Member News

March 9, 2015

Matt Valley of Seniors Housing Business interviews David Schless on ASHA's Strategic Plan What began as a daunting, seven month strategic planning process for David Schless, president of the American Seniors Housing Association (ASHA), turned out to be a rewarding experience for him. More importantly, the newly unveiled five-year strategic plan will position ASHA for even greater effectiveness in the long run, says the veteran executive. “It started in May and ended in January, but you could make the argument that it’s just beginning,” says Schless, referring to the comprehensive strategic planning initiative. “It was a remarkably time-consuming endeavor. At the same time, it was energizing to be part of the process.” The marathon strategic planning process, led by The Napa Group, began last April after discussions about a possible merger ended between the Assisted Living Federation of America (ALFA) and ASHA with the two groups deciding to remain separate. More than 300 members at every level of ASHA were engaged in the strategic process through a combination of online surveys, committee meetings, subcommittee conference calls and webinars. Developers, operators, lenders, investors and other professionals all provided input. ASHA conducted two member surveys and even established a special strategic planning project webpage. “We started from scratch. There was nothing sacred about what ASHA does,” says Schless, who has led the association for the past 24 years. “ASHA has been a successful organization, but there are areas to improve. The membership identified areas of improvement and opportunities to fill real voids that haven’t been addressed by other industry organizations.” ASHA’s newly adopted vision of “Living Longer Better” is designed to improve the quality of life of seniors who reside in the communities owned or operated by the organization’s members. The updated strategic plan outlines five goals and objectives: Launch industry promotional campaign. Educate the general public on the merits of senior living and shape perceptions of the senior living experience, supported by a digital network, website and social media; Broaden the advocacy program. Deliver a coherent, coordinated legislative program at the federal level with increased focus and select engagement on state policy; Bolster research efforts. Partner with a leading university to provide exclusive research on topics such as aging, healthcare, hospitality technology and real estate; Foster leadership development. Develop a process for identifying prospective members and developing future ASHA leaders; Restructure meetings. Revamp meetings to become more strategic, proactive and forward-thinking while better engaging, educating and informing members. Following the association’s annual meeting in January, Schless spoke with Seniors Housing Business about the five-year plan in detail. Click on Download File to read the full interview.

August 13, 2014

David Schless oversees new chapter in ASHA’s 23-year history The association responsible for giving a voice to seniors housing is going to great lengths to map out its next strategic moves. David Schless is the first and only president of the American Seniors Housing Association (ASHA) that its members have ever known. After 21 years at the helm, he can rattle off the names of the industry’s pioneers and key players without hesitation, almost as if they were extended family members. That’s one advantage of possessing institutional knowledge. Based in Washington, D.C., ASHA began as a Seniors Housing Committee within the National Multi Housing Council (NMHC; now named National Multifamily Housing Council) in 1991 before being spun off in 2000. Before joining NMHC as a vice president in 1991, Schless worked for two years as a researcher with the National Association for Senior Living Industries. The timing of his arrival at NMHC was perfect. By the early 1990s, a number of apartment owners and operators were expressing their interest in the independent living business. “You had companies like Marriott Senior Living Services and Classic Residence by Hyatt, and a number of companies within NMHC, like Holiday Retirement and Capital Senior Living, that were really beginning to focus their energy on senior living,” recalls Schless. “They approached NMHC and asked, ‘Would it be conceivable for you to try and do for the senior living industry what you’ve done for multifamily housing since the late 1970s?’ It really came together that way.” NMHC was the ideal organization for incubating what became ASHA, emphasizes Schless. “They were just a powerhouse organization led by an incredible group of multifamily executives. They were very focused and very well run. For me, being 25 years old or so at the time, I was a sponge. I had such a great opportunity to learn from an organization that did so many things right. And because NMHC was stable financially, we just didn’t have the pressure that a lot of start-ups faced in having to try and get people to join just because they needed money. We could focus on quality not quantity.” Today, ASHA has approximately 400 members and plays a critical role in providing leadership for the seniors housing industry on legislative and regulatory matters, research, education and the exchange of strategic business information. Schless has officially served as president of the organization since 1993. During that time the industry has matured, diversified, attracted an abundance of new capital sources, weathered a few recessions and proven its mettle to investors. Seniors Housing Business recently interviewed Schless to discuss the organization’s past, present and future and its distinct culture. Click on Download File to read the full interview.