Next Best Home (NBH): Would you start by telling us a bit about your background and how you got started in the senior care industry?
Toni Liquornik (TL): I’m excited to share my journey. I grew up in the business, so to speak. When I was 16, I started as a candy striper at Valle Verde in Santa Barbara. This early experience sparked my passion for helping the elderly, and I pursued a career in social services. Over the years, I’ve held various positions as a Social Services Director and Admissions Coordinator in Santa Barbara and Ventura Counties. For the last 20 years, I’ve worked as a Geriatric Care Manager, assessing and coordinating care plans for seniors to improve their quality of life and maintain their independence for as long as possible.
NBH: That’s an impressive career! You’ve seen the industry evolve over the decades, especially with the aging baby boomer population. Can you tell us about some of the significant changes you’ve witnessed?
TL: Absolutely. The aging baby boomer population brought significant changes to senior care. People are living longer and often have more complex care needs as they age. In the past, we saw a rise in skilled nursing facilities, convalescent hospitals, and rehabilitation facilities. Assisted living communities, sometimes referred to as “anchored cruise ships,” also became more popular. Additionally, long-term care insurance policies became more common, allowing more people to age in place—whether that be at home or in a familiar community setting.
NBH: With these changes, how did the role of a Geriatric Care Manager evolve?
TL: The role of a Geriatric Care Manager has certainly evolved. Initially, our focus was on planning and coordinating long-term care, improving the quality of life, and maintaining independence for seniors. However, as the demand for these services grew, the industry saw a saturation of new companies and franchises entering the market. This led to increased competition and, unfortunately, a dilution of the care manager’s role due to corporate culture. Many care managers became more like administrators than advocates for the elderly.
NBH: It sounds like there were challenges, but also opportunities. How do you see the future of geriatric care management?
TL: Moving forward, I believe we’ll see a shift towards crisis prevention managers. These professionals will focus on coordinating care from a distance, helping families who are geographically separated from their elderly loved ones. This approach will require a deep understanding of the community and the ability to triage crises effectively. While we have many compassionate students and advocates entering the field, what we’re missing are the “OGs” like myself who have been deeply interconnected within the community and can navigate these challenges with a nuanced perspective.
NBH: That’s an interesting prediction. How can the next generation of care managers prepare to fill those shoes?
TL: The next generation needs to focus on building strong community connections and gaining practical experience. They should learn from seasoned professionals and understand the history and evolution of the industry. Additionally, continuous education in gerontology and related fields is crucial. Compassion, empathy, and a commitment to advocating for the elderly will always be the core of effective care management.
NBH: Thank you, Toni, for sharing your valuable insights and experiences with us. It’s clear that your dedication and deep understanding of the senior care industry have made a significant impact.
TL: It’s been a pleasure to reflect on my journey and discuss the future of geriatric care management. I’m optimistic about the new era and confident that with the right training and mindset, the next generation can continue to improve the lives of our elderly population.
For more insights and resources on senior care, visit Next Best Home.
