Efficiency matters, too Designs that improve staff efficiency not only boost the bottom line, but also ease the workload which makes the job more attractive. “We start with workflow,” says Rodman at Direct Supply
Aptura. “How do people move through the space?” Understand- ing how different departments work and interact can help spot inefficiencies. For example, Direct Supply Aptura is designing a high-end,
ground-up project that offers independent and assisted living, and memory care. Instead of creating three separate kitchens, all three resident groups will be served out of one kitchen. Each group will however have their own dining space. The arrangement is more efficient, and also eliminates the periodic need to shuffle food carts between kitchens. Technology creates efficiency. But it also provides an opportu-
nity to decentralize and streamline certain duties. For example, a caregiver can use an iPad to enter information into the resident’s digital file while on the floor. The caregiver doesn’t have to walk back to the central office. Belmont Village is going paperless and wireless. “The advent of mobile devices is a great leap forward,” says Will. EUA’s Schindhelm notes that the caregiver just needs a place to
touch down. He adds that it’s still important to have places where two or three staffers can work behind closed doors when they need to get away or have a private conversation. Supply cabinets can also be dispersed to be closer to where the items are needed. Medicines still need to be stored in a central area to maintain control over their distribution. At Belmont Village, careful consideration is given to how em-
ployees move within the building. Do servers have good clearances in the dining room if residents are in wheelchairs? How far do caregivers have to walk to get to the residents they care for? Accessibility building codes sometimes come into play. Design-
ers consider whether the code as written really works. “Do we need a variance to provide a design that is still safe and accessible but helps with staff efficiency and resident dignity?” asks Sodo at EUA.
What’s ahead? The workforce shortage is not expected to subside anytime soon. In fact, the U.S. Bureau of Labor Statistics predicts that long- term care employers will need to fill 7.8 million total direct care job openings by 2026 due to rising demand as the population ages. The direct care workforce will grow more than any other occupation. Circling back to the importance of attracting the next gen-
eration of workers needed to fill those jobs, DeGroff at Perkins Eastman emphasizes that the new workforce is looking for connection to their work. They want a certain authenticity and value proposition beyond salary. “We want to provide settings that support the care staff and give them ownership in what they do,” she says.
Copyright: Chris Cooper/Courtesy: Perkins Eastman
Spring Lake Village, a Front Porch Community in Santa Rosa, Calif., features a variety of spaces for residents and staff to participate in and lead activities such as painting, performing, and sewing. These experiences foster community, promote relaxation, and encourage friendships.
Photograph: Andrew Rugge/Copyright: Perkins Eastman
Lifespace Oak Trace models itself on the close-knit neighborhood of the surrounding community of Downer’s Grove, IL, creating a variety of spaces that enable activities, such as gardening, pictured here, to support resident, visitor, and staff well-being.
Photograph: Andrew Rugge/Copyright: Perkins Eastman
The open floor plan of the lobby at Anthology of King of Prussia is an inviting gathering space where residents, guests, and staff are encouraged to mingle.
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