The Plaza at Edgemere · Family Council
Every concern families have raised since May 5, 2026, counted and dated. This is the baseline. The same four numbers come back to this room in October.
Dates here are the day a concern was logged, entered as families’ emails arrived — so for most items they sit close to when the problem actually happened. The exception is the early bulk entry, which cleared a backlog built up before the Council had a process. What the old list could not capture is when leadership was told, and how many families a single problem touched. The report form now asks both.
A trend needs two points in time. Today is the first one. These six measures are locked in as of July 22, and every one of them gets a second reading at the October meeting — that is when this section starts showing direction instead of a starting line.
The spreadsheet recorded one date — the day something was typed. Three new fields on the report form change that, and they are what make real trends possible from here.
Not a trend — a record of Carrie's typing. May is the backlog going in; June and July are closer to real time. Shown so nobody mistakes it for Edgemere getting better.
First true month-over-month comparison: October 2026
One square per concern, placed on the day it was written down. The tall column is not a bad day at Edgemere — it is the day Carrie sat down and typed up months of accumulated notes. That is exactly why the list needs to capture when it happened, not just when it was entered. The cluster on the right is real, though: eleven new concerns in four days.
Lifestyles and Facilities together account for more than half the list. The second chart is the harder one: a department is named on 12 items out of 80.
Three things the spreadsheet contains but cannot show. 17 rows are really 7 recurring problems written down more than once — and each retelling is a different family. Names appear on only 20 entries, but that is a deliberate choice, not a measure of participation: many families asked not to be identified, and the original emails hold the rest.
Six things the numbers point to, ordered by what will land. The first two are asks with real weight behind them; the last is the proof that pressing works.
Six days without hot water. Unreplaced toilet grab bars. Dryer lint left uncleaned. Three separate questions about whether residents on the 3rd floor are getting showered and checked. These are not preferences and they should not wait for a monthly cycle.
The askA written response from the Executive Director on each of the nine, with a date, before the next meeting.
Four families describe the same thing: clothes coming back missing, or belonging to someone else. It reads as four line items today. Named as one recurring failure with four households behind it, it is much harder to wave off — and the same is true of the three families asking for short-term parking out front.
The askTreat the seven repeated items as the priority list. They are where the most families already agree.
A separate newsletter. Evening activities. Comparable food and programming. Five items say the same thing in different words: AL residents, many of whom cannot get themselves to IL, are getting less. This is the clearest through-line in the whole list.
The askA concrete plan to close the gap on activities and dining, not a reassurance that both are valued.
The Perot trip, the 2:00 movie, Bible study, Qigong, a shower aide. Filed under four different categories, so no one has seen them as one thing: events on the calendar that no one showed up to run. Reliability, not variety, is the issue.
The askA named Lifestyles staffer responsible for making sure scheduled events actually start.
The Council led with Lifestyles deliberately — a new Lifestyles lead was about to be hired, and 17 items went to Teresa Bates on June 24 to shape that decision. That was the right call. What it leaves is 63 items management can still say it never formally received.
The askHand over the rest by category now that Lifestyles has been made. Safety items first, with a date expected on each.
Bible study was raised June 3. By June 10 there was a new leader in place. It is the one item in the file with a documented resolution, and the second NuStep machine arrived too. Pressing works when a name is attached to the outcome.
The pointEnd on this. It is the evidence that the Council's work produces results, and the reason families should keep reporting.
Management runs the town hall; this is the Council’s slot on their agenda. A six-beat arc for that time: introduce the Council, show the patterns, make the asks, and end on proof. The italic lines are close to what you could say out loud.
Suggested flow · roughly 10 minutes of agenda time
"We started the Family Council in March to give families one voice with management. This is where things stand today — a starting line, not a verdict. The same numbers come back to this room in the fall."
78 open concerns. 2 closed since May. 68 with no one assigned. 17 of 80 sent to leadership. Let the room sit with the last two.
"Nine of these aren't about preferences. Hot water out for six days. Grab bars not replaced. Whether our people on the third floor are being checked. These can't wait for a monthly list."
Laundry loss, four families. Or the six times something scheduled didn't happen. Pick one and show how the app turned scattered complaints into a number.
"There's a card on your seat, and a code on the screen. If any of these happened to your family too, tell us — that's what turns one voice into a number they have to answer."
"When we raised Bible study, it was fixed in a week. This works. Keep telling us."
These 9 are separated out because they are not preferences. If any of these is happening now, it belongs with the Executive Director today — not in a list that gets reviewed monthly. Two outside lines can also take a report directly, and they are not the same thing:
The whole record, still sortable and still exportable. Nothing was deleted to make the charts above look better.
Groupings are a starting point for Council review and can be changed. The headline counts at the top still count every individual concern.
| ID | Area | Concern | Entered | Days since logged |
|---|
What this baseline cannot do yet. Every item here counts as one, no matter how many families it happened to — the only frequency data in the entire spreadsheet is a hand tally of two marks next to short-term parking. Once families can tap this happened to us too, and once we record when a thing happened and when leadership was told, separately from when it was typed, these charts start measuring Edgemere instead of measuring our own note-taking.
Source: FC_Detailed_list_of_issues_Carrie.xlsx · 80 rows · May 5 to July 22, 2026. One item is restricted because it describes an individual staff member by role.