Tag: senior housing

Finding the right senior living community starts long before someone schedules a tour. On an episode of Varsity’s Roundtable Talk, Derek talked with Brad Breeding, founder of MyLifeSite, author of Your Best Path Forward and a nationally recognized expert on helping older adults and their families navigate senior living decisions.

Brad shared why so many families struggle to compare community options, the questions people should ask themselves before beginning a search, and how financial concerns often go far beyond monthly costs. He also discussed the growing influence of adult children, why community culture matters more than flashy amenities and the trends he believes will shape the future of senior living.

Check out the full episode here.

WHAT MAKES NAVIGATING SENIOR LIVING SO CONFUSING FOR FAMILIES?

There are so many different options, but from the outside many of them look the same. Independent living, assisted living and life plan communities can differ significantly in services, pricing and long-term value. Then you add the industry’s terminology, much of which is used differently from one community to another. It’s a lot for families to sort through, especially when they’re making a decision they’ve never faced before.

WHAT ARE THE BIGGEST FEARS PEOPLE HAVE WHEN CONSIDERING SENIOR LIVING?

Cost is one of the biggest concerns, especially what the decision might mean for someone’s estate. Beyond that, many people worry they’re making their final move. They wonder if they’ll like the community or regret the decision after selling their home and leaving familiar surroundings. That’s why spending time in a community and getting to know the people before moving is so valuable.

WHAT ROLE DO ADULT CHILDREN PLAY IN THE SENIOR LIVING DECISION?

Many adult children have firsthand experience with caregiving and understand how emotionally and physically demanding it can be. The question isn’t simply, “How do I care for my parents?” It’s, “What’s the best way to care for them?” Sometimes that’s providing support yourself. Other times it’s helping them find a community that can meet their needs while allowing you to focus on being a son or daughter.

WHERE SHOULD SOMEONE BEGIN WHEN THEY START LOOKING AT SENIOR LIVING?

Start by asking what’s most important to you and why. What concerns do you have? What gives you peace of mind? Once you’ve answered those questions, you can evaluate the different options available. The goal isn’t simply to compare communities. It’s to find the option that best aligns with your priorities and future plans.

WHAT ARE SOME OF THE BIGGEST MISCONCEPTIONS ABOUT THE COST OF SENIOR LIVING?

Many people assume senior living is simply expensive, but it’s more complicated than that. Different communities include different services and use different pricing models. Especially with life plan communities, it’s important to look beyond the entrance fee and consider the lifetime value, future care costs and overall financial picture.

WHAT DO TODAY’S OLDER ADULTS REALLY WANT FROM SENIOR LIVING?

People often assume they’re looking for luxury amenities, but that’s rarely what I hear. They want a place that’s well managed, where they feel respected, connected and comfortable. They want flexibility, meaningful relationships and confidence in the organization. When I ask residents what they like most about where they live, the answer I hear most often is simple: the people.

When it comes to senior living sales tours, more isn’t always better.

Many communities invest significant time and energy into creating the perfect tour route. The result is often a lengthy walk through every hallway, amenity and common area, packed with facts, features and information. While the intention is good, the experience can sometimes leave prospects feeling overwhelmed rather than inspired.

INFORMATION OVERLOAD IS REAL

During a recent Varsity Roundtable, Hoyle Koontz, Partner at The Vectre, shared a memorable term for this phenomenon: the “Gilligan tour.” Borrowing from Gilligan’s Island and its famous “three-hour tour,” Hoyle described the all-too-common practice of taking prospects on an exhaustive journey through every inch of a community, only to leave them stranded in a sea of details they’re unlikely to remember.

“Those three-hour tours are a waste of your time and likely wasting their time,” said Koontz. “Within one hour, prospects are going to forget half of it. Within a day, they’re going to forget 70 percent. Within a week, they’ve forgotten 90 percent.”

The challenge is that prospects are already processing a tremendous amount of information. They may be evaluating multiple communities, discussing options with family members and navigating the emotions that often accompany a major life transition. Adding even more information to the mix doesn’t necessarily help. In many cases, it creates confusion and makes it harder for prospects to identify what truly matters.

THE MYTH OF THE PERFECT TOUR PATH

Hoyle also challenged the idea of the so-called “optimum tour path.” Too often, communities follow a standardized route designed to showcase every feature, whether or not those features are relevant to a particular prospect. The dining room, fitness center and bistro may be impressive, but so do the dining rooms, fitness centers and bistros at competing communities.

What prospects remember is rarely the route. They remember how a community made them feel and whether they could envision themselves living there.

PERSONALIZATION BEATS PRESENTATION

Instead, the most effective tours focus on personalization. What is this prospect looking for? What concerns do they have? What aspects of community life are most important to them? By simplifying the experience and tailoring the conversation, sales teams can create stronger emotional connections and more meaningful conversations.

Rather than trying to show everything, focus on showing the right things. A prospect interested in social engagement may care more about resident interaction than square footage. Someone concerned about future care may be focused on healthcare services and peace of mind.

At the end of the day, prospects don’t need to see everything. They need to see enough to imagine themselves living there. Sometimes the shortest tour is the one that leaves the strongest impression.

FRESH PERSPECTIVES

The goal of a sales tour isn’t to showcase every square foot of a community. It’s to help prospects envision a better future. Communities that simplify the experience and focus on what matters most to each individual often create stronger connections, more productive conversations and ultimately better sales outcomes.

 

Great events don’t happen by accident. The most effective ones are designed to build relationships, create meaningful engagement and help prospects move forward in their decision-making journey.

That was the focus of a recent discussion on Varsity’s weekly Roundtable, where Leslie Dominguez and Jim Alford of Greystone Communities shared how organizations can use event-based marketing to strengthen prospect connections, support sales efforts and drive occupancy. From educational programs and resident ambassadors to strategic follow-up and targeted events, they offered practical ideas for turning experiences into results. Below are a few Fresh Perspectives from their discussion.

EVENTS WORK BECAUSE THEY FEEL LESS LIKE SALES APPOINTMENTS

Prospects who may avoid a one-on-one sales conversation are often much more comfortable attending a group event first. The most effective events create a relaxed environment where people can begin picturing themselves as part of the community.

RESIDENTS ARE OFTEN THE MOST POWERFUL SALESPEOPLE

Authentic conversations with residents, future residents and even family members consistently build more trust than polished sales presentations. Prospects want to hear directly from people already living the experience.

SMALL, TARGETED EVENTS CAN OUTPERFORM LARGE ONES

Bigger crowds don’t always lead to better results. Some of the most successful events are intimate, highly targeted gatherings built around a specific audience, lifestyle or inventory need that allow for deeper conversations and stronger connections.

THE BEST EVENTS LEAD WITH EDUCATION, NOT SALES

Communities that position themselves as trusted resources through topics like brain health, downsizing or senior living education often build stronger long-term relationships. Low-pressure educational events help prospects feel informed rather than sold to.

RETENTION EVENTS MATTER JUST AS MUCH AS LEAD GENERATION

Future residents on waitlists or in pre-marketing phases need ongoing engagement and reassurance. Consistent communication, varied programming and relationship-building events help keep excitement high and reduce fallout before move-in.

A MARKETING EVENT WITHOUT FOLLOW-UP IS JUST A PARTY

Successful events require intentional strategy before, during and after the event. Clear goals, strong lead tracking, thoughtful seating, personalized follow-up and consistent CRM management are what ultimately turn events into occupancy growth.

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.

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This collaborative article features insights from Derek Dunham of Varsity, MaryJane Fitts of Greystone Communities and Cameron Martin of The Highlands at Wyomissing following their presentation at the LeadingAge PA Annual Conference.

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Senior living waitlists were originally designed to solve a simple problem: hold future demand until an apartment becomes available. But today’s senior living consumer journey is far more complex than simply adding a name to a list and waiting for the phone to ring.

That’s why more senior living communities are rethinking the traditional waitlist model and moving toward membership-based programs designed to create earlier engagement, stronger emotional connection and more predictable occupancy growth. 

That topic was front and center during a recent presentation at the LeadingAge PA Annual Conference, where Varsity’s Derek Dunham joined MaryJane Fitts of Greystone Communities and Cameron Martin of The Highlands at Wyomissing to discuss how communities can transform passive waitlists into active membership experiences.

WHY TRADITIONAL WAITLISTS ARE FALLING SHORT

The conversation focused on a growing challenge facing senior living sales teams. Traditional waitlists often create long periods of inactivity. Prospects join, disengage and remain emotionally disconnected from the community. Sales teams spend time servicing depositors without always knowing who is truly ready to move. Meanwhile, demand for senior living continues to rise as the 80+ population grows rapidly over the next several decades.

Today’s prospects also move through the decision-making process differently than previous generations. Some are actively planning for a move within the next year. Others may be exploring options years in advance. Treating every prospect exactly the same creates friction for both sales teams and future residents.

THE HIGHLANDS AT WYOMISSING: A MEMBERSHIP MINDSET

The Highlands at Wyomissing offered a real-world case study of how communities can rethink the process. With a current waitlist of roughly 460 prospects and approximately 30 to 35 move-ins annually, the organization sees an opportunity to better align engagement with how prospects actually make decisions today.

Rather than treating every prospect the same, The Highlands is developing a tiered Future Residents Club built around different levels of readiness. The Reserve Club is designed for individuals likely to move within 18 months and includes a larger refundable deposit alongside priority benefits and incentives. The Explorer Club will focus on prospects who may still be three to five years away from moving but want to remain engaged with the community over time.

The organization also hosted focus groups with both current and future residents while developing the program. One key takeaway emerged quickly: simple was better. Prospects wanted clarity around expectations, benefits and next steps rather than overly complicated structures or processes.

BUILDING CONNECTION BEFORE MOVE-IN

The shift reflects a broader understanding of how senior living decisions are made today. Prospects don’t fall in love with floor plans or amenities. They connect emotionally to lifestyle, relationships and community identity. That’s why membership-based programs often include dining experiences, events, lifestyle access, downsizing support and financial planning guidance long before move-in occurs.

The goal is not simply to create more activity. It’s to create more meaningful engagement that shortens decision timelines, improves confidence and strengthens future occupancy pipelines. Communities also benefit operationally through clearer engagement paths, more intentional sales conversations and stronger prioritization of near-term move-ins.

The communities that win in the years ahead will be the ones that build relationships long before a move-in ever happens. Membership-based programs create that opportunity by turning future residents into active participants in community life earlier in the journey. 

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The following is a guest blog entry from Larry Carlson. Larry is an advisor, board member, and author of Avandell: Reimagining the Dementia Experience. A longtime CEO in senior living, he now writes and speaks about helping older adults finish strong — living with purpose, vitality, and impact in their third age.

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It’s Monday morning. The numbers came in late Friday.

They’re down. Again. Not dramatically. Not enough to cause alarm. But enough to feel it.

She’s already run through the explanations in her head. Seasonality. Market shifts. Increased competition. All true.

None of it changes the number.

She walks into the conference room a few minutes early. The team will be in soon—sales, operations, nursing. They’ll be looking to her for direction. For tone. She knows what the conversation needs to cover.

Leads. Conversions. Follow-up. Urgency.

She also knows something else. What gets said in this room today won’t just shape the next 30 days. It will shape the culture. Because under pressure, something subtle begins to happen.

Standards start to bend. Language starts to shift. Decisions get made a little faster, and a little differently.

Not all at once. But enough. And for a moment, there’s a choice. When occupancy drops, the real risk isn’t the number. It’s what leaders are willing to trade to fix it. Because census pressure doesn’t just test your strategy. It reveals your culture.

Maybe you’ve been in a room like that.

In my experience, there are three places where that shows up most clearly.

Early Warning Signs – When culture starts to slip

Culture rarely breaks all at once. It erodes quietly. A phrase here. A decision there. A moment that doesn’t quite sit right—but gets rationalized and moved past.

Language begins to change. Residents become “units.” Move-ins become “wins.” Conversations become more about pace than people.

High performers—especially in sales—may begin to get a little more latitude. Not intentionally. But because the pressure to produce is real. And slowly, what was once non-negotiable starts to feel… flexible.

The challenge is that none of this looks like a problem in isolation. But over time, it becomes the culture.

TRY THIS: 

Before your next leadership meeting, ask yourself—and your team:

“What have we started tolerating in the past 30 days that we wouldn’t have accepted before?”

Don’t rush past the answers. That’s where culture is either being protected… or traded.

Decision-Making Under Pressure – Where values get tested

Most organizations don’t abandon their values. They just begin to reinterpret them under pressure. The conversation shifts.

“This is what we believe… but in this case…”

“We wouldn’t normally do this… but given where we are…”

And often, the decision itself doesn’t feel dramatic. It feels reasonable. Necessary, even. That’s what makes it dangerous. Because culture isn’t shaped by the decisions you’re proud of. It’s shaped by the ones you justify.

Pressure doesn’t create values conflict. It exposes it. And in those moments, leadership isn’t about having the right answer. It’s about having the discipline to pause long enough to see what’s at stake.

TRY THIS: 

Before making a key decision, ask:

“If this decision became visible to every team member, would it strengthen trust… or weaken it?”

You may still make the same call. But you’ll make it consciously.

Communication – Setting tone without creating fear

When census is down, teams don’t just look for direction. They look for signals. What matters now? What’s changing? What’s not?

Some leaders respond by increasing pressure. More urgency. More accountability. More focus on the number. Others go the opposite direction—softening the message, trying to protect morale by minimizing the reality. Neither approach builds trust.

Because your team already knows. They see the numbers. They feel the shift. What they need isn’t spin. They need clarity—and steadiness.

The ability to say: Yes, this matters. Yes, we feel it. And no, it doesn’t change who we are. That’s what anchors a team. Not the absence of pressure. But the presence of leadership within it.

TRY THIS: 

In your next team communication, name both sides clearly:

• The reality you’re facing
• The values that won’t change because of it

Say it out loud. And then live it in the decisions that follow.

In that Monday morning meeting, the numbers will get discussed. They should. Plans will be made. Expectations clarified. But something else is happening at the same time. Your team is watching. Not just for direction. For signals.

What matters now? What’s negotiable? Who are we under pressure?

And over time, those signals become your culture. Not because you declared it. But because you led it, especially when it was hardest to do so.

The future of aging services may depend less on adding more programs and more on rebuilding something many communities have quietly lost: human connection. 

Across healthcare, caregiving and senior living, loneliness and isolation are increasingly driving both physical and emotional health challenges, forcing organizations to rethink how care, housing and support systems are designed for a rapidly aging population. That was the focus of a recent conversation on Varsity’s weekly Roundtable featuring Angela Bovill of Ascentria Care Alliance, who shared insights drawn from decades of experience across the broader human services landscape. Below are a few Fresh Perspectives from her discussion.

ISOLATION MAY BE THE BIGGEST HEALTH CRISIS WE’RE OVERLOOKING

Across nearly every population Ascentria serves, loneliness and disconnection are driving both mental and physical health challenges. Aging services can’t just focus on care delivery anymore — they also have to rebuild human connection and community.

PEOPLE DON’T LIVE THEIR LIVES IN CATEGORIES

Aging, disability, caregiving, immigration status and economic hardship often overlap in the same person or family. Systems built around isolated labels and funding silos don’t reflect how people actually live or what holistic care truly requires.

AI SHOULD REDUCE ADMINISTRATIVE BURDEN, NOT REPLACE HUMAN CARE

Technology can absolutely help streamline paperwork, compliance and back-office work, but replacing companionship, empathy and trust with AI risks deepening the very isolation already harming people.

MULTIGENERATIONAL AND SHARED LIVING MODELS ARE LIKELY TO GROW

Traditional aging-in-place models may become increasingly difficult as workforce shortages intensify. ADUs, co-living arrangements and multigenerational housing could become more practical, affordable and socially connected alternatives.

SENIOR LIVING COMMUNITIES NEED TO MOVE BEYOND “CARETAKING”

Older adults still want purpose, contribution and engagement with broader communities. Future models will need to create opportunities for residents to mentor, volunteer, work and remain integrated into everyday life rather than simply being cared for.

SOCIAL ENTERPRISES CAN CREATE BOTH IMPACT AND FINANCIAL STABILITY

By turning mission-driven expertise into sustainable businesses, organizations can generate revenue, create jobs and reduce dependence on shifting government funding or donor priorities.

THE FUTURE OF AGING SERVICES WILL REQUIRE BIGGER, MORE CREATIVE THINKING

Current systems were largely built for a different era of family structure, economics and longevity. Solving today’s aging challenges will require reimagining housing, caregiving, workforce development and community connection at the same time.

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.

Families searching for senior living options often aren’t casually exploring. They’re navigating stress, uncertainty and emotional decision-making after a health event, hospital stay or major life transition. In those moments, trust, speed and guidance matter just as much as care offerings or amenities. That’s why placement partnerships are becoming an increasingly important part of occupancy growth and the overall family experience in senior living.

During Varsity’s weekly Roundtable, Matt Wilson and Lori Crabtree of Next Level Senior Advisors discussed how stronger relationships between senior living communities and placement advisors can create better outcomes for families while also supporting referrals, conversions and long-term occupancy growth. Below are a few Fresh Perspectives from their discussion. 

PLACEMENTS SHOULD BE VIEWED AS A REVENUE STRATEGY, NOT A MARKETING EXPENSE

Even one additional move-in per month can create significant long-term revenue, shifting placement partnerships from a cost discussion to a meaningful occupancy growth strategy.

FAMILIES AREN’T SHOPPING, THEY’RE IN CRISIS MODE

Most families are navigating fear, guilt and time pressure after a health event or hospital stay. Communities that simplify decisions and provide reassurance stand out quickly.

TRUST IS THE TRUE CURRENCY OF REFERRALS

Advisors build their reputation one family at a time. Poor communication, delayed responses or bad family experiences quietly damage referral relationships faster than communities may realize.

THE BEST PARTNERSHIPS ARE BUILT ON TRANSPARENCY AND SPEED

Communities that are upfront about pricing, responsive with communication and easy to work with are the ones advisors consistently recommend first.

SMALL OPERATIONAL CHANGES CAN CREATE BIG REFERRAL GAINS

Simple steps like maintaining updated profiles, assigning one advisor contact and creating a dedicated referral inbox can dramatically improve communication and conversion opportunities.

PERSONALIZATION BEATS VOLUME IN TODAY’S REFERRAL LANDSCAPE

Families don’t want endless lists of options. Advisors who narrow choices down to the best-fit communities create better experiences for families and stronger conversion opportunities for providers.

Occupancy is rising, development remains constrained and the first wave of baby boomers is turning 80 — forces that are quietly redefining senior living’s trajectory. The real story isn’t just momentum, it’s what the data reveals about where the market is headed next. 

On Varsity’s weekly Roundtable, Lisa McCracken, Head of Research & Analytics at the National Investment Center for Seniors Housing & Care (NIC), translated NIC’s latest research into clear signals for operators and marketers. Below are a few Fresh Perspectives from her discussion.

DEMAND FOR SENIOR LIVING OUTPACING SUPPLY GROWTH – Occupancy isn’t rising because we suddenly cracked the marketing code. It’s rising because inventory growth is at historic lows while the 80+ population accelerates. The supply-demand gap is doing heavy lifting.

90% IS THE NEW PSYCHOLOGICAL MILE MARKER

With national occupancy nearing 90 percent and record occupied units for 13–14 straight quarters, the industry is regaining confidence. Crossing that threshold signals strength — even if 91.7 percent remains the ultimate benchmark.

PENETRATION IS COMPLEX, NOT DEMOGRAPHIC

Age and income alone don’t determine market success. Cultural norms, policy, labor dynamics, ADLs and local economics all influence penetration. A one percent gain nationally would be massive — but it requires nuance, not shortcuts.

VALUE MUST BE PROVEN, NOT PRESUMED

Feeling impactful isn’t enough. Claims-based research shows residents live longer, have lower mortality and fewer hospitalizations than peers — data that strengthens positioning with payers and prospects alike.

ER VISITS TELL A STORY

Senior housing residents visit the emergency department more often, but are hospitalized less. That tension reveals both opportunity and operational blind spots — and points to the next frontier of improvement.

DEVELOPMENT IS A SLOW SWITCH

Even if capital loosens and construction starts rebound in 15–18 months, extended development timelines mean new supply won’t arrive quickly. Today’s drought could shape market dynamics for years.

DATA IS THE BRIDGE

From value-based care toolkits to expanded market coverage, NIC’s role isn’t just reporting numbers, it’s connecting silos, informing strategy and helping a small but essential sector prepare for a very big future.

Varsity’s Roundtable is 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.