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Page 14 — Health Care & Senior Housing Quarterly — October 2021 www.crej.com ally, adaptable and mobile technology can reinforce a sense of control and increase provider satisfaction. n Connection . Authentic and mean- ingful connection is central to building social vitality and community. Estab- lish connection by instilling a sense of belonging and pride of place. • Inspire interconnection: It’s typi- cal to have an employee break room, but consider additional spaces that foster connections among employees. For example, unassigned touchdown workspaces and coffee bars in com- mon areas allow for ad hoc interac- tions and relationship building while also encouraging knowledge sharing. • Promote connection with the orga- nization: Connecting with an employ- er’s core values can be key to feeling a sense of meaning in one’s work, which positively correlates to satisfaction and engagement. Incorporating design ele- ments that reflect the organization’s culture supports the desired internal dynamic. Often labeled “environmen- tal branding,” graphic treatments that celebrate the organization’s mission, values and culture go a long way in instilling pride of place for employees. n Application. How does this all come together? If you’re involved with a new capital project, consider the following recommendations: • Identify the why: The kickoff defines a project’s trajectory, so start this meeting by identifying top-level goals for the project and developing a project vision that will guide design decisions and establish benchmarks for success. • Engage employees in the design process: Employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work. Inviting feedback shows employees that their opinions and experiences are valued; it can con- tribute to change management by communicating intent early and regu- larly throughout the design process, helping meet expectations and com- bating uncertainty. Employees who participate in design develop a sense of ownership and become advocates to other staff, prompting a positive men- tal transition to the new space long before the physical move. Utilize staff surveys, focus groups, workshops and mock-ups to facilitate design discus- sions and gather relevant feedback. As an added benefit, these strategies pro- vide a forum for staff to discuss pro- cess improvements that could result in improved efficiencies elsewhere. Design and operational enhance- ments can work together to emphasize how much an organization values its employees’ experience, in turn improv- ing employee life cycle costs. By keep- ing well-being, control and connec- tion at the center of design decisions, leaders can continue to establish their health care organization as not only the provider but also the workplace of choice. s pauls@eua.com Stefanski Continued from Page 6 care location and its service area. Armed with your new superpowers, what critical questions can you now answer? Plenty. Here is a sampling of the compelling insights you can pro- vide your clients: • Where are the best markets? Data can help identify what areas are growing the fastest, the service needs for those populations, the providers in the market right now and if there currently is a net need for additional providers. Additionally, it can help identify the type of growth that can be expected in the future and how many providers will be needed. • Who are our best health care con- sumers and what services will they need/demand? Data can help clients recognize how consumers differ behaviorally and how to segment them based on desired behaviors. It also can help identify how these con- sumers choose to engage with health care and better predict their visit- based needs as well as the marketing campaigns that will appeal most to the intended consumer groups. • Who are the best providers and where will they be housed? Clients can learn who are the most produc- tive providers and their referral pat- terns, the status of current residential real estate market and development opportunities, and if there are oppor- tunities to use investment strategies in facilities as a catalyst for physician recruitment and retention. • In which facilities should we invest to attract/retain these patients and pro- viders? Additionally, data can help identify which facilities in the area meet the criteria a client is searching for, what and how many competitor locations are nearby, and the traffic levels of the roads leading into the service area. Behind all successful superheroes is a secret weapon – the ability to fly, a lasso of truth, a tingling spider sense. Think of strategic health care real estate data and insights as the secret weapons in your arsenal, enabling you to stay a step ahead of your clients and your competitors. Health care real estate professionals can use this data and insights in pow- erful ways. Here are three examples: n Superpower No. 1: Better underwrit- ing. Data about home starts and new employers, while sometimes difficult to get, can help you identify area hot spots. Armed with intel like this, you can sharpen your market demand assumptions and narrow the field to the most attractive site(s) when assessing state, metropolitan statisti- cal area and city potential. n Superpower No. 2: Better site assessment. Once a site has been identified, your new weapon provides access to a wealth of complex, inte- grated data sets that enable myriad analyses. You can define a custom outpatient service area, compute cur- rent patient utilization rates of nearby care locations, project supply and demand down to the service line level, and more. n Superpower No. 3: Better land valuation. Take your analyses a step further by using data and analytics to determine what rents key service lines can support. Using CMS, private payer and other data sources, real estate professionals can go beyond high-level averages to uncover reim- bursement rate differences among services and facilities. Not knowing the differences can make or break rental rate assumptions and drasti- cally impact the value of the land in question. No more “build it and they will come” thinking. No more high-level assumptions based on scant data or a static planning process that can cause a health care investment to fail. Health systems that can leverage the wealth of data out there will be the ones that succeed. And they can, with their friendly neighborhood health care real estate superhero by their side. s fbarmada@pivotal-analytics.com Dinnen Continued from Page 9