Caregiving on the Brink: How Agetech Can Change the Game

The Caregiving Workforce Landscape Today

Most recently, on the challenges facing not only the senior care sector, but the entire caregiving workforce landscape, those stating that the challenges are “old news”, I find myself scratching my head and then immediately wondering, “Where have they been?”

The landscape which has been coined by some high profile associations and credentialing agencies as a “caregiving crisis” is real and is still very much a major problem in most areas of caregiving and in all levels of hierarchy.  While the pandemic is far behind us, COVID exposed a challenge that was starting to rumble from beneath the volcano but the eruption has just begun.  

This article is not about gloom and doom, but this article is about what you, as an Agetech ecosystem member or interested party can do to help change this landscape. The reasons for the crisis must be broken down productively.  

Here are some of the compounding reasons behind this perfect storm (not all inclusive):

• Systematic wage inequality for those in long term care and those working with elderly and disabled populations

• Unpaid caregivers financial and emotional tolls impeding the continuation of such burden on their own personal lives as well as their children

• Continued limited access to education and career paths for those wanting to be caregivers professionally as it has long been ignored as a profession or in need of training and education

• Increasing demand with the Silver Tsunami

• Heavy restrictions and regulations making it harder and harder to enter these fields of expertise

• Higher acuity of care recipients continues to increase as life expectancies grow and insurance continues to cover less and less professional solutions

• Complexities of insurance companies, prior authorizations, referral requirements, co-pays, and intricate bills leading to debt and credit erosion

Now, let's pivot to solving these issues. There are only a few ways to move this path forward.  I see so many amazing collaborations these days in the Agetech world, but we need more and more to make this happen.  So, let’s explore some here…..

1. TECHNOLOGY-while fear and affordability are usually the enemies of technology upgrades, the time has come to look for what fits your organization’s and your needs.  This requires some serious self-audit and organizational-wide learning about what I call the “nitty gritty”.  Find out the bottle necks, the pain points, the major barriers in your day to day operations that can either be replaced, enhanced, or taken to new heights with technology. 

2. INNOVATION-which gets confused with technology often.  Innovation does not have to be technology, but no matter what it is, there must be a purpose to take that innovation and apply it to a challenge either at the root cause or somewhere along the path to help change trajectories.  Healthcare’s satisfaction rates are slipping while quality is eroding and innovation will be required to move forward.  Thinking outside the box is required in 2025 to run organizations successfully. To explore more: check out our first membership plus exclusive webinar on facilitation with Douglas Ferguson, President of Voltage Control dropping June 17, 2025 to members only. Facilitation is a bold new leadership skill helping organizations explore innovation internally.

3. TRANSPARENCY-more information exists now more than ever.  I would have never dreamed that I would see the day that my mid-70’s parents used AI in everyday life on their touch screen smartphones.  Information into the deepest rabbit holes is available in seconds on any topic imaginable.  We need technology and innovation in caregiving that helps consumers see clearly, make quicker and better decisions, and reduces their burden in every way possible.  If you are developing a product or service for anyone in and around this industry, transparency is a must.

4. ACCURACY-The healthcare industry at the higher acuity level tiers are inundated with inaccurate data, delayed data, and the lack of timely information from the licensing agencies and regulators.  The target becomes a moving one when the data to begin with to build goals and progress reports on is tainted or inaccurate.  Most organizations are left to do this internally and timely, but there sometimes are not apples to apples, nor is there interoperability opportunities to make comparable metrics.  As agetech providers, it is extremely important that your output is accurate, timely, and helps move past challenges rather than making more. Even further to note, technology allows accuracy to be automatic with less opportunity for error.

5. THE BIGGER PICTURE-A lot of times innovators want to see so much change or so much big data that they lose sight of the subtle changes that have the opportunity to make waves.  An example of this is that if a true novel idea is developed, there may not be previous data to work with.  There may not be competitive bids available for funding sources requirements.  Better yet, the novel idea is giving you more assistance than you ever had before, but may not be perfect. However, it helps operators and providers build upon the innovation in order to solve challenges which makes it invaluable.  In other words, every little bit towards innovation counts.  See the forest through the trees so to speak.  Check out the Moving Forward Coalition for some insights on the bigger picture.

6. ACCESSIBILITY- The industry of caring is way behind in everything technology and innovation.  There are many reasons for this, however to not get too far into the weeds, it is important to note that despite the reason, innovators must find ways to bring technology to them creatively and thoughtfully.  Many providers in rural areas lack expertise to help with technology.  Many areas lack internet and cell signals.  Other providers are working with older buildings, older structural systems, and older electrical capabilities.  No two providers are alike, so a cookie cutter model for GTM is not going to cut it.  During this phase, there may be ways to collaborate with other GAIL members, while also really taking a deep dive into what ways can your organization help bridge this gap internally or externally.

Just yesterday I read an article in McKnight’s Senior Living newsletter acknowledging that Long Term Care Administrators turnover is at 100% meaning that most don’t even finish one year in the same organization.  I find this number sad as well as frightening for my colleagues and those that we all care for.  Pathways for professional licensed rehabilitation therapists are being threatened by the ever changing landscape of reimbursement focus.  (Senior Living News article here) Nurse aides training is unaffordable and out of reach for many who want to care and the situation is further compounded by the fact that those who strive to be professional caregivers are often as stated in research caregivers in their personal lives.  This makes it even harder to balance work and their lives in order to stay in the workforce.  This week the American College of Healthcare Professionals just dropped an article about “Reimagining the Healthcare CEO Role” exploring the pressures of healthcare executives.

We…..we all….. all industries, must collaborate and work together to solve the workforce landscape challenges one at a time, but time IS of the essence.  I am excited for the future of what Agetech can do the workforce and how it will shape the future of all the levels of care that currently exist.  

If you would like to personally explore some strategies around this topic, I offer two free strategy sessions with my Premium GAIL Membership.  Check it out today!