14B — December 9 - 22, 2016 — Northern New Jersey — M id A tlantic
Real Estate Journal
www.marejournal.com
NJ H ealthcare & M edical P roperties S ummit By George Kimmerle, AIA, PP, NCARB and Paul Newman, AIA Healthcare delivery 2.0: Rebranding a healthcare facility as a center of excellence T oday ’ s compet i t ive healthcare landscape, insurance and ACA staff and services around specific specialty areas, and equipping facilities with the performance and operating efficiency. These centers of excellence health community by enhanc- ing the brand and showcasing identifiable areas of expertise.
tems to align physicians in quality improvement, reduce costs through greater efficien- cies and create market dif- ferentiation through clinical excellence and high patient satisfaction. Design and planning factors The changes associated with creating medical centers of excellence require architects, planners, developers and in- terior designers well-versed in the special needs around healthcare delivery. Architects and developers working on center of excellence projects must be able to integrate components of broader health delivery within one building or on one campus. They should also be highly experienced in the complicated master plan- ning and approval processes and zoning regulations associ- ated with medical facilities. Technological advances and IT investments—telemedicine, point-of-care devices, robotics, and larger operating suites— are important factors that must be incorporated into the design, along with practice, diagnostic and procedure fa- cilities. Energy efficiency also plays an important role in any new design or renovation. New institutions or expan- sion projects are carefully planned with various health delivery systems in mind. Renovations of existing medi- cal facilities combine the lat- est trends inmedical planning with LEAN design principles meant to achieve higher ef- ficiencies while maximizing patient-to-doctor contact, new technologies and a more extensive array of specialty practices to treat patients’ needs. Either way, patients are seen in more humanis- tic, comforting settings—an important component of this rebranding. As marketplace pressures increase along with the need for more patient-centered care, rebranding a healthcare facil- ity as a center of excellence now signals to patients and providers that a medical cen- ter is well-positioned to meet the challenges of healthcare delivery in the near and dis- tant future. George Kimmerle, AIA, PP, NCARB is president/ par tner at Kimmer l e Group and Paul Newman, AIA is vice president/part- ner at Kimmerle Newman Architects. n
p r e s s u r e s , and an aging popu l at i on are driving medical in- stitutions of all sizes to r e p o s i t i o n themselves in the mar-
technologies and environ- ment to sup- po r t t ho s e niches. Fac- tors fueling these chang- e s i nc l ude the growing emphasis on
“These centers of excellence should address multiple specialties (joint replacement, Diabetes, Cancer, etc.), as long as they are defined and branded that way to provide various treatment modalities and levels of care for their specific practice areas.”
should address multiple spe- cialties (joint replacement, Diabetes, Cancer, etc.), as long as they are defined and branded that way to provide various treatment modalities and levels of care for their specific practice areas. This ultimately benefits the larger
This repositioning also ben- efits the general population by creating one location with multiple centers of excellence that are recognized for their fo- cus on delivering high-quality, multi-disciplinary medical services. They are a platform for hospitals and health sys-
George Kimmerle Paul Newman
ketplace, including the re- branding of entire health sys- tems to identify and commit to centers of excellence. These large-scale projects entail reorganizing medical
wellness and preventative care, the increasing needs for acute, geriatric and skilled nursing care, and the facili- ties’ goals of improving patient outcomes while maximizing
KIMMERLE
NEWMAN Architects
KIMMERLE GROUP
Kimmerle Group/Kimmerle Newman Architects will be speaking at the MAREJ NJ Commercial Healthcare & Medical Properties Summit, Friday, December 9th at the APA Hotel Woodbridge 120 Wood Avenue South, Iselin, NJ 08830 8:00AM George J. Kimmerle, AIA, PP, NCARB, President/Partner Healthcare & Medical Properties Managers & Operators 9:00AM Paul S. Newman, AIA, Vice President/Partner Critical Planning, Design and Construction Challenges for Healthcare Projects Kimmerle Group takes several approaches to assisting our medical clients in capital development, general consulting, assessment and expansion of their current and prospective real estate assets.
Fort Greene Development Brooklyn Hospital Center - Master Plan
The process starts with a programming and due diligence phase that highlights the following:
• Existing facilities and their age and capacity as well as their availability to be repositioned for reuse or readapting.
capital operating lease structures for new facilities as turnkey build to suits with sale lease back provisions.
latipsoH notlihC
Master Plan Concept
and highlight these innovations as a part of a rebranded identity for the system as a whole. • Review of practice standards with an eye toward LEAN techniques and
through put and extended doctor to patient interface.
From here we move into a planning and implementation stage and that role includes acting as a development advisor
upgrades.
Master Plan Study for Hospital in Brooklyn NY
1109 Mt. Kemble Avenue, Harding Twp, NJ 07960 37West 20th Street, Suite 501, NewYork, NY 10011
Made with FlippingBook - Online Brochure Maker