A new vision for senior living and aging in America

Lynne Katzmann, founder and CEO of Juniper Communities, is advocating for a fundamental shift in how the senior living industry defines independence, moving away from the "absence of support" toward the "presence of choice." This new framework aims to destigmatize the transition to senior living by emphasizing resident agency in daily decision-making regardless of physical assistance needs. The initiative includes the rollout of new technology and a strategy to expand market reach by offering services to older adults living outside traditional facility walls.

During Juniper Communities’ annual meeting in Philadelphia, CEO Lynne Katzmann introduced a vision centered on the right to agency for older adults, asserting that independence is defined by the presence of choice rather than the absence of support. She argued that requiring assistance with activities of daily living, such as bathing or shopping, should not equate to a loss of independence if the individual retains the power to make personal choices regarding their associations and daily schedule. By reframing senior living as a facilitator of choice rather than a sign of defeat, Katzmann hopes to change the cultural narrative surrounding aging and make the sector more attractive to prospective residents who value autonomy.

To support this vision, Juniper is implementing VivaLife365, a co-developed software platform integrated with Alexa devices standard in Juniper residences. The tool allows residents to manage their own schedules by making dinner reservations, arranging transportation, and communicating with family members, while also enabling the operator to perform wellness check-ins. Over time, the system is designed to use data to provide personalized suggestions for activities and dietary options tailored to health circumstances, though Katzmann emphasized that residents maintain the choice to ignore these recommendations.

Beyond internal operations, Katzmann proposed that senior living providers should target two distinct markets: current residents and the broader community of older adults not yet ready to move in. By offering services such as primary care, rehabilitation, dining, and salon services to the general public, operators can maximize the utility of their existing real estate. Katzmann noted that the industry currently captures only 10% to 12% of the eligible market, and expanding this by even 5% to 10% through community-based offerings could significantly improve revenue and create a pipeline of future residents familiar with the brand.

Katzmann acknowledged that her vision aligns with broader industry efforts by organizations like Argentum and the American Seniors Housing Association to modernize the aging experience. She urged other providers to adopt similar mindsets or develop their own frameworks to deliver on the promise of better aging in America. The ultimate goal is to create a more inclusive and flexible model that resonates with the next generation of seniors, ensuring the industry evolves to meet changing consumer expectations and remains a viable option for a larger segment of the population.