephone for about a year and shortly thereafter got together and got married.”
Julie and Bill shared an enduring partnership, raising three children and celebrating the arrival of seven grandchildren. While Julie’s dedication as a homemaker and preschool teacher spanned 35 years, Bill’s career in law flourished. Practicing in Louisiana required him to master not only the common law system prevalent across the United States but also the Napoleonic Code that uniquely shapes the state’s legal framework. Bill retired in 1997 but briefly returned to work on a pivotal medical malpractice case before dedicating himself to personal passions.
“Julie retired the same time I did because our first grandchild was on the way,” Penick added.
Bill’s historical collection began, fittingly, over a dinner conversation. He and Julie, inspired by their shared love for history, compiled a list of impactful figures. Their endeavor soon transformed from a theoretical exercise into a hands-on pursuit when they purchased their first historic document: a letter by Napoleon Bonaparte.
“The conversation started with a couple of glasses of wine at dinner, and after we got home we started to make a list of who we thought made significant contributions to history,” Penick said.
Little did they know that this single purchase would ignite a lifelong passion.
“That’s how it started, and then lo and behold, it was like it was meant to be,” Penick said. “We got an advertisement from a document dealer in New York that featured a letter from Napoleon, which we ended up buying and framing prominently. I didn’t know at the time it would put us on a slippery slope because we ended up getting ads not only from dealers but also from auction houses with historical documents. The next piece we bought was a Wellington along with the Napoleon letter since they battled each other at the Battle of Waterloo.”
Over time, the Penicks’ collection grew to include letters from luminaries such as George Washington, Sigmund Freud, Horatio Nelson, and Louis Pasteur. Other treasures include rare Greek and Roman coins, a papal bull from 1130 A.D., and a fragment of the first printing ever done in Japan. Each artifact tells its own story, from a coin that contributed to Julius Caesar’s assassination to a letter that bridged a missing link in Freud’s correspondence with a New York colleague.
“I love history,” Penick said. “Holding a letter from someone like Washington or Napoleon feels like you’re holding a piece of time itself.”
The Penicks’ collection journey was not without challenges. Hurricane Katrina devastated their home in 2005, leaving five feet of water in its wake. They relocated temporarily to Massachusetts, and soon after,
“I love history … holding a letter from someone like Washington or Napoleon feels like you’re holding a piece of time itself.”
Julie was diagnosed with Alzheimer’s. In 2008, they moved into Lambeth House, located in New Orleans, where they continued to nurture their love for history.
Julie’s condition eventually required her to transition to nursing care, where she remained for nine years until her passing in 2020. Despite these trials, the collection became a source of joy and connection for the couple, giving them a shared purpose and preserving their intellectual legacy.
Bill’s collection now resides in the halls of Lambeth House, meticulously displayed for all to see. Highlights include:
George Washington Letter (1776): Written one month after the Declaration of Independence and on the eve of the first major battle of the American Revolution, this document captures a pivotal moment in U.S. history.
Sigmund Freud’s Missing Letter: Completing a correspondence once thought lost, this letter now holds a place of honor among psychoanalytic scholars.
Caesar’s Coin (44 B.C.): This Roman coin, bearing Caesar’s likeness, is a tangible symbol of the hubris that led to his assassination.
Other artifacts include a letter by King John of England, known for signing the Magna Carta, and a Japanese scroll dating back to the eighth century.
For Bill, the value of each piece lies not only in its provenance but also in its historical significance.
“I wasn’t focused on the condition,” he explains. “It was the content, date, and author that mattered to me.”
When asked if he has a favorite, Penick said he couldn’t narrow it down to just one.
“Oh gosh, you know everyone asks me that question,” he said. “I think it comes down to maybe seven or eight items. Louis Pasteur, the George Washington letter, the Horatio Nelson letter, a Louie the 14th letter that he wrote himself, and Freud letter. There is also a papal bull from the year 1130, and there is a sample of the first printing done, which was around 760 in Japan – that’s a favorite that’s up there, too.”
Today, Bill remains as passionate about history as ever. While his pace of acquisition has slowed, his enthusiasm has not waned. He continues to research and document his collection, creating detailed memos for each piece. These records serve as both educational tools and personal reflections, ensuring that the stories behind each artifact are preserved.
Bill has also begun sharing pieces of his collection with his family. A letter from Carl Jung now resides with his daughter, a psychotherapist, while a letter from astronaut Neil Armstrong is with a grandson aspiring to explore the stars. These thoughtful gestures ensure that the collection continues to inspire future generations.
When asked about his favorite part of collecting, Bill’s answer is simple yet profound: “It’s the research and holding history in my hands.” For him, the process of discovering, acquiring, and understanding each piece has been as rewarding as the artifacts themselves.
As Bill strolls through the hallway at Lambeth House that houses his collection, he is surrounded not only by objects of immense historical value but also by the memories of a life well-lived. Each letter, coin, and artifact represents not just the past but also the enduring curiosity and dedication that define Bill Penick.
By Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
Nestled on the sun-drenched shores of Destin-Fort Walton Beach, Florida, just three miles from Eglin Air Force Base lies a vibrant retirement community – Air Force Enlisted Village. The 125-acre campus is home to Air Force veterans, their spouses, and widows of enlisted Airmen, such as Marie Vesta.
Marie’s story is one of love, adventure, resilience, and community. From her idyllic
childhood on a Maine farm to a life of global travel as a military spouse, and eventually becoming a vibrant part of her senior living community, her story offers valuable insights into finding purpose and joy at every stage of life.
Born in 1947 in rural Maine, Marie spent her childhood on a 400-acre dairy farm –
her early life an idyllic snapshot of 1950s Americana, filled with friends, pets, and simple country living.
It was during these formative years that she cultivated her love for animals and her adventurous spirit.
“My parents’ house was the place everyone gathered,” Marie said smiling, while describing her memories of kick-the-can and other
games. “I had a bantam rooster as a pet, as well as cats and dogs and goats. But I was not allowed around anything that was going to be killed for meals, because I wouldn’t eat it if it disappeared. I wouldn’t eat the meat because I thought it may be one of my friends.”
At 19, Marie married Steve, a young Air Force serviceman who quite literally saved her life during their first encounter.
“My cousin and I were playing at my parents’ cottage by the lake,” Marie said. “We were swimming with a rowboat, just having fun. We’re diving off of things we were not supposed to, but were doing it anyway. Then, at one point, the boat flipped and caught my bathing suit. It pulled me under, and the next thing I know, somebody is trying to pull me out of the water and said, “If you scratch me again, I’m going to let you go.’”
Marie’s face lights up as she recounts Steve’s unwavering support and the teamwork they exhibited in every move and challenge. “He treated me like royalty,” she shares, though she notes with a smile that this occasionally left her unprepared for life’s practicalities. “Before he passed, I had to learn how to pump gas because he always did it for me.”
Their marriage spanned 50 years, marked by unwavering partnership and shared adventure. As a military family, Marie and
Steve moved every two to three years, embracing each relocation as a “new adventure.”
“Every time we got an assignment, we told our boys we were going on a new adventure,” Marie said. “And it was always fun to just go to a new place, just the four of us. We took care of one another. The moment we landed, we knew where we were going. For example, the moment we got to New York, Steve went to buy a car and I went to get housing. I mean, we just worked well together, and it was just what we did. We had a lot of good memories.”
From Guam to New York, Marie managed each transition with grace, finding ways to maintain stability for their two sons despite the frequent upheavals.
“We told our boys it was always going to be okay, and it was,” she says.
The couple’s journey took a challenging turn in 2008 when Steve was diagnosed with cancer. Marie became his primary caregiver until his passing in 2015. Reflecting on those years, she describes them as her “fog years,” a period of immense loss and difficult transitions. Struggling to move forward, she sold her home in Zephyrhills, Florida, and spent time homeschooling her granddaughter in Georgia, an experience she treasures deeply.
“I truly cherished the short time I was able to homeschool my granddaughter,” Marie
said. “After she enrolled in school, I got a job at TJ Maxx, but as I returned home from work in the evenings, it was lonely. I worked there for about a year, and I decided I was I was going to go home (back to Zephyrhills).”
A year after her return home, Marie was diagnosed with macular degeneration in her eyes, and decided to fill out an application for Air Force Enlisted Village, the community Steve suggested would be a good place for them before his passing.
Shortly after her move, Marie wasn’t sure if she was ready for yet another transition.
“You’re going to laugh at this,” Marie said. “I didn’t think I was as old as everybody else. It’s hard to look at yourself one day and say ‘You’re an old lady’. I felt like it wasn’t the right time yet, and I decided to move back home after
Marie wasn’t the only person to experience these emotions. According to a 2019 myLifeSite Consumer Survey, roughly half of the survey’s respondents said a top reason they have not
yet moved to a CCRC is because they don’t feel like they are old enough to live in a retirement community. In fact, most of the respondents who were in their 80s still didn’t believe they were old enough to actually move to a CCRC or similar type of retirement community.
Ultimately, everyone’s situation is different and there likely isn’t a “right time” to move.
“It doesn’t happen overnight,” Marie said. “It takes time. It takes the right attitude. It takes wanting to be here and knowing why you should be here, and the staff to make it all work. The community is our home and it’s built on relationships, and that takes time.”
While her first stay was brief, Marie eventually returned after realizing that the community offered not just a home, but a new beginning.
Marie has now been a resident of Air Force Enlisted Village for over a year and has fully embraced her role as an active participant in the community. Whether running the poker run, teaching painting classes, or serving on the Resident Council, she exemplifies what it means to live with purpose and engagement.
“When I came in the gate, I knew I was home,” she says. Her advice to others is simple yet profound: “Don’t stay in your apartment. Get involved. What you give, you’ll get back tenfold. The community has brought a sense of
completion to my life. It has brought me peace.”
Marie’s journey is a poignant reminder of the human spirit’s ability to adapt and thrive. From her cherished memories with Steve to her active involvement in the Air Force Enlisted
Village, she has woven a life of love, resilience, and community.
As she often tells new residents, “This is your time. Embrace it.”
Marie’s journey is a beacon of hope and a celebration of life’s transitions, reminding us that home is not a place – it’s a feeling of belonging.
By Joe Velderman, Vice President of Innovation, Cypress Living Nick Van Der Linden, Senior Director of Operations, LeadingAge Southeast
In an era defined by technological advancements, the integration of artificial intelligence (AI) into senior living is not just a possibility –it’s a necessity. From streamlining operations to enhancing resident care, AI is revolutionizing the way communities operate, providing solutions that not only improve efficiency but also elevate the quality of life for older adults.
Joe Velderman, Vice President of Innovation at Cypress Living, located in Fort Myers, Florida, believes they are at the forefront of the transformation, using AI to blend technology and human-centered care, and that the field may largely be unprepared for the expectations of new residents.
“The boomer generation is a totally different consumer in terms of technology than what aging services is used to,” Velderman said. “These are folks that retired after the iPhone was released and were actively using and working with this technology. They’re used to having this technology in their pocket and in their purse – there is an expectation that comes with that.
When you think of what future residents have accomplished, and what they’re accustomed to – like online shopping and virtual presentation services like Zoom – you’re talking about a much more technologically sophisticated resident with higher expectations about what aging service providers can provide them compared to previous or
current residents. I think a lot of the field is woefully unprepared for those expectations.”
Cypress Living views AI as something that is more than just a tool. To them, it’s a strategic shift in the way they think and offer predictive, preventive, and personalized care.
“At Cypress Living, we’re working to shape the future of aging services by integrating advanced AI technologies across several domains, from fall prevention to voice-assisted smart homes,” Velderman said.
He views today’s landscape as similar to the mid-90s internet age.
“A lot of homes at that time were getting computers, dial-up, and maybe high-speed internet, but a lot of us didn’t know what the internet was truly capable of,” he said. “Looking back, I don’t think we got it right in terms of utilizing it to the best of its ability in many cases. If you look at the different iterations of AI and the rate at which it’s evolving, it could be as transformative as maybe electricity was. Right now is our opportunity to really define how we’re going to use AI and use it to the best of its ability.”
Modern technologies are highly interdependent, meaning many different systems and components rely on each other to function effectively. This often creates a complex web of dependencies where one technology failure can impact multiple other systems.
“Bringing everything to the point where we could ensure our systems would run smoothly and be reliable was a multi-year journey for us,”
Velderman said. “We first had to build a robust infrastructure and network. Today, we have 650 Wi-Fi access points with multi-gigabyte capacities with proven reliability. When Hurricane Ian moved through in 2022, we lost every major utility. We lost power, water, and cell service, but the one thing that worked through the storm and in the days after was our Wi-Fi. It is what we used to communicate with everyone, and in the end, an incredible success story.”
One of the leading challenges in senior living is ensuring resident safety, particularly in fall prevention. Through the collaborative efforts of their data team, Cypress Cove at HealthPark Florida developed a machine learning algorithm specifically aimed at predicting fall risks among their healthcare residents. By analyzing incident data, health assessments, and other relevant information, the algorithm can forecast if a resident is at risk of experiencing a fall within the next 72 hours. This predictive capability allows caregivers to proactively address potential risks, adjust care plans, or implement interventions that reduce the likelihood of falls.
“With AI-generated insights, our team can now work ahead of potential incidents, delivering more preventive care and reducing the physical and emotional impacts of falls,” Velderman said. “This is a great example of how machine learning can transform the quality of care, creating a safer environment and providing peace of mind to residents and their families.”
In addition to the algorithm, Velderman said the community has an innovative partnership with Nobi Smart Lamps to provide intelligent lighting solutions within their resident rooms. The AI-enabled lamps are equipped with optical sensors and an onboard processor designed to detect presence and adverse events such as falls. These lamps utilize computer vision AI to recognize when a resident may need assistance or has fallen, automatically alerting caregivers in real time.
“The implementation of Nobi lamps has introduced a new level of responsive care,” Velderman said. “Unlike traditional call systems, these lamps provide continuous monitoring without compromising residents’ privacy. In the event of a fall, the lamp can automatically illuminate the room and notify the care team, enabling a quick response. Such technology supports our commitment to proactive and dignified care, offering residents an extra layer of safety without invasive measures.”
Beyond safety, Cypress Cove is enhancing daily living experiences through voice-AI assistance in their independent living community. In partnership with K4Connect, Cypress Cove provides voice-AI capabilities that support smart home convenience and concierge services. These voice-enabled systems allow residents to control lighting, adjust thermostats, receive reminders, or access community information through simple voice commands. For many residents, this technology not only enhances comfort but also fosters greater independence and engagement.
“Residents can make dining room reservations, order food online, request transportation, put in a request for facilities, and much more,” Velderman said. “They’re also able to use it for concierge services at Cypress Cove. They could say ‘Alexa, what’s for dinner tonight at Captain’s Table,’ and they would get the menu for that day. Or they could ask it whether the mail has been delivered, or the activities that are happening that day.”
The mail question in particular, according to Velderman, is a great example of how the technology has also alleviated a lot of time-related burden for their staff.
“We used to take 50 phone calls a day asking if the mail had been delivered,” he said. “It sounds like a 30-second question, but in reality, it’s a two-minute conversation, times 50 phone calls. That’s 100 minutes a day that we spent answering the same question. K4 knows when the mail gets dropped off, so they can ask their in-home device. By providing intuitive, accessible technology, we’re helping our residents navigate the digital world while ensuring their daily routines are seamless and stress-free.”
Cypress Living also developed retrieval-augmented AI chatbots that support their caregivers and leadership in critical decision-making. They affectionately refer to them as “Hugo” and “Dex” – each serving a unique purpose.
Hugo is a clinical support chatbot that references the community’s chronic illness clinical care pathways. It acts as a digital coach for their front-line caregivers, offering guidance and support in managing complex health scenarios. By providing real-time, evidence-based insights, Hugo empowers the team to make informed decisions, ensuring consistent, high-quality care.
Dex is their latest AI chatbot, designed to assist leaders who serve as weekend managers on duty. Dex references a comprehensive data repository to provide timely answers and operational support, assisting the team in managing the community effectively, even during off-peak hours. This AI-powered support system not only enhances decisionmaking but also alleviates the burden on leadership, enabling them to focus on high-priority issues.
“Both Hugo and Dex demonstrate how AI can support our mission of providing compassionate care through knowledge sharing and operational efficiency,” Velderman said. “By integrating AI tools, we’re equipping our team with the resources they need to be both effective and confident in their roles, ultimately benefiting our residents and families.”
With the rapid advancement of AI technology, it’s essential to address ethical considerations and maintain transparency with residents, their families, and staff. To accomplish this, Cypress Living developed a “responsible use of AI posture” to ensure their AI solutions are used ethically and responsibly.
The document is published online and available to current and prospective residents, their families, and community staff to provide guidelines on how AI is used within the organization.
“Responsible use of AI is not just a policy – it is a fundamental aspect of our commitment to building trust with residents, families, and staff as we lead the industry forward in aging services,” Velderman said.
The integration of AI into senior living is not just a technological shift – it’s a human-centered evolution that should be driven by a deep commitment to enhancing the lives of residents and empowering caregivers.
“As we continue to explore new applications of AI, we invite our peers in senior living to embrace these technologies, share knowledge, and collaborate in advancing care for aging populations,” Velderman said. “Together, we can drive meaningful change, transforming the senior living experience for generations to come.”
AI chatbots are being increasingly incorporated into operations at senior living communities.
By LeadingAge Southeast Staff
One year ago, LeadingAge Southeast launched as a regional association, encompassing Florida, Alabama, Louisiana, and Mississippi, and focused on amplifying its mission of service across the Gulf Coast.
One year later, LeadingAge Southeast is stronger than ever before and is doubling down on that commitment to serving the highest-quality senior living communities and the more than 100,000 older adults they serve.
And with the new year comes a number of new initiatives aimed at expanding the value the association delivers.
“Our team is always looking for ways to be of even greater service to our members,” said Steve Bahmer, President and CEO of LeadingAge Southeast. “Whether it’s new ways of communicating, new ways of developing and delivering education, more aggressive advocacy, or new ways to help members save money or maximize reimbursements, we’re always working to innovate.”
In some cases, the product is small, but the impact is broad. Building on the daily member calls LeadingAge Southeast organized during the COVID pandemic, association experts continue to provide the latest and most vital regulatory updates – but these weekly sessions are now delivered on-demand and are listened to by hundreds of members each week.
“It’s just 15 minutes a week, but it gets our members the information they need, and they can listen to it when it’s most convenient,” Bahmer said. “We want to meet members where
they are, with the vital information they need, in a format that is sensitive to their incredibly busy schedules.”
Look for additional communications innovations in 2025, all with the same goal of packaging and distributing important information on easily accessible platforms.
Also in 2025, LeadingAge Southeast will continue to invest in ways to help members drive efficiencies in their businesses. A year and a half ago, the association launched its Medicaid Quality Consulting Project, a customized effort designed to help maximize Medicaid reimbursements.
In Florida, the Medicaid rate is calculated using, among other things, a series of quality measures focused on process, outcomes, and structure. Success in those measures results in quality points, and those points can drive increased Medicaid reimbursements. Millions of dollars in increased reimbursements.
Led by Lisa Jensen, Director of Public Policy and Reimbursement, and Connie Cheren, Regulatory and Compliance Expert, the Quality Consulting Project combines a data deep-dive, education, and customized consulting to help members capture additional Medicaid dollars.
And the early results are excellent. Since 2023, LeadingAge Southeast member participants’ Medicaid reimbursements have increased an average of more than $257,000 annually, with the largest increase of about $1.4 million.
“This is real money that is going straight into members’ budgets,” Bahmer said. “Our members are consistently the highest quality providers in all four of our states, but many just weren’t maximizing their quality points through the formula. Lisa and Connie created a system to help members do that and to capture hundreds of thousands of dollars that had been left on the table.”
The Medicaid Quality Consulting Project continues into 2025, adding new members to the project and looking to expand further in 2026.
In keeping with the theme of helping members strengthen their finances, LeadingAge Southeast is also rebranding and expanding its managed care consulting subsidiary, FAHA H&S. For 10 years, the subsidiary has helped members navigate the managed care landscape through contracting, credentialing, and operational consulting that has resulted in millions of dollars in recouped funds for LeadingAge Southeast members.
In the coming year, the Board is planning to rebrand and refocus FAHA H&S to position it to appeal to a broader audience and to serve even more providers as Medicare Advantage penetration rates in the southeast continue to rise, and as the need for effective contracting, clear data, and expert representation become more important than ever.
LeadingAge Southeast’s advocacy efforts will also expand in 2025, reaching across the four-
state region to represent members in all four states. That effort began in earnest in 2024 with the creation of a Gulf States Public Policy Committee – a team of senior living leaders who are charged with recommending the association’s policy agenda in Louisiana and Mississippi.
Under the direction of Susan Langston, Vice President of Advocacy, and Karen Contrenchis, State Director for Louisiana and Mississippi, the association, in Louisiana, will be working, to ensure assisted living facilities are included in legislative protections for health care facilities, monitoring legislation related to the use of AI in healthcare, and tracking legislation impacting all businesses such as a minimum wage increase.
Meanwhile, in Mississippi, LeadingAge Southeast will be supporting the Health Care Facility Right to Visit Act, and pushing for passage of the Medication Aide Act, which provides for the certification of medication aides, in addition to tracking an effort to repeal the state’s certificate of need law, monitoring nursing education and other workforce-related items .
And in Florida, LeadingAge Southeast is actively working to protect CCRC members from potential regulatory expansion under Chapter 651, evaluating regulation changes in memory care assisted living facilities, pushing for Medicaid increases in an increasingly difficult budget environment, and advocating for affordable Housing funding.
“It’s a full agenda in all four states,” Langston said. “In some cases we’ll be on offense, pushing for our legislative priorities. And in other cases, we’ll be working to protect members from legis-
lation that would negatively impact them or their residents. But in every case, we’re working to build a better, stronger, more sustainable environment for senior living providers along the Gulf Coast.”
A key element of LeadingAge Southeast’s promise to members is to educate, and 2025 will feature a new approach to education aimed at offering a broader, more robust curriculum for members of all types. This approach will include webinar series developed in collaboration with
the association’s largest business partners, a series of idea exchange sessions designed for members to teach and learn from one another, an inperson strategy symposium for the C-Suite audience, and of course, the Annual Convention & Exposition.
“We’re really working to expand our educational offerings by capitalizing on the deep expertise and broad industry views of our largest business partners,” Bahmer said. “And we’re creating new opportunities for our members and business
partners to learn from each other and to dive deep during our Convention.”
One full year after the launch of LeadingAge Southeast, the organization continues to grow, adding new members in all four states, and it continues to innovate in advocacy, education, communications, and consulting to help strengthen and support its members. For those efforts, the association was recognized by the Florida Society of Association Executives as its Association of the Year.
More importantly, though, the association’s members have spoken. In a 2024 survey, 9 out of 10 LeadingAge Southeast members said they would recommend membership in the association to a friend or colleague, the gold standard of member engagement and support. And 9 out of 10 members said LeadingAge Southeast is an influential advocate on their behalf.
“We were thrilled and very proud to receive the FSAE Association of the Year Award,” Bahmer said. “I’m very proud of this team and all they have done for our members over the last two years. But the most meaningful measurement is feedback from our members. Our association exists to be of service to them, and it is ultimately gratifying to know they think we are doing that well.”
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