PHOENIX—The shift to outpatient care, often at convenient, retail-oriented sites, has really caused the systems to go where the patients are rather than vice versa. Industry experts on the evolution of development and design panel at the recent RealShare National Healthcare Real Estate 2015 conference say that flexibility and accessibility is key, but what is important to remember, according to Ross Caulum, assistant VP of corporate real estate for Scripps Health, is that design is just one component.
Ralph Zucker, president of Somerset Development, focuses on "developing places for people." He cited a recent example, where his firm recently acquired the former Bell Labs, which was originally built between 1962 and 1964. "It was a vacant office building about the size of the Empire State building sitting on its side with six floors and spans about a fourth of a mile with an atrium running down the middle." That plans, he said, are to mix office space, hotel, retail, bar/restaurants, health care, community services—including a library—and event space.
The healthcare component, he said, which will include medical offices and potentially ambulatory care, "is designed to both fuel and harness the many uses contained within the building."
With today's development trending toward all-in-one mixed-use centers, Zucker said that "Bell Works' healthcare centers will be directly connected to retail, hospitality, and, most importantly, thousands of workers within the building."
He added that "medical office is a vital component of our daily lives, which creates great opportunity."
Another huge component of the design process is flexibility, said Alain Beaini, executive director of Devenney Group Ltd. Architects. "Our clients are looking to maximize their dollar." He added that there are a lot of unknowns and making space more adaptable is key.
Scripps' Caulum agreed, noting that efficiency is also key. "We have to provide the right care at the right location."
Another client demand Ben Ochs, CEO of Anchor Health Properties, has noticed is phased development. "We have talked about retail, but that can be more costly on the front end. We are talking about phased development where a building can accommodate additional services in the future. It might start with an urgent care and office presence and add more down the line."
Speed to market is also another important factor, Beaini pointed out. "We are seeing lots of difficulties creating those flexibilities. The decision is on a corporate level and sometimes we can't really predetermine what flexibilities are needed until we know what type of building the project is going in."
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Natalie Dolce
Natalie Dolce, editor-in-chief of GlobeSt.com and GlobeSt. Real Estate Forum, is responsible for working with editorial staff, freelancers and senior management to help plan the overarching vision that encompasses GlobeSt.com, including short-term and long-term goals for the website, how content integrates through the company’s other product lines and the overall quality of content. Previously she served as national executive editor and editor of the West Coast region for GlobeSt.com and Real Estate Forum, and was responsible for coverage of news and information pertaining to that vital real estate region. Prior to moving out to the Southern California office, she was Northeast bureau chief, covering New York City for GlobeSt.com. Her background includes a stint at InStyle Magazine, and as managing editor with New York Press, an alternative weekly New York City paper. In her career, she has also covered a variety of beats for M magazine, Arthur Frommer's Budget Travel, FashionLedge.com, and Co-Ed magazine. Dolce has also freelanced for a number of publications, including MSNBC.com and Museums New York magazine.
