Resident Satisfaction With Senior Care Is Up, According to a New Study

The J.D. Power 2024 U.S. Senior Living Satisfaction Study, released in November, reveals that overall satisfaction with assisted living and memory care communities is up compared to a year ago. While satisfaction with assisted living and memory care has increased by 18 points on a 1,000-point scale, the study also indicates that satisfaction with independent living communities has decreased by three points.

The results reflect growing satisfaction with the price paid for services rendered, community staff, and community buildings and grounds. While residents may have experienced problems with assisted living communities, 89% of survey respondents noted that the problem was completely resolved, indicating attentive problem resolution processes.

The survey results indicate that resident satisfaction has experienced a very slight decrease, down to 728 compared to 731 last year. Respondent satisfaction with dining, resident activities, and community buildings and grounds all experienced slight decreases of now more than six points, which contributed to the slightly lower overall satisfaction score.

Factors That Contribute to Resident Satisfaction

Vince Baiera, BSN, partner, Post-Acute Care at Relias

Vince Baiera, BSN, partner, Post-Acute Care at Relias, attributes the overall increase in resident satisfaction to a stronger focus on personalized care, technology advancements, and improved communication between families and senior care providers. “Facilities have increasingly embraced technology, such as telehealth services and digital engagement tools, to maintain connections and enhance care quality,” he says. “Additionally, many senior care communities have made significant investments in staff training and amenities, creating environments that promote comfort and well-being.”

Phil Golden, executive director and principal at Springwell Senior Living, has been an owner/operator of market-rate senior living communities for 27 years. He notes that during the pandemic, providers had to listen to medical experts and quickly respond. “I think we learned from that,” he says. “As a result, in the post-pandemic era we’re doing a better job of listening to our customers instead of assuming what residents and/or their families want. Our responsiveness and timelines have also improved as a result.”

Golden adds that the labor market, particularly when it comes to nursing assistants, has also improved over the past two years, and there are more job candidates looking for predictable schedules and benefits. As a result, senior care communities can hire talented staff, and they’re more likely able to retain those staff, which allows for enhanced continuity of care and gives the staff opportunities to build personal connections with residents.

Phil Golden, Executive Director and Principal at Springwell Senior Living

The increased overall satisfaction may also be due to a fundamental change in how senior care communities operate, as well as how they’re viewed. “I believe that Life Plan Communities have been evolving to meet the interests and needs of older adults more than they ever have before – they are evolving with the times,” says Dr. Carol McKinley, Simpson president and CEO. “While communities continue to provide safety and security, they are now providing interesting and creative programming that supports a vast array of interests – the programming is more sophisticated to meet the diversity of the population rather than one program that will satisfy the masses.”

Communities have also evolved to offer residents more choices than ever before, including choices of dining venues, care aspects, activities and programming, living spaces, and financial models. “It’s so much more than what was offered years ago,” McKinley says. “These communities demonstrate how people are engaged with life – again, far more than just housing and the proverbial ‘bingo’ or card games or musical programs.”

Where Senior Care Communities Are Succeeding

Golden believes that individual resident service plans have become more transparent due a combination of family desires, the adoption of software by providers, the improvements in the labor market, and nursing services. He feels that activity programs are more engaging, which is key to providing a sense of community. Dining services are becoming more restaurant-quality, and market competition prompts providers to respond to the marketplace and what residents desire.

Dr. Carol McKinley, Simpson President and CEO

Baiera notes that senior care communities have excelled in integrating technology into daily operations, which improves clinical outcomes and resident engagement. Staffing practices have improved, and many communities offer incentives and career development programs to help retain skilled caregivers, which can improve the quality of care they deliver. “Many facilities have also improved their focus on mental health support, social programming, and recreational opportunities, creating more vibrant, inclusive environments,” he says.

Areas for Improvement

Though resident satisfaction with senior care communities may shows signs of growth, there’s still room for improvement, particularly when it comes to staffing levels and the process of addressing caregiver burnout. Baiera highlights the fact that senior care communities can drive satisfaction by further enhancing transparency in their pricing and services, as well as by creating more accessible feedback opportunities for residents and families. “Additionally, there’s a need to better support culturally diverse populations, ensuring that care plans respect and reflect individual backgrounds and preferences,” he notes.

“I feel like there’s always room for customer service to improve,” adds Golden. He notes that communities can further personalize their services to each resident, be more consistent in their service delivery day-to-day, or can come up with design improvements for new communities.

McKinley highlights the fact that existing financial models don’t work for all residents, and affordability continues to be an issue, especially in the middle market. “Not everyone can afford the entry fee models – and the models to support those with less are still being tested,” she explains.

The Senior Care Industry in 2025

Both Golden and Baiera believe that resident satisfaction with senior care communities will continue to grow in 2025, and that we’re likely to see several industry changes and improvements in the coming year. Baiera believes that artificial intelligence will be further integrated, and personalized care solutions, like wearable health monitors, will likely become more prevalent.

Growing demand is likely to drive the development of new communities in 2025. “I believe we’ll see more upscale rental continuums developed, which don’t require a large, upfront entry fee like traditional continuing care retirement communities do,” predicts Golden.

However, several challenges likely lie ahead. McKinley explains that regulations will limit senior care communities. “All life plan communities work to have resident satisfaction,” she says. “What will tie their hands is if regulations become so stringent that providers have more difficulty managing operations and strategic initiatives that support the better good.”

Rising operational costs, regulatory complexities, and the workforce shortage will require communities to implement innovative recruitment and retention strategies, Baiera notes.

“It’s an exciting time for senior care, with many opportunities to reimagine how we approach resident satisfaction and operational efficiency,” he says. “Collaboration between stakeholders — providers, families, and policymakers — will be critical to sustaining these positive trends and addressing challenges ahead.”

Paige Cerulli

Paige Cerulli is a contributing writer to i Advance Senior Care.