Guiding Active Adult Communities Through the Boomer Era

Times are shifting for on-site managers and companies working with active adult communities. The elements and strategies that characterize a thriving age-restricted community—one that continually attracts residents and enhances in value—are swiftly evolving. The primary reason? The arrival of the Baby Boomers.

This generation, known for their independence, energy, and willingness to experiment, has altered the management landscape. Communities must revisit their approaches to stay relevant, appealing, and responsive to the needs of their residents.

Understanding Baby Boomers

Baby Boomers, born between 1946 and 1964, constitute the healthiest, most educated, and wealthiest generation in the United States. With a population of 77 million, they control over 70 percent of the nation's total net worth. Projections indicate that by 2030, the U.S. population of those aged 65 and older will double, reaching about 71.5 million. This signals a significant influx of potential residents seeking vibrant adult communities.

This generation doesn't just bring numbers; their technological savviness also stands out. According to Pew Research Center, 77 percent of individuals aged 50 to 60 are online, and 54 percent of those over 65 use the Internet. Boomers collectively make up between 36 and 43 percent of all Internet users.

Furthermore, many Boomers are choosing to remain in the workforce past the traditional retirement age of 65. The older workforce is expanding more rapidly than younger groups, with many planning to "work until they drop."

Management Tactics

The diversity within the Boomer generation, coupled with their informed approach to decision-making and problem-solving, is impacting the management of active adult communities.

Some management companies have established specialized divisions to tailor practices to these communities, understanding that Boomers require more attention. However, the real challenge lies in integrating new management practices into everyday operations. There are key areas that management should focus on:

Redefine what it means to be "active." Intellectual and spiritual engagement is crucial for Boomers, making seminars, discussion groups, and educational initiatives essential. Gathering feedback from residents can help expand the community's activities to meet their interests.

Incorporate health and wellness initiatives. Ongoing health programs are essential to Boomer residents. Collaboration between managers and boards is necessary to implement suitable programs.

Reevaluate training programs. It's crucial that all staff members in an active adult community are trained to effectively communicate with older adults. Understanding the importance of listening and being responsive is also vital. Boomers are well-informed and have high expectations, often approaching issues with thorough research. Staff, particularly senior managers and lifestyle directors, should engage in relevant training programs.

Delivering comprehensive management services is essential for any community seeking to enhance its value, regardless of age restrictions or demographics. In the Boomer era, the significance of "full service" is elevated, and managers who do not adapt to these new expectations risk falling behind.