Whilst care homes play a vital role in caring for many senior citizens, we need to broaden and expand the range of housing options (mainstream, community-led, service-led) so that senior citizens have more choice. With this in mind, I was delighted to be asked, by the previous government, to chair The Older People’s Housing Taskforce. Unfortunately, we submitted the final report the day before the election was called, which meant it went into a black hole! Since then, we have successfully lobbied the new government to publish the findings, and they are now considering the recommendations.

The Taskforce presents its work at a critical moment. Many call this a “once in a lifetime opportunity to influence” housing policy, and I hope this report delivers real impact.

The passion of those working in Older People’s Housing (OPH), otherwise known as Later Living Homes (LLH), is evident. A strategic vision is vital—not just for senior citizens’ wellbeing but for society. While OPH/LLH is a small sector, it could significantly ease England’s housing crisis. By helping people transition into age-friendly housing in later life, underoccupied family homes become available, benefiting the wider market; as well as, reducing public spending by preventing unnecessary hospital admissions for slips, trips and falls.

Despite the known health benefits of age-friendly housing the public, professionals and policy makers, alike, continue to ‘bury their heads in the sand’ and do not plan for changing needs in later life. New models and regulations are essential to help build consumer confidence, yet innovation has stalled. Whilst the government is focused on overhauling of the planning system to accelerate housebuilding and deliver 1.5 million homes over this Parliament, they need to do this in the context of a rapidly ageing and more diverse population. Ignoring the fact that we are only building 7,000 later living units per annum, when 30-50,000 are needed will only make the situation worse. We urgently need to develop new tenure models and attract new market entrants (investors, developers, operators) to deliver at scale what is required. Current private-sector models fail the lower-to-middle-affluence market, and the Older People’s Shared Ownership (OPSO) scheme has not drawn enough developers. A new approach is needed—one that works for consumers, investors, and operators alike.

The UK is not alone in facing these challenges. Even in advanced markets like New Zealand and United States only a small proportion (6%) of older adults live in housing with care services, primarily at the high end. This leaves our provision (0.6%) internationally behind. We desperately need innovative, scalable solutions.

Beyond service-led housing, all types of senior housing must expand. Community-led housing offers unique benefits but remains overlooked. Age-friendly co-housing developments, though promising, remain rare, and Homeshare arrangements are minimal. A range of housing options – lifetime homes, care-ready homes, adapted homes, and care homes – is essential to meet the diverse needs of an ageing population.

Many countries legislate service-led housing, offering consumer protections such as governance representation and deposit safeguards. However, regulation alone is not enough – it must be clear, enforceable, and rigorously upheld. This requires collective leadership, long-term commitment, stakeholder collaboration, together with public education to encourage everyone to plan for the future by ‘thinking housing’, ‘addressing ageing’, ‘promoting wellbeing’ and “creating inclusive communities.”

Having advocated for older people for nearly 40 years, I fear continued neglect of this growing demographic. We must act decisively. That’s why we call for an ‘Office for an Ageing Population’ to address OPH/LLH challenges and drive long-term policy planning.

Senior citizens should be seen as assets. As their proportion grows, traditional retirement models must be rethought. Senior citizens should be supported in work and volunteering, benefiting both them and society. While increased longevity brings challenges – particularly in social care and retirement funding – the right policies can turn these into opportunities. The Office for an Ageing Population could help steer this transition.