Tag: Baby Boomers

Data tells a much bigger story than occupancy rates alone. In this episode of Varsity’s Roundtable Talk, Derek sits down with Lisa McCracken, Head of Research and Analytics at the National Investment Center for Seniors Housing & Care (NIC), to discuss the trends shaping the future of senior living.

Lisa explores why demand is outpacing supply, why demographics alone won’t guarantee success and how providers can use data to better understand their markets, demonstrate value and prepare for the next generation of older adults.

Check out the full episode here. 

WHAT’S THE BIGGEST HEADLINE IN SENIOR LIVING RIGHT NOW?

We’ve been talking for most of my career about the arrival of the baby boomers, and we’re here today. The first baby boomer turns 80 this year in 2026. But yet we’re at this fascinating point where we have very little growth in our industry. We have huge demographic growth, but our response to that growth has been incredibly muted. I’m not sure many of us thought we’d be in this unique spot as the waves hit the shore of the baby boomers, and we’re a little ill-prepared in some respects.

WHAT DOES THE DATA TELL US ABOUT SENIOR LIVING’S POST-PANDEMIC RECOVERY?

From a data standpoint, one of the big things we look at is occupancy. As an industry, we passed the first quarter 2020 occupancy level. If you talk to many operators and providers today, they’re at some of the highest occupancy levels they’ve ever been at. For some of the modern, competitive senior living communities, they’re full and vibrant and doing well. Recovery is probably an understatement. We’re forecasting that we’re going to be hitting some record highs, so the next year or year and a half is going to be an interesting time.

WHAT’S REALLY DRIVING TODAY’S HIGH OCCUPANCY LEVELS?

There are some general demand elements for sure. Occupancy can certainly be driven by the fact that we don’t have a lot of new competition coming on the market. In the fourth quarter of 2025, a third of the primary markets actually had negative inventory growth. If your denominator is going down, even if you have the same number of people living there, your occupancy is going to go up. My concern is that I don’t want us to get lazy as an industry. We still need to work for it, and we’ve got to have what they want.

WHAT IS THE SENIOR LIVING INDUSTRY STILL GETTING WRONG ABOUT THIS MOMENT?

I think there is a little bit of, “the demographics will just take us where we need to be.” We talk about how the boomers are different, but I still don’t feel like we’re thinking differently enough. I feel like this is the same conversation I had 25 years ago. We say think outside of the box, but I’m just not sure if we’re thinking outside of the box enough. Even our labels are confusing. Life plan community, active adult, rental, entry fee. I think we get stuck in our labels, and our world is incredibly difficult to navigate.

HOW MUCH OF WHAT WE’RE SEEING IS REAL DEMAND VERSUS A LACK OF NEW INVENTORY?

I think it’s a combination of both. There is absolutely strong demand for a lot of what we have today. There are a lot of places that have very long wait lists. I talk to CEOs who say that for certain types of cottages or units, if you want something five years from now, get your name on there now. That’s demand for what you have. That is real deal. But the lack of new inventory is certainly part of it, and in certain markets there’s a scarcity issue going on for sure.

QUOTES

“The OGs of the internet really understand how to leverage technology to get the most out of it, but they also know when to turn it off. They’re the ones we should model when it comes to healthy boundaries and good engagement with technology.” (Ginna)

“People think older adults don’t know how to use technology. When you actually talk to them, they’ll be the first to say, ‘Why don’t you bring in a robot? Why don’t you use voice technology if it’s going to make life easier for the staff?'” (Ginna)

“Older adults see technology as an augmentation of what staff are already doing. I actually think the people preventing technology from becoming part of the ecosystem are often the staff themselves.” (Ginna)

“The reality is that older adults see the value of technology. If it’s easy to use and easy to adopt, they’re on it.” (Ginna)

“Gen X and younger baby boomers are the generation that’s exercising the most. They’re not doing chair yoga. They’re hiking five, ten, fifteen miles. They’re skiing. They’re living very active lives.” (Ginna)

“When I go on a senior living website, I don’t want to be overwhelmed by chatbots and pictures of everyone smiling. I want to know what your lifestyle is. What are you really about?” (Ginna)

“They like simplicity. They like elegance. Simpler is better—not because it’s for old people, but because it’s easier to find what you’re looking for. They hate clutter.” (Ginna)

“Technology is a means to the end. If it’s going to help me maintain my independence and still do the things I love in a different way, then that’s exactly how we should age.” (Ginna)

“I see AI as an assistant—a helper. It’s always human in the loop. You’re still in control, but AI gives you those little moments where you think, ‘Oh, I didn’t think about that.'” (Ginna)

“The whole idea of preventing a fall instead of waiting until someone needs help—that’s going to be a game changer.” (Ginna)

“The most successful senior living organizations won’t just operate inside their four walls. They’ll already be working with future residents in their homes years before they ever move in.” (Ginna)

NOTES

Ginna Baik is an aging technology strategist and consultant with more than 20 years of experience helping organizations use technology to improve the lives of older adults. She previously served as Director of AgeTech at AOL and is a board member for LeadingAge California and Eschaton. Her work focuses on digital engagement, consumer experience, AI and helping senior living organizations prepare for the next generation of older adults.

Before joining AOL, Ginna held leadership roles at Amazon Alexa, HP and other technology organizations, where she focused on voice technology, connected living and digital consumer experiences. She is widely recognized as a leading voice in AgeTech and regularly advises senior living providers on technology strategy, AI adoption and consumer engagement.

Older adults are far more comfortable with technology than many organizations assume. Many were among the first internet users, adopted email decades ago and now use smartphones, online banking, travel planning and AI tools at rates much closer to the general population than stereotypes suggest.

Today’s active agers expect marketing that reflects how they actually live. Rather than showing passive lifestyles, organizations should emphasize adventure, lifelong learning, wellness and authentic community experiences that resonate with younger boomers and Generation X.

Senior living websites often overwhelm visitors with chatbots, floor plans and sales messaging before explaining the community’s lifestyle. Technology should personalize and simplify the experience rather than create additional friction.

The most successful technology feels natural and supports independence without calling attention to itself. Voice assistants, smart home features and AI should help people accomplish everyday tasks while allowing them to remain in control.

AI delivers its greatest value by removing friction from everyday life. Instead of replacing people, it should function as an assistant that anticipates needs, provides helpful suggestions and makes routine decisions easier.

Technology can play a major role in preventing falls, supporting aging in place and improving quality of life through smart homes, voice control and passive monitoring that respects privacy while helping older adults remain independent.

For senior living providers, one of AI’s biggest near-term opportunities is reducing caregiver documentation and administrative work, helping staff capture more accurate information, improve care plans and spend more time with residents.

The future of senior living extends beyond the walls of a community. The most successful organizations will begin building relationships with future residents years before they move in, using technology to support aging at home and create a seamless transition when additional care is needed.

The future of senior living may depend less on new buildings and amenities and more on whether the industry is willing to rethink culture, autonomy and the resident experience itself. In this episode of Varsity’s Roundtable Talk, Derek sits down with Steve Moran, founder and publisher of Senior Living Foresight, one of the industry’s most influential media platforms.

Known for his candid commentary and sharp observations, Moran has spent years challenging operators to rethink leadership, culture, transparency and the overall resident experience. Derek and Steve discuss why the industry may have more of a culture crisis than a staffing crisis, how operators can better empower residents and families and why storytelling may be the key to changing perceptions of senior living for future generations.

Check out the full episode here.

WHAT’S THE REAL STORY IN SENIOR LIVING RIGHT NOW THAT PEOPLE AREN’T TALKING ABOUT ENOUGH?

As you know, we have great occupancy. We’ve had the best occupancy that we have ever had in my lifetime. And that’s really, really good news. What’s interesting to me, there are two things that are really interesting to me. The first is that when I talk to operators and leaders, there seems to be a sense of apprehension or fear like, ‘This is really good, but it feels like disaster is just around the corner.’ Probably some of that’s from the COVID hangover.

The other thing is we have operators who are just crushing it at huge margins and huge occupancies, while there are still some people out there that are really, really struggling. So much of it comes down to the operator and how they run their business because it can be super successful or really, really tough.”

ARE SENIOR LIVING COMMUNITIES TRULY ALIGNED WITH WHAT TODAY’S OLDER ADULT WANTS?

There’s this widespread belief that baby boomers are going to want something very different. I think there are a few things, but mostly as we get older, we’re going to want the same things people have always wanted.

Part of the biggest problem is that if we’re honest about the industry, senior living is still the last resort. I choose senior living when I can no longer live at home. That might mean I don’t want to take care of my yard anymore, I don’t want to cook or grocery shop anymore or it might mean I have real care needs. I’m not sure the industry is fully aligned with what people actually want because too often the focus is on providing the least amount of service at the lowest cost to maximize margins.

WHAT ARE OPERATORS DOING WELL RIGHT NOW — AND WHAT ARE THEY STILL GETTING WRONG?

I think operators are getting dining pretty right. They understand that dining is one place they touch residents’ lives three times a day. I think transportation is improving too and communities are building better physical spaces.

But I think they’re still not giving residents enough control over their own lives. I heard from a resident recently who said they were thrilled because residents had finally won the ability to choose what channel played on the TV behind the bar four days a week. And I’m thinking, this shouldn’t even be a battle. Those are the kinds of things I think we’re still getting wrong.

IS THE WORKFORCE CRISIS REALLY A STAFFING PROBLEM?

I don’t think we have a real staffing crisis. I think we have a culture crisis.

As long as there are people willing to work at McDonald’s, Taco Bell and Starbucks, we don’t have a staffing shortage. We have organizations that haven’t created cultures where people feel valued, appreciated and connected to purpose.

When you create a great work environment where people feel like they’re changing lives and love coming to work every day, they tell their friends about it. Goodwin House gets something like 900 applications a month. They hire the best people and the rest go elsewhere. That tells me the problem isn’t a lack of workers. It’s culture.

QUOTES

“I eat, breathe, and sleep senior living. And so having a chance to have a conversation about where the industry is at, where we’re going, what’s working and what’s not is one of my favorite things to do.” (Steve)

“We’ve had the best occupancy that we have ever had in my lifetime.” (Steve)

“It’s all about the operator and how they run their business because it can be super successful or really, really tough.” (Steve)

“The word I would put to it is the word tentative — that we’ve kind of got something that works pretty well, the returns are pretty good, and there’s a lot of hesitancy to change anything because it’s sort of working.” (Steve)

“We don’t have a staffing crisis, we’ve got a culture crisis. As long as there are people who are willing to work at McDonald’s and Taco Bell and Starbucks, we don’t have a staffing crisis.” (Steve)

“When we create a great work environment, a place where people feel valued, where they love coming to work every day, where they’re feeling like they’re making a huge difference, they’ll tell their friends about it.” (Steve)

“I think to not post pricing is a huge, huge mistake.” (Steve)

“We need big, bold stories that should be told.” (Steve)

“We should be our worst critics. We should be saying, what is it that we’re doing wrong? How do we get this right? How do we do it better?” (Steve)

NOTES

Steve Moran is the founder and publisher of Senior Living Foresight, one of the most widely read media platforms in the senior housing industry. A longtime commentator and thought leader, Moran is known for his candid perspectives on occupancy, workforce culture, innovation, leadership and the future of aging services. At 71, he also brings the perspective of someone personally navigating aging and senior care decisions for his own family.

Senior Living Foresight is a media and thought leadership platform focused on the senior living industry. Through articles, interviews, podcasts and commentary, the organization explores challenges and opportunities facing operators, caregivers and residents. Recently acquired by Procare HR, the platform continues expanding its editorial reach while maintaining Moran’s independent voice and focus on improving the industry.

Moran discussed how the senior living industry is experiencing record occupancy levels, yet many operators still seem apprehensive, almost expecting another crisis around the corner after the lingering effects of COVID. He emphasized that success in senior living often comes down to operational leadership and culture, pointing out that some communities are thriving while others continue to struggle.

He expressed concern about increasing ownership by large investment groups focused primarily on short-term returns, arguing that this can limit innovation and resident-centered experiences. Moran believes many communities still operate as a “last resort” rather than a desirable lifestyle choice.

Drawing from his own experiences, Moran shared that today’s boomers may not be as different as many assume. While older adults want autonomy and meaningful experiences, they still share many of the same emotional and practical needs previous generations faced as they aged.

Moran argued that senior living communities often fail to give residents enough control over their own lives, using examples like residents battling management over choosing television programming in common areas. He believes future communities must empower residents rather than dictate daily experiences.

On staffing, Moran challenged the common narrative of a workforce shortage, saying the industry actually faces a culture problem more than a staffing crisis. He explained that organizations with strong leadership, meaningful work environments and supportive cultures consistently attract applicants and retain employees.

He stressed the importance of storytelling in both recruitment and marketing. According to Moran, operators need to tell compelling stories about how senior living changes lives for residents, families and staff members rather than relying solely on amenities and clinical messaging.

Moran also highlighted the emotional complexity families face when choosing senior living communities, drawing from his own experiences helping his stepfather transition through multiple communities. He believes operators need greater transparency around pricing, care expectations and the realities families may encounter after move-in.

Looking ahead, Moran sees technology, AI and robotics playing increasingly important roles in senior living, though he believes the industry still struggles with fragmented systems and implementation challenges. He also predicts that future successful operators will prioritize employees, listen more carefully to residents and families and create experiences that inspire genuine brand evangelism rather than simple customer satisfaction.

Like many Americans, I took time out of my schedule to watch the recent hearings on Supreme Court nominee Brett Kavanaugh. And I’m sure that many of you are growing as weary as I am with the whole process. It seems that every media outlet has been constantly covering the political theater that has unfolded. To me, it’s felt nearly inescapable. Recently, I came across an interesting news article that relates the current political situation with the work that I do.

According to an article on readsludge.com, there has been a concerted effort by politically motivated groups to target female Baby Boomers, just like me, with Facebook ads that are opposed to the Kavanaugh nomination. In reviewing two days’ worth of new Facebook ads that mention Kavanaugh, nearly 37 percent of those ads were targeted at women over the age of 55. But why target Boomer women?

It has to do with the era in which they came of age — the late 1960s and the early 1970s. This was the time of women’s empowerment, the hippie movement and the Roe v. Wade case. Positive societal changes for women occurred at a rate previously unseen. At the forefront of those changes were young women in their teens and 20s. Now those same Baby Boomer women are becoming part of the debate about women’s rights in our modern age.

The Facebook ads that are targeting these women demonstrate the power of social media marketing. One political organization is spending $110 million on more than 100 different Facebook campaigns. If you are an American woman over the age of 55 who uses Facebook, you’re probably going to see one of these ads. This demographic also happens to be one of the fastest-growing and most-engaged groups on the platform. It’s a perfect storm for politicos, marketers and unknowing Boomer women.

As aging services marketers, what can we learn from this? First, the power of social media to market directly to Baby Boomer women is immense. We know that these women are the ones who will likely make health care and housing decisions in the next two decades. They also control a large amount of personal wealth in the form of homes, retirement accounts and pensions. Woe to the providers who do not keep up with the services and options that this consumer group desires. There is no doubt that they have an unprecedented ability to make or break senior living communities across the country.

Facebook offers a great way to provide targeted marketing to this demographic, but it has to be done in a way that is unobtrusive, intuitive and that provides value. In our daily work, the Varsity team specializes in deploying tactical social media marketing initiatives that reach the same consumers that these political ads are going after — and we only expect that to rise in the coming weeks prior to the mid-term elections. We are eager to see what kind of impact these political ads will have on female Boomer behavior and whether that will reverberate into our marketing efforts on behalf of our clients.