Author: Varsity Team

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Ageism often shows up in ways we don’t even recognize, from everyday language to the images and messages used to portray older adults. Challenging those stereotypes starts with rethinking our own assumptions about aging and embracing a more realistic, inclusive picture of growing older.

Ashton Applewhite, activist, internationally recognized ageism expert, and author of the book This Chair Rocks: A Manifesto Against Ageism joined Varsity’s weekly Roundtable to explore how ageism shapes our attitudes, influences health and well-being and affects the way senior living communities communicate with older adults. Below are a few Fresh Perspectives from her discussion.

AGEISM OFTEN HIDES IN EVERYDAY LANGUAGE

Phrases like “senior moment” or “I don’t feel old” can reinforce negative assumptions about aging. Recognizing ageism starts with questioning the stereotypes and judgments behind our words.

SENIOR LIVING MARKETING NEEDS A MORE AUTHENTIC PICTURE OF AGING

Images of healthy, active older adults can challenge stereotypes, but showing only physically fit residents creates unrealistic expectations. Communities should represent the full diversity of aging, including people who use mobility aids.

HIDING THE REALITIES OF AGING CAN MAKE FEARS WORSE

Avoiding conversations about disability, dementia and loss can reinforce the fears senior living organizations hope to overcome. Acknowledging these realities while celebrating the opportunities of later life creates a more balanced picture of aging.

OUR BELIEFS ABOUT AGING CAN AFFECT OUR HEALTH

Research suggests that people with more accurate, less fear-based attitudes toward aging experience better health outcomes, greater resilience and increased longevity. Negative stereotypes can discourage people from seeking treatment or adopting healthy behaviors.

CHALLENGING AGEISM STARTS WITH OUR OWN ATTITUDES

Recognizing our own biases, building meaningful relationships across generations and approaching ageist comments with curiosity rather than confrontation can help break down stereotypes and change how we think about growing older.

VARSITY’S FRESH PERSPECTIVE

Senior living marketing has spent years challenging negative perceptions of aging by showcasing active, independent older adults. But in trying to make aging look more appealing, have we created a new set of stereotypes?

The opportunity for sales and marketing teams is to tell a more complete and authentic story. That means celebrating the freedom, connection and possibilities of later life without hiding the realities that come with it. Prospects don’t need a picture of perfect aging. They need to see a community where they can continue living a meaningful, fulfilling life, whatever aging looks like for them.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Technology is playing an increasingly important role in senior living, but the latest innovations aren’t always the most valuable. As resident expectations evolve, communities need technology that’s reliable, easy to use and designed to make everyday life better for residents and staff.

Jonathan Jedeikin, Chief Information and Privacy Officer at The Kendal Corporation, joined Varsity’s weekly Roundtable to explore the technology trends shaping the future of senior living. Below are a few Fresh Perspectives from his discussion.

THE BEST TECHNOLOGY FADES INTO THE BACKGROUND

Technology should quietly support residents and staff without demanding constant attention. Whether it’s Wi-Fi, smart-home devices, sensors or robotics, the goal is for technology to work reliably and seamlessly so people can focus on living, working and providing care.

START WITH THE NEED, NOT THE SHINY NEW TOOL

Senior living can waste significant money on technology purchased without enough strategy or input from the people who will use it. Before investing, communities should understand the problem they’re solving and involve residents, staff and stakeholders in the decision.

LISTENING SHOULD DRIVE TECHNOLOGY STRATEGY

Residents may not know which platform or product they want, but they know what they want technology to help them accomplish. Listening to residents and staff can uncover pain points and opportunities that lead to smarter investments and better experiences.

THE NEXT GENERATION WILL HAVE LITTLE PATIENCE FOR BAD TECHNOLOGY

Future residents will expect multiple devices and systems to work together reliably, securely and almost invisibly. Technology that is difficult to use, frequently fails or requires constant troubleshooting will increasingly fall short of expectations.

AI SHOULD AMPLIFY PEOPLE, NOT REPLACE THEM

There’s significant potential for AI when it strengthens the skills people already bring to senior living. The opportunity is to use AI thoughtfully to help staff do their jobs better while preserving the human relationships at the heart of the resident experience.

VARSITY’S FRESH PERSPECTIVE

Technology is quickly becoming part of the senior living value proposition, but the newest technology won’t necessarily be the most compelling. Residents and prospects will increasingly expect technology to simply work, making reliability, ease of use and integration more important than novelty. 

Sales and marketing teams can help shape those investments by listening for the everyday frustrations residents and prospects want solved and bringing those insights into technology decisions before the next shiny tool gets added to the sales tour.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Baby Boomers are bringing new expectations to senior living, and the traditional Life Plan Community model may need to evolve to keep pace. Greater independence, personalized services and financial flexibility are challenging long-standing assumptions about what communities should offer.

Howard Smith, board member for The Kendal Corporation, joined Varsity’s weekly Roundtable to discuss how communities can adapt to this changing generation. From rethinking levels of care and wellness to reconsidering entrance fees and wait lists, Howard explored what it will take to meet Boomers’ expectations. Below are a few Fresh Perspectives from his discussion.

BOOMERS ARE GOING TO EXPECT MORE CHOICE

The traditional CCRC model was built for a generation more comfortable with standardized offerings and established rules. Boomers are more likely to expect flexibility, customization, autonomy and a clear rationale for how communities operate.

CARE NEEDS TO COME TO THE RESIDENT

Moving residents through separate levels of care may become increasingly difficult to sustain. Technology, home-based services and new approaches to care can allow communities to bring more support into independent living rather than requiring residents to move as their needs change.

WELLNESS NEEDS TO BE MORE THAN AN AMENITY

A fitness center and a calendar of programs aren’t enough. A Boomer-ready model could include assessments, personalized wellness plans, coaching and data that help residents actively improve their physical, cognitive and social well-being.

THE ENTRANCE-FEE MODEL MAY FACE MORE RESISTANCE

More Boomers are carrying mortgages, relying on invested assets for retirement income and prioritizing liquidity. That could make tying up a significant amount of money in an entrance fee less appealing and create opportunities for rental and CCRC-at-home alternatives.

TODAY’S WAIT LISTS CAN CREATE A FALSE SENSE OF SECURITY

A long wait list doesn’t necessarily mean everyone on it is ready to move. Strong occupancy today can also mask a bigger challenge ahead if communities aren’t evolving to meet changing Boomer expectations and new competition.

VARSITY’S FRESH PERSPECTIVE

Boomers aren’t just changing who senior living is marketing to. They’re changing what communities need to sell. Choice, flexibility and autonomy will increasingly matter as much as amenities and peace of mind. Sales and marketing teams should be looking beyond today’s occupancy and wait lists to understand whether their product actually matches what the next generation wants, then help shape the experience before the market forces the issue. 

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Fair housing rules continue to evolve, and for senior living providers, keeping up with those changes is about more than compliance. From assistance animals and ASL interpreters to the language and imagery used in marketing, a single interaction with a prospect or resident can raise questions about what constitutes a reasonable accommodation and how communities should respond.

Leslie Tucker, Assistant Vice President of The Fair Housing Institute, joined Varsity’s weekly Roundtable to break down some of the latest fair housing issues affecting senior living. She discussed HUD’s changing approach to emotional support animals, how communities should handle accommodation requests, what frontline employees need to know and where marketing can create potential fair housing concerns. Below are a few Fresh Perspectives from her discussion.

HUD IS RETHINKING THE RULES FOR EMOTIONAL SUPPORT ANIMALS

HUD is considering a new standard that would recognize animals specifically trained to assist with a disability, potentially eliminating federal reasonable accommodation protections for untrained emotional support animals.

THE ESA CHANGE ISN’T A DONE DEAL

A new regulation has not yet been issued, and important questions remain around training and verification. State laws, Section 504 requirements and years of court precedent could also affect how any new federal standard is applied.

ASSISTANCE ANIMALS GET MORE COMPLICATED AT HIGHER LEVELS OF CARE

Residents are responsible for caring for their assistance animals or arranging for their care. Communities aren’t responsible for feeding, walking or otherwise caring for an animal when a resident can no longer do so.

DON’T SHUT DOWN AN ACCOMMODATION REQUEST

Whether it’s a request for an ASL interpreter or another accommodation, staff shouldn’t simply say no. Explore reasonable alternatives and, when necessary, refer the request to someone who knows how to handle it.

FAIR HOUSING COMPLIANCE STARTS WITH THE FRONT LINE

Testing is still happening, and one incorrect response can trigger a complaint. Anyone who interacts with prospects, including employees answering the phone, should know how to recognize an accommodation request and where to direct it.

MARKETING SHOULD SIGNAL THAT EVERYONE IS WELCOME

Photography should reflect diversity, while messaging should avoid suggesting preferences based on protected characteristics. Religiously affiliated communities should be especially careful with language that could make people of other faiths feel they aren’t welcome.

VARSITY’S FRESH PERSPECTIVE

Fair housing compliance isn’t just a legal or operational responsibility. It’s part of the prospect experience. The people answering phones, giving tours and creating marketing materials are often where potential issues first surface. Communities should make sure those teams know the boundaries, understand when to elevate a question and never let uncertainty turn into an automatic “no.” 

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Senior living leaders have no shortage of data, but knowing which numbers matter and what to do with them can be the bigger challenge. From workforce pressures and resident fees to governance and the growing focus on health span, the latest industry research offers a revealing look at where senior living is today and where it may be headed next.

Katelyn McCauley, Vice President and Head of Senior Living Research at Ziegler, joined Varsity’s weekly Roundtable to share findings from Ziegler’s 2026 CFO Hotline surveys. She explored what senior living finance leaders are reporting across several key areas, including how organizations are approaching board composition, which health span programs future residents may value most, what’s happening with workforce costs and turnover, and how resident fee structures and growth strategies are evolving. 

Below are a few Fresh Perspectives from her discussion.

HEALTH SPAN IS BECOMING A COMPETITIVE DIFFERENTIATOR

87% said health span will be very important to the next resident, creating opportunities around cognitive health, purpose and other programs that are harder to replicate at home.

BOARD RECRUITMENT IS BECOMING MORE STRATEGIC

Communities are increasingly looking for board members whose expertise supports their strategic plans, including real estate and development experience for organizations pursuing growth.

WORKFORCE PRESSURES AREN’T GOING AWAY

Overall turnover declined slightly, but staffing costs continue to climb, with 90% reporting some level of increase over the past year.

WORKFORCE IS ALSO A MARKETING ISSUE

Positive culture is a leading strategy for addressing staffing shortages, giving marketing teams an important role in communicating what makes their organizations good places to work.

RESIDENTS FAVOR GREATER REFUNDABILITY

When refundable entrance fee options are available, 25% choose a 90%-or-greater refund compared with just 5% choosing a 50% refund.

GROWTH IS SHIFTING TOWARD EXPANSION AND M&A

Ziegler is seeing fewer new campuses and more activity around expansions and consolidation, particularly among nonprofit providers.

VARSITY’S FRESH PERSPECTIVE

Senior living leaders have no shortage of data. The opportunity is turning that data into action. From health span and workforce culture to board composition and pricing, consumer expectations are changing alongside the business of senior living.

The organizations that stay ahead will be the ones that connect what the numbers are telling them with what future residents and employees actually value, then use those insights to shape strategy, strengthen their value proposition and make smarter decisions about what comes next.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Senior living has a built-in advantage when it comes to attracting and retaining employees: the work has purpose. But purpose alone doesn’t create a strong workplace culture. Employees also want to feel valued, understand what’s expected of them and see their own values reflected in the organization. And despite plenty of talk about generational differences, those expectations cut across age groups.

Denise Boudreau, President of Drive, joined Varsity’s weekly Roundtable to explore what today’s workforce really wants and how senior living organizations can build cultures where people want to work, contribute and stay. Below are a few Fresh Perspectives from her discussion.

PURPOSE IS NOT A GENERATIONAL ISSUE

Workers across age groups are looking for greater meaning, balance and fulfillment at work. Denise shared data showing the importance of work-life balance actually increased with age. The opportunity for senior living is significant because purpose is already naturally built into the work.

EMPLOYEES WANT ACCOUNTABILITY, BUT ITS MEANING IS CHANGING

Accountability consistently ranks among employees’ most desired workplace values, but the conversation is shifting from holding others accountable to taking personal ownership. Employees want to understand what they are responsible for, where the organization is headed and how their work contributes to larger goals.

CULTURE CAN AND SHOULD BE MEASURED

Culture is more than a feeling. Denise emphasized using data to understand whether employees’ personal values align with what they actually experience at work. That alignment drives engagement, fulfillment and an employee’s ability to show up authentically.

STRONG CULTURE HAS A MEASURABLE BUSINESS IMPACT

Organizations with strong cultures saw 38% lower turnover than those with poor cultures. Stronger culture scores impact occupancy, including one organization where the strongest-culture sites averaged 94% occupancy compared with 66% at the weakest.

COMPENSATION ALONE WILL NOT SOLVE RETENTION

Paying a living wage matters, but Denise cited research showing toxic culture was 10.4 times more likely to drive employees away than compensation.  

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

For many senior living prospects, choosing a community is only part of the decision. The harder step can be leaving a longtime home filled with memories, belongings and a sense of security. Even prospects who are excited about a community and financially ready to move can find themselves stalled by the emotional and logistical realities of getting from one home to the next.

Jennifer Hornacek of Moving Station joined Varsity’s weekly Roundtable to discuss how sales teams can better recognize and address those barriers. She explored how asking better questions, connecting prospects with trusted relocation resources and making the transition itself part of the sales experience can reduce friction, build confidence and help move prospects toward a decision. Below are a few Fresh Perspectives from her discussion.

YOUR BIGGEST COMPETITOR MAY BE THE PROSPECT’S HOME

Prospects can love the community, be financially qualified and see themselves living there, yet still hesitate because of the emotional and practical challenges of leaving a longtime home. Understanding that barrier can help sales teams address what’s really holding up the decision.

SOLVE THE MOVE, NOT JUST THE SALE

Downsizing, selling a home, accessing equity and coordinating timing can quickly overwhelm a prospect. Connecting them with trusted resources and creating a clear path from their current home to the community can help turn “I’m not ready” into forward momentum.

LISTEN FOR WHAT PROSPECTS AREN’T SAYING

A hesitation to move may be rooted in concerns prospects haven’t clearly expressed. Asking what worries them, what they’re leaving behind and what would make the process easier can uncover obstacles before they stall the sale.

THE RIGHT PARTNERS CAN MAKE OR BREAK A MOVE

Realtors, move managers, downsizers and other partners should understand senior living and the prospect’s ultimate goal. A well-meaning partner who doesn’t understand the community or its value can introduce doubt and potentially derail a move.

MAKE THE TRANSITION PART OF YOUR DIFFERENTIATOR

Beautiful residences, dining, wellness and amenities may look similar across competing communities. Helping prospects navigate the difficult journey from their current front door to their new one gives communities another meaningful way to stand apart.

VARSITY’S FRESH PERSPECTIVE

Senior living sales teams spend a lot of time perfecting the community experience, but sometimes the biggest barrier to a move is the home a prospect is struggling to leave behind. Understanding the emotional, financial and logistical weight of leaving a longtime home can change the sales conversation. The teams that uncover those concerns early and connect prospects with the right resources can turn hesitation into momentum while building trust along the way. 

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

As senior living demand grows, a long wait list may look like a sign of success. But without meaningful engagement, it can be difficult to know which prospects are truly committed, who is ready to move and where sales teams should focus their time. Turning that passive list into an active membership experience can help communities build relationships earlier and create a clearer path toward residency.

Mary Jane Fitts of Greystone Communities, Cameron Martin of The Highlands at Wyomissing and Derek Dunham of Varsity recently joined Varsity’s weekly Roundtable to discuss how communities can rethink traditional wait lists through membership programs that build emotional connection, better align engagement with a prospect’s readiness and create stronger, more predictable occupancy pipelines. They also shared real-world examples of how these programs are being structured and what they’re learning along the way.

Below are a few Fresh Perspectives from their discussion.

WAIT LISTS SHOULD BE ACTIVE, NOT PASSIVE

A traditional wait list can become a “parking lot” filled with prospects who have little commitment or connection to the community. Membership programs create a clearer path toward residency through regular communication and expectations that keep prospects moving forward.

MEMBERSHIP BUILDS EMOTIONAL CONNECTION

Inviting future residents to events, meals and community experiences helps them build relationships with residents and staff before move-in. That sense of belonging can increase confidence in the decision and ultimately strengthen conversion.

TIERS HELP MATCH ENGAGEMENT TO READINESS

The Highlands uses three clubs to distinguish prospects by where they are in the decision process, from those three to five years out to those prepared to move within 18 months. That structure helps sales teams prioritize qualified prospects while giving each group appropriate engagement.

SCARCITY AND COMMITMENT CAN STRENGTHEN THE PIPELINE

Higher deposits, limited membership and clearly defined timelines can help separate serious prospects from casual ones. 

CLEAR RULES MAKE MEMBERSHIP PROGRAMS WORK

Caps, priority dates, realistic availability expectations and policies around declining residences help communities avoid overpromising. Those guardrails also give sales teams a more manageable pool of prospects and can create urgency when membership is limited.

HIGH OCCUPANCY ISN’T A REASON TO STOP MARKETING

Even when a community is full, future residents still need to be nurtured. Consistent communication, personal touches, referral programs and coordination between sales and operations can keep the pipeline strong and help communities pre-sell residences as they become available.

VARSITY’S FRESH PERSPECTIVE

The best wait list isn’t really a wait list at all. It’s an extension of the resident experience that begins long before move-in. Communities that turn waiting into belonging can build stronger relationships, better understand intent and create a pipeline of future residents who aren’t just next in line, but genuinely ready to call the community home. 

Great design shapes how people feel, connect and experience the world around them. In this episode of Varsity’s Roundtable Talk, Derek sits down with Joe Lanzisero, a former Disney Imagineer who spent more than three decades creating immersive, story-driven experiences and now applies the principles of human-centered design to healthcare, business and everyday life.

In their conversation, Derek and Joe explore what Disney taught him about designing for emotion, how universal design can create better experiences for people of every age and how simple choices around lighting, sound and human interaction can reduce stress in healthcare environments. They also discuss the importance of curiosity and creativity as we age and why Joe believes maintaining a sense of wonder can help us stay engaged with the world.

Check out the full episode here. 

WHAT DID DISNEY TEACH YOU ABOUT HOW SPACES SHAPE EMOTION?

First and most importantly, it’s understanding the human condition. We hear, we smell, we see, we think. As we move through the world, different lighting, spaces, colors, sounds and smells affect us. When you’re designing for a broad group of people the way we did, you have to work at a higher level of basic human understanding. Then, based on the kind of experience you’re trying to create, you can drill down and be more focused.

WHY IS STORY SO IMPORTANT TO CREATING AN EMOTIONAL CONNECTION?

We were always story-driven. There was always a story behind what we were doing. Sometimes we used known characters and movies, where people already had an emotional connection. Other times, we created a backstory or subtext that the design team could use as a measuring stick. Whatever we did needed to have some emotional touchpoint, something people were familiar with. Even with fantasy characters, you wanted to believe they were engaged in some human experience that made you cry, made you feel.

HOW CAN UNIVERSAL DESIGN IMPROVE THE EXPERIENCE OF AGING?

There’s a principle called universal design that I talk about a lot. The philosophy is that when you think about designing for the oldest person and the youngest person, you’re going to create good design because you’re considering physical limitations, capabilities and how people interact with design. Now as I’m aging, I notice things like how easy a package is to open. A very young hand might have a hard time opening it, and a very old hand might too. How can I design that to make it easier?

HOW DOES BAD DESIGN CONTRIBUTE TO STRESS OR CONFUSION?

Bad design is when you haven’t done the hard work of understanding how your audience, your guest or your user is really going to engage with something, what they’re coming with and what you have to provide them with. You have to understand that everybody comes to an experience with a different level of expectation and understanding. You need to strip it down to the simplest core design elements and story elements. Once you’ve got that, you can start layering on top of it. If you don’t start from that core place, you’re going to end up with bad design.

HOW CAN DESIGN HELP REDUCE STRESS IN HEALTHCARE ENVIRONMENTS?

I’m a big advocate of lighting and the effect lighting has on people. There are places where task lighting is important, but that doesn’t mean you can’t create little pockets or moments of lighting that warm things up and lower the lighting level. The other thing is sound. Think about where you can mask noise or add music. Most medical experiences are stress-inducing on some level. Anything we can do with music and lighting to bring that stress level down can make a difference, and they’re very simple tools.

The following is a recap from Varsity’s Roundtable, a weekly virtual gathering of senior living marketers and leaders from across the nation. For updates about future weekly Roundtable gatherings, submit your name and email address here. 

Retirement planning tends to focus heavily on finances, but leaving a career also means navigating major changes in identity, relationships, routine and purpose. For longtime senior living leaders, who spend their careers helping others navigate life transitions, experiencing that shift firsthand can bring an entirely new perspective on what it means to live with purpose as we age.

Larry Carlson, a longtime senior living innovator, joined Varsity’s weekly Roundtable to share his own journey into retirement and what he’s learned along the way. The conversation explored the difference between staying busy and finding purpose, separating identity from a job title and how senior living communities can help residents continue to contribute, serve and create what Larry calls a “living legacy.” Below are a few Fresh Perspectives from his discussion.

RETIREMENT REQUIRES MORE THAN FINANCIAL PLANNING

Leaving a career can mean losing the routines, relationships, influence and identity that shaped daily life for decades. Preparing emotionally and spiritually, and thinking about what a new “scorecard” looks like, can make the transition more purposeful.

PURPOSE IS DIFFERENT FROM STAYING BUSY

A full calendar doesn’t necessarily create fulfillment. Retirement can provide the freedom to shift from accomplishing to participating, choosing meaningful ways to mentor, serve, create and contribute without simply recreating another full-time job.

IDENTITY CAN OUTLAST THE JOB TITLE

For high achievers, separating who they are from what they do can be one of retirement’s biggest challenges. The transition creates an opportunity to rethink identity, establish a new rhythm and explore what might emerge when professional titles no longer define the day.

SENIOR LIVING SHOULD CREATE OPPORTUNITIES TO CONTRIBUTE

Communities can go beyond activities by viewing residents as citizens with experience, skills and purpose rather than simply consumers of services. Volunteering, mentoring, leading and serving can help residents continue building a meaningful “living legacy.”

RETIREMENT DOESN’T HAVE TO BE ALL OR NOTHING

Experienced professionals may still want to contribute while gaining more time for family, travel and personal interests. Consulting, passion projects, flexible leadership roles and job sharing can provide a bridge between a demanding career and traditional retirement.