6B — June 24 - July 14, 2016 — Owners, Developers & Managers — M id A tlantic
Real Estate Journal
O wners , D evelopers & M anagers
ARDING, NJ — The healthcare industry is undergoing funda- Evolving healthcare landscape reaches key areas and centers of influence Kimmerle Group inspires visionary thinking as medical centers continue to rebrand H
ticularly in the tri state area, has increased demand for acute care as well as am- bulatory care, skilled nurs- ing and senior care,” said George Kimmerle, AIA, PP, NCARB , president/partner. “We identified the start of this trend more than two decades ago, and since then we have assembled a long list of diverse assignments in medical, hos- pital and health institutional planning.” Simple demographics of the U.S. overall – and the tri-state region in particular – point toward a larger role for health care in all its forms
over the coming three decades according to Kimmerle. “Tra- ditional acute care settings, ambulatory care of a larger and more complex dimension, and a model for senior care are areas that we are particularly invested in. Continuing Care Retirement Communities are all components of a larger network of health delivery that has also come to include home healthcare, wellness and nutrition alternatives.” Throughout its more than 25 year history, KG has maintained a strong focus on healthcare, carving a niche in campus master planning and design for medical facilities. “Our Medical Architecture and Interiors Practice has ex- panded its role as we serve in many situations as a strategic partner, developer of record, development advisor, planner, urban designer and architect,” Kimmerle said. One of the group’s early key assignments, in 2005, was developer of record for the State of New York’s (SUNY Downstate) Medical campus in Brooklyn. Since then, the company has served as devel- oper and development advisor to over a dozen major health systems. According to Kimmerle, renovations of existing medi- cal facilities combine the latest trends in medical planning. For example, KG uses lean de- sign principles for many of its healthcare facilities. “Lean en- ables clients to achieve higher efficiencies while maximiz- ing patient-to-doctor contact, new technologies and a more extensive array of specialty practices to treat patients’ needs,” Kimmerle said. “At the same time, our devo- tion to design excellence and creating humanistic and com- forting health settings is para- mount and our understanding of the fundamentals of health delivery including our prin- cipal’s academic standing as planners and designers lends a broad and more inclusive methodology in every under- taking.” One of the most intriguing developments in the health- care environment today in- volves the kinds of transitions taking place according to Kim- merle. “We are contributing to the rebranding of entire health systems,” he said. “The process for the medical center is to identify and commit to Centers of Excellence,” he said. n
mental changes, driven by a growing emphasis on wellness and preventative care. Tre- mendous opportunities exist in the current environment for medical institutions of all sizes to create facilities designed to increase positive clinical outcomes while maximizing environmental performance and operating efficiency. As a result, Kimmerle Group (KG) has an increased volume of healthcare assign- ments that continues to grow. “The aging of America, par-
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