Shn Dished: Implementation Is Everything: Why Dining Innovations Fail (and How To Fix It)

This article is sponsored by US Foods and based on a Senior Housing News discussion with Jessica Smith, National Field Manager for Menu Solutions at US Foods, Glen Berkel, Senior Director of Hospitality at EveryAge, and Amy Robinson, AVP of Culinary Innovations and Programming at Discovery Senior Living. The discussion took place on September 3rd, 2025 during the SHN DISHED Conference. The article below has been edited for length and clarity.

Senior Housing News: Thanks for joining us for this panel, Implementation Is Everything: Why Dining Innovations Fail and How to Fix It.

We’ve heard about a lot of innovation in senior living dining, but innovation often requires risk — and sometimes ideas fail. Today, we’ll discuss why good ideas stall and how to make change stick in dining programs.

To start, could each of you briefly introduce yourselves? Jessica?

Jessica Smith: Good morning. I’m a registered dietitian and I’ve been with US Foods for three years.

Our team supports our senior living customers with our Vitals portfolio of tools to help our customers optimize efficiency in their operations, while also maintaining high levels of resident satisfaction.

Amy Robinson: I’m with Discovery Senior Living and have been with the company about 10 years. This month, we’ll reach nearly 400 communities across multiple product types. My role is to support those communities in building successful and innovative programs.

Glenn Berkel: I’m with EveryAge, headquartered in North Carolina. We operate four CCRCs, seven affordable housing communities, three PACE centers, an active adult community, two adult day centers, and a daycare — hence the name EveryAge.

I oversee hospitality, which includes dining, housekeeping, and transportation.

Let’s talk about challenges. New ideas — menus, technologies, programs — often look great on paper but fail in practice. Glenn, why do you think that happens?

Berkel: Honesty. First, be honest about whether it’s really a good idea. I’ll bring stakeholders together and say, “Here’s what I’m thinking. Tell me why it won’t work.” That either exposes problems early or builds buy-in.

Second, set realistic expectations about change. A resident once told me, “Nobody likes change except a wet baby.” It’s true — so you need to prepare people.

Amy, what makes dining initiatives succeed?

Robinson: Communication. Staff and residents need to know what’s coming and why. Without that, they resist. With it, they feel included.

Piloting is also key. Don’t rush into implementation. Test first, confirm it solves problems, then roll out. Sometimes the need feels urgent, but if it’s not the right fit, it won’t stick.

Jessica, what’s your perspective?

Smith: We sometimes assume frontline challenges will vanish once we add a new program. They won’t. You need a clear plan, realistic timeline, and buy-in from staff who are already stretched thin. Otherwise, you’re just winging it.

Glenn, can you share an example of a successful rollout?

Berkel: Sure. We added iPads for order-taking and delivery robots in our health care center about a year and a half ago.

We engaged leadership and frontline staff early. CNAs and servers helped shape the plan and train others. We told everyone upfront: “Challenges will happen, and that’s okay.” That made the transition smoother.

It’s been so successful that families now ask when we’ll expand the program, and staff are pushing for more integration, like CNA tablets.

Amy, what about you?

Robinson: New programs are tough because staff worry it means more work. What helped us was involving them directly in building the program. We said, “Help us find the holes.” That gave them ownership and pride.

We also use a train-the-trainer model. Staff who helped create the program then train peers. It builds careers, boosts retention, and drives adoption.

Discovery is nearing 400 communities. How do you decide how many to include in a pilot?

Robinson: We usually choose a small group that represents different markets, budgets, and management companies under Discovery. That way we see how it performs in varied conditions. Volunteers are never hard to find.

Jessica, what’s your take on successful implementation?

Smith: COVID showed us we can pivot quickly under pressure. That taught me to leverage technology more. When tech handles routine tasks, staff have time for training and connecting with residents. The big takeaway: we’re capable of adapting faster than we think, especially with the right tools.

Let’s talk about staff buy-in. Glenn, how do you secure it?

Berkel: Involve staff early and often. They know the workflow better than anyone. If they help shape the process, they’ll support it. And when residents see staff engaged, they’re more likely to embrace change too.

Amy, what strategies have worked for Discovery?

Robinson: Feedback loops. We don’t just ask once — we ask throughout. “Is this working? What’s frustrating?” That constant check-in helps us adjust quickly.

We also celebrate wins. When staff see residents happier or service faster, they feel the payoff.

Jessica, anything to add?

Smith: Simplicity. If staff can’t use the tool easily, it fails. The best programs make their jobs easier from day one. That’s how you get buy-in.

Before we wrap, let’s do a lightning round. One takeaway for operators looking to make innovation stick. Glenn?

Berkel: Don’t fear failure. Learn from it, adjust, and keep going.

Robinson: Engage staff early. Make them partners, not bystanders.

Smith: Keep it simple. If it’s not easy to use, it won’t last.

US Foods® is one of America’s great food companies and a leading foodservice distributor, partnering with approximately 250,000 restaurants and foodservice operators to help their businesses succeed. To learn more, visit: https://www.usfoods.com/.

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