Return to the Time Honored Design/Build Approach

pdclogoWhen the citizens of classical Greece envisioned their great temples, public buildings and civil works, Master Builders were engaged to both design and construct these monumental structures. Master Builders accepted full responsibility for integrating conceptual designs with functional performance. To assume anything less than complete accountability for delivering a project was unthinkable. Enduring structures such as the Parthenon and the Theatre of Dionysus are testimony to an age and a process that are greatly admired, though the process has been virtually abandoned by modern designers and constructors. Today, however, there is a resurgence of the master builder’s approach in project delivery that centers responsibility with one entity and offers Owner’s better control of design content and corresponding cost.

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A REPOSITIONING STRATEGY FOR SENIOR COMMUNITIES The current business climate for today’s senor care providers is complex and contains increasing risks.  More stringent regulatory controls, increasing operating costs, staff retainage, and a seemingly unpredictable senior market are among the daily challenges facing senior management.  Attracting an emerging or shifting senior market with static, inflexible community facilities is often a source of declining occupancies and eroding revenue.  A building developed 10, 20, or 30 years ago was designed to serve market expectations of that time – not today.  Senior demands are constantly changing and often move away from the premises which created an older community.  How can a community adapt to meet new and future senior expectations? A successful strategy for repositioning an existing senior community is composed of seven basic phases in an integrated, market centered process. 1    Develop a Strategic Plan that answers the questions of: Who we are? What is our mission? What are we doing and how? What must change? How do we get there? 2    If change is needed, select an Experienced Development Team and incorporate an integrated project delivery with representatives for: Market Research, Operations, Financing, Physical Improvements 3   Market Analysis should begin the study process for executing the Strategic Plan and include: Demographic Study, Competition Evaluations, Senior Market Attitudes Quantification of Emerging Senior Market Demands 4   Community Planning based upon the market analysis findings would incorporate: Experienced Design with Evidence Based Criteria Facility Improvements to Meet Market Expectations Enhanced Building and Site Design Furniture and Equipment Planning Alternatives and Future Steps 5   Determine Investment Viability with the synthesis of: Improvement Budgets Projected Financial Performance Lender Search Loan Capacity 6   Test the Market Assumptions Present Improvement Plans to Focus Groups Develop Select Groups for Feedback  Acquire Perceptions and Attitudes to Fine Tune Approach 7   Capture the Market Quickly Execute Before the Competition Finalized Design Modifications Logical Competitive Bidding Experienced Construction Marketing During Construction PDC has assisted dozens of senior communities across the country with developments to protect and acquire market positions.  If you would like to discuss how PDC might assist your planning efforts, please feel free to contact me directly at 262-367-7772 or email RGummer@PDCmidwest.com
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A REPOSITIONING STRATEGY FOR SENIOR COMMUNITIES

pdc logo

The current business climate for today’s senor care providers is complex and contains increasing risks.  More stringent regulatory controls, increasing operating costs, staff retainage, and a seemingly unpredictable senior market are among the daily challenges facing senior management. 

Attracting an emerging or shifting senior market with static, inflexible community facilities is often a source of declining occupancies and eroding revenue.  A building developed 10, 20, or 30 years ago was designed to serve market expectations of that time – not today.  Senior demands are constantly changing and often move away from the premises which created an older community.  How can a community adapt to meet new and future senior expectations?

A successful strategy for repositioning an existing senior community is composed of seven basic phases in an integrated, market centered process.

1    Develop a Strategic Plan that answers the questions of:

  • Who we are?
  • What is our mission?
  • What are we doing and how?
  • What must change?
  • How do we get there?

2    If change is needed, select an Experienced Development Team and incorporate an integrated project delivery with representatives for:

  • Market Research, Operations, Financing, Physical Improvements

3   Market Analysis should begin the study process for executing the Strategic Plan and include:

  • Demographic Study, Competition Evaluations, Senior Market Attitudes
  • Quantification of Emerging Senior Market Demands

4   Community Planning based upon the market analysis findings would incorporate:

  • Experienced Design with Evidence Based Criteria
  • Facility Improvements to Meet Market Expectations
  • Enhanced Building and Site Design
  • Furniture and Equipment Planning
  • Alternatives and Future Steps

5   Determine Investment Viability with the synthesis of:

  • Improvement Budgets
  • Projected Financial Performance
  • Lender Search
  • Loan Capacity

6   Test the Market Assumptions

  • Present Improvement Plans to Focus Groups
  • Develop Select Groups for Feedback
  •  Acquire Perceptions and Attitudes to Fine Tune Approach

7   Capture the Market Quickly

  • Execute Before the Competition
  • Finalized Design Modifications
  • Logical Competitive Bidding Experienced Construction
  • Marketing During Construction

PDC has assisted dozens of senior communities across the country with developments to protect and acquire market positions.  If you would like to discuss how PDC might assist your planning efforts, please feel free to contact me directly at 262-367-7772 or email RGummer@PDCmidwest.com

Economic Recovery Repositioning for Senior Care Providers Every business is dealing with challenges from the Great Recession and senior care providers are no exception. Add the uncertainty from health care reform, declining home sales with inaccessible equity, a sluggish senior market, and most providers find themselves searching for a clearer crystal ball. Experts say that the worst is behind us and better days are ahead. While this view can be argued, it is clear that a different paradigm for senior care is emerging and planning for the future should include five key issues: 1 Conduct a strategic re-evaluation of your business. Sometimes an organization’s mission, philosophy and vision evolve without interim redirection or planning. Should they be analyzed and aligned with new market forces and delivery expectations? Are your Board and Senior Management responding to current operations in a coordinated and cooperative manner that supports success? 2 Consider the impact of generational market shift. The Baby Boomer’s impact to senior care during the last few years has been primarily to influence decisions of their parents. Generational shift is a dynamic, constantly changing market force that has an acute affect to providers. When will Baby Boomers become senior care users and Generation Y begin to impact decision making in your service area? Does your market’s future generational alignment match your service and facility offerings? 3 Determine if aging-In-place has emerged as a critical planning challenge. Health acuity needs naturally increase for senior residents and an entrenched reluctance for relocation emerges gradually over time. Can your operations accommodate those needs and will your facilities comply with building codes and other regulatory requirements for higher levels of health care services? 4 Evaluate operation cost efficiencies and market competitiveness. Operational cost efficiency is more than a temporary survival technique during recessionary times – it has become a market expectation. Are you prepared for the “less for more” expectations arising from the economic recovery? Does your business model reflect the expectations of your senior care market and are your facilities helping or hindering your efforts? 5Innovate to increase market access and revenue opportunities. Think out-of-the-box regarding new business acquisition. Do your discharges or resident requests suggest a new business opportunity? Are you now providing free additional services that could be formally structured to enhance income? Are there diversification or expansion strategies that could both mitigate risk and offer new revenue streams? Consulting with an experienced senior care facility developer may be of assistance at this crucial time in your organization’s planning. Please feel free to contact me, Bob Gummer at rgummer@pdcmidwest.com, to discuss how strategic facility planning can contribute to your organization’s success.
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Economic Recovery Repositioning for Senior Care Providers

pdc logo

Every business is dealing with challenges from the Great Recession and senior care providers are no exception. Add the uncertainty from health care reform, declining home sales with inaccessible equity, a sluggish senior market, and most providers find themselves searching for a clearer crystal ball. Experts say that the worst is behind us and better days are ahead. While this view can be argued, it is clear that a different paradigm for senior care is emerging and planning for the future should include five key issues:

1 Conduct a strategic re-evaluation of your business.

Sometimes an organization’s mission, philosophy and vision evolve without interim redirection or planning. Should they be analyzed and aligned with new market forces and delivery expectations? Are your Board and Senior Management responding to current operations in a coordinated and cooperative manner that supports success?

2 Consider the impact of generational market shift.

The Baby Boomer’s impact to senior care during the last few years has been primarily to influence decisions of their parents. Generational shift is a dynamic, constantly changing market force that has an acute affect to providers. When will Baby Boomers become senior care users and Generation Y begin to impact decision making in your service area? Does your market’s future generational alignment match your service and facility offerings?

3 Determine if aging-In-place has emerged as a critical planning challenge.

Health acuity needs naturally increase for senior residents and an entrenched reluctance for relocation emerges gradually over time. Can your operations accommodate those needs and will your facilities comply with building codes and other regulatory requirements for higher levels of health care services?

4 Evaluate operation cost efficiencies and market competitiveness.

Operational cost efficiency is more than a temporary survival technique during recessionary times – it has become a market expectation. Are you prepared for the “less for more” expectations arising from the economic recovery? Does your business model reflect the expectations of your senior care market and are your facilities helping or hindering your efforts?

5Innovate to increase market access and revenue opportunities.

Think out-of-the-box regarding new business acquisition. Do your discharges or resident requests suggest a new business opportunity? Are you now providing free additional services that could be formally structured to enhance income? Are there diversification or expansion strategies that could both mitigate risk and offer new revenue streams?

Consulting with an experienced senior care facility developer may be of assistance at this crucial time in your organization’s planning. Please feel free to contact me, Bob Gummer at rgummer@pdcmidwest.com, to discuss how strategic facility planning can contribute to your organization’s success.