Exploration and Assessment of the NORC Transformation Process

Abstract

Forty-nine stakeholders at two naturally occurring retirement communities (NORCs) were interviewed. Preliminary empirical data was identified through exploratory face-to-face individual and small group interviews and an analysis of historical documents using qualitative methodologies. Analysis revealed patterns of strategies that included skilled staff focused on relationship building, use of engagement activities, and the inclusion of key services. These aided in the perceptions of the stakeholders where the NORC was perceived to have been transformed into a community, labeled an enhanced NORC, and one where they could grow old. Findings also indicated the need for substantive funding to begin the processes and to maintain and sustain the perceived transformation.

KEYWORDS:

• NORCs
• community building
• social engagement
• empowerment
• transformation