The Green House Project Announces New Initiative to Broaden the Reach, Deepen the Impact of the Movement to Eradicate Institutional Models of Care

Elements Include New Services, Expanded Board of Directors, and Opportunities for All Providers

Linthicum, MD (April 16, 2019): The GREEN HOUSE Project® (GHP), a nonprofit organization that has led the culture change movement to disrupt and transform long-term and post-acute care for the past 15 years, is proud to announce its “Green House 2.0” initiative.

Green House 2.0 is aimed at forward-thinking providers and developers who want to offer better quality care; a stable workforce; and relationship-rich, person-directed living for Elders. GHP’s new partnerships and endeavors will not only help traditional providers bring true culture change to their communities, it will also enhance the leading-edge education, training, and consultancy that current Green House partners enjoy.

“We are thrilled to be launching this next phase of the organization’s work so that we can broaden the reach and deepen the impact of the movement to eradicate institutional models, destigmatize aging, and humanize care for older adults,” said Senior Director Susan Ryan. “We recognize the imperative to innovate and disrupt the status quo to meet the needs of a rapidly aging society. The story of The Green House Project is one of innovation and disruption. Therefore, we are leveraging our history of being leaders in cultural transformation to propel us forward in partnership with senior living developers, owners, and operators in new and more accessible ways.”

Following are the initial elements of Green House 2.0:

Financial Feasibility Model (FFM): Now a sophisticated tool refined through years of data and evidence, GHP’s unique FFM process, as well as its financial and operational pro-forma, are designed to give prospective Green House partners a clear understanding of the financial impact of a new development (or the redesign of a traditional setting) to assure the long-term success and ROI of each Green House home. GHP offers expert advice and consulting, perfected over many years, on many options for financing a development project amid a dynamic aging services landscape.

Cultural Transformation: By leveraging the Green House model’s higher measurable quality outcomes, consumer demand, and greater caregiver satisfaction, GHP will cast a wider net in educating and training traditional aging services providers. Thi s mea ns tha t crea ti ng rel a ti ons hi p-ri ch, pers on-di rected l i vi ng envi ronments—powered by the Green Hous e phi l os ophy—a re pos s i bl e for thos e who wa nt to ta ke s ubs ta nti ve, a l bei t s ma l l er, s teps towa rd true cul ture cha nge.

Proven Ability to Serve Diverse Populations: Green House homes now include a cross section of people, including veterans and LGBTQ Elders, as well as people living with dementia, individuals with developmental and intellectual disabilities, and those with ALS and MS. Prospective and current adopters are now able to draw from these experiences to serve a multitude of populations who deserve real homes and meaningful lives.

Short-Term Rehab: The Green House model now includes homes with short-term rehabilitation, creating a consumer-driven experience with positive outcomes and paving the way for a more diverse payer mix and opportunities to serve a growing population of older adults.

Expanded Board of Directors: The Center for Innovation (CFI), GHP’s umbrella organization, recently expanded its board of directors to include leaders from both the nonprofit and for-profit sectors of senior housing, as follows:

  • Maggie Calkins, founder, IDEAS Institute (Secretary)
  • Dan Hermann, president and CEO, Ziegler Specialty Investment Bank
  • Michele Holleran, founder and president, Holleran Consulting
  • Steve McAlilly, president and CEO, Mississippi Methodist Senior Services (Chair)
  • Lisa McCracken, director of senior living research & development, Ziegler Specialty Investment Bank
  • John Ponthie, co-owner and managing director, Southern Administrative Services
  • Deb Reardanz, president and CEO, Clark-Lindsey Retirement Community (Treasurer)
  • Matthew Trimble, COO, Saint Elizabeth Community
  • Audrey Weiner, retired president and CEO, The New Jewish Home (Vice Chair)
  • Jill Wilson, president and CEO, Otterbein Senior Life

“Having led the development of the first Green House homes some 15 years ago, I am proud to take the helm as chair of CFI,” said Board Chair, Steve McAlilly, president and CEO of Mississippi Methodist Senior Services. “I am also thrilled to be in the company of a ‘dream team’ board of directors, each of whom is poised and eager to take this movement to the next level.”

“In 2003, we introduced the first truly disruptive model of long-term care—a model that stands today as the catalyst for the movement to transform care for older adults,” said Ryan. “Today, with more than 280 Green House homes now in 32 states, we mark a new phase of evolution in our mission to create meaningful lives, real home, and empowered staff. For board member bios, click HERE.

For more information about Green House 2.0, go to the GHP website at www.TheGreenHouseProject.org.

 

Media Contact:

Meg LaPorte
Director of Communications
(240) 676-0610
mlaporte@thegreenhouseproject.org

Press Releases

  • Linthicum, Md. (June 23, 2020): The GREEN HOUSE® Project (GHP) is proud to announce a new initiative aimed at supporting COVID-19 best practices in long-term care. In partnership with Project ECHO® (Extension for Community Healthcare Outcomes), a video tele-mentoring platform that spreads knowledge through case-based learning and real-time access to subject matter experts, the initiative will identify and share proven protocols and lessons learned that nursing home providers can utilize in the preparedness, management, and treatment of the novel coronavirus. The COVID-19 Best Practices in Long-Term Care initiative is launching on the heels of a recent finding by the Wall Street Journal that some 50,000 people in nursing homes and other long-term care facilities have died as a result of the pandemic. GHP will convene long-term care experts, operators, and clinicians twice per month via Zoom to equip participants with the knowledge and answers they need to address the challenges they face as a result of the pandemic. Geriatrician, Author, and Educator, Al Power, MD, along with Jewish Home Family’s Director of Nursing, Eric Riguerra, RN, will lead other subject matter experts in presenting best practices and scenarios and offering feedback to participants around their own cases and questions. Some of the issues to be covered during the COVID-19 ECHO meetings are as follows: ·       Practices for testing and reporting to local and federal agencies; ·       Access to PPE; ·       Infection control procedures; ·       Isolation for COVID-positive cases; ·       Medication management; ·       End-of-life decisions amid COVID-19; ·       Communication strategies and family support; ·       Person-centered care, quality of life, and normalcy during social distancing; ·       Guidance and parameters for reopening; ·       Workforce resiliency and associated stress and trauma; and ·       Preparation for a possible second wave of coronavirus. Participation in the initiative is complimentary, thanks to the support of the Robert Wood Johnson Foundation. The first meeting will convene on July 15 at 3:00 p.m. Eastern and every two weeks thereafter until Dec. 16, 2020. “We believe this initiative will spur impactful and timely changes that will mitigate the impact of COVID-19 on older adults, who are extremely vulnerable to this virus,” said Susan Ryan, senior director of The Green House Project. “There has never been such an imperative to address the systemic challenges and lack of resources facing long-term care that imperils the lives of so many.” Support for this initiative is provided by the Robert Wood Johnson Foundation.    About Project ECHO Project ECHO is a movement to demonopolize knowledge and amplify the capacity to provide best practice care for underserved people all over the world. This low-cost, high-impact intervention is accomplished by linking expert inter-disciplinary specialist teams with multiple primary care clinicians simultaneously through teleECHO™ clinics, where experts mentor and share their expertise via case-based learning, enabling primary care clinicians to treat patients with complex conditions in their own communities. The ECHO model™ is not ‘traditional telemedicine’ where the specialist assumes care of the patient, but instead where the clinician retains responsibility for managing the patient.  

  • LINTHICUM HEIGHTS, Md., August 10, 2021 – The Green House Project (GHP) wholeheartedly applauds the inclusion of a new small-home nursing facility demonstration program in the wider Nursing Home Improvement and Accountability Act. “We are at a critical point for nursing home reform in the United States,” said Susan Ryan, senior director of The Green House Project. “As the dark days of 2020 already begin to fade from our collective memory, we must translate the outrage over COVID-19 deaths in long-term care into action. Explicit government support for a complete overhaul of our nursing home infrastructure is an incredibly important first step toward creating the care landscape that America’s elders deserve.” GHP fully endorses the demonstration program provision contained within the bill, and our team sincerely hopes that it marks the first of many efforts – at both the federal and state levels – to encourage and incentivize the end of the institutional nursing home as we know it. “We urge Congress to pass this crucial support for new alternatives as soon as possible so that we can expand the vital work of true physical and cultural transformation in long-term care,” Ryan said. Since 2003, The Green House Project has seen the real benefits of abandoning outdated institutional nursing homes in favor of small-home campuses that feature private bedrooms and bathrooms, communal kitchen and dining areas, and plentiful outdoor space. During the COVID-19 pandemic, these features contributed to infection rates that were 50% lower at Green House facilities than traditional nursing homes, with a death rate that was about 30% of the nationwide nursing home total. But even before COVID-19 tragically exposed the severe shortcomings in our nation’s nursing home infrastructure, research demonstrated increased resident and worker satisfaction, improved health outcomes for elders, and substantially more time spent on direct caregiving tasks under the GHP model. GHP is incredibly proud of the results that our partners have achieved with the 359 Green House homes currently in operation across the country. But GHP is also painfully aware that our small-house revolution has only reached a tiny sliver of the long-term care population in America – a cohort that will only grow as the baby boomers continue to age. There are more than 15,000 nursing facilities in the country, most of them built in the 1960s and 1970s. Converting all of them to real, person-centered homes will take substantial investment – in terms of time, funding, and regulatory upgrades to ensure that elders remain at the center of every reform. One organization can’t do it alone, and we warmly welcome federal lawmakers’ support as we continue to build our coalition for change. “Should this bill become law, the entire Green House Project team stands ready and eager to help any person or organization interested in participating in the program,” Ryan said. “We won’t rest until every elder in America – regardless of income, race, ethnicity, or hometown – has a host of human-centered options for care in the setting of their choice, including a small-home campus.” Media Contact Alex Spanko Director of Communications aspanko@thegreenhouseproject.org 516-587-2097