The NIC Analytics team presented findings during a webinar with NIC MAP clients on October 9^th, sharing key senior housing data trends during the third quarter of 2025. Additionally, Tom Grape, Founder, Chairman & CEO at Benchmark Senior Living and Andy Kohlberg, President & CEO at Kisco Senior Living joined Lisa McCracken, Head of Research & Analytics at NIC, for a CEO panel discussion on recent trends.

Key takeaways included the following: 

Takeaway #1: Independent Living Occupancy Rate Climbs Above 90%

• The occupancy rate for independent living (IL) communities surpassed 90% in the third quarter, increasing 0.5 percentage points to 90.2%.
• For assisted living (AL) communities, the occupancy rate jumped nearly a full percentage point to 87.2%.
• These strong trends in both property types illustrate the choice-driven demand from the younger or healthier older adults moving into IL, as well as the need-driven demand from those seeking AL services and care.

Takeaway #2: Active Adult Nearly 96% Occupied Upon Stabilization

• The active adult occupancy rate stood at 92.1% in the third quarter, edging down 0.2 percentage points from the prior quarter, but still well above 90% occupied.
• The active adult occupancy rate includes all properties, including those still in lease-up. As a result, the dip may be driven from new units arriving online that are still being absorbed.
• Overall, occupancy rates have ranged from 92% to 94% over the past six quarters since NIC MAP began tracking this data.
• For active adult communities open at least two years, occupancy rates are near 96%.

Takeaway #3: Inventory Growth Setting New Record Lows

• The cost of capital, materials, and labor, among other headwinds, continue to limit inventory growth.
• Fewer than 1,400 new units were opened in the third quarter, and inventory growth remained well below 1% for the second consecutive quarter, with only 0.7% inventory growth from a year earlier.
• This muted new supply is setting new record lows since NIC MAP began tracking this data in 2007.

Takeaway #4: Construction Levels Lowest Since 2012

• For both IL and AL properties, the number of units under construction continued to decline, falling to only 17,000 units combined in the third quarter, levels last seen in early 2012.

Takeaway #5: Negative Inventory Growth in 26% of Primary Markets

• Eight of the 31 Primary Markets have less senior housing units today in their markets than they did three years ago.
• This decline in senior housing inventory is due to property closures, or to units being converted to other uses, without enough new communities or new units being opened to replace them.
• San Antonio has nearly 4% less inventory today compared to three years ago, followed by Pittsburgh at nearly 3% less; Riverside at 2% less; and Tampa and San Diego at 1% less.
• Houston, Baltimore, and Los Angeles round out the eight metro areas with shrinking senior housing inventory.

In conjunction with NIC’s Active Adult Focus Area Committee, NIC recently published two new active adult resources available for existing industry stakeholders and for new entrants into the active adult space.

The first new resource, “Investment Thesis for Active Adult Rental Communities,” serves as an educational resource for investors, lenders, developers, operators, and third-party service providers. The presentation provides:

• An active adult industry overview
• Demand drivers, supply metrics, and market penetration rates
• Occupancy rates and rents
• Recent valuations
• And the latest outlook for the active adult industry

The second new resource, “Active Adult Fact Sheet for Municipalities,” serves as an educational resource for municipalities evaluating new active adult rental community development within their cities and towns. The fact sheet provides:

• NIC’s definition of active adult rental communities
• How active adult differs from conventional multifamily and traditional housing
• Typical benefits of active adult communities in cities and towns
• Characteristics of active adult rental communities and their residents

NIC appreciates the time and insights provided by the Active Adult Focus Area Committee to continue to push forward growth, resources, tools, and opportunities for the active adult industry.

This article is the ninth in a series showcasing parent/child dynamics across the senior housing and care industry. My conversation with Joe, Amy, and Nick Jasmon of American Healthcare Management Group (AHMG) explores how our industry has become a family affair.

Tell us about yourself and your work.

Joe Jasmon: In 2004, we were working with a company in Savannah, GA doing a hospital turn around. We created American Healthcare Management Group to carry on that journey and found a niche of helping hospitals get back on their feet. It was all about identifying who needed to be in what box and putting all the pieces together. With that particular hospital, we were able to convert $300 million of revenue from a competing hospital just by making it a better environment for physicians to work in. We were also able to get the company on the Fortune 100 of best places to work.

We took that knowledge on the road to build more consulting opportunities. Along the way, we learned a lot about senior living and started doing more work in the senior space. For the first part of it, I was on the road and Amy was the entire support team—finance, accounting, and HR. When Nick started, he learned how to design, build, and manage a senior living community. We currently have 12 communities in total.

Amy Jasmon: Initially, Joe and I planned for me to have a big presence in our two sons’ lives. As soon as the kids got out the door to college, I was pushed from behind the scenes to the front of the scenes. It’s been a big but rewarding change. I’m good at the people part of it. Whether you’re talking to your executive director or a caretaker, listening is crucial.

Joe: I will brag for her. Nick has labeled Amy the Chief Emotional Officer because there’s no one better at listening. It’s a talent you can’t teach, and we’re blessed to have that within our organization, but also within our family.

Nick Jasmon: I have a degree in family enterprise from Stetson University, which has been helpful as we discuss succession planning. After college, I did internships with Silversphere, and The LaSalle Group, which gave me the opportunity to job-hop around to all different departments and learn the ins and outs of the industry. Ultimately, it was being in the community that I fell in love with.

We help these individuals go through such a difficult stage of life. From a family member’s perspective, you must admit that your parent, who has been your leader, now needs your help. And parents, who are used to being leaders, now need to lean on their kids. Every day, we get to help families navigate this new dynamic and maximize the last bit of time they have left together.

How do you keep separation between church and state?

Amy: It’s difficult. If our phone rings, we know it’s probably work. When one of us has something come up, it becomes a conversation for all of us. Because of our work ethic and commitments to our teams, it’s not the work that takes a backseat, it’s the family and personal side of things. On the flip side, having each other’s back and not having to worry about trust at work is priceless.

Nick: I think we’ve gotten better, but we should really be asking my brother who isn’t in the family business today. When we first started working together, I would frame questions to distinguish whether it was a work question or a mom and dad question.

Joe: We’re only good at keeping work and personal separate during Bears football games because I don’t answer my phone. So, I would say we’re capable, but not very good at it.

Where do you see the industry going?

Joe: The industry has changed significantly over the last 10 years. The industry is afraid to get out of the box it’s been in for the last decade, so the customer base has moved beyond us. Collectively, we have to catch up because our customers don’t want what we’re selling.

Parallel to that is a workforce that has changed drastically over the last decade. In the last two to three years, it’s been difficult to hire good people at every level. There is no accountability. We have to do a better job of getting people to join us from outside of senior living and find a better way to create a caregiver solution for our residents. At some point, I think AI can be harnessed to help us mitigate the struggle we have on a daily basis of getting good people to show up and do a good job.

Amy: I would echo the workforce issues. My biggest frustration is the people even though they’re also the biggest joy for me.

What advice do you have for the next generation or those thinking about joining the industry?

Joe: Our expectation and advice for them is to be the type of people who will get on a plane or a car in a moment’s notice and go to the communities to work side by side with staff. Even if that means mulching or cooking, you have to be ready to jump in. Additionally, utilize the technological skills you have for efficiency’s sake.

Amy: I agree—use your tech knowledge, but don’t forget the personal touch. We want to stay as small as we need to stay so we don’t lose sight of the personal touch. That’s what we’re good at and it makes all the difference.  

What advice do you have for the generation before us?

Nick: The labor part is tough, and I feel like we as an organization often let that bog us down. My advice would be: let’s live in reality and not in a financial document. It’s hard to remember the things going well during times when your impact is not easily seen.

*Interviews edited for length

Middle market senior housing is one of the toughest niche offerings to get right. Residents want quality care and lifestyle at a price they can afford, and operators need sustainable margins to make the model work. At Cardinal Senior Living, we have been able to create a middle market offering that leverages a highly efficient operating model with other strategic positioning to serve this growing cohort of older adults.

Below are what we see as key elements of our success.

1. Maximize 3rd shift.
Overnight staff should not just monitor hallways. We train them to handle housekeeping and laundry while the residents sleep. It keeps day shifts free for direct care and cuts the need for dedicated housekeeping hours.

2. Leverage EBT (Electronic Benefits Transfer) cards.
Many residents qualify for food assistance but do not use it. We help them apply and integrate those benefits into our dining program. It supplements our food budget, adds menu variety, and keeps costs in check without sacrificing quality.

3. Fight property taxes.
Real estate taxes can crush middle market margins. We fight assessments aggressively. Every appeal, every exemption, every piece of data that supports our case. Lower taxes go straight to the bottom line.

4. Know your Medicaid waiver inside and out.
Rules, rates, and eligibility vary by state—and they change often. We stay on top of every update, build strong relationships with caseworkers, and advocate for fair rates. Medicaid can be the difference between keeping a building full or letting rooms sit empty.

5. Use roommates strategically.
For residents who cannot afford a private suite, we offer shared rooms at a lower rate. It keeps our census up, lowers cost per resident, and often gives residents the social connection they need to thrive.

Middle market success comes from doing the hard, unglamorous work, knowing every program, every regulation, and every lever to pull on expenses. It is not about cutting corners. It is about running smarter.

With its strong mix of educational sessions, networking opportunities, and Texas-style fun, the 2025 NIC Fall Conference once again demonstrated the power of bringing people together. Drawing nearly 3,200 attendees, the Conference was held Sept. 8-10 in Austin, Texas. It marked the 35th anniversary of the NIC Fall Conference and was the second largest event in its history. 

“NIC conferences remain the premiere gatherings for industry executives to network and gain insights on current industry conditions,” said NIC CEO Ray Braun. “This underscores both NIC’s role as the sector’s leading convener as well as the momentum driving senior housing today.”

The Conference theme—Rising Demand, Expanding Opportunity—highlighted the industry’s enviable position. Consumer demand is quickly outpacing current supply. New investors are jumping into the sector while experienced owners and operators are expanding and fine-tuning their approaches. One conference participant characterized the current senior housing sector as enjoying a “Goldilocks moment.”

At the same time, the industry faces challenges to address the affordability gap and changing consumer preferences. And while additional supply is vital, capital constraints and cost escalations continue to slow new development.

Rich and Robust Programming

Ground-breaking research was introduced at the Conference. NIC again partnered with NORC at the University of Chicago, building on previous studies, to determine the value of senior housing, including for those living with dementia.

The results show improvements in frailty and stability the longer the resident lives in senior housing. In fact, the number of hospitalizations and readmissions were reduced, providing relief for family caregivers, and establishing timely access to care in a supportive environment, ultimately leading to greater longevity.

Lisa McCracken, NIC Head of Research & Analytics, led a panel discussion on the latest NORC research and the implications for senior housing. Panelist Tom Cassels, managing director at Manatt Health, commented, “Senior housing communities bend the trend to be proactive about health.”

Sharing his deep knowledge and extensive expertise, NIC Co-Founder and Strategic Advisor Bob Kramer led a “lessons learned” panel of highly experienced executives on how to prepare for the future of senior living. “By looking back at the past 30 years of growth in our industry, we’re presenting six lessons learned from both the successes — they’ve been notable — and the mistakes and failures so that hopefully we can all be wiser in the next growth cycle,” said Kramer. One lesson: Develop your business model starting with the customer you plan to serve and how you plan to serve them.

The Conference featured a total of 12 educational sessions, curated to provide actionable insights. “You can always take away something from all of the educational sessions,” said attendee Katrina Resch, executive assistant at Priority Life Care.

Highlights from other sessions included:

• Experts provided an update on capital markets and valuations: Where they are now and where they’re headed. “The additional capital coming into the sector will allow us to tackle the housing demands that are on the horizon,” said KeyBank Senior Vice President Morgin Morris.
• An outlook on policies directly impacting the sector from the new administration in Washington, D.C.
• Economist Wendy Edelberg unpacked the domestic and global economic playbook, spotlighting the indicators to watch.
• Growing sources of new capital such as family offices, donor-advised funds and pension funds. “It might be hard to understand the space, but understanding the demographics is easy,” said Citrine Investment Group, Founder & President, Lynn Jerath.
• New products and new marketing messages for the older consumer—roadmaps to connect with the next generation of older adults.
• Overcoming barriers to new development. “The opportunity is significant,” said Stuart Jackson, executive vice president at Greystone.

As part of a session spotlighting the mission and heart of senior living, participants previewed the award-winning documentary Familiar Touch. The film is set in an actual assisted living community and brings the emotional realities of aging and memory loss to life from the perspective of the residents, families and caregivers. The viewing was followed by a panel discussion with the film’s director on the impact of person-centered care.

The Conference also featured seven Innovation Labs where participants came together for hands-on, interactive workshops. Popular topics included data driven insights, healthcare partnerships, and real-world AI solutions.

Attendees enjoyed a number of networking opportunities to engage in value-driven conversations, share lessons learned and grow productive relationships. Several Texas-themed receptions offered a relaxed and vibrant atmosphere. And yes, there were cowboy hats and country music. 

“The NIC Fall Conference has allowed us to make connections with other operators, vendors, and people in our network. Everyone is in one place and in one city,” said attendee Laura Bierman, sales executive at Procare HR.

Conference details were thoughtfully planned. Attendees enjoyed café-style meals, a specialty coffee bar, headshot lounge and relaxation station, among other perks.

A women’s meetup and first-time attendee gathering showcased the industry’s evolution and expansion. NIC’s Braun noted that over 500 attendees at the Fall Conference were first-time registrants, along with 150 new companies including many new capital providers.

“NIC continues to fulfill our mission of providing access and choice to older adults,” said Braun. “We foster relationships for the senior housing and care industry; produce groundbreaking research and analytics; develop next generation leadership; and showcase opportunities.”

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Save the Dates

The 2026 NIC Spring Conference will be held March 30-April 1 in Nashville, TN. The 2026 NIC Growth Conference will be held May 13-14 in Indianapolis, IN.