FIVE WAYS TO PUT A MISSION STATEMENT TO WORK
activity calendar based on what all the resi- dents like to do which helps to create a vibrant environment. “We want to create a sense of community for each of our residents from the start,” said Fennell, executive director. Brandywine Living at Princeton off ers an
activity program, “Escapades for Life,” Min- nis noted. “One of our core values is that we want people to continue to grow and learn.”
The Escapades program includes activities
such as glass blowing classes, a senior prom, outings, staging plays, and, yes, Bingo. “Peo- ple still love the game,” said Minnis. Resi- dents recently attended a drone academy for fi ve weeks, learning all about drones. They built their own drones which were launched at the end of the class. One of the Brandy- wine drone makers was 104 years old.
Last year, residents made a YouTube vid-
eo to the song “Sugar” by the band Maroon 5. Residents choreographed the number and designed their own costumes. The vid- eo was featured on the local news and has received more than 7,000 views online. “We always know the main reason we are
here is for the residents,” said Minnis. “This is their home.”
Mission, Vision and Values: What Are They?
It’s easy to get confused discussing mission statements, core values and visions. Many organizations have all three, while others focus on only one or the other. Just to add to the confusion, some organizations use terms such as principles and goals, or beliefs and promises.
DEFINITIONS CAN HELP.
A mission statement captures what the organization does and its overall purpose. Dan Guill, chief operating offi cer at Enlivant, calls a mission statement an organization’s “true north,” and a consistent centerpiece of the company’s business strategies and everyday operating principles.
The statements can be long or short. New Perspective Senior Living boils it down to a simple sentence: “To Put the Resident First in Everything We Do.”
An eff ectively executed mission statement—one practiced daily—can help boost occupancy and reduce staff turnover, according to Jim Glynn, co-chief operating offi cer at Glynn Devins, a senior living research and marketing company based in Overland Park, Kansas. He emphasizes the importance of managers leading by example and living the mission. “They have to believe it, or they won’t get anyone else to believe it,” he said.
Values refl ect an organization’s core ideology. Values determine how the mission is carried out. For example, Brandywine Living has fi ve core values, including the right of residents to be treated with dignity.
A vision looks toward the future. Where is the organization headed? What does it want to achieve? New Perspective’s vision is to have 10,000 seniors living life on purpose by 2025. Enlivant’s vision, or aspiration, is to become the nation’s most trusted senior living provider.
While each company has its own way to express its operating philosophy, Glynn off ered some sound advice: “They’re just words, if you don’t live it.”
32 SENIOR LIVING EXECUTIVE / ISSUE 1 2017
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