Senior living is in the midst of a major transformation, and seven major traits in Senior Assisted living have emerged as key drivers of the strategic plans adopted by boards across the country. Those trends will shape the way organizations position themselves for the future to capture a new customer base in 2025 and beyond.
Trend 1: Middle-market products
Faced with the reality that boomers and members of Generation X have not saved for retirement like their predecessors have, senior living organizations are diversifying their product offerings, making senior living more affordable and attractive to those with lower incomes and fewer assets. The median retirement savings of boomers is only $202,000, and more than 40% of 55-to-64 year olds have no retirement savings, according to the Federal Reserve Board.
Market-rate housing, co-housing, reduced or no entrance fees, à la carte services, and concepts such as “Cosy Homes” are becoming more attractive to new consumers who desire more choices and less regimentation around retirement housing options. According to the National Investment Center for Seniors Housing & Care, the number of middle-income seniors will double by 2029. Those consumers will be better educated and more racially diverse than in the past.
Trend 2: Solo agers
Solo agers are older adults who currently live alone without a life partner, and they are childless.
According to published reports, about a fourth of the older adult population is currently in this category, and this percentage increases yearly. The Mather Institute reports that 42% of solo agers are not satisfied with their lives and have poorer mental health than those in the “supported agers” category. This may be due to isolation, loneliness, and depression, as the report found that solo agers have less daily contact with friends or family.
Senior living organizations, recognizing the need to serve this population segment, are spawning new services such as financial planning, volunteer matching, continuing-care-at-home memberships, and support networks that will help solo agers create a roadmap for the future. It is anticipated that some campuses of the future will exclusively serve this population segment and offer unique services to it. It is very important to note that about 35% of older adults are women compared with about 20% of men.
Trend 3: Longevity and well-being
Longevity communities focus on attracting younger seniors who want to extend their lifespans and improve their ageing experiences. The foundation of longevity communities is “scientific wellness,” developed by biologist Leroy Hood, MD, PhD. Scientific wellness is about predicting and preventing disease with personalized recommendations and active participation in managing one’s health.
A major aspect of this approach is keeping dementia at bay, given that Alzheimer’s disease is the fifth-leading cause of death for Americans 65 and older. Many senior living providers emphasize improving brain health as a key competitive advantage of their communities.
A critical component of longevity communities is the idea of creating support networks of like-minded folks who would endeavor to regularly assess and track important biomarkers, improve their lifestyle habits, and have some fun along the way to live healthier, happier, and longer lives.
Architectural firms, food service companies and organizations providing wellness coaching are beginning to educate residents and the campuses that serve them with resources designed to enhance living spaces, culinary offerings and physical/mental health. The Blue Zones movement across the United States is fueling this trend, and currently, 75 Blue Zone-certified communities are affecting more than five million lives.
Trend 4: Home- and community-based services
Recognizing that the majority of older adults wish to age in place in their own homes and communities, Home—and community-based services are a growing product line, whether it be home health, home care, hospice, Programs of All-Inclusive Care for the Elderly (PACE), CCaH, adult day services, or some other variation.
In a recent Ziegler study of 200 not-for-profit life plan communities, 61% said they currently offer HCBS. Almost a third of those not presently offering HCBS said they plan to provide this product for their residents and/or the greater community within the coming years. Approximately 85% of HCBS programs employ the organization’s nursing staff.
The majority of organizations participating in the Ziegler study cited four primary reasons for implementing this product line:
- growing demand for those services,
- expansion of the mission,
- complementary to existing service lines and
- revenue diversification.
Most participants in the study stated that this product line currently produces less than $10 million in annual revenue for their organizations.
Trend 5: Intergenerational living
Although this trend is far from new in the senior living world, it is gaining momentum again, according to the Intergenerational Task Force, a collaborative effort among Design for Aging, the Center for Health Design and SAGE. In a recent landmark study, the task force discovered that intergenerational, or IG, design leads to more socialization and reduced isolation, contributes to lifelong learning, fosters a sense of belonging among community members, and increases the quality of life experience.
Although some perceived barriers exist to incorporating IG, such as safety and security concerns as well as noise and lifestyle differences, there is solid support for everything from on-campus coffee shops open to the public, dining and fitness shared spaces, pedestrian and bike paths linking the campus to downtown, adopt-a-grade school programming, community farmer’s markets staffed by residents, internships for college students, onsite college classrooms and daycare centers, playgrounds and parks, art galleries and leased spaces for third-party gatherings.
The business case for intergenerational programming includes market differentiation, accelerated sales cycles, and the repurposing of less desirable, harder-to-sell units. However, notable downsides of the IG model are local zoning hurdles, tax status challenges, and litigation risks.
Trend 6: Memory care
Older adults with cognitive impairments require specialized care, which has led to the rapid growth of memory care units across the country. Due to high demand, those units, especially those within continuing care retirement/life plan communities, have demonstrated strong occupancy and absorption rates.
According to NIC, the total number of memory care units within CCRCs grew by 1.4% in the past year alone. Memory care units within the CCRC segment represent about 4% of the total. Still, this percentage is expected to grow as more skilled nursing units are repurposed, downsized or sold off.
NIC reported that CCRC memory care occupancy currently stands at about 90% for entrance fee CCRCs compared with 89% for rental CCRCs. Advancements in technology are expected to play an important role in shaping the future of memory care.
According to the National Institutes of Health, more than 40% of individuals 65 and older live with some memory impairment. The Alzheimer’s Association projects that Alzheimer’s disease will double by 2050.
In anticipation of the growth of cognitive impairment, life plan communities and other senior living entities offer mental health supports, healthier dining choices, obesity reduction programs, customized fitness routines and other brain-healthy interventions.
The Health and Retirement Study, a long-term research project funded by the National Institute on Aging, found that high social engagement, including visiting with family and friends and voluntarism, was associated with better cognitive health in later life.
Trend 7: Personalized approaches
Campuses will begin creating tailored experiences for residents and staff members based on health needs, lifestyle choices and individual preferences. A one-size-fits-all approach will be a bygone notion.
Technology will play a pivotal role in offering customized offerings. Artificial intelligence and predictive analytics will enhance targeted marketing efforts as organizations seek to attract younger residents and more engaged workers.
New ways of connecting people will emerge through volunteer matching services, vocational opportunities for campus residents, and employee affinity and support groups. Social media using interactive content will build a sense of connection, trust, inclusiveness, and belonging to campus life.
The emergence of smart home technologies and telemedicine will allow aging adults to participate more readily in their own healthcare management through personalized wellness and care plans. Life coaching and concierge services for residents and employees will become standard offerings on senior living campuses.
Conclusion
The assisted living industry is undergoing major changes, driven by shifting demographics, new technology, and changing expectations from residents and their families. Investors who stay ahead of the curve—by embracing tools like AI-driven healthcare, more personalized care options, and eco-friendly infrastructure—will find real opportunities in this evolving space. As more people look for high-quality, flexible living solutions, forward-thinking strategies will be key in shaping what comes next. Those who focus on innovation, resident well-being, and scalable systems won’t just improve returns—they’ll help create a more compassionate and efficient care environment. The future of assisted living will favour those who plan and invest in smarter, more human-centred solutions.