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Attendee Comments

     
 
"Engaging Relevant Info!"

"All Great!"

"Very much enjoyed the program… great choice of participants/ panelists"

"Great Job"

"Networking"

"Good content; good speakers"

"Case studies; [Health] System panel"

"Good presentations for knowledge base; Good size & opportunities for networking"

"Good mix of professionals/ project cases; Studies + data matrixes"

"Good variety of topics"

"Variety of presenters- topics"

"Great!"

"Great discussion on real estate trends in the post ACA era"

"The presentation of the technological aspects in the industry that are shaping the future of owners of medical space and medical systems"

"Style - relaxed - good Q & A"

"Open dialogue"

 "Format, speakers, host"

"1st two speakers"

"Relaxed and informal with lots of Q&A"

"Small setting"

"Engaging relevant info! All great!"

"Great Job!"

"Variety of speakers and topics"

"Andrea Hyde, Mike Hargrave, Eric Rasmussen, Rich Greco, Katie Jacoby"

"Good topics and how they were organized"

 
     
 

97% Rated Overall Content “Excellent” or “Very Good”

 

 
    Mid Atlantic 2016 - Post Summit Wrap
 
 

 

 

 

 

Key Takeaway Messages

 
   
 

ACA After Implementation – Winners, Losers and Shifting Thoughts of Healthcare Leaders

-Mike Wood, CHC, MSM, BS, ARRT, RT, President of IFMA HealthCare Institute, and Director/ Healthcare Market Development, Oldcastle

Takeaway Messages:

  • We’ve had to stop and rethink all capital strategies. CFOs are watching the pot of available income shrink as the need goes way up. How can facilities professionals help them to make informed decisions?

  • ACA's downstream effect is that we're all being pushed to be more efficient. For facilities, this means that speed to market crucial; modular, standardization and templating are increasingly a necessity; process managements such as Lean, IPD and “IPD Lite” are going to become more common.

  • "We need to start asking more about the business of the healthcare systems we provide services to, more than we ever have before … Have you thought this through? Is this in your strategic plan or is this a blocking move in response to the system next door? Otherwise we'll start providing stuff that isn’t going to be the answer."


Mining Demographic & Medical Data to Find Gold in Healthcare Real Estate

-Fady Barmada, Principal/Practice Leader Asset Advisory Services, ARRAY Advisors

Takeaway Messages:

  • There are deep organizational divides in how healthcare systems utilize the data they collect to support decision making. By integrating strategic planning and real estate and facilities, systems can start having conversations around lowest cost of care environment and create true value.

  • Sicker patients are the highest utilizers of healthcare, and the highest risk on cost side. Demographic data is being used now to understand where they are, what drives risk factors and how to design interventions to mitigate those risks. Healthcare systems are targeting specific communities to understand how to target interactions. They’re also identifying sites where the highest payees are found and designing strategies to capture those clients.

  • By integrating strategic planning and real estate with facilities, you can start having conversations around lowest cost of care environment, and create true value.

  • What helps organizations move faster in the marketplace is to understand the inputs and potential repercussions of potential decisions by conceptualizing the data and creating platforms that helps them to scenario-test.


What’s Hot, What’s Not in Healthcare Real Estate – A Candid Off-Script Dialogue with Senior Leaders

-Shannon Reber, Chief Growth Officer, Inova Health System

-Ron Bowlan, Sr. VP Facilities and Campus Planning, Thomas Jefferson University & Hospital
 

Takeaway Messages:

  • Healthcare is moving from primary care providers to care management teams. Reber predicts that PCPs will no longer be two physicians in an office—it will be 6-10 physicians in combination with other services like blood draws. This transformation will impact design.

  • Thomas Jefferson University is expecting dramatic increases in home care and outpatient services, and seeing a more than 3% drop in inpatient services. By 2022, it predicts 14% of all E&M visits will be delivered in a virtual care setting.

  • Inova is leveraging technology to improve communication with patients. This includes computer systems that help patients and physicians with poor English communicate, and using texts to prompt follow-ups.

  • Bowlan notes that it used to be that a doctor’s visit was an all-day experience—this is changing in the “I want it now” age. Given the rapid growth happening today, it becomes more critical to understand how your system differentiates among the various providers. Brand and consistency are one key in differentiating among the numerous urgent care type facilities popping up.

  • It's hard to compete with the CVS pharmacies, etc., on speed to market. Right as you're signing lease for an urgent care facility three pop up right there

  • To understand what the consumer wants, Inova is surveying the population monthly, using the Press Gany scores quarterly. “HCAHPS has changed everything,” Reber said. Bowlan added, “We see a disconnect between what you hear at the bedside and what patients fill in on the form later at home. We’re trying to understand the right questions.”


Repurposing Buildings for Healthcare

-Andrea Hyde, AAHID MDCID, Director – Space, Project and Construction Planning, LifeBridge Health

Takeaway Messages:

  • Healthcare has shifted away from the hospital-mimicking-hospitality trend. Hyde cited one health system that fell to the “hospitality bug” and bought materials, furniture, etc. Within three years it was replacing these materials—to a cost not in their budget—because they couldn’t withstand intensive cleaning.

  • On a project renovation: “The most important decision was to make almost everything movable.” This included taking down numerous existing walls and putting up movable wall products. “It was a tough concept for facilities, seeing this product come in that was fully produced in factory,” Hyde said.

  • Freestanding modular systems not what they used to be—everything can be easily disconnected, and electric is run through these systems making setup easier. An additional benefit of unitized product is a much more rapid delivery.

  • There are economies of scale to pick up in a number of areas by using movable modular walls. For this product, it is crucial to look at the total budget rather than the upfront investment.


Reimagining Outpatient Care Facilities for the Future

-David Parrish, DIRTT Environmental Solutions

-Tracy Bond, Principal, SmithGroup JJR

Takeaway Messages:

  • Flexibility helps ensure efficiency over the long term. For example, if you need to add a service in your building later, don’t simply place it where space is available. Features such as movable walls can help you shift spaces to create the most efficient layout.

  • Modular building solutions are gaining traction as a solution for boosting construction flexibility. Using a “plug and play” kit of parts can save significant time in design and construction, and promote ease in future changes. Using prefabricated, modular solutions across a campus or brand also can ensure a healthcare system is providing the same level of care across board.

  • Talk to your tax attorney about how movable walls used in leased facilities count on depreciation. It's not permanently affixed to structure, but how it counts depends on intent to ever move it. It makes it crucial to examine the lease, and discuss who owns these movable walls.

  • Vendors are providing more vendor neutral solutions to help facilities professionals add modular solutions for engineered systems.


Two Enlightening Case Histories with Health System Leaders & Their Teams

Case Example #1

Adventist Healthcare’s Facilities and Real Estate Integration - Optimizing Financial Performance with the StepWise Process

 
-James Lee, CFO, Adventist Healthcare

 

-Davor D. Kapelina, President/CEO of AtSite, Inc.
 

Takeaway Messages:

  • It’s important to understand how to reap the benefits of the information this technology provides. Data is very useful, but most of us throw it away because we don't know how to use it.

  • It’s possible to get early buy-in from senior leaders on digital solutions by demonstrating some quick and easy returns through low hanging improvements

  • It’s hard to innovate when you're trying to keep up with the basic maintenance.

  • Being efficient is paramount to any healthcare organization. If you're doing things one-off, you’re not maximizing efficiency.

  • As more healthcare organizations wake up to the reality that they can't do what they've always done in facilities, we'll see more organizations taking approaches like we have.

  • A lot of healthcare people are very insular—they say “If you don't have healthcare experience, I’m not interested.” But healthcare has not been “leading-edge” for years. By working with a company like AtSite, systems can leverage non-healthcare experience.

Case Example #2

VCU Health Systems OR Renovation - Avoiding Downtime While Expanding and Renovating a Floor of Operating Rooms

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

-Eric Rasmussen, Project Director, DPR Construction

 

-Michael Fievet, Senior Project Manager, JLL


-Matt Franklin, Vice President, HKS

Takeaway Messages:

  • IPD and “IPD Lite”—in which contractors are brought on early but still operate using traditional contracts—are gaining traction in healthcare construction.

  • The “big room concept”—in which planning partners from designers to subcontractors share a workspace onsite—can help create relationships at the beginning of job and boost communication.

  • Tip for small renovations/upgrades: Early planning is key. Get the right team on-board from day one, and get them in the mind-set that they’re all one project team.


Healthcare Real Estate Market Trends–What the Data Really Means

-Mike Hargrave, Principal, Revista

Takeaway Messages:

  • With nearly $1 trillion in real estate value, the healthcare sector far exceeds hospitality and other areas.

  • Particularly as healthcare jobs have significantly outpaced office jobs, tenants of MOBs are found to more stable than found in general office settings. This is leading to increasing investment interest in the otherwise largely user-owned MOB sector.

  • The top ten owners of healthcare real estate own about 30%.

  • On a median basis we're starting to see pricing on MOBs come down and level off, but high-end, well-placed MOBs still have high pricing. Capitalization rates indicate investors willing to pay more and get less in healthcare real estate right now.

  • Construction starts continue to go strong in the healthcare sector. An increasing share of hospitals self-developing and getting out into the community.


Negotiating Healthcare Leases: How Owners & Healthcare Providers Can Avoid Costly Missteps

-Moderated by: B. Alan Whitson, RPA, Author of “327 Questions to Ask Before You Sign A Lease” and “Understanding Regulatory Issues in Leasing Medical Office Buildings and Healthcare Facilities”

-Rich Greco, Asst. VP Real Estate, Planning & Construction for LifeBridge Health

-Katie Jacoby, Senior Vice President of Development, Anchor Health Properties

Takeaway Messages:

  • Greco: Developers often misunderstand the timeframe for which healthcare systems want a lease. “We may be looking for a short-term lease, like 3-5 years, because we're taking on a specific physician with a contract that long. That’s the face of the negotiation. We're investing a lot, we just can't say upfront it will be 5 years + 5 years + 5 years, etc.”

  • Jacoby: “The more educated the tenant is the easier the negotiation is … Everyone needs to understand the lease. The people negotiating it aren't the people implementing it.”

  • Jacoby: Lease needs to include simple information on operations responsibilities. It needs to talk about things as simple as: Who's changing the light bulbs? Who's operating the generators? For example, the landlord may check their fire alarms, but the hospital needs to as well because they need records for compliance/accreditation. Talk upfront with the landlord about operations integral to healthcare.

  • As more specialties move into outpatient facilities, the fit outs are different. This can affect the relationship between tenant and landlord, making it crucial for each to have a team in place to do due diligence.


Networking

   
  -Adrian Hagerty [left], Regional VP of Array, an Event Partner   -Post Event Networking Party Hosted by Forbo