It’s an indelible reminder of how climate change and drought have affected Southern Nevada: the 140-foot “bathtub ring” at Lake Mead — the source of 90 percent of our community’s water — tells one side of a story about the fragile nature of living in the driest city in the driest state in the country.

With the lake at its lowest level since it began filling after the completion of Hoover Dam in the 1930s, the bathtub ring also physically underscores an expected move by the federal government to declare shortage conditions in the Colorado River Basin that will reduce Southern Nevada’s water supply by seven billion gallons a year beginning in January 2022.

But there’s another side to the story, one where the entire community plays a role in conserving water—while striving to maintain a sustainable and vibrant economic future for the Las Vegas Valley.

For more than two decades, the Southern Nevada Water Authority (SNWA) has developed and implemented a myriad of water-conservation programs and policies for residents and businesses alike that have yielded, and continue to yield, impressive water savings. And with the federal shortage declaration imminent, these programs are taking on heightened significance in the coming months and years.

Through SNWA’s Water Efficient Technologies (WET) program offered to the business community since 2001, participating businesses in the WET program have saved more than 19 billion gallons of water.

It’s time for us all to play our part in conserving one of Earth’s most valuable resources. Community is at the center of everything we do at UnCommons and few causes are more important than protecting our literal lifeline – water.

As we’ve designed the exterior at UnCommons, we’ve done a number of things in effort to earn the coveted SNWA Water Smart Hero title:

• We feature drought-tolerant species adapted to Las Vegas’ varied climate, a majority of which use minimal waterto reduce irrigation
• Plants are grouped in hydrozones for watering compatibility. Most groups need low water and medium-waterplants are used sparingly
• Irrigation valve zoning has taken sun and shade exposure into consideration to minimize evaporation
• The irrigation controller automatically adjusts runtime schedules as the weather changes
• The ‘smart’ controller will maximize waterefficiency, using only what is necessary by the on-site conditions
• The irrigation controller is complimented with a rain sensor to shut-down irrigation system during rain event
• Rock mulch is installed in all planting areas to reduce evaporation
• Planting and trees are irrigated with subsurface drip line irrigation, which has an irrigation efficiency of about 90%
• Synthetic turf area will have no run-off or overspray
• Irrigation control system uses a master control valve and flow sensor to provide additional management and safety shut-off should there be any abnormal flow conditions (leaks, breaks in pipes, blown out fittings, etc.)

We invite those at residential properties to join the cause with these few easy, and money saving, ways:

• Banish grass with water-smart landscaping and earn a rebate $3 square feet
• Fight leaks with a smart leak detector that finds hidden leaks, then pings your phone, and get a rebate of up to $200
• Command your landscape watering with a smart controller that adjusts watering with your phone, and earn a rebate of up to $100

Find details on these Water Smart Landscaping Rebates and other helpful resources, including Water Smart landscapers, on the SWNA website.

The SNWA is doing its part too and has identified about 4,000 acres of non-functional, unused grass in the Las Vegas Valley. Replacing this grass with water-efficient landscaping will save more than 9.5 billion gallons of water annually, about 10% of the community’s total water supply –more water as all resort hotels along the Las Vegas Strip.

While drought and climate change continue to pose challenges for the foreseeable future, UnCommons stands by the SNWA in the commitment to maintain a viable, sustainable water supply for the entire Southern Nevada community.

 

Going to raise my hand and say, “Hi, my name is Amalie, and I’ve experienced burnout.” Even before the pandemic, the world was already experiencing burnout at a high level. In 2019, the World Health Organization included burnout in the 11th Revision of the International Classification of Diseases as an occupational phenomenon.

Then March 2020 hits. Frontline healthcare workers felt a brunt of work on a whole other level leading to even more stress, as did those in what we began to call “essential workers” like grocery store cashiers, factory workers, mail carriers and bus drivers. Some of the workforces were transitioned to work from home (WFH) and the “work” and “home” lines quickly began to blur together.

This harsh pivot made many employers reevaluate their perks and take care of their employees differently.

With such high burnout before the pandemic followed by a wave of stress during the pandemic, the question is: How do we bring employees back into the office without leading to increased burnout, and possibly even decrease the growing phenomenon?

Having an inclusive and supportive culture 

The most important tenet is to allow employees to speak up about how they are feeling and coping with returning. Every employee has a different home dynamic. Respecting and being open to feedback about how best to support each individual will help diminish their stress and anxiety, making an employee feel valued and fully understood so they can bring their best work and energy to the office. A follower shared with me that their employer helped them return to the office with a hybrid schedule since they having kids to take care of at home on the days they WFM. Don’t expect to have your workforce 100% in the office right away, as everyone has their own adjustment period.

Creating a healthier workspace

Alright, so you have a hybrid model in place. But what about the physical space? Before the pandemic, the perks of modern office space were ping pong tables, trendy furniture and beer on tap. Burnout was thriving in that environment. Now, every inch of the office needs to have the employee in mind and keep everyone as healthy as possible. At UnCommons, for example, we are increasing our common area spacing, indoor air quality, touch-free technology and UV lighting; setting physical space outside to unwind and unplug to take in the fresh air. We are encouraging people to take a moment to themselves.

Follow up, follow through

The hybrid model is set up. The office reflects a safe, calm, supporting space. Now what actions are best practices for the team:

• Create a task force that checks in with employees monthly about how they are coping with the return to the office, the workload and the hybrid model.
• HR and leadership should diligently report any issues that arise or feedback that caused them to pivot to better the workplace for employees.
• Keep the team informed what is expected of the team and be quick to update the team when expectations change.
• Be consistent with communication between those in the office and those working remotely. Team members shouldn’t feel like they are getting less or different information based on where they working

These are the reasons we’re creating a place where people can work and live better. Together. At UnCommons. How?

• WELL Certification, we have pledged to the highest standards of air, materials and comfort.
• Life. Balance. To us, sustainability means people, teams and companies thriving in harmonywithin their entire surroundings.
• The Onsight Community Team focuses on setting up meaningful peer-to-peer and mentorship relationships to concentrate on personal and professional development.

I confessed at the beginning of having to deal with the experience of burnout. Do you know what got me through it? My community of peers who supported and helped me find my balance. Now, more than ever, we need each other and we need time and patience with ourselves and those around us as we dip our toes back into the office pond and work to discover a balance.

It is true no matter what situation:

We are all human, and we are all trying to thrive. Let’s do it together.

Over the last two decades, I’ve helped companies locate and negotiate the perfect office space to lease. Part of the process is to facilitate the thinking through the challenging decisions they’re required to make before choosing a space that best suits them. Of them all, probably the most daunting question is “How much space do we need?” Nobody wants to overestimate the requirement for financial reasons or underestimate and risk an operational blowback. Answering these questions has become even more complicated in the last 18 months as companies examine the need for physical office space and the function of that space.

That process starts with deciding how much and what kind of space is needed in your office floorplan including private offices, workstations, conference rooms and other physical spaces. One part of the process that many companies overlook the importance of is anticipating what direction the company is going, how the company is integrating new technology and how the key people in the organization see their teams working in the future. They type of work performed at the office can inform the ideal floorplan. For instance, if you are a software company with code developers, there is less need for collaboration or conference rooms, versus a creative company where group thinking is more prevalent.

Confused yet? You’re not alone. Post pandemic, we have seen even the most sophisticated real estate departments approaching these questions dumbfounded. Here are few important conversations that have been helpful for partners as they work to determine the optimum floorplan and leasing requirements for their company:

Understanding the New Hybrid Workforce Trend

Over the last year, companies have realized that some job functions can be performed remotely without losing time or work quality. Many employee surveys are confirming that employees prefer to choose when they come in to work, and therefore the birth of the “hybrid” of both work from office and work from home options. One thing that many experts agree is that to truly experience a work culture, employees will need to frequent the office. Other important reasons for a physical office space include collaboration, training and the fact that many people’s social circles are in fact their colleagues at work. After a long year of isolation, employees want to be social again.

“Office time” is not only about days in the office, but also about time of day at the office. Imagine you have a 45-minute commute at 7:30 a.m., but its only 15 minutes if you left your house at 9 a.m. As an employer, a delayed arrival may not have been something an employee would have requested in 2019, but you can expect it moving forward. Perhaps the employee starts the day at their home office with the expectation they are at the office at 10 a.m. The employee will also likely be less frustrated thanks to the lack of traffic and more content when they arrive to work, having saved valuable time.

Consider surveying your employees to see what is important to them, and then balance the new freedoms they request against productivity. This may be a trial and error for a few months. This is not a time to be too prescriptive, as these best practices are evolving every day. Most companies are finding that hybrid work does not lead to less office space required, as employees still require the same amount of desk and collaborative space.

Examples of how some of the most well-recognized companies plan to structure their return to the office, as reported by CoStar:

• Salesforce: 56,000 employees – Salesforce, San Francisco’s largest employer and office occupant, recently extended the option for its workforce to continue to work from home through at least the end of 2021.
• Google: 150,000 employees – Google CEO Sundar Pichai told employees that, while “campuses have been at the heart of the Google community” for more than two decades, the company would implement a long-term flexible work model for its employees around the world.
• Apple: 37,000 employees – Apple is asking a majority of its employees to return to the office at least three days a week in an effort to build continuity and gradually return to its pre-pandemic days of in-office collaboration. Workers are expected to be in the workplace on Mondays, Tuesdays and Thursdays to promote consistency.
• Facebook: 59,000 employees – Facebook plans to begin opening at 10% capacity depending upon local health data and to slowly ramp up to an estimated 50% capacity by September. However, Zuckerberg said a large portion of the tech giant’s workforce may never return to an office again.
• Uber: 22,000 employees – The company’s headquarters reopened at about 20% capacity with employees allowed to return on a voluntary basis. Starting in September, Uber said it plans to shift to a hybrid work model where employees can work from home up to two days a week with “the clear expectation that they also come into the office three days a week.”

Incorporating Health and Wellness Trends

Safety is something that will be top of mind for employees in the future; it is human nature after the pandemic. Better indoor air quality, touchless access and an overall cleanliness is what employees expect today. More natural light is the top request on many surveys and can be accomplished by moving the private offices to the interior of the space, adding glass so spaces are not stifled and moving workstations to the window lines. Or, companies can look for buildings with a better “window line” altogether. Many modern buildings today have maximized their glass lines and some offer floor-to-ceiling glass. Plants, bright colors, better LED overhead light and wider hallways are all more popular than ever in floor plans. Many companies are also considering including a meditation lounge or functional fitness room to their programming.

An example of an office space that has been re-tooled to fit the needs to the post-pandemic workforce even before breaking ground is UnCommons, which will change the idea of what it means to office in a thriving and inspiring workplace. Opening next year in southwest Las Vegas, we are creating a workplace with market-leading design and technology, floor-to-ceiling windows that welcome both daylight and views, balconies for fresh air, a conference center that can be used to host small meetings and workshops, and outdoor meeting areas.

Although people have been more focused on their own health, they are also putting more importance on the health of the environment. Energy-efficient buildings and sustainability goals will quickly become top of mind again and help a company’s story as they recruit and retain talent. UnCommons, for example, will be the first of its kind in Nevada to be built by the standards for WELL™ Certification, which are the highest third-party endorsement of a building’s performance and protection of employee health. UnCommons is also pursuing certification by Green Globes®, a nationally-recognized green rating assessment, guidance and certification program.

It takes more thought than money to solve many of these requests to support a thriving workforce yearning to get back to the office. By starting with thinking about how your workforce, both current and future, will use the space and what kind of expectations they’ll have for flexibility and wellness you’ll be on your way to office nirvana.

We all tend to move so quickly that we gloss over the big moments or, even worse, totally miss them. At Matter, we try to always look for reasons to celebrate, and maybe even have a little party. As we celebrate Matter turning three in 2021, we had a little fun by comparing our special day with the third birthday of a child. Below are some of the milestones for both:

A three-year-old child: 10 billion neurons in their nervous system.

Matter at three: $10 billion in projects and experiences.

 

A three-year-old child: Weighs about 31 pounds.

Matter at three: Has poured 111,000 cubic yards of concrete which is over 217,000 tons!

 

A three-year-old child: Starting to climb furniture and cabinets.

Matter at three: Starting to raise the walls at UnCommons.

 

A three-year-old child: Learning to draw.

Matter at three: We still like to draw, but now we put that energy into drawing plans for walls, not on the walls.

 

A three-year-old child: Ready to start potty training.

Matter at three: Proud to say that most of us are potty trained!

 

A three-year-old child: Begins to show empathy and comfort others.

Matter at three: Building UnCommons for the community and their needs.

 

A three-year-old child: Throws, kicks and catches a ball.

Matter at three: We still catch Tom kicking and screaming every once in a while…

 

A three-year-old child: Likes to play with toy cars.

Matter at three: We still think cars are cool which is why we sponsor Max Root, a professional driver who competed in the most recent 24 Hours of Le Mans in a Matter Ferrari.

As we enter this fourth year, we couldn’t be more excited about what’s ahead for us, particularly the unveiling of UnCommons. We invite you to join in our journey of this next year and to find a reason to celebrate your accomplishments, big or small!

Recently, we launched our “Uncommon Conversations” series with the purpose to nurture ambiguous, vulnerable and open dialogue that celebrates differences and cultivates a shared human connection. This will be a quarterly, free-to-attend series that will eventually move to the UnCommons space in person.

Our inaugural UnCommon Conversations focused on diversity in the workplace with guest local experts, Dani Badgett, the co-founder and educator of The Fire This Time, and Gabriela Valverde-Rivera, people and culture leader who has worked in human resources for companies including Target, Chipotle and WeWork.

Watch the full video HERE

The conversation covered a wide variety of topics as related to diversity in the workplace and addressed some incredibly insightful questions from attendees including on the benefits of a diverse workforce, if the workforce diversity should mirror the location of the company, how to support diversity internally and recruiting for new hires.

Although few may argue that diversity isn’t important, it actually does help companies perform better. More diverse workforces are shown to have lower turnover, more creativity and more often promote from within.

Gabi recommended that the diversity of the work force shouldn’t reflect the diversity of a company’s geographic community but rather that of its customers. A company does best when it best understands its customers, and to understand customers, you have to employ people with similar backgrounds as they.

Dani provided actionable steps to support diversity in a company. You have to know where you are in the work of change to then determine how to get to where you want to go; many companies have inflated ideas of their diversity initiatives without the right building block for action. Gabi suggested hiring an outside vendor for an inclusion survey to get more realistic views. Dani encouraged leaders to get feedback form employees on potential diversity initiatives before initiating; thereby, getting buy in and ownership from employees before the program is rolled out. She also emphasized that those in charge of diversity and inclusion in a company need to be given power and investment like any other executive would.

Gabi challenged leadership to stop looking for a “cultural fit” when recruiting and instead look for a “cultural add” which will reframe the objectives when hiring and keep companies from continuing to hire the same kind of people simply because they “fit.”

This panel and future discussions are moderated by UnCommons’ community engagement lead, Amalie Zinsser. With Zinsser as the catalyst, these pieces will come together to offer an elevated experience that enables people, teams and businesses to operate in harmony with each other, accelerating performance and growth.

“I’ve found that, all too often, people shy away from hard conversations because they feel like they might say the wrong thing or feel cornered,” said Zinsser. “We will ensure that Uncommon Conversations is a safe environment for people to not only share their perspective, but to get outside of our comfort zones and challenge the way we think and act – all for the betterment of our community.”

If you missed the conversation and want to watch, see the full recording below and be sure to stay tuned our social channels for our next Uncommon Conversation.