Tag: Senior Living

On a recent episode of Varsity’s podcast, Roundtable Talk, we sat down with Andrew Carle, a nationally recognized expert in senior living and the founder of UniversityRetirementCommunities.com. With more than three decades in the field, Andrew has served as a senior living executive, educator, and consultant. Today, he continues to lead innovation as an adjunct professor at Georgetown University.

In his conversation with Roundtable Talk host Derek Dunham, Andrew shared how university retirement communities (URCs) are reshaping the future of aging. He also shared his five-point framework for successful URCs and his theory that URCs could even slow or reverse aspects of aging by tapping into powerful college-era memories.

The following are some fresh perspectives from the conversation. Check out the full episode here. 

WHAT SPARKED YOUR INTEREST IN UNIVERSITY RETIREMENT COMMUNITIES (URCS)?

Well, it goes back a ways, but 25 years ago, I had joined George Mason University to create what was then the first academic program for senior living administrators in the country. I found out that there were a couple of universities that had retirement communities. I visited the ones that existed, came back and I realized this could reinvent everything. I created a five criteria model around which I thought they should be structured. I published that in 2006. And in the last 20 years or so, most of them have kind of been built to that model.

WHAT ARE THE MUST-HAVES THAT DIFFERENTIATE A GREAT URC FROM A MEDIOCRE ONE?

Foundationally do this: if you are close to the university, that’s number one. Number two, do you formalize programming between the community and the university? Do you offer the full continuum of care? Then the financial commitment. Both sides financially incentivized for the long-term success. And then the fifth element: you need to have at least 10% of the residents who have some connection with the school. That’s going to bring the culture.

HOW CLOSE DOES A COMMUNITY NEED TO BE TO BE CONSIDERED A URC?

The one thing 80-year-olds and 20-year-olds have in common is none of them have cars. Once you got outside of about a mile of that campus, once you got outside that bubble, you didn’t feel like you were part of the campus. I like to see them within a mile. Once you get past three, four, five miles, what do you really have to do with that campus?

WHAT ARE THE BIGGEST CHALLENGES UNIVERSITIES FACE IN ESTABLISHING A URC?

You can’t find a bigger odd couple than universities and fast paced investor and driven senior living providers. They speak two completely different languages. You need to have the senior living providers who understand how to access the university without being driven nuts by all the bureaucracy.

Larry Carlson is the retired president and CEO of United Methodist Communities. With over 45 years of experience in senior living, Larry is known for pioneering person-directed care, integrating cutting-edge technology, and reimagining dementia care.

On Varsity’s podcast, Roundtable Talk, Larry explored the evolution of senior living, how AI and tech tools have transformed operations and improved staff workflows and why the industry must embrace innovation or risk falling behind.

The following are some fresh perspectives from the conversation. Check out the full episode here. 

WHAT WERE SOME OF THE BIGGEST CHANGES YOU SAW OVER 45 YEARS IN SENIOR LIVING?

Early in my career, senior living pretty much was a watered-down version of a hospital. Nobody had a choice as to when they get up or what they eat or when they were going to get a bath. The biggest change has been around person-directed care. In the early days, people would move in, they would give all their assets, and then the place would take care of them for the rest of their life. And now you have all kinds of financial arrangements and pretty high-end operations and very sophisticated operators too. It’s really respecting the person—who they were, who they want to be, and how they want to spend their time.

WHAT WERE SOME OF THE CHALLENGES TO TECHNOLOGY ADOPTION AT UMC, AND HOW DID YOU OVERCOME THEM?

When I arrived at UMC, we didn’t even own a server, so we really did start from the ground up. One example I can give you is we found a product called VST Alert, which was a falls management device. The staff realized how powerful this tool was going to be. They came back and said, we need more of these. And then they became owners and advocates.

WHAT IS THE HOGEWEYK MODEL AND HOW DID IT INSPIRE AVENDEL?

TheHogeweyk model is really about normalizing life for people who have a dementia diagnosis. And it’s not just for the person who has dementia, but for their families and for the caregivers as well. That means living on more of a family scale. Six or seven people in a household, where you can come together as a family and sit. We became very intent on figuring out what’s the stress that’s causing symptoms, not just treating symptoms. Pain is the number one thing that is underdiagnosed in people with dementia.

WHAT ROLE DOES AIR QUALITY PLAY IN SENIOR LIVING?

Before the pandemic, everybody overlooked it. During the pandemic, we had these reverse HEPA filters that were trying to keep the air separate from room to room so that we weren’t spreading disease. When you really think about it, you’ve got a large population of people in a somewhat small area. So you need to look at your air circulation, how many air changes you’re making, and your filtration and humidity control.

WHAT MESSAGE DO YOU WANT READERS TO TAKE FROM YOUR BOOK, “AVENDEL: REIMAGINING THE DEMENTIA EXPERIENCE”?

That dealing with dementia is not a hopeless situation. That there can be joy in it, and that you can live the life you love, whether that be the family member or the person with the diagnosis.

QUOTES

“Senior living pretty much was a watered-down version of a hospital. Nobody had a choice as to when they got up or what they ate. The biggest change has been around person-directed care.” (Larry)

“When I arrived at UMC, we didn’t even own a server. We really did start from the ground up.” (Larry)

“Once the staff really got a taste of how it could impact their quality of life as caregivers, it became self-fulfilling. They became owners and advocates.” (Larry)

“AI is really the wave of the future. If we don’t jump on board at the beginning, we’re going to get left at the curb.” (Larry)

“It’s just not normal to live with 25 other strangers in a locked ward. That’s what pushed us to create something different with Avandell.” (Larry)

“Most places are treating the symptoms of dementia, not the distress that’s causing the symptoms.” (Larry)

“Pain is the number one thing that is underdiagnosed in people who have dementia. Sometimes a Tylenol once a day can change everything.” (Larry)

“Our mantra at UMC was always: Know thy resident.” (Larry)

“We want to live the life we love, or love the life we live. That goes for residents and their families.” (Larry)

“Dealing with dementia is not a hopeless situation. There can be joy in it.” (Larry)

“Don’t be so afraid. Keep moving ahead. Try things. Fail quickly. Move on.” (Larry)

NOTES

Larry Carlson is the retired president and CEO of United Methodist Communities, bringing more than 45 years of leadership and innovation to the senior living industry. During his tenure, he championed tech integration, person-directed care, and a more humane approach to dementia support.

United Methodist Communities (UMC) is a New Jersey-based senior living organization offering independent living, assisted living, memory support, and skilled nursing. UMC is known for its values-based approach and commitment to enhancing the lives of older adults through innovation and compassionate care.

Under Larry’s leadership, UMC built a tech infrastructure from scratch, implemented AI tools in operations and HR, and reimagined memory care through Avandell, a dementia village inspired by the Dutch Hogeweyk model. His book, Avandell: Reimagining the Dementia Experience, reflects his commitment to transforming the narrative around aging and dementia care.

The industry has shifted from institutional care to person-directed care, with more choice, autonomy, and respect for individual preferences.

Technology transformed UMC from the ground up, enabling faster, smarter processes across departments—from admissions to HR onboarding.

AI was a game-changer, reducing administrative tasks and freeing up staff to focus on what matters most: resident experience.

Carlson advocated for failing fast and learning quickly, pushing senior living to be more innovative and less risk-averse.

The creation of Avandell was a response to institutional dementia care models, aiming to normalize life for residents through smaller households and daily autonomy.

Treating the source of distress, not just symptoms, became central to UMC’s dementia care philosophy.

Indoor air quality is a critical but often overlooked element of resident wellness, especially in light of the pandemic.

Virtual family meetings during COVID revealed new ways to strengthen communication, with higher participation and improved transparency.

The newest episode of Varsity’s podcast, Roundtable Talk, featured a conversation with Scott Townsley, a senior living strategist and consultant with over 35 years of experience in the industry. As the founder of Third Age and Trilogy Consulting, Scott has advised countless organizations on navigating change, embracing innovation and preparing for the future of aging services.

Roundtable Talk host Derek Dunham and Scott explored the challenges facing senior living today, how the traditional governance model is failing and how senior living providers can rethink their approach to data and business models to remain relevant.

The following are some fresh perspectives from the conversation. Check out the full episode here.

WHAT ROLE DO STRATEGY, VISION, AND INNOVATION PLAY IN ORGANIZATIONAL SUCCESS

I think of those three—strategy, vision, and innovation—as a Venn diagram. When they meet in the middle, that’s where success happens. If you look at the organizations that have gotten themselves into trouble, it’s usually because one or more of those three is missing. Without vision and innovation, it’s really hard to have a viable strategy. And without strategy, it’s easy to just repeat the same thing that’s been done for 20, 30, 40 years.

WHERE DO NONPROFIT SENIOR LIVING ORGANIZATIONS TYPICALLY FALL SHORT AMONG THOSE THREE?

In reality, in many instances, all three are areas where organizations fall short. But often it’s two out of three. I find it really rewarding when a CEO tells me, “I’m not that good at vision,” because that honesty means it can be addressed. A lot of leaders come from CFO or COO backgrounds, so they’re not used to thinking in visionary terms. But recognizing that is the first step toward improvement.

WHY DO YOU THINK INNOVATION IS OFTEN LACKING IN THIS FIELD?

Innovation takes time and effort. It’s a process that needs infrastructure and commitment. But it’s also a word we’ve thrown around for the last decade. Just saying “we’re innovative” doesn’t make it so. Take the village-to-village model, it’s been successful in spreading, but the business model often doesn’t work without fundraising. One group we worked with offered a freemium version of it and scaled to 3,000 people in 18 months. Innovation doesn’t always mean inventing something new. Sometimes it just means rethinking the model.

YOU’VE BEEN CRITICAL OF OCCUPANCY AS A METRIC. WHY?

Occupancy can be a vanity metric. If it’s been declining incrementally for 15 years, just reporting it against last year or budget isn’t enough. What matters is looking back five or ten years to see the full picture. Actionable data would include age and frailty at move-in. If those are trending up, you’ll likely see more turnover, which affects everything from staffing to marketing. Yet organizations still struggle to pull that data—it’s as miserable in 2025 as it was in 1985.

WHY DO PEOPLE HATE NURSING HOMES—INCLUDING NURSING HOME ADMINISTRATORS THEMSELVES?

The public perception is very negative. Our research shows that between 55–65% of respondents have a negative feeling about nursing homes. Even nursing home administrators will say they’d rather be dead than end up in one. The reality is that most nursing home beds are semi-private—there’s nothing private about them. To spend the most vulnerable time of your life sharing a room with a stranger is inhuman and inhumane. Small house models like Green House solve for this, but they’re still too rare.

QUOTES

“A man’s got to know his limitations. And I knew that it would have made for a great story. But I was happiest in consulting, where I’ve been for 35 years.” (Scott)

“If you think about the organizations that have gotten themselves into trouble in our field, it’s usually because all three—strategy, vision, and innovation—have not occurred.” (Scott)

“When a CEO says to me, ‘I’m really not that good at vision or I’m uncomfortable with it,’ that’s when it can be addressed. It’s when they don’t that you end up in a situation where one, two, or all three are missing.” (Scott)

“Innovation isn’t just people sitting around thinking about cool stuff. It could happen, but it really takes work.” (Scott)

“If you look at the number of villages that have developed over the last 15 and 20 years, it’s phenomenal. But if you look at the business model, in a very rare instance, it doesn’t succeed without fundraising donations. So the business model is flawed.” (Scott)

“When I tell you that people hate nursing homes, I’m not exaggerating. If you get a group of new nursing home administrators in a room and you ask them about the potential for them to end up in a nursing home, most of them will say, ‘I’d rather be dead.’” (Scott)

“Most of the nursing home beds in the United States, including in the not-for-profit sector, are semi-private. That’s a euphemism—because there’s really nothing private about them. It’s inhuman. And actually, there’s a difference between inhuman and inhumane. It’s both.” (Scott)

“We have to focus because this is a heavy lift—societally a heavy lift—but it’s also a huge opportunity. If we don’t do these things, if we don’t focus, it’s the for-profit sector that’s going to take it away.” (Scott)

“The nonprofit governance model is a failed model because board members don’t ask tough questions. When you talk to them, it’s clear they’re critical thinkers in their profession, but when they get into the boardroom, that willingness disappears.” (Scott)

“You want to be ageist around a baby boomer? You’re going to pay the price.” (Scott)

“We should stop feeling the necessity to invent and instead look around. Take something that’s already there and figure out how to scale it.” (Scott)

“If I had to talk to my younger self, I’d say, ‘Get to know yourself, Scott. Don’t spend so much time trying to achieve. Spend some time trying to understand you, because then you might achieve more.’” (Scott)

NOTES

Scott Townsley is a senior living strategist and consultant with over 35 years of experience helping organizations navigate challenges and embrace innovation. A former attorney and long-time industry leader, he founded Third Age, was a partner at Clifton Larson Allen, and now serves as Senior Advisor to Trilogy Consulting.

Trilogy Consulting provides strategic guidance to nonprofit senior living organizations, focusing on vision, strategy, and innovation. The firm helps organizations adapt to industry shifts, rethink traditional models, and implement forward-thinking solutions to better serve aging populations. Trilogy Connect, a related initiative, fosters collaboration and knowledge-sharing among senior living leaders.

Trilogy emphasizes the intersection of strategy, vision, and innovation, noting that organizations that fail to integrate all three often struggle.

Scott began his career as a dishwasher in a senior living community, later becoming its general counsel and ultimately being offered the CEO position.

Lack of vision and innovation hinders the senior living industry. Many organizations operate on outdated models without adapting to changing demographics and consumer expectations, leading to financial and operational challenges.

Innovation requires commitment, not just ideas. True innovation isn’t just about brainstorming new concepts—it requires structure, investment, and a willingness to rethink outdated business models.

The nonprofit governance model is failing. Board members often avoid asking tough questions, which weakens decision-making. Compensation for board members could create a stronger sense of responsibility and accountability.

People hate nursing homes. Research shows that public perception of nursing homes is overwhelmingly negative, and even industry professionals often say they would rather die than live in one.

Semi-private nursing home rooms are inhumane. The standard practice of placing two, three, or even four people in a room is outdated and unacceptable. Small-house models like Green House have addressed this issue, but widespread adoption has been slow due to myths about financial feasibility.

Age-in-place programs need better messaging. Many Continuing Care at Home (CCaH) programs market themselves like long-term care insurance, which is a turnoff to consumers. Instead, they should emphasize their ability to keep people out of nursing homes.

The nonprofit senior living sector is losing ground to for-profit operators. If nonprofit organizations don’t adapt, they risk becoming irrelevant as for-profit providers scale faster and respond more aggressively to market demands.

The industry underutilizes data. Senior living communities could benefit from predictive modeling to anticipate residents’ needs, yet the sector remains far behind in leveraging data for proactive decision-making.

Sharon Jessup is a consultant with OnePoint Partners, a board member of a senior living community, and an adult child with parents in senior living.  Sharon also joined Varsity’s weekly Roundtable recently to share her unique, 360-degree perspective on the industry, one that blends strategy, lived experience and leadership.  

Senior living is the only thing I’ve ever sold in my career,” said Sharon. “But when you experience it through the eyes of a loved one, it’s truly a game changer.”

FROM MANAGEMENT TO GOVERNANCE

Joining the Porters Neck Village board shifted the view from day-to-day operations to long-term strategy. With a seat at the governance table—and her parents living in the community—Sharon Jessup now helps shape the future of senior living from both a personal and professional perspective.

SEEING SENIOR LIVING THROUGH FAMILY

Experiencing senior living alongside her parents offered a whole new lens. From dining and activities to everyday engagement, the resident experience became deeply personal—proving that connection, community, and involvement matter just as much as care and convenience.

LEADERSHIP THROUGH LISTENING

Whether mentoring colleagues, serving on a board, or supporting family, leadership is rooted in listening. It’s not about managing—it’s about guiding, teaching, and showing up. Great leaders stay curious, lead by example, and always make time to understand the people they serve.

A COMPANY WITH PURPOSE

At OnePoint Partners, purpose and values drive every decision. As a B Corp certified firm, the team blends financial insight with empathy, collaboration, and curiosity—offering tailored strategies to communities while staying grounded in the mission of aging services.

ADVOCACY THAT EVOLVES

The journey doesn’t end—it evolves. Whether advising communities or supporting parents, advocacy is a lifelong role. With decades of experience and a personal stake in the resident journey, Sharon continues to teach, advise, and shape the future of aging services with compassion and clarity.

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. 

QUOTES

“Another principle that’s near and dear to my heart is the idea of promoting intergenerational connections. A college campus is uniquely positioned to connect generations around a shared love of learning.” (Lindsey)

“Universities should recognize a range of educational needs for older learners.” (Lindsey)

“21st century universities are highly technology enabled. How do we think about supporting people with technology barriers. We need to think about how to close that digital divide for learners of all ages.” (Lindsey) 

“There is no boundary or barrier between the (retirement) community and the campus community. We have students in the (retirement community) building all the time. We want that. We also have residents on the (college) campus all the time. These are the kinds of organic exposures and interactions that I feel are the most powerful part of this model.” (Lindsey) 

“Older people have forgotten what it’s like to be young but also young people have not developed the skills to project their future selves, which is so important. It means that you can make decisions now that will benefit the future version of you.” (Lindsey) 

“So many folks at 75 no longer identify with their careers. They no longer want to say ‘I’m a retired physician or a retired real estate broker’ they want to say ‘I’m a learner, I’m a mentor, I’m whatever it is I’m doing now.’ They have value now and post career identity and I think that’s what that student ID card represents.” (Lindsey) 

“We bring the university to (the community residents). You can really say that you get what you need in terms of care as you age but also you get what you want in terms of learning and enrichment and intellectual stimulation.” (Lindsey) 

NOTES

Lindsey is on the Executive Council of the Age Friendly University Global Network and is Senior Director of Lifelong University Engagement at Mirabella at Arizona State University. 

Lindsey works at the intersection of higher education and senior living, creating opportunities for senior living residents to fully immerse themselves in campus life at Arizona State University. With a background spanning the Peace Corps, aging services, and higher education, Lindsey is redefining what it means to age with purpose. 

Mirabella at Arizona State University is a luxury retirement community blending vibrant senior living with lifelong learning. Located on ASU’s Tempe campus, it offers residents cultural events, educational opportunities, and upscale amenities, fostering intergenerational connections.

Mirabella as ASU is the first certified university-based retirement community in the nation. It’s a 20-story Life Plan Community located on ASU’s campus, opened in December 2020. The community includes 238 independent living units, 17 assisted living units, 20 memory care units and 21 skilled nursing units.

Merging higher education with senior living might seem unusual, but this fusion can disrupt and redefine both fields. The concept of a university-based retirement community exemplifies how bringing together two distinct industries can lead to groundbreaking innovations and new possibilities.

While in grad school at ASU, Lindsey noticed her classmates accumulating significant debt due to high housing costs. This led her to start a home-sharing agency in Phoenix to match older homeowners with college students, allowing students to rent a room in exchange for household chores. 

University-based retirement communities are gaining popularity, and there are compelling reasons for this trend. The baby boomer generation, being the most educated retiree cohort ever, has a strong nostalgia for its college years. 

Mary Munoz is senior managing director at Ziegler. She was also a guest on our weekly Roundtable where she shared some insights from her 30 years of experience in senior living.

At Ziegler, Mary works with a broad range of senior living communities and multi-facility systems in strategic growth planning and creative financing strategies. She also has extensive experience with start-up CCRC projects, campus expansions and redevelopments, and refinancings.

Here’s a closer look at some highlights from her presentation: 

CRISES HAVE MADE US BETTER

Crises have continually transformed the senior living industry. During her time at Ziegler, Mary saw the financial impacts of 9/11, the Great Recession, and the COVID-19 pandemic, all of which led to mergers, bankruptcies, and industry consolidation. She noted a similar trend in the 1980s hospital sector, where reimbursement changes triggered widespread mergers.

In senior living, larger organizations are increasingly the ones that adapt and thrive, as they can diversify and spread costs. Mary believes single-site communities are declining as pressures rise. She stressed that future crises are inevitable and urged organizations to prepare. She challenged the audience to consider how their sales and marketing efforts are positioning their organizations to adapt and remain resilient.

EVERYONE NEEDS TO UNDERSTAND THE BOTTOM LINE

Understanding the bottom line is crucial, yet it’s often overlooked in organizations. Mary pointed out that while some employees are revenue centers, every employee is ultimately a cost center. 

She referenced the Retirement Housing Professional Program at LeadingAge, where Ziegler taught the financial module, and she frequently led the West Coast sessions. In her training, she encouraged participants to engage with their CFOs using a set of key questions, including, “How do I impact the bottom line of this organization, and how can I improve that impact?”

TECHNOLOGY IN SENIOR LIVING

Mary emphasized that while technology will be transformative in senior living, it won’t be resident-facing tech that makes the biggest impact. She believes that older adults in retirement communities crave physical contact, social interaction, and a sense of community, much like teenagers do. She noted that technology alone cannot solve the loneliness issue that older adults face; in fact, it could potentially make it worse.

Instead, Mary sees back-office technology as the real game changer—tools that improve workforce management, healthcare efficiency, and operational processes. It’s not about replacing people with robots, she explained, but enhancing the human element and creating opportunities for more meaningful interactions.

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. 

 

We recently welcomed Lindsey Beagley from Mirabella at Arizona State University as a guest on Varsity’s weekly Roundtable gathering. Lindsey describes her work as “innovating at the intersection of higher education and longevity.” As senior director of lifelong university engagement for Mirabella at ASU, Lindsey creates opportunities for residents to engage with the ASU campus. 

The following are some highlights from her Roundtable conversation. 

TWO INDUSTRIES, ONE POWERFUL NEW POSSIBILITY

Merging higher education with senior living might seem unusual, but this fusion can disrupt and redefine both fields. The concept of a university-based retirement community exemplifies how bringing together two distinct industries can lead to groundbreaking innovations and new possibilities.

DEMAND IS GROWING

The baby boomer generation, being the most educated retiree cohort ever, has a strong nostalgia for its college years. Additionally, boomers are healthier and have different expectations for retirement, compared to their parents and grandparents. Andrew Carle, who coined the term “university-based retirement community,” identified that seniors seek active, intellectually stimulating and intergenerational environments — qualities that are inherent to college campuses. 

A HIGHER EDUCATION RENAISSANCE

Lindsey believes that the 65-85 age range is not about winding down but, rather, a renaissance. Supporting this, the highest proportion of entrepreneurs are between 55 and 64 years old, showing a trend toward retooling and applying skills in new ways. Additionally, many people over 65 feel about 20 years younger than their actual age. To engage this demographic, products and services should meet their functional needs while reflecting their youthful self-perception.

THE BENEFITS OF INTERGENERATIONAL CONNECTIONS

The benefits of intergenerational connections are profound. For young adults, engaging with older generations enhances civic engagement, boosts entrepreneurial skills and builds self-confidence. For older adults, these connections reduce social isolation and improve quality of life, along with offering physical benefits, such as better balance, increased strength and reduced risk of falls. 

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. 

 

Joy Loverde is a path carver, a keynote speaker and a best-selling author. Her book, “The Complete Eldercare Planner” helps senior living shoppers figure out “where to start, which questions to ask and how to find help.” 

She also knows what it takes to plan effective sales events for senior living communities. For more than 35 years Joy has participated in hundreds of senior living marketing events as a keynote speaker and a mature marketing consultant. She joined our weekly Roundtable recently to share some of the things she’s learned about sales events. The following are some highlights from that conversation. 

WHAT CHANGES HAVE YOU SEEN IN TERMS OF WHO ATTENDS SENIOR LIVING MARKETING EVENTS? 

There have been significant shifts, particularly in the demographics of attendees at independent living prospect events.The audience has become much younger and healthier over the past decade, with participants as young as 45 and many in their 60s and 70s who are active and healthy. Joy highlighted the presence of young widows in their 50s and 60s who feel invisible, as well as the LGBTQ+ population, who are concerned about finding inclusive living environments. 

ARE YOU FINDING THAT THE PEOPLE ATTENDING EVENTS ARE MUCH MORE EDUCATED ON THE SENIOR LIVING MARKETPLACE THAN BEFORE?

Prospects today are much more informed. Attendees, especially boomers, enter the events with extensive knowledge of the products, whether it’s assisted living or independent living. They have thoroughly researched online and are aware of various lifestyle housing alternatives. 

Many attendees have experienced caregiving for their parents or grandparents, which has made them aware of the difficulties and financial nightmares associated with end-of-life care. This personal experience has informed their decisions about what they do not want as they journey toward old age.

WHAT KINDS OF QUESTIONS ARE PEOPLE IN YOUR SENIOR LIVING AUDIENCES (PROSPECTS) ASKING NOW? 

In the past, discussions focused on the benefits of communal living and dining preferences. Today, boomer prospects express more of a desire for control and individuality. For example, customizing their personal living spaces is important to them.  

Another significant shift in questions revolves around emotional wellness. In addition to boomers, many younger widows attend Joy’s events. They ask about individual support in the areas of grief, yoga, meditation, and spirituality. Joy further explained that in general many boomers are frequently experiencing grief due to the loss of loved ones, and they express the need for ongoing emotional support.

DOES THE LOCATION OF WHERE YOU HOLD MARKETING EVENTS MATTER IN TERMS OF ATTRACTING PROSPECTS? 

Joy noted a significant shift in event location strategies. Previously, there was a focus on holding independent living events at luxurious off-campus venues like country clubs to showcase community life. Now, the trend is toward smaller, on-campus events for Life Plan Communities, accommodating up to 60 people. Smaller audiences allow for more personalized interactions and attention to individual prospects.

Conversely, events for assisted living are now often held in vibrant settings like country clubs. These venues offer a feel-good environment with healthy food and social opportunities, which can be particularly appealing to prospects and adult children facing crises. 

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.