You researched continuing care retirement communities (CCRCs), chose the one that matched your lifestyle, budget, and location, sold your home, and moved in. Everything went smoothly and you settled comfortably into your new home. Then, unexpectedly, the community’s executive leadership changed—and the new leadership doesn’t seem to be a good fit. What can you do?
For residents of CCRCs and other retirement communities, this is a difficult situation to anticipate. A community can feel ideal at move-in, but leadership changes for any number of reasons. An executive director may leave, and the successor might not inspire confidence. In nonprofit communities, a board of directors may shift its priorities in ways residents find troubling.
How should a long-time resident respond when the place they call home undergoes a leadership change that feels unsettling?
A change of leadership, a change of heart
I recently received an email from a resident who described friends that placed a deposit at a CCRC only to learn the community was searching for a new CEO. The residents reported little communication from the governing board about the search. That silence left these prospective residents uncertain about whether to proceed, since they didn’t know the new leader’s philosophy or how that person would run the community.
>> Related: What About a Rogue CCRC Board?
Put it in writing
Residents depend on community leadership to make responsible ethical and financial decisions. Ideally, the leadership team should maintain open communication with residents about short- and long-term plans for the community. The scenario described above raises clear concerns about transparency and resident engagement in governance.
Because executive roles are jobs and turnovers happen, I cannot prescribe a single course of action that applies in every case. However, boards and management should include clear, written policies—either in bylaws or other governing documents—ensuring residents or resident representatives have a chance to meet and interview candidates for top leadership positions before those positions are filled.
In addition to interviews, communities should hold an open forum or town hall where residents can hear from finalists and ask questions. Residents are indirectly responsible for funding executive compensation and they will feel the impact of leadership decisions every day. Allowing residents to voice concerns and ask questions before a hire is both respectful and practical.
>> Related: Look for Diversity on a CCRC’s Board of Directors
Resident involvement in leadership
Residents or designated resident leaders should also have formal representation on the board—ideally two or three votes depending on board size and quorum requirements. This level of representation gives residents meaningful influence without undermining the board’s fiduciary independence.
Giving resident representatives enough votes to matter, while preserving the board’s objectivity, is a fair and prudent practice that should be standard in CCRCs. It demonstrates respect for the people who have made significant financial and personal commitments to the community.
Allowing leadership hires to occur without resident input risks harming community culture and trust. When residents feel management decisions negatively affect their lives, they are far less likely to recommend the community to others, which can harm occupancy and reputation.
I have not worked inside a CCRC, but if I were in a leadership position there, I would welcome resident input on major decisions like hiring an executive leader. Such involvement can create occasional friction or disagreement, but keeping residents informed and involved is fundamentally about respect, sound governance, and good business practice. Transparency builds trust and helps protect the wellbeing of residents and the long-term health of the community.