NIC’s Strategic Plan includes objectives to ‘expand the tent’ across five key focus areas – Active Adult, AgeTech, Capital for Operations, Middle Market, and Partnering for Health. Focus Area Committees (FACs) were formed to support these efforts. The AgeTech Committee is led by Chair Michael Kurliand, VP Clinical Quality and Integration, MedWand Solutions, Inc. Kurliand shared his thoughts on his role and the work of this important committee. 

NIC: How did you first get involved with NIC as a volunteer? 

Kurliand: I first became involved with NIC as a volunteer after speaking at the Spring conference in San Diego. The engagement and thoughtful dialogue from attendees both inside and outside the sessions was inspiring; I had never seen that much before at any conference ever. The professionals I encountered were some of the best and brightest in their fields. This experience left a strong impression on me, and thankfully, I was soon invited to join NIC’s Spring Conference Program Committee. This role eventually led to my involvement with the AgeTech Focus Area Committee, where I continue to collaborate with innovative leaders in the senior housing industry. 

NIC: As the chair of the AgeTech Focus Area Committee, can you tell us about the composition of the committee?  

Kurliand: The AgeTech Committee is a dynamic assembly of professionals from diverse industries that work in or with senior housing. Our members are outstanding experts, not just in their fields, but also in technology. We have clinicians, Electronic Medical Record and technology vendors, operators, owners, and lenders. This collective expertise ensures a comprehensive set of perspectives, enabling us to drive the dialogue and education around innovation and transformative change in the industry.  

NIC: Why do you think it’s important for NIC to focus on AgeTech? 

Kurliand: Understanding AgeTech is crucial for senior housing as it advances the quality of care and enhances the quality of life for residents and the people that serve them. By integrating the appropriate technologies, organizations can provide more personalized, efficient, and proactive care. AgeTech-friendly solutions, such as telehealth, remote monitoring, and AI-driven analytics, enable better health outcomes, reduce hospital visits, and ensure safety and well-being. Moreover, embracing these innovations helps address staffing challenges, streamline operations, and meet the evolving expectations of seniors and their families. Ultimately, a deep focus on AgeTech is essential for fostering a sustainable, forward-thinking, and compassionate senior housing environment. 

NIC: What does the AgeTech Committee aim to accomplish in the next year? 

Kurliand: The AgeTech Committee aims to recommend compelling, forward-thinking content in the next year. This includes suggestions for engaging conference sessions, practical workshops, and identifying needed research and educational content. By doing so, we’ll advance the industry through thought leadership and knowledge-sharing. Our goals also include fostering collaboration among experts from various sectors, enhancing the integration of appropriate and helpful technologies in senior housing, and ultimately improving the quality of care and life for seniors and the people that support them.  

Expert Insights from Outside Industries 

More older adults are living in senior housing today than ever before, with the number of senior housing communities outnumbering McDonalds restaurants in the U.S. by 20%. And in the next four years, the over-80 population will increase at a rate 16x higher than recent senior housing inventory growth.  

With these and many more compelling data points on the state of the industry, Justin Hutchens, Executive Vice President, Senior Housing at Ventas, and Chair of the 2024 Data & Analytics Conference Program Committee, aptly kicked off an exciting two days in Minneapolis where conference attendees learned and shared the latest data uses and insights that can help move the industry forward. 

“Complexity can get in the way of transparency,” Hutchens noted, sharing that the operational complexities inherent in senior housing have contributed to the lack of transparency and data availability for the sector compared to the multifamily and hospitality sectors. But he believes that can change as the “relatively small” sector (compared to other real estate property types) works together.  

The 2024 NIC Data & Analytics Conference provided an opportunity for both analysts and executives to strategize on how to use data and analytics to drive resident and staff engagement, and ultimately business success. Informative sessions and formal and informal networking opportunities provided the perfect setting for knowledge-sharing.  

AI is the Future, and the Future is Now 

The topic of AI was a thread running through many of the conference sessions. Arick Morton, CEO, NIC MAP Vision, discussed ways AI can dramatically upscale the industry by helping operators make use of their vast amounts of data without having to budget for staffs of data analysts, noting that in the sector “There’s a ton of data. Part of the challenge is leveraging that data.” 

Justin Grammens, Founder & CEO, Recursive Awesome, Lab 651 & Applied AI, discussed the productivity gains that can be realized today just by utilizing ChatGPT, citing use cases for content creation, sales and marketing analyses, employee onboarding, and even help desk support. He offered examples where AI can be used by different stakeholders in senior housing and care: 

• Residents and owners – Predictive healthcare, wearables, and products to counteract depression. 
• Owners and investors – Smart buildings, marketing automation, workflow automation.  
• More: Self-driving cars, augmented reality/virtual reality to combat resident isolation. 

HumanGood CTO, Nick Lindberg, described HumanGood’s use of AI for administrative purposes and the productivity gains they’ve experienced as “a lot of little wins start to add up.”  

If you’re wondering where to begin with adopting AI in your business, Grammens advises businesses to get started with just one thing, “Find the low hanging fruit with minimal risk.” Lindberg suggests encouraging adoption by starting with examples, show people what it can do.  

Learning From Outside Perspectives  

During the eight interactive sessions, experts dug into topics covering the latest research and data-driven insights paving the way for strategic growth. One of the goals of this year’s event was to learn from experts from adjacent and related sectors. Voices from outside of the senior housing and care industry were well represented on session panels, offering perspectives on how GE, Humana, CoStar, Revenue Analytics, United Optum, Walmart, and other companies have used analytics to power their business models and drive customization of the staff and client experience.  

In one executive breakout session, Humana’s Levi Bailey, VP, Enterprise Data Platform & Integration, discussed Humana’s focus on value-based care, with data as a key enabler for measuring outcomes and ultimately managing rising costs in the healthcare system. “The more we can do to detect and prevent things from happening to our members, it has a massive effect on the overall ecosystem,” he explained.  

Easing Technology Adoption 

Another common theme in the conference was the question of how to ease technology adoption in senior housing and care both at the enterprise level, and the community level. Sevy Petras, Founder and CEO, Priority Life Care, LLC, believes the industry is past slow adoption of technology and is “ready to go.” But she thinks state regulations may cause roadblocks. She also noted the time commitment associated with evaluating all product options that operators are presented with, and that any solution must integrate seamlessly with other data platforms. 

Standardized data utilization was mentioned by several panelists, with Arnie Whitman, Partner, SLTC, LLC, expanding on the need for integrated health records that will drive efficiency and value for operators. 

As for easing the process of getting community level buy-in for new technologies and data platforms, Lindberg advised, “Don’t lead with what the technology is. Lead with the solution, the problem you’re trying to solve.”  

Many thanks to the 2024 Data & Analytics Program Committee volunteers for curating such topical and engaging content.  

Mark your calendar for the 2025 NIC Data & Analytics Conference, May 7-8, 2025, in Indianapolis, IN. You won’t want to miss it! 

NIC’s Strategic Plan includes objectives to ‘expand the tent’ across five key focus areas – Active Adult, AgeTech, Capital for Operations, Middle Market, and Partnering for Health. Focus Area Committees (FACs) were formed to support these efforts. The Middle Market Committee is led by Chair Matthew Ruark of Keybank. We had a chance to talk with Ruark and hear his thoughts about this important committee.     

NIC: How did you first get involved with NIC as a volunteer?

Ruark: My experience as a volunteer leader with NIC goes back to 2018 when I was asked to serve on the Fall Conference Planning Committee, which was a great introduction to the role volunteer leaders play for NIC. The chance to interact and collaborate with some of the most talented individuals from across the industry was extremely rewarding. I have been fortunate to serve on the Fall Conference Planning Committee every year since, and have led conference sessions on topics from Debt and Equity, to ESG and Middle Market over the years. In 2019, I was asked to replace Carolyn Nazdin on the NIC Board as her term was expiring. This opportunity really elevated my exposure to NIC and what it means to be a volunteer leader. I have been a part of the 5-year Strategic Plan development, navigating the pandemic and many other interesting experiences as a board member. Over the years I have served on several different committees from Active Adult to DE&I and am currently the Chair of the Middle Market Focus Area Committee. I am also the Lead Instructor for a Level 2 NIC Academy course called Debt Financing Options for the Senior Housing and Care Industry. NIC is actively looking to expand the number of volunteer leaders. I would encourage anyone that wants to get involved and be a part of shaping the industry’s future to review the information on the website and fill out the interest form. My experiences have been tremendously rewarding on both a professional and personal level.

NIC: As the chair of the Middle Market Focus Area Committee, can you tell us about the composition of the committee?

Ruark: I believe housing and caring for the Middle Market is the biggest challenge the industry faces in the coming years, and NIC has been a leader in educating and increasing the awareness of the challenges the industry faces with our Middle Market population. I was honored when NIC CEO Ray Braun asked me to lead the Focus Area Committee. I am passionate about finding a solution to this challenge society faces.

The priority after being named chair was to develop the structure of the Committee. I was very focused on creating a committee that represented a diverse group of backgrounds and perspectives on how the Middle Market challenge can be addressed. The Committee is made up of 12 industry leaders that have experience ranging from For Profit to Non-Profit, and Ownership, Operating, and Capital backgrounds. I am fortunate to have Sophia Lukas of St. Paul’s Senior Services serve as the Vice Chair of the Committee.

I viewed my biggest challenge as Chair as how to engage and keep engaged such a talented group of doers! To create engagement opportunities, we formed four sub-committees and selected Chairs to each:

• Conference Planning – Tim Buchanan, Chair
• Research, Data and Analytics – Bob Kramer, Chair
• Education & Training – Kai Hsiao, Chair
• Finance – Lee Delaveris, Chair

One of the first priorities of the Committee was to create a mission statement…Identifying scalable solutions to make housing and care more accessible for older Americans in the middle market. The sub-committees are also creating thoughts around what success looks like, all in an effort to create accountability and be able to measure success.

NIC: Why do you think it’s important for NIC to focus on the Middle Market?

Ruark: As I mentioned before, I believe housing and caring for the Middle Market in the future is the most important challenge the industry faces. As NIC Co-founder and Strategic Adviser Bob Kramer has told me on many occasions, the industry must be part of the solution! To develop a solution, we must first define the Middle Market. NIC has committed a tremendous amount of resources to defining the Middle Market. As the leading organization in the industry, I believe NIC has a responsibility to be part of the solution and to this point NIC has been a leading voice.

The Middle Market will eventually be defined by multiple cohorts with different solutions. No one approach will solve the challenge. NIC is an incubator for thought and solution development. NIC brings industry leaders together to discuss and develop solutions openly. It is critical to have an organization like NIC to be a facilitator of solutions. The Middle Market challenge is too broad for any one organization to solve. This challenge will take the industry coming together to develop new structures for owners, operators, and capital. NIC is best positioned to lead this collective effort.      

NIC: What does the Middle Market Committee aim to accomplish in the next year?

Ruark: NIC has asked the Committee to create a 3-year plan to provide advice, guidance, and recommendations on conference programming; research, data, and analytics; NIC Academy programs; and new target audiences related to the Middle Market. The Committee’s recommendations will be provided to our fellow volunteers on the implementation committees for consideration. Beyond that, the Committee is focused on being a thought leader around our Mission Statement of Identifying scalable solutions to make housing and care more accessible for older Americans in the middle market. I look forward to seeing what this group of passionately committed volunteers can develop over the next year.

In the ever-evolving landscape of senior living, one thing remains constant: the need to adapt to changing consumer preferences. With the next generation entering retirement age, senior living operators are faced with the challenge of meeting the diverse and evolving needs and desires of this dynamic demographic.

Individuals born between 1946 and 1964 have long been known for their independence, individualism, and desire for choice. As they transition into retirement, they bring with them a set of preferences that differ significantly from previous generations. From lifestyle choices to amenities, baby boomers are reshaping the senior living industry in their image.

One of the most notable shifts in consumer preferences among baby boomers is a desire for active and engaging lifestyles. Unlike some previous generations, who may have viewed retirement as a time for relaxation and leisure, baby boomers are seeking opportunities for continued growth, learning, and adventure. Senior living operators are responding by offering a wide range of amenities and activities designed to cater to these interests, from fitness centers and outdoor recreational spaces to lifelong learning programs and volunteer opportunities. New options like SynchronyFit wellness programs, technology classes, and resident committees have been welcome additions to the Trilogy resident lifestyle. Our resident committees are identified and run by our residents. We have seen everything from knitting clubs who donate homemade blankets and other items to local hospitals, to singing ensembles and choirs who perform at our campus holiday events.

Additionally, placing a premium on flexibility and customization when it comes to their living arrangements is a clear expectation among prospective residents. Gone are the days of one-size-fits-all retirement communities. Instead, senior living operators need to embrace a more personalized approach, offering a variety of housing options ranging from independent living apartments to assisted living suites and memory care units. This allows residents to choose the level of support and assistance that best suits their individual needs, empowering them to maintain their independence while receiving the care they require. Trilogy’s continued focus on the full continuum of care has allowed the organization to place the consumer’s desire for flexibility and customization at the forefront. The ability to enjoy all stages of life from the same address provides a level of safety and convenience to our resident’s lives. The addition of boutique dialysis to the list of available services has provided even more opportunities for that personalized approach.

Technology is another area where senior living operators are adapting to meet the changing preferences of baby boomers. Given the technological advancements over the past several decades, boomers are more tech-savvy than previous seniors. They expect senior living communities to offer modern amenities such as high-speed internet access, smart home technology, and telehealth services. It is not only resident-facing technologies that must be incorporated, but also technologies that focus on operational efficiencies and caregiver performance, ultimately improving the overall resident experience. At Trilogy, exploring the impact of Artificial Intelligence and how AI can impact efficiencies in care and ease the caregiver burnout is paramount. By embracing technology, senior living operators can enhance the quality of life for residents while also improving operational efficiency and communication.

Furthermore, baby boomers are reshaping the dining experience in senior living communities. As a generation that grew up during the food revolution of the 1960s and 1970s, boomers have more adventurous palates and higher expectations when it comes to culinary offerings. Senior living operators are responding by providing diverse menus featuring fresh, locally sourced ingredients and accommodating special dietary needs and preferences. Additionally, many communities are incorporating farm-to-table initiatives and onsite restaurants to create a more restaurant-style dining experience for residents. We see this come to life at Trilogy through our Flavorful Balance program, prioritizing fresh ingredients and made from scratch menu items. We have also introduced a “Flavorful Dignity” program, allowing residents with mechanical food restrictions the joy of eating meals that look just like those who are not on a restricted diet.

From an operator’s perspective, adapting to changing consumer preferences requires a commitment to innovation, flexibility, and continuous improvement. At Trilogy we take every opportunity to learn, not only from consumer research, but through our bi-annual customer satisfaction surveys, putting us on a continual mission to learn from feedback. By staying attuned to the evolving needs and desires of baby boomers, senior living communities can remain competitive in a rapidly changing market while providing residents with the high-quality care and lifestyle they deserve. As the boomer generation continues to redefine aging, senior living operators must be prepared to embrace change and seize new opportunities for growth and innovation.

Key Takeaways: 

Data from the recently released 1Q 2024 NIC MAP Vision Actual Rates Report show that: 

• The pace of growth in initial rates for all care segments (independent living, assisted living, and memory care) decelerated, indicating a trend towards alignment with inflation.
• Discounts remained highest in the independent living segment, followed by memory care and assisted living.
• The pace of move-ins remained strong and further improved compared to the previous quarter for independent living, assisted living, and memory care.    

The pace of growth in initial rates for all care segments decelerated in the first quarter of 2024. 

• For initial rates (move-in rates), the pace of growth slowed across all care segments in the first quarter of 2024. By March 2024, year-over-year increases were at 4.2% for independent living, 4.4% for assisted living, and 4.7% for memory care, down from 8.1%, 8.8%, and 7.7% in March 2023, respectively. The memory care segment showed the largest year-over-year increase for initial rates among the three care segments in March 2024. 

Discounts in the first quarter of 2024 remained highest in the independent living segment, followed by memory care and assisted living.

• In the independent living segment, discounts between asking rates and initial rates remained in the double digits, averaging about 12.7% in the first quarter 2024. The March discount was $507, equivalent to 1.4 months on an annualized basis, and has stayed above $400 since June 2023. In-place rates had a 0.6 month annualized equivalent discount compared with asking rates.
• Discounts in the assisted living segment were lower, averaging 8.8% in the first quarter of 2024, equivalent to 1.1 months on an annualized basis for initial rates compared with asking rates. The March discount was $506, equivalent to 0.9 month on an annualized basis.
• In the memory care segment, the average discount for asking rates compared with initial rates was 8.9% in the first quarter 2024. The dollar discount ($778) in March 2024 was the equivalent of 1.1 months.

The pace of move-ins remained strong and further improved compared to the previous quarter for independent living, assisted living, and memory care.  

• In the independent living segment, the pace of move-ins averaged around 2.2% of inventory in the first quarter 2024, compared to an average of 2.1% in the fourth quarter 2023. The pace of move-outs averaged around 2.1% in the first quarter 2024.
• For the assisted living segment, move-ins averaged 3.2% of inventory in the first quarter 2024 compared to 3.0% in the fourth quarter of 2023.
• Move-ins for the memory care segment averaged 3.7% of inventory in the first quarter 2024 compared to 3.4% in the fourth quarter of 2023.

Additional key takeaways are available to NIC MAP Vision subscribers in the full report.  

About the Report  

The NIC MAP Vision Seniors Housing Actual Rates Report provides aggregate national data from approximately 300,000 units within more than 2,700 properties across the U.S. operated by 35 to 40 senior housing providers. The operators included in the current sample tend to be larger, professionally managed, and investment-grade operators as a requirement for participation is restricted to operators who manage 5 or more properties. Visit NIC MAP Vision’s website for more information.