As the US population ages and the housing affordability gap widens, mixed-income senior living communities are emerging as a promising model for vibrant, inclusive environments where older adults of varying economic backgrounds can age with dignity and support. In fact, mixed-income housing, which combines market- and below-market-rate options, has become a potential model to address the nation’s housing crisis, and it is often located in “higher-opportunity neighborhoods,” according to a recent Urban Institute report. Socioeconomically diverse communities offer a higher quality of life for all residents, better neighborhood safety, and increased economic resilience, notes the National Housing Conference.
However, successful mixed-income communities do not happen by accident, especially in the senior living sector. They require intentional investment and thoughtful planning, diverse housing and service offerings, engaged management practices, and equitable access to high-quality amenities (to encourage a stronger sense of community though social interaction and to minimize isolation and loneliness). Seamless integration into a well-connected neighborhood and a stigma-eliminating design are essential.
The need for housing accessible to seniors at a range of income levels is increasing rapidly: “The number of Americans ages 65 and older,” per the Population Reference Bureau, “is projected to increase from 58 million in 2022 to 82 million by 2050.”
Creating a Replicable Model for Mixed-Income Communities
Reimagining long-established conventions for the financing and design of senior living developments can yield many benefits. Since the 1960s, 2Life Communities has focused mainly on affordable housing for older adults, but in an expansion of its mission and vision, the nonprofit developer-operator opened Opus Newton, welcoming middle-income earners to its first income-integrated campus last year. By collocating Opus with one of its existing affordable apartment buildings, Coleman House, in Newton, MA, 2Life has established a mixed-income community for more than 400 residents.
At the project’s ribbon-cutting ceremony, President and CEO Lizbeth Heyer made it clear that Opus is not a one-off: “We have done something creative to stretch the limited dollars of people who did everything right and were otherwise left out of this market. This community is more amazing than anything we could have dreamed of, and it sets a course for our future.” Measures that allow Opus to remain financially accessible include offering home healthcare assistance in 30-minute increments instead of the four-hour industry standard, constructing amenity space that is smaller but more flexible than in typical market-rate developments, and employing a robust volunteer program for residents that helps to reduce operating costs. The latter also builds intentional community because everyone is invested in the life of the campus.