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.
Prepared from the Council’s records as of July 22, 2026. Current counts live on the home page.
68 of 80 items have no one assigned on either side — an internal staffing gap, not a headline.
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: May is mostly Carrie typing up a backlog, not a spike of new problems that month. 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.
Lifestyles and Facilities together account for more than half the list.
Seventeen rows were hand-grouped into 7 themes of similar reports — Carrie tagging matching text, not families confirming independently. 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 similar laundry reports were hand-grouped as one theme: clothes coming back missing, or belonging to someone else. Named as one recurring failure instead of four line items, it is much harder to wave off — and the same is true of the three similar asks for short-term parking out front.
The askTreat the seven hand-grouped themes as the priority list. They are where similar reports already pile up.
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 16 items went to Teresa Bates on June 24 to shape that decision (email before the platform existed; those rows are tagged email_prehistory). A 17th item (FC-036) was marked raised but never sent. That was the right call on Lifestyles. What it leaves is 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.
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.
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 |
|---|
Management runs the town hall; this is the Council’s slot on their agenda. A six-beat arc: 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. 17 marked raised with leadership — 16 were the June 2026 email before the platform; the 17th (FC-036) was marked raised but never sent. Largest single area: Lifestyles, 23. Let the room sit with the middle one.
"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 similar reports grouped by hand. Or the six times something scheduled didn't happen. Pick one and show how the list turned scattered notes into a pattern.
"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."
What this baseline cannot do yet. Every item here counts as one. Similar-report themes
were grouped by hand in a cluster field — that is not independent family
confirmation. The only frequency tally in the spreadsheet is two hand 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.