Step 1: Portfolio Scale & Composition

1.1. Approximate total portfolio size (GFA in m²):

<50,000
50,000-250,000
250,000-1,000,000
>1,000,000

1.2. Geographic distribution (% of portfolio; must sum to 100%):

Assess concentration risk; higher in one state = higher risk.

Australian Market Context: The value of HCLS assets in key precincts (Melbourne Biomedical Precinct, Sydney's Randwick Health and Innovation Precinct, Brisbane's Herston Health Precinct) has seen significant yield compression due to their strategic importance in the "bench-to-bedside" innovation pipeline.

NSW: 25%

VIC: 25%

QLD: 25%

Other: 25%

Total: 100%

1.3. Functional mix (% of portfolio; must sum to 100%):

Assess diversification; heavy in one function = higher risk.

Australian Market Context: Modern HCLS portfolios are increasingly incorporating mixed-use elements within precincts to create integrated ecosystems that accelerate innovation and improve patient outcomes.

Acute Care/Hospitals: 25%

Medical Offices/Clinics: 25%

Labs/Research: 25%

Other (Admin/Logistics): 25%

Total: 100%

Step 2: Strategic & Financial Alignment

2.1. To what extent does your real estate portfolio actively enable your organization's primary strategic mission (e.g., accelerating research, enhancing patient care)?

Focus on strategic impact beyond simply providing space.

1 Actively Hinders

2 Slightly Hinders

3 Neutral

4 Supports

5 Directly Accelerates

2.2. How is your property portfolio primarily perceived by executive leadership?

A necessary cost center to be minimized
An efficient platform for supporting business operations
A strategic asset that directly drives value and competitive advantage
Unsure / Not formally assessed

2.3. What percentage of your portfolio's capital budget is directly allocated to projects that support top-priority strategic initiatives (e.g., new research programs, clinical service line expansions)?

50%

Step 3: Stakeholder & User Experience

3.1. How would you rate the effectiveness of your key facilities in supporting a positive and productive experience for their primary users (e.g., scientists in a lab, clinicians in a clinic)?

1 Very Ineffective

2 Ineffective

3 Neutral

4 Effective

5 Highly Effective

3.2. How significantly does your workplace and facility quality contribute to your ability to attract and retain top-tier talent (scientists, clinicians, etc.)?

1 Insignificant Factor

2 Minor Factor

3 Moderate Factor

4 Significant Factor

5 Major Differentiator

3.3. How would you rate your clinical facilities on factors that directly impact the patient experience, such as ease of navigation (wayfinding), comfort, and perceived safety?

1 Poor

2 Fair

3 Average

4 Good

5 Excellent

N/A

Step 4: Operational Excellence & Risk Management

4.1. How confident are you that your critical facilities (GxP manufacturing, PC2 labs) are "audit-ready" at any given moment?

1 Not Confident

2 Slightly Confident

3 Moderately Confident

4 Confident

5 Extremely Confident

4.2. How would you describe your portfolio's ability to maintain critical operations (e.g., research, patient care) during a significant disruption (e.g., utility outage, supply chain failure)?

Reactive; we fix problems as they occur
Prepared; we have documented business continuity plans
Resilient; we have tested, redundant systems and a culture of proactive risk management
Unsure

4.3. What is the primary approach to managing energy and resource consumption across your portfolio?

Primarily focused on meeting basic operational needs
We actively track consumption and have some efficiency initiatives
We have a strategic focus on efficiency (e.g., high NABERS/Green Star ratings) to reduce costs and meet ESG goals
Unsure

4.4. How would you rate your portfolio's overall risk profile considering age, condition, market, and regulatory environment?

1 Very Low Risk

2 Low Risk

3 Moderate Risk

4 High Risk

5 Very High Risk

Step 5: Future-Readiness & Strategic Objectives

5.1. How easily can your key facilities (e.g., labs, manufacturing suites) be reconfigured to support new technologies, research programs, or models of care?

1 Very Difficult & Costly

2 Difficult

3 Moderate

4 Easy

5 Very Easy & Cost-Effective

5.2. How would you rate your portfolio's readiness to leverage "smart building" technology (e.g., IoT sensors, integrated systems) to improve efficiency and provide better data for decision-making?

1 Nascent/Legacy Systems

2 Developing

3 Functional

4 Integrated

5 Optimized

5.3. Which one of these objectives is the MOST critical for your property portfolio to support right now?

Reduce Operating Costs & Improve Financial Efficiency
Support Business Growth & Drive Innovation
Enhance User/Patient Experience & Attract Talent
Mitigate Risk & Ensure Regulatory Compliance

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Strategic HCLS Property Portfolio Health Check v7.3