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Engineers - PDH Hours
Summit Program Chair

-Brian Weldy, Vice President, FacilitiGroup Infrastructure Solutions


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    Southeast 2015 - Post Summit Wrap

  June 30th - Nashville, TN



Nashville Healthcare Industry

  • More than 500 hospitals

  • More than 475 ambulatory centers

  • Nearly 100 behavioral treatment centers

  • Overall economic benefit of nearly $30 billion. More than 200,000 jobs to the local economy annually

  • A family tree of over 250 companies and more than 150 spinoffs



Reported by Jenni Bradley, Nashville Health Care Council  
    Sessions Included:

Big Ideas That Will Reshape Healthcare and Test Your Resolve to Change 


A few takeaways from this session:


Phil Gibbs on Disruption in Healthcare

  • “What’s Coming: Doctors on Demand (backed by Google Ventures) – The House Call is Back”

  • “Current providers have become complex, difficult to access and expensive”

  • Watch for These Disruptive Patterns:

    • "The disruption employs an enabling technology"

    • "Uses resources owned by others"

    • "Is decentralized"

    • "When current providers ignore or dismiss these patterns, it’ll be too late for them"

Brian Weldy on Empowering Innovation

  • “It’s not so much the idea, but what you can learn from the idea”

  • “Innovation is continued realization of good ideas”

  • Mega Trends in Healthcare Real Estate

    • "Integrated patient experience: Predict, prevent & personalize"

    • "Repurposing of healthcare real estate, i.e., HCA has 100 million sq. ft. of real estate - how do we repurpose it?"

    • "Modular delivery"

    • "Shared economy"

  • Recommended Courses of Action

    • “Hire attitude, train skills”

    • “Adopt the practice of perpetual learning”

    • “It’s about people, process and place”

Vic Gatto on Reverse Thinking: Why You Shouldn’t Fear Failure & Competition

  • Why You Should Admit Failure: “It gives you the freedom to try very hard, important things for you and others around you”

  • “It is impossible to live without failing at something, unless you live so cautiously that you might as well have not lived at all – in which case you failed by default” (J. K. Rowling

  • Why Competition is Good

    • “You can view the landscape through the eyes of your competitors”

    • “It helps position your brand”

    • “You can replicate the competition’s best ideas (but expect them to do the same)”

  • “Choose the proper mindset: Abundance. Growing resources is a positive sum game – If I win, it doesn’t impact you. If you win, it doesn’t impact me”

  -Phillip E. Gibbs, Ph.D., The Disruption Lab and Gibb Solutions Group   -Vic Gatto, Founder & CEO, Jumpstart Foundry   -Brian Weldy, Vice President, FacilitiGroup Infrastructure Solutions  

Demographics of Healthcare: Tools for Assessing Real Estate Options and Patient Population Management

 A few takeaways from this session:

  • “Change is happening faster than you think”

  • “Hospital infrastructure in Nashville is feeling lots of stress”

  • “Number of outpatient visits are about to sky rocket”

  • “Greatest expenditure on health is in Suburban Ring (Brentwood, Franklin, Murfreesboro, Lebanon, and Hendersonville”

  • “Real-time patient care analytics is the driving force”

  • “There’s fundamental shift away from Hospital Based MOBs to Community Health Centers”

  • “Retail medicine is hot and growing”

  • “Disruption in healthcare likely coming from technology providers – Someone may potentially Amazonize healthcare”

  -Tod Fetherling, CEO of Perception Health          



The Healthcare Design/Construction Challenge: Adapting Healthcare’s New Off-Campus Delivery Model to Southeast Real Estate Market

       A few takeaways from this session:

  • “Urgent care centers are merging with free standing clinics”

  • “Branding consistency being sought by providers….in addition to name this trend cuts across buildings, facilities, equipment”

  • “Branding was big piece of decision to locate building off Vanderbilt’s main campus… wanted visibility from Interstate (freeway). Also, moved back office operations there.”

  • “Care will become more integrated. Physician groups and health systems are talking to one another”

  • “Younger physicians now want a more balanced lifestyle…older physicians worked longer hours (to build income stream and their practices)”

  • When building new clinics: “Look for suppliers and vendors who know what’s going on… Also Facility Guidelines (FGI) is not a best practice document”

  • “Size of facilities are scaling down…patients want choices closer to their homes”

  • “We’re now building facilities in the range of 50,000 to 75,000 square feet”

  L to R: Karin Smith, Dennis Buehler, Mark Henderson, Georgeann Burns

-Karin Smith, Assistant Director of Facility Planning at Vanderbilt Medical Center. She has specialized in healthcare architecture since 1997 and came to Vanderbilt University Medical Center as a Healthcare Planner in 2001

-Dan Buehler, VP Facilities Management & Construction, AmSurg, which includes oversight of the company’s real estate portfolio and design and construction projects for its growing portfolio of nearly 250 ambulatory surgical centers

-Mark Henderson, Executive VP/Healthcare, Gresham Smith & Partners, a 27 year career in healthcare related projects

-Georgeann Burns, President, Health Facilities Planning Partners, and co-editor of “Capital Projects and Healthcare Reform - Navigating Design & Delivery in an Era of Disruption”


Rethinking Healthcare Real Estate Strategies Panel

  A few takeaways from this session:
  • “When selecting a partner (for a project), pick someone who’s fast moving…you don’t want to go through 18 levels of bureaucracy”

  • Criteria for building: “I can build the most fantastic building in the world…but if patients feel they can’t afford care there or it doesn’t add value to delivery of care why build it?.....this is why we don’t include atriums, crystal chandeliers, etc. in our buildings”

  • “We’re now building MOBs with as many as 24 ICU beds. This was unheard of 5 years ago and shows how things are changing?

  • “Industry runs in cycles. In the ‘90s, owners paid too much for physician practices and the real estate, and hired the physicians at exorbitant salaries”

  • “Vast majority of hospital CEOs don’t much about their real estate portfolios as there’s too many other issues on their plate…it’s one reason to hire an outside real estate broker to do a fair market value”

  • “Lease terms are changing…as we’re buying properties to hold in perpetuity”

  L to R: Neil Carolan, Sushil Puria, Keith Allen   The Moderator: Lorie Damon

-Neil Carolan, Senior VP, Rendina Companies – a developer with more than 6.75 million square feet of medical facilities. Neil has nearly 30 years of healthcare operations experience with such organizations as Ascension Health, CHRISTUS Health and the Sisters of Mercy Health Care System (now Trinity Health).

-Sushil Puria, VP of Acquisitions, Healthcare Realty

-Keith W. Allen, VP, Construction & Real Estate, RegionalCare Hospital Partners, oversees design, construction, real estate & facilities. Previously, he was a construction manager for HCA leading projects in several territories across the U.S. valued at over $800M.

-Lori Damon, Managing Director, Healthcare Practice Group, DTZ. Prior experience includes 10 years with the Building Owners and Managers Association (BOMA) International, leading the organization’s education and research department and specializing in the healthcare real estate sector