Building the Future of Senior Housing

The aging generation desires flexibility, community and wellness more than ever before. And the construction industry must adapt and change to keep up with the needs of the senior living today. We must design and build senior living communities that reflect the needs and values of residents today, tomorrow and into the future — and how to do just that has significantly changed over the years.

 Adolfson & Peterson Construction (AP) and Presbyterian Homes have navigated and planned for the future of senior living for more than 25 years — including navigating the changing “Boomer” landscape, implementing learnings from COVID-19 and adapting to and planning for economic volatility.

 Growth in senior living

Inflation, high material prices and labor shortages continue to impact new project builds and inventory and boost occupancy. According to US Census data, all Baby Boomers will be at least 65 years old by 2030. The demand for senior housing — both in construction and occupancy — has never been higher as companies begin preparing for the wave by reimagining senior living with efficiency, personalization, and care in mind.

Over the last 20 years, AP has seen a steady increase in senior housing projects with an evolving set of needs, budget and scale. And we’re preparing for Boomers to change the senior living landscape with new preferences and a desire for customized features. As a result, new projects must cater to those preferences with a new perspective on both design and programming. In the wake of economic volatility and supply chain issues, AP’s sustainable design practices can lower operating costs and prioritize healthy, efficient, carbon and cost-saving green buildings for future aging generations.

AP and Presbyterian Homes have completed more than 20 projects together over the past 25 years and have adapted to meet the changing landscape with every new build and renovation. Presbyterian Homes offers a wide variety of living situations to meet the needs of all residents and generations, including a continuum of care. Together, AP and Presbyterian Homes are redefining “aging in place” by creating a space where people can safely move, grow and age. The aging generation desires flexibility, community and wellness more than ever. We must design and build senior living communities that reflect the needs and values of residents today, tomorrow and into the future.

Long-term learnings post-COVID have future influenced design

The COVID-19 pandemic influenced the way we think about every industry and every job site—and senior housing is no exception. Unfortunately, employment in long-term care declined 6.7 percent from February 2020 to December 2021, according to a recent analysis by the Bureau of Labor Statistics. That’s a staggering thought when coupled with the growth projections on the horizon.

The opportunity to bring more workers into a high-demand industry is to design and build housing where people want to live, work and play. It’s not only residents that must be considered—it’s the workers, too. A few considerations include:

• The impact of mental health on seniors and workers: We know Many seniors who were aging in place felt isolated and lonely; the mental health effects from such feelings often have a detrimental effect on physical health. Designing community spaces that foster relationships among residents and workers is an important factor in supporting everyone’s mental health.
• The need for safe, private spaces: COVID-19 learnings run deep when it comes to safely housing seniors. A desire for privacy has become paramount—shared rooms and bathrooms are likely to diminish in the years ahead. This also helps mitigate health risks for workers and allows for improved contract tracing.
• A desire for more autonomy: Seniors want to work with workers and management to shape their shared spaces and amenities. As a result, spaces must be flexible to assume regular change.

An integrated approach to well-being and long-term care

While healthcare needs will always be considered in designing and building senior living communities, an increased focus on wellness over healthcare has changed the way spaces are designed. This includes important amenities such as:

• Well-rounded exercise programs that include spa‐like services such as a salon and spa, pool, hot tub, aerobics studio, and yoga room.
• Nutritional and social programming may include cooking classes or group activities that bring people together through a shared appreciation for food.
• Easy access to nature, including walking paths and sitting areas outdoors.

Additionally, intergenerational programs and offerings allow for a broad continuum of care for seniors, that can evolve as needed based on health needs.

“This integrative approach is the way of the future for senior housing and Presbyterian Homes is truly a leader in what that looks like in today’s environment. It also has a measurable impact on the square footage needs of future community sites, which must be factored in early on with a project’s general contractor to ensure available space aligns with the project specifications,” said Dave Herzberg, Vice President.

Both the construction industry and the senior housing industry are moving at a brisk pace — and we’re ready to stay ahead of the curve. With a trusted and experienced partner, organizations can navigate supply chain issues, commodity price swings and budget and timing constraints to build the future of senior housing facilities. Like a true friend, AP provides consultation and advice, we will show up in the middle of the night to help problem-solve and discuss unforeseen issues. Most importantly, we will be there for the relationship.

 Over 67% of Adolfson & Peterson Construction’s (AP) work has been with repeat clients. This is attributed to our mission, we build trust, communities, and people – while delivering an exceptional product and client experience. We take pride in developing lifelong relationships from the beginning, these relationships are based on honest communication and trust. A true collaborative team is entrenched in a common understanding of goals and expectations, everyone feels fully vested. Discussions around team, budget, schedule and potential challenges are presented in an open, honest forum where sound, responsible decisions can be made, ultimately resulting in project success for everyone.