Juniper Communities has set himself the aim of reaching 30 communities by 2030. To get there, the company must advance its models of care and well-being based on the value, according to the CEO Lynne Katzmann.
In 2025, Katzmann and Juniper will focus on growth and refinement more of the operator’s wellness program. Catalyst, launched in 2022, is a health of members of well-being and well-being efforts intended to personalize superior life options for its residents.
This year also, Juniper aims to expand the participation of Medicare Advantage (MA) thanks to his participation in the perennial consortium, the value-based care model that the operator co-launched in 2019 to generate registrations among residents and provide new ways to reimburse in the creation of positive health results.
In the current state of things, Juniper has all his 28 communities except six, and it is by design, Katzmann told Senior Housing News in a recent interview.
“We arrive over 38 years and our mission has always been to be a public policy model and find better ways to do things while demonstrating how it can be done in several buildings,” Katzmann said.
She added that Juniper aims to increase his total number of communities in exclusive property, through acquisitions resulting from the management of longtime properties.
For example, Juniper has managed a community in Paramus, New Jersey since 2021, when the community was acquired last month by national health investors (NYSE: NHY). The acquisition of $ 46.3 million by Real Estate Investment Trust (REIT) included a 10 -year lease at Juniper as ownership director who includes an option to transform into Ridea structure, Katzmann said.
“What we have found is that management (of a community) in certain situations can lead to acquisition,” said Katzmann, due to the reputation created since the start of management in a property.
Also in 2025, Katzmann recently underlined the company’s objective to have waste -free communities by reducing paper waste, the use of plastic through His green initiative of the canopy.
Sustainable continues to grow
As the value based on value Accelerated in 2024The effort seems to resume when last year stopped because the capitation rates could help extend the expansion of care based on the value by operators. All this leads to next year when health insurance The capitation rate will increaseOpen the way for a new adoption of care based on life in life for the elderly.
Thanks to value -based care, superior life operators can offer new services that keep residents longer.
Katzmann continues to see the increase in reimbursement of things such as coordination of care. The operator receives $ 125 per member each month, and this reimbursement also extends to nutritional support for people with chronic disease, transportation costs and private service hours.
“Many things we provide, we have a mechanism to seek reimbursement to be able to support residents,” Katzmann said. “It is designed to pay quality and we define this through health.”
Although the uncertainty of the Trump administration has been discussed with caution by operators in the past four months, Katzmann thinks that the support of the president and the congress controlled by the republican for the benefit of Medicare could continue to extend value -based care models in life for the elderly and health care. But any Medicare cut would be “prejudicial”.
“My concern is that there is no clear path and we do not really know where the administration will go,” added Katzmann.
Well-being “now management of longevity”
Thanks to its life and well-being membership program, Catalyst, Katzmann sees up to be able to promote preventive health and well-being lifestyles for residents-who can improve longevity and prepare for the next generation of living customers. This means designing a more nuanced nutritional program and programming around mobility and socialization, in order to help people live a longer and happier life.
Katzmann added that the senior life industry requires a “change of mind” of commitment, mobility and fitness programs to create a reception experience that emphasizes preventive health services and well-being without requiring medical support.
“The well-being we are talking about is now the management of longevity,” said Katzmann.
When preparing for the next generation of customers, Katzmann said Juniper examines his endowment model, examining workflows and job descriptions to move the needle on hiring, retention and care.
To support these changes, Katzmann said Juniper will continue to rely on his technological partners to provide data and systems necessary to help teams be more effective and spend more time with residents.
“One of the most difficult things of all of this was to find the right technological partner to develop something that corresponds to our vision,” Katzmann said about the new technological suite of the company as a juniper was to “evolve” which created a “multi-departure” system. The system is capable of monitoring and collecting data from all departments and monitors residents and health results.
On the side of customer-oriented technology, Katzmann believes that Juniper’s partnership with Amazon Business with Alexa Voice Technology in his communities “takes by himself” while more and more residents interact with vocal orders on Alexa devices in the unit that the years spent in relation to the applications on phone or tablet.
“Without activating technology, you cannot do it,” said Katzmann by reaching the next cohort of life customers. “This will evolve considerably over the next 18 months.”
This thrust on the integration of technology occurs while Katzmann sees Juniper capable of creating a “normative lifestyle prescription” for each resident according to lifestyle and programming participation data to help improve socialization in communities in the future. But to get there, Katzmann noted that technology -focused change must be carried out by precise monitoring of residents, solid clinical assessments and quick interventions to improve the health of residents, as far as possible.
Last year, Juniper launched a home health practice and a private doctor to create new income. This goes to Katzmann’s vision of twinning the programming of well -being in accordance with the care provision – to reach the customer of tomorrow.
“The consumer today is very different from most of us,” said Katzmann. “These are people with whom we work and with whom we socialize – they are very different in behavior and preferences.
‘Brain well-being model’
While life providers evolve their operating models in one eye on residents with greatest acuity, some companies have sought to take advantage of this request by strengthening the options of assisted life and memory care.
To achieve this requirement segment focused on needs, Katzmann said Juniper would seek to extend his dementia program to Wellspring by emphasizing cognitive health, altered clinical assessments in order to help residents with dementia in maintaining cognitive function and quality of life.
“It is a model of well-being for the brain and for people with dementia to work with them and examine the other potential causes of some of the problems related to dementia and approaching them,” said Katzmann.
For the future, Katzmann said that she was “prudently optimistic” for the rest of the year and beyond.
“I think there are a lot of things that we must be careful, but from my point of view that creates an opportunity,” said Katzmann.