At Sunnyside Communities, 21 licensed Nursing Home Administrators are quietly changing the story.
No plaque hangs on the wall. No formal announcement echoes through the halls. No ribbon was cut, and no champagne popped. But make no mistake—something rare has happened here.
Across the three Life Plan Communities in Virginia—Sunnyside in Harrisonburg, King’s Grant in Martinsville, and Summit Square in Waynesboro—21 licensed Nursing Home Administrators (NHAs) now serve in leadership roles.
That number carries weight for those who understand what goes into earning those credentials.
Within many senior living organizations, NHAs remain few in number due to structure or circumstance. The role requires months of focused training, hundreds of hours in administrative practicums, and passage of exams covering everything from regulatory compliance and risk management to the layered ethics of long-term care. This work—overseeing skilled nursing and navigating the intersection of healthcare and human connection—remains complex and often invisible. Most communities operate with one licensed administrator, maybe two if fortune allows. Sunnyside has 21.
“This number reflects more than a headcount,” said Matt Dameron, Executive Director of Summit Square. “This reflects culture. People aren’t just expected to show up and do a job. They’re expected to lead. And more importantly—they’re supported when they try.”
Dameron would know. Alongside his role leading operations at Summit Square, he serves as a preceptor—someone licensed to train the next generation of NHAs. A waiting list often forms for a spot under his guidance. Those who learn from him frequently move into leadership roles of their own, a quiet testament to the mentorship built into the DNA of Sunnyside.
The road to licensure requires more than knowledge. It demands time, resilience, and a willingness to grow into discomfort. For many on this journey, the path feels both personal and shared. Some started as caregivers or nurses; others arrived through hospitality, wellness, or administrative pathways. What unites them is a deep sense of responsibility—for residents, for teams, and for the future of aging services.
Barb Frye, Director of Clinical Integration, recently became the 21st licensed NHA across Sunnyside Communities. Her voice carries quiet pride.
“This process gave me insight into regulations I wouldn’t have gained otherwise,” Frye said. “I feel valued here. At Sunnyside, you don’t need to fit a specific career mold in order to pursue this training. You just need to be someone willing to take on the journey. That says a lot about the culture—support exists from the top down. This is a place where inclusion isn’t a buzzword. It’s lived.”
Her reflection resonates across campuses. In communities like these, having leaders who speak both languages—the operational and the human—is more than a nice-to-have. That dual fluency builds trust.
Other organizations might settle for easier routes. Fewer training requirements. Less credentialing. More delegation. Sunnyside takes another approach—the long-term investment in people as the starting point.
Josh Lyons, President & CEO, doesn’t frame this as strategy. “This is simply who we are,” he said. “If we’re asking people to care deeply, then our job is to care just as deeply about them.”
The real story isn’t the number. The real story is the system—a quiet, purposeful structure that helped 21 people say yes to leading with care, intention, and heart.
No spotlight needed. Just the calm confidence of a community committed to excellence, and willing to prove it one license at a time.