NSC Strategic Plan Summary 2025

STRATEGIC PLAN SUMMARY 2025 - 2030

C O NT EN TS 2

INTRODUCTION

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OVERVIEW

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GOVERNANCE

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FINANCIAL OVERSIGHT

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PEOPLE EXPERIENCE

10 ADVOCACY 11 GROWTH 12 CONCLUSION 1

A Letter from the NSC Board and Strategic Planning Committee Chairs May 1, 2025 To the Directors, Committee Members, and Employees of National Senior Communities, Inc., and to Erickson Senior Living, the Residents living in our communities and their families, and Seniors who will be impacted by our work in the years to come, Imagine a world where every senior living community is more than just a place to live, but a true home where residents can thrive and live their best lives. That’s the vision we strive to bring to life every day. With this in mind, we are excited to share a significant milestone in our organization’s journey – a new Strategic Plan that will guide our direction and growth over the next several years.

After careful consideration, deliberation, and planning, the Board of Directors officially adopted the plan in early 2025. It is built upon the foundation of our mission-driven commitment to improving the lives of seniors, and is the result of extensive experience and research, stakeholder engagement, and collaborative effort. The plan outlines clear initiatives and actionable steps that will help us navigate the evolving landscape of our industry, address the emerging needs of those we serve, and advance our mission.

The Strategic Plan is built around five Core Function areas identified by the Board: Corporate Governance, Financial Oversight, People Experience, Advocacy, and Growth.

Below is a summary of the Strategic Plan to provide you with an overview and ensure you are informed.

So, what does the plan mean for us moving forward? The Strategic Plan will serve as our guiding framework, affirming our sense of purpose and driving decisions in furtherance of our mission. As we take the next steps in this journey, it is our collective responsibility to bring the plan to life and achieve the ambitious goals we have set for ourselves. Over the coming years, you will begin to see the impact of these efforts in the projects and initiatives we launch, the programs we expand, and the partnerships we form.

We are deeply grateful to each member of our team for their dedication, hard work, and unwavering commitment. Together, we will create a brighter, more prosperous future for those we serve today and the generations to come.

Thank you for your continued support and belief in our mission, vision, and values.

Warm regards,

Rev. Dr. Zina Jacque Chair, Board of Directors

Michael Roskiewicz Chair, Strategic Planning Committee National Senior Communities Strategic Plan Summary | 2

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Overview The senior living industry is facing significant challenges as the aging population grows rapidly, with Americans age 65 and older expected to increase from 58 million in 2022 to 82 million by 2050. This surge places immense pressure on an industry already struggling to keep up with healthcare demands, workforce shortages, and cost increases. Every jurisdiction in America needs affordable, quality housing for seniors that can offer services and support for their aging journey; particularly “community” living environments that are purpose-built for senior living offering a variety of amenities, services, and supports, including healthcare to residents. With demand increasing and needs continuously evolving, the industry needs to quickly expand, adapt, and find new ways to provide equitable and sustainable solutions for the communities they serve.

To address these challenges, National Senior Communities (NSC) developed this strategic plan to guide its Board of Directors, advisory committees, NSC leadership and staff in advancing the organization’s mission. This plan is the result of extensive input from the stakeholders mentioned above, as well as insights gathered from the communities.

For over 30 years, NSC has utilized expertise in governance, finance, healthcare, and other disciplines to support more than 20,000 senior residences spanning 11 states.

As the largest not-for-profit system of continuing care retirement communities in the United States, NSC’s communities currently employ more than 15,000 people who serve more than 25,000 residents.

As a not-for-profit, NSC is a mission-driven organization aiming to improve the lives of seniors and those who support them through governance, financial oversight, exceptional people experiences, advocacy, and growth. NSC prioritizes the interests of its residents, communities, and employees in everything it does. The “Home for Life” promise gives residents and families the peace of mind that when they move into an NSC community, they have a home for life. NSC is focused on the immediate well-being and security of residents, as well as the long-term financial health and stability of each community. Importantly, its commitment extends beyond the existing system. NSC is here for the residents and employees today, while also aiming to serve more seniors in the future. It aspires to ensure that future generations of seniors can access outstanding living environments, healthcare, and other support services and have opportunities to live rich and fulfilling lives.

National Senior Communities Strategic Plan Summary | 4

Mission

Home is belonging, peace of mind, love, and acceptance.

Welcome home!

Vision National Senior Communities celebrate aging! Grounded in inclusion, innovation, and advocacy, it creates unparalleled value and opportunities for every life it touches. NSC leverages its strong financial foundation and governance for the benefit of seniors and those who support them.

Values

NSC is diverse, inclusive, and caring. NSC is committed to its Home for Life Promise, openness, research, excellence, accountability, and respect.

Why NSC honors, respects, and supports seniors, and those who support them, to live their best lives.

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Core Function Areas The following core functions represent areas that the Board, Advisory Committees, and NSC leadership and staff deem critical to ensure the long-term success of existing communities; to expand the organization’s reach beyond existing communities; to advocate for systemic solutions to the challenges presented by a surge in the population of seniors in the United States; and to celebrate diversity and create places of inclusion and belonging.

Governance

Growth

Advocacy

Financial Oversight

People Experience

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Governance Corporate governance is defined as the system of rules, practices, and processes by which an organization is directed and controlled, and decisions are made.

Strategic Imperative:

NSC has established and will maintain corporate governance processes, procedures, and controls for itself and its communities to ensure prudent decisionmaking free from undue influence, address conflicts of interest, promote transparency, safeguard the interests of its stakeholders, and ensure that all Directors are equally informed and empowered.

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Financial Oversight Financial oversight is defined as the oversight of financial management and decision-making, including a robust budgeting process, monitoring operating performance and capital expenditures, prudent investment of surplus capital, leadership of financing activities, preparation of complete and accurate financial statements, selection of independent auditor and completion of annual audits of financial statements, and regular reporting of financial performance and operational results to appropriate stakeholders.

Strategic Imperative:

NSC, as a fiduciary, will exercise its financial oversight rights, responsibilities, and expertise to ensure the financial strength of its communities and position the enterprise to advance its mission.

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People Experience People experience is defined as a commitment to providing a holistic, dignified, and positive experience for residents, staff, and all others who engage with NSC while recognizing and addressing the environmental and other impacts communities may have in the broader communities in which we serve.

Strategic Imperative:

NSC strives to create communities of belonging that bring peace of mind to its residents and their families, as well as its staff and others with whom it engages, while serving as a good steward of the resources available to it and the environment in which it operates.

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Advocacy Advocacy is defined as the efforts and processes by which an organization utilizes its knowledge, expertise, and resources to raise awareness, secure expanding programs and resources, and create change in furtherance of its mission.

Strategic Imperative:

As one of the largest senior living organizations in the United States, NSC aspires to be a leading voice advocating for seniors and those who support them in furtherance of its mission.

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Growth Growth is defined as the expansion of the number of people served by the organization. Growth may occur by (i) adding to or enhancing an organization’s physical space; (ii) establishing or acquiring additional locations; (iii) identifying and partnering with other organizations with similar missions; and (iv) pursuing other missionrelated initiatives.

Strategic Imperative: While continuing to provide industry-leading service to its existing communities, NSC will utilize its existing infrastructure, expertise, financial resources, and position in the industry, to evaluate and pursue opportunities to expand its reach to provide a broader population of seniors with outstanding living environments and access to support services and quality healthcare services.

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Conclusion Guided by this Strategic Plan, which represents the collective vision of NSC directors, advisors, staff, and key stakeholders, NSC aims to improve the lives of seniors and those who support them through strong governance, financial oversight, advocacy, people experience, and growth. Over the next five years, NSC will take deliberate steps to bring this vision to life, assessing progress and adapting to the evolving needs of residents and employees along the way. This plan is more than a roadmap, it is a commitment to continuing to support environments where seniors and those who support them can thrive and live their best lives, both now and for generations to come.

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WEBSITE: nationalseniorcommunities.org