SeniorHomes.com is launching the 2012 Best of The Web Awards today! The Best of the Web contest highlights the best senior living and caregiving websites, blogs, and resources for consumers and senior living professionals. Often, the amount of senior living and caregiving websites can be overwhelming and stressful. SeniorHomes.com wants to help take the stress out of the equation by compiling the best resources across the web. This easy to use guide not only helps caregivers and people in the industry, but recognizes websites that consistently provide great resources and information.

Last years, Best of the Web contest was a huge success with hundreds of nominees and voters.  We hope to see even more websites nominated this year and everyone voting for their personal favorites!

Nominate Someone Today!

We want to hear about your favorite websites, blogs, or newsletters.  Nominate via facebook or twitter by using the #SeniorhomesBOW and mention the websites name and link.

Or you can shoot us an email at bestoftheweb@seniorhomes.com with the websites name, link, and why you love it!

Award nominations are available in the following categories:

Consumer Resources

• Best Websites and Newsletters for Caregiver
• Best Senior Living Blogs by Individuals
• Best Senior Living Blogs by Organizations
• Best Senior Living Provider Websites
• Best Government & Education Resources
• Best Senior Living Online Retailers

Industry Resources

• Best Designed Senior Living Provider Websites
• Social Media Rockstars - Individuals
• Social Media Rockstars - Organizations
• Best Senior Living Industry Resources

Vote for your Favorites!

Has your favorite website already been nominated?  Go to it’s page and vote for it by liking or +1 the page!  We choose the finalists based on the who has the top votes.

Over the past few weeks, we’ve been conducting some market research in planning for an up-and-coming project here at SeniorHomes.com. As part of this, we talked to a number of geriatric care managers (GCMs) based in different areas across the U.S.

The process was very informal, and we didn’t gather official stats or metrics. Still, through our casual interviews we discovered there’s a clear consensus surrounding the characteristics that set a top-notch assisted living community apart. We came up with a list of the most essential services and qualities today’s seniors, families and GCMs expect from an assisted living home. Take a look at our findings to see if your facility is on-target.

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Customized care, hands-on staff and quality training

By and large, customized care is an essential component of assisted living homes. Some GCMs even said they prefer smaller facilities, because staff are more able to notice minute changes in a resident’s care needs and can quickly make modifications to the plan of care. All expect that residents needs will be met on an individual basis, not as a one-size-fits-all program. Staff should be hands-on and receive ongoing quality training. Other GCMs don’t feel small facilities are absolutely necessary if individual needs are met, which brings me to our next point:

Adequate staff-to-resident ratios

Even in the largest assisted living facilities, customized care doesn’t have to be a problem if the staffing ratios are adequate. Ratio requirements are usually dictated by law, but specific numbers vary from state to state. Ratios can even vary within a single facility. For instance, if an assisted living home has a wing dedicated to dementia care, staff-to-resident ratios could be lower than those in other areas. Clearly, all providers must abide by their own state laws, but those who go above and beyond with extra staffing earn bonus points.

Low staff turnover

Speaking of staff, turnover is a big issue for GCMs. Most feel that if staff turnover is high, there are problems within the facility. Whether these issues are directly tied to care doesn’t matter: Unhappy staff don’t do their jobs as well as employees with high levels of job satisfaction.

Cleanliness

You wouldn’t want to live in a dirty home, would you? Residents don’t either, and their family members don’t want to make a visit and get the impression the facility isn’t clean.

24-hour nurses

In some states, round-the-clock nurses aren’t required by law in assisted living facilities. Most typically have a registered nurse on-call at all times and a nurse that works in the facility at least part-time. Care managers prefer facilities with 24-hour nursing, especially for proper medication management.

Quality of care and activities

Quality of care is a no-brainer. Mistakes should be minimal, neglect should never be an issue and resident care should pass the bar at all times. Part of the care provided in any senior living community is providing meaningful activities for residents. Going beyond the old standbys with an activity director who can come up with new, creative activities, events and outings will help set your facility apart from the pack.

Homelike environment

The entire healthcare industry is shifting to a patient-centric model, and senior living is no exception. Assisted living homes shouldn’t feel institutional or like a hospital. Comfort and accessibility should be primary design considerations, and allowing residents to bring furnishings and other items from home increase the home-like feel.

Fine dining

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Five-star restaurant? You bet. It’s not out of reach for today’s seniors. Dining options should be numerous and meals delectable. Many assisted living residents enjoyed satisfying home-cooked meals most of their lives, whether prepared by themselves or  a spouse, so why should senior living veer from that standard? And choices are crucial. Seniors prefer to maintain as much control over their own lives and schedules as possible, and choosing their own meals is a big part of that. Dining rooms set up in restaurant-style that can accommodate family and other special guests are also a plus.

Using fresh ingredients and avoiding mass-quantity processed foods not only produces tastier foods, but it’s healthier as well. Fresh ingredients have higher vitamin and mineral content than packaged and processed ingredients and contain less preservatives, like salt and other additives that can be bad news for special diets.

Good economic standing and stability

Finally, we talked with a number of GCMs who say they look for communities in good economic standing. It’s not unheard of for assisted living homes to suddenly switch hands in the current economic climate. Changes in ownership can lead to management changes, resulting in sudden modifications of residents’ routines, new policies and even vendor switches that can really muck up a senior’s carefully regimented and preferred routine. An assisted living facility with a healthy census and no major financial struggles are usually a wise choice.

Are we missing anything? What do you think are the most essential qualities of a great assisted living facility? Would you add or delete any items from this group? And if you’re a senior or caregiver who has been searching for senior housing, how many of these considerations are you using to evaluate potential facilities? Be sure to let us know in the comments.

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The housing slump has caused woes in more than just the mortgage industry. Senior housing operators have experienced diminishing occupancy rates as more seniors opt to remain at home longer. In some cases, a move to senior living, such as assisted living or even independent living, would make more sense, but seniors are reluctant to put their homes on the market in the tumultuous real estate climate, as Senior Housing News reports. 

Whether they’re afraid their home simply won’t sell, leaving them without the means to pay for senior housing, or if they’re not willing to give up their lifelong homestead at a bargain price, many seniors are fending for themselves in lieu of moving to a community setting. Still other seniors are left with a home much larger than they need, and maintenance can quickly become more than they can handle even with the help of loved ones.

Some senior living providers are taking matters into their own hands, enabling seniors to receive the care they need in the appropriate setting without worrying about whether the family home will sell. Brookdale Senior Living, for example, recently implemented a program allowing seniors to move into a facility with a down payment (in lieu of a full entrance fee), using an unsold home as a promissory note. If the home sells, Brookdale obtains the funds to recoup the entrance fee. If the home doesn’t sell, however, Brookdale purchases the home at a previously agreed-on price (usually from a third-party appraisal).

Brookdale reintroduced this program in 2008, although company representatives say it’s actually not a common practice. Only 12% of Brookdale Senior Living Communities have an entrance fee; the remainder are monthly rentals. Still, the program is increasingly used: In 2008, just 15% of residents entering facilities offering the housing program participated. This rose to 25% in 2009, and in 2010, nearly 40% of eligible residents made use of the program.

It seems to be money well-spent. According to Chris Bird, Divisional Vice President of Operations for Brookdale Senior Living, move-ins have increased by 31% since implementation of the housing program. This can’t be attributed solely to Brookdale’s housing program, as overall trends point to high demand and low supply across the senior housing industry. However, it’s a valuable asset to seniors who need communal living, whether to reduce isolation or for assistance with activities of daily living, who otherwise might not be able to make a move before selling their family homes.

When the real estate market booms yet again, these programs won’t be needed. In the meantime, it’s peace of mind for many families who can rely on programs like Brookdale’s to purchase the family home if it doesn’t sell after a period on the market.

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The New York Times features an article covering fee-for-placement services, including some information from an interview with two members of the SeniorHomes.com founding team, Chris Rodde and Jay Goldstein. There are a few different types of senior care referral services:

• Pay-per-lead: This is the model used by SeniorHomes.com, as we outline in our “How we make money” section. We list all providers in a geographic area, whether or not we have a business relationship with them, but featured providers are listed at the top of a geographic page with photographs. We refer families to any facility that may meet their needs, regardless of whether we have a business relationship with that particular facility.
• Pay-per-move-in: This business model relies on whether or not an individual actually moves in to a facility, and the referral service gets paid only if a move-in occurs. The issue here is whether these referral services will recommend facilities with which they do not have a contractual relationship.
• Pay-for-service: This describes the typical geriatric care manager relationship, in which the family or individual pays the professional for referrals to appropriate facilities, instead of facilities paying for leads.

In any case, the professional agency or individual making the referrals is getting paid, whether by a facility or by the family. Not surprisingly, this has sparked a discussion on the NYTimes site, and we’re interested in hearing your thoughts. Is the issue here merely a matter of transparency, whether the family is aware that the referral agency is being paid? Or does the issue lie solely with referral services who refer families only to facilities that they will earn money for, theoretically (in some cases) ignoring what could be a better fit for the resident?

Is the business model any different than, say, a job site, such as Monster.com, CareerBuilder.com or any number of other websites? In terms of job leads, it works in a similar fashion: In some cases, an employer pays to post an opening. In others, job seekers pay for a membership to the website in order to view open positions. In either case, the website is making money.

Please weigh in with your comments, either here or on the NYTimes article. We’d love to hear your thoughts!

Internet inquiries are a rapidly growing source of leads for assisted living and other senior living providers, with surveys indicating about 30 to 40 percent of leads are coming from internet sources in the senior living industry. Providers are reporting approximately 25 percent growth in the percentage of leads generated through internet sources over a 12-month period.

Eighty percent of baby boomers use the internet at least once per month; 47 percent of seniors (age 65 and over) use the internet at least once per month and steady growth is projected.

If you missed the Mature Market Sales Source webinar last week, check out the recording here with guest speaker Chris Rodde, CEO of SeniorHomes.com. Chris reviews the types of internet lead generation companies in the senior living vertical, outlining the differences between pay-per-lead, pay-per-move-in and subscription-based services. Learn these basics and outline your own strategy for maximizing leads obtained through internet sources with effective follow-up planning.

Check out the video recording of the recent webinar hosted by Mature Market Sales Source with guest expert Chris Rodde:

Chris Rodde, CEO and co-founder of SeniorHomes.com, will be hosting a webinar in conjunction with Mature Market Sales Source, “Top Seven Ways to Get the Most Out of Internet Inquiries.” The webinar will take place on Tuesday, August 16, 2011, at 10:00am PST. Join Chris and Deena Neste, Principal and co-founder of Mature Market Sales Source, as they walk you through incorporating internet leads as part of your sales strategy, maximizing your website for lead generation, and more.

“Top Seven Ways to Get the Most Out of Internet Inquiries” is free for participants. Register today to learn from Chris’ many years of expertise in internet lead generation. Topics to be covered include:

• Incorporating internet leads in your marketing strategy
• Designing systems, strategies and protocols for effective engagement
• Maximizing your website for lead generation
• Selecting the best internet lead vendors
• Using tools and strategies for maximizing engagement
• Most effective methods for thorough follow-up
• Benchmarking and comparing results
• Optimizing your sales and marketing budgets

Register today and join Deena Neste and Chris Rodde for this complimentary webinar for maximizing your internet lead generation strategies. Click here to register for “Top Seven Ways to Get the Most Out of Internet Inquiries.”

In a recent post, we discussed the advertising industry’s newfound interest  in the 55-plus demographic. But as it turns out, appealing to this strong consumer group might not be as straightforward as it seems.

Typically, when targeting a specific demographic, it’s fairly simple to identify the defining characteristics of a consumer group. According to Jim Gilmartin in an article for MediaPost.com, “It is said that people who experientially share the same experiences during their formative years take on behavioral characteristics in common that distinguishes them from people in other age cohorts.”

The problem, says Gilmartin, is that when dealing with an older generation we tend to forget how attitudes and perceptions change around mid-life. The idealized images so often portrayed to younger generations don’t appeal to the realists who have already opened their eyes to the realities of society. Instead of the typical idealistic portrayal advertisers are comfortable with, Boomers want “substance.”

Today’s buyers want proof

Gone are the days of selling a product based on popular appeal. The 55-plus demographic–widely regarded as the group with the most buying power in today’s economy–wants proof.  Advertisers won’t sell makeup to this group by plastering images of beautiful women next to a brand name. Dove’s 2004 “Real Beauty” campaign, for example, was the first to portray everyday images of women of all shapes, sizes and appearances in a campaign designed to widen perceptions of beauty. The campaign was based on research finding that only 9 percent of women worldwide feel comfortable describing themselves as “attractive,” and more than 80 percent of women feel that the advertising industry sets an unrealistic–and unattainable by most–standard of beauty.

Dove’s award-winning campaign is probably best known for its viral video, “Evolution,” which depicts the transformation process of an everyday woman to a glamorous, idealized image of beauty using professional makeup and hair techniques. The video demonstrates the entire transformation process from every-day woman to advertising perfection in one minute, complete with final Photoshop adjustments that change everything from the shape of the woman’s face, to the arch of her eyebrows, to the length of her neck.

While advertising to the 55-plus demographic will require a shift in thinking, Dove’s campaign demonstrates that it’s not impossible to reach the audience with a real-life approach. The challenge lies in demonstrating that one product is superior to another using factual examples, rather than idealized images. “What’s in it for me?” is no longer a simple matter of a beautiful, happy person with product in hand, but an evidence-based depiction that it works. Not an impossible task, but one that requires a far more insightful approach than traditional marketing methods.

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At this year’s ALFA Conference & Expo, Jeff Jarvis, author of What Would Google Do? brought up an interesting point of view regarding transparency in the assisted living industry. Specifically, Jarvis suggests publishing fee structures on the company website, providing answers to common questions, eligibility criteria and services offered. Industry leaders are now weighing in on this discussion on the ALFA Forum, with differing opinions.

On one side of the coin are those who agree with Jarvis. Brian Geyser of CareNetworks, LLC voices his support for transparency, noting that advancements in technology have created a consumer demand for immediate gratification. Today’s consumers expect to find the answers they’re looking for by visiting company websites and reading published information and opinions online. Geyser suggests going the extra mile and spelling out the true costs of living in an assisted living facility. How are the rates calculated? What will a family expect to pay out of pocket in certain situations? What about cost savings in terms of time off work, safety and security, socialization and opportunities for activities.

Flip the coin and you’ll find a totally opposite perspective. Executives from smaller assisted living homes say they don’t publish rates on their website because, without significant contextual information, their rates don’t appear competitive with larger assisted living communities. That’s because, according to this poster, larger companies tend to tack on fees for extra services and supplies, whereas smaller companies may offer rates that are all-inclusive. The standpoint here is that independent facilities could lose potential referrals from consumers; marketing and admissions reps don’t have the opportunity to explain benefits and price structure to consumers who simply opt for the lowest prices. Others point out that the cost of care is a very personalized and individual issue, and the best way to provide an accurate assessment based on services offered and a residents’ needs is for both parties to have a face-to-face discussion and evaluation.

In defense of their position, several executives weigh in suggesting that providing the appropriate amount of context and explanation reduces the odds consumers will be confused or misled. Further, a general fee structure, description of different levels of care, services offered and the needs best served by the facility gives families an idea of what they’ll be getting for their money. A prominent, bold statement noting that the fee structure provided is a guideline and actual costs are individualized based on residents’ needs can serve as a call to action: For an accurate cost/benefit analysis for your loved one’s needs, call us to schedule a tour and a meeting.

What are your thoughts on price transparency? Do the pros outweigh the cons?

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We’ve been hearing a lot about Google’s recent changes (known as Panda) that have resulted in better-targeted search engine results pages (SERPs). Overall, web searchers seem to be positive about Google’s efforts in improving search results, and marketers have embraced the opportunity to obtain higher rankings by delivering quality content. But if you’re not immersed in SEO or SEM on a day-to-day basis, you may not have given thought to how all these changes affect your organic CTR (Click-Through-Rate). That’s okay, because the folks at Optify have—in fact, they’ve given a lot of thought to the many recent changes and how they impact your results based on where you’re positioned on the SERPs.

First, what exactly is a Click-Through-Rate?

For assisted living marketers, Click-Through-Rate is comparable to your lead conversion rate. For example, your conversion rate is equal to the number of move-ins divided by the total number of leads you worked in a given time frame. Likewise, Click-Through-Rate is the number of clicks (people who actually visit your site) divided by the number of impressions (how many times your listing appeared on someone’s screen).

Why does this matter?

Clearly, we all want more visitors to our site. And we all want to appear on the first page of Google. Better yet, we want to be #1 in Google. Most of us have a basic understanding of Why: Because searchers are more likely to click on the first result, and many don’t navigate past page one. But the meat of the matter is much more complex. We’ll try to keep it simple.

Optify creates a new Click Through Rate (CTR) Curve

Remember your college statistics course? Yep, it’s time to dig that out from the cobwebs of your brain. To give you an idea of how valuable this information is: The last widely-accepted CTR Curve was the AOL CTR Curve—from 2006.

This deceptively simple graph generated by Optify’s data demonstrates the average CTR for each position in the SERPs. You can clearly see that there’s a big drop in CTR from position one to position two, although Optify points out that 60% of the clicks go to the top three. Also, CTR on page two is fairly level, but you should note the slight jump from position 10 to position 11, which indicates that you’re likely to get more clicks if you’re first on page two than if you’re last on page one.

That said, with the ever-changing algorithm of Google and its competitors, it’s nearly impossible to manipulate rankings minutely enough to land precisely in a certain position. It’s far easier to predict—and aim for—ranking on a given page than a given position. Optify has that covered, too. They took a look at overall average CTR on a page-by-page basis, finding that the average CTR on page one is 8.9% compared to 1.5% on page two. Read: Get on the first page.

What about keywords?

Still ahead of the game, Optify also examined differences in CTRs for keywords with varying search volumes, categorized into head terms (1,000 + monthly searches) and long-tail terms (less than 100 monthly searches). This is where it gets a little sticky.

If you’re talking about head terms (assisted living, nursing homes, etc.), the CTR is higher for the first position (32%, versus 25% for long-tail terms). But, on a page-by-page basis, long-tail terms perform better on page one as a whole (9%, versus 4.6% for head terms).

In simple terms: If you’re optimizing for a head term, you’ll see the most benefit from the first few positions. If you’re optimizing for a long-tail term, you’ll get a decent CTR from a position anywhere on page one. (Keep in mind that long-tail terms have less than 100 visitors per month, and we’re talking CTR, not actual visitors.)

A few final tips from Optify

We highly recommend that you download Optify’s white paper, “The Changing Face of SERPs: Organic Click Through Rate” to read all the details. But here are a few final, simple recommendations from the folks at Optify:

• Get more terms on page one first, then focus on moving to the first position.
• Visits and pageviews don’t tell the whole story. They have value, but don’t lose sight of the real goal: Targeted leads, assisted living facility tours, move-ins, etc. Whatever your focus, measure it. Thousands of visitors, at the end of the day, mean little if zero called for information. This point emphasizes the importance of driving SEO with quality content. CTR is only the first part of your conversion equation:

You’ve got them on your site, now your content has to convert them into leads, giving you the chance to convert those leads into move-ins.

• Earning page-one positioning for many long-tail keywords is a strategy that shouldn’t be overlooked. If you can identify enough long-tail terms that bring targeted visitors, it’s a method worth testing.

***Data on CTR and SERPs courtesy of Optify.

 We read an interesting white paper today from DNA13, “Listening 101: Tips to Integrate Social Media into Your Day-to-Day Media Monitoring,” that got our wheels turning about the value of social media. You’re probably familiar with the story of how Comcast used social media to transform customer service. (If you’re not, read about it now on MojoSocial.) There are dozens of other customer service success stories just like it.

You’ve also heard much about how social media is impacting search, with an increasing importance placed on Facebook shares and Twitter retweets. (You’re not? Check out this post from SEOmoz on the topic.) What you don’t hear much about, however, is the value of social media as a market research tool. In assisted living, nursing homes and other residential care settings, there’s a lot of competition and a lot of emphasis on meeting customer needs. But we’re often so focused on the value of building followers, providing value and engaging conversation, we might forget to listen.

Listen to uncover hidden opportunities

If you’re new to social media, you should start by listening in on the conversation that’s already underway. Google your company name; it’s likely that people are already talking about your assisted living community, somewhere across the web. Don’t you want to know what they’re saying? You might learn that most of your residents’ caregivers are members of the sandwich generation. What activities or events can you plan that would appeal to the whole family? Maybe they’re baby boomers with no plans to retire in the near future. How can you make their role easier? You might find out that there’s something members of your community are wishing for–why not give it to them, if it’s within your means?

Don’t just investigate yourself, though. Check out your competitors, too. Even if your organization focuses solely on assisted living care, there’s much to be learned from investigating skilled nursing facilities and independent living communities in your area, too. Find out what’s missing and fill in the void. Learn what they’re doing and do it better. Uncover problems and offer solutions. This is where the engagement comes in. Once you’ve identified topics of interest (by listening!) you can seamlessly join the conversation. Because you already know their hot buttons, what information they’re seeking, and their common problems, you’re prepared to deliver exactly what they wanted to hear–at exactly the right time.

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