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Real Issues : Real Solutions
JAN/FEB 2011
CDB MAGAZINE | www.cdbmag.com
Real Issues : Real Solutions
CONTENTS
06 Children’s Hospital Boston
IN-FOCUS STORIES 14
Memorial Hermann, The Woodlands Hospital
18
SSM Health Care of Wisconsin
22
Children’s Hospital Eastern Ontario
25
Kingston General Hospital
28
Fauquier Health
30
Flagstaff Medical Center
32
GW University Medical Faculty Associates
34
Huron Perth Healthcare Alliance
36
Interior Health Authority
40
Mountain View Regional Hospital
42 Parkview Hospital
Charles Weinstein, Esq., Vice President for Real Estate
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44
Piedmont Fayette Hospital
46
San Jacinto Methodist Hospital
48
UTH Science Center at San Antonio
02 | Children’s Hospital Boston
Children’s Hospital Boston
Land in Boston is at a premium and construction in the city’s Longwood Medical Area, among the densest healthcare centers in the world, comes with a price tag that computes to $150,000 an FAR foot (based on the floor area ration that can ultimately be constructed on a particular site). Children’s Hospital Boston sits alongside healthcare giants such as Harvard Medical School and School of Public Health, Brigham and Women’s Hospital, Dana-Farber Cancer Institute, and Beth Israel Deaconess Medical Center. The 392-bed hospital is the premier pediatric medical center in the nation.
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Planning & Development, is responsible for coordinating the Institutional Master Plan for the hospital with the city of Boston. It is a plan that gets updated every two years and it tells the city of Boston’s redevelopment agency what Children’s is then planning, in terms of its strategic needs, what buildings it is planning on constructing, and the nature, size, and description of those buildings.
East Tower Expansion The Woodlands Hospital recently broke ground on the new $80 million, seven-story East Tower. Phase one of the 240,000-square-foot expansion will add eight state-of-the-art surgical suites and surgical support
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services, including pre-operation and recovery rooms,
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waiting areas and a new sterile processing center. The expansion will also include the renovation of the
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existing hospital surgical suites.
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“We have reached capacity several times in the past five to ten years leading us to turn patients away because there is not a bed available for them,� says Josh Urban, Chief Operating Officer of the hospital. “The
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greater Montgomery County area is one of the fastest growing areas in the U.S. and it is our responsibility to continue to respond to that growth not only with facilities like the new patient tower, but also technology and a higher level of services.�
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A History Rich in Growth Since 1991, Memorial Hermann Healthcare System
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has invested more than $180 million on The Wood-
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lands Campus to respond to the growth and needs of this dynamic market. When they built the six-story West Tower in 2003, they included additional floors of
G. Greene Construction G. Greene Construction is a full service construction manager with a focus in Healthcare and R&D. Our extensive experience working within hospitals ensures that our projects remain safe for patients, staff and visitors. For over 44 years we have proudly worked at Children’s Hospital Boston, where we are privileged to play a small role in building a better tomorrow for the kids.
“We go through a building by building review process before anything is constructed in Boston,� says Weinstein. His department is also charged with buying or leasing property to facilitate expansion of the hospital’s footprint. They create satellite locations which allow them to bring outpatient care, and sometimes inpatient care, closer to the patients, so that family life, when possible, is not so disrupted by an illness. The organization also acts as a landlord, in some cases, to both healthcare businesses and other types of services or industry.
Building Up for a Better Tomorrow
shelled space which were later built out to accommodate two floors of patient beds. In the new East Tower
One of Weinstein’s current projects, slated to be com-
meet future needs for additional inpatient beds, physi-
Best Practices Driving Efficiency
pleted in 2013, is the lateral expansion of the 10-story
cian offices or post acute services.
“We have best practices that guide the look, the feel,
main hospital. They are building up, floor by floor,
expansion, four floors of shelled space will be ready to
The current expansion marks the third major
the colors, the selection of artwork, and the interior
because there simply isn’t enough physical space in
expansion project undertaken by Memorial Hermann
layout. By being part of a large system, we have stron-
Boston to build any other way. Because they can tie
The Woodlands in the past decade. In addition to the
ger buying power and efficiency through standardiza-
into the existing building there will be fewer space
West Tower expansion, a third medical office building
tion to help keep our costs down,� says Patrick Shay,
redundancies. Existing lobbies, elevators, and storage
was opened on campus in 2005. Last year, Memorial
Director of Engineering and Security.
spaces will be used. The 120,000 square foot addi-
Hermann The Woodlands opened 24-HR Emergency
Operational efficiency examples include the
tion will add space to the emergency department, the
Care, a community-based emergency services facil-
successful improvement of Emergency Center flow
radiology department, and add recovery beds to the
ity with onsite lab and imaging services. They also
processes at Memorial Hermann The Woodlands.
operating suites. Then, they are creating additional
established an ongoing relationship with Memorial
It became a total redesign of the way patients flow
floors of inpatient beds and a new neuroscience floor
Hermann-Texas Medical Center, Children’s Memorial
and the way operations run in the emergency center
for advanced radiology. The entire project is expected
Hermann Hospital, Mischer Neuroscience Institute
and as a result, these processes changed across the
to be complete in the summer of 2013 at a total cost of
and the University of Texas Health Science Center.
entire System.
“We continue to invest in our future to meet the
get together every two weeks with the entire se-
growing needs of our community,� says Urban. “We
nior management team at a meeting led by our CEO,
renovation projects or upgrades. Three different
are well on our way to accomplishing our vision to
Steve Sanders. There, we discuss patient satisfac-
research buildings, totaling more than a million and a
bring a medical center level of care to the communi-
tion results, including our recent scores and specific
half square feet of laboratory facilities are undergo-
ties we serve.�
survey comments,� says Urban. “Leaders from the
$168 million. Weinstein is also working on a number of small
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Challenges Such a monumental redevelopment project does present challenges. “You have to manage a complex transition process,” says Porter. “Our current hospitals have to provide excellent care until the very day that they shut down. Until then, you can’t reduce their functionality. The result is the need for two lines of thinking: How are you treating your patients today and how are you developing your plan of treatment for tomorrow?”
Building a Team “I have 14,000 colleagues who work with me,” says Porter. “Whilst one tends to build consensus, one needs to lead from the front. There is nothing I would ask somebody to do that I wouldn’t do myself.” Porter adds, “I try to build a team; everyone wants this but it’s not enough if it’s only in the abstract sense. I want our people to really feel they are part of a family, that they are insiders and that we will protect them. If you look after your people, they are also likely to look after you. That’s my style. There is not much room for airs and graces. While there is always a place for discussion, there comes a time when you have to deliver and that means acting.” by T.M. Simmons
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