UCF Officially Takes Over Sanford Burnham Building, Will Transform It Into Cancer Research Facility

Sanford Burnham’s greatest legacy in Orlando may be the beautifully designed building that’s perched in Lake Nona’s medical city, a stone’s throw from the UCF College of Medicine.

UCF officially took over the 175,000-square-foot facility on December 2 to turn it into a cancer research and treatment facility, closing the book on the research institute’s Florida campus.

In the vast empty spaces of the airy, sunlit building, all Dean Deborah German sees is opportunity — even in a seemingly boring conference room.

“Imagine this as a cancer center. Imagine that we have a cancer symposium coming from all over the community or all over the world,” German said in a recent tour. Let’s imagine that we have a support group for people with a particular type of cancer and we want to hold meetings. Maybe we want them to come for breakfast and we want them to get to know each other. For education, if we have post-doctoral fellows, graduate students, medical students, residents, imagine them all in here talking about the latest in basic research and how that moves all the way to the bedside,” German said.

There will soon be a hospital next door — UCF’s teaching hospital that just broke ground — and this building’s auditorium will make a perfect space for grand rounds.

“I’m grateful to SBP people who built this building because they had a lot of resources and they could build a space like this. … Part of our job is that this is vibrant and this is used all the time,” German said.

She walked through the first-floor cafe area that’s surrounded by windows and greenery. Yet another opportunity for holding conferences. Or maybe students can come over from across the street and study there.

“I can imagine benches out there,” she said pointing at the spaces between the trees. And then, as she walked past the small dining tables, she asked the facilities’ director who was walking along with her to remove the bright artificial flowers that sat in small vases.

“I like flowers. I think these are just … Throw them away in place of your choosing,” she said.

On that November day, only a few people working with Sanford Burnham were left in the building. The one faculty member who was still there had pasted a piece of paper on his office nameplate with his new title at the institution he was moving to.

Most of the equipment was gone.

Some had already followed the researchers who left to destinations like Florida Hospital, Johns Hopkins All Children’s Hospital and the University of Florida. Equipment that was purchased with local money has remained in the facility, including furniture and some lab equipment.

“Some hi-tech equipment was transferred to UCF and additional general research equipment will remain in the building to be used by UCF,” wrote the institute’s spokeswoman Deborah Robison in an email.

One of the building’s crown jewels, the sophisticated drug discovery robotic platform that made up the Conrad Prebys Center for Chemical Genomics, was transferred — not sold, Sanford Burnham officials said — to Discovery Cure Institute, a newly formed nonprofit research institute in Alachua. The company “is focused on finding new treatments for cancer and infectious diseases using its ultra-high-throughput screening and medicinal chemistry capabilities,” according to the forms filed with the state.

Discovery Cure also recruited members of the Sanford Burnham’s drug discovery team, said Robison in the email.

Sanford Burnham Prebys Medical Discovery Institute came to Florida a decade ago with more than $150 million in state incentives and matching funds from Orlando, Orange County and Tavistock. In return, it agreed to create more than 300 jobs in 10 years.

Then, about three years ago, the nonprofit research institute, headquartered in La Jolla, Calif., began planning its departure from Orlando.

It decided to leave because it found the operations to be financially unsustainable, its officials said. The incentive money was running out and the federal funding wasn’t keeping up with the institute’s projections a decade ago, they said.

By then the institute had reached about 87 percent of jobs it had promised and it couldn’t break its contract and leave.

So it first tried to hand off operations to the University of Florida. But that deal fell through. Then it tried to strike a deal with Florida Hospital; that deal also fell through earlier this year.

Eventually, UCF’s proposal won the approval of the stakeholders.

Before the agreements were final, Sanford Burnham owned the building. Orange County currently owns the land.

The institute gave the building to the county for free. In turn, the county will sell the land and building for $50 million to UCF.

UCF, through one of its Direct Support Organizations, will pay the mortgage, without interest, to the county quarterly once it starts receiving rent payments from the building’s tenants, for 30 years.

Orange County will then distribute the money among the funding parties, 43 percent of which will go to the county, 35 percent to the City of Orlando and the rest to Tavistock.

German is planning to fill the building with clinicians and scientists in the next two years. Its name is now official: UCF Lake Nona Cancer Center.

“When I came to UCF, everyone said UCF: it stands for U Can’t Finish and Under Construction Forever. And I didn’t really like either one of those, so I decided that for me personally, UCF is going to stand for U Can’t Fail,” she said.

The university wants to turn the facility into a cancer research and treatment facility with several private partners, including HCA’s Sarah Cannon cancer institute and Provision Healthcare, which specializes in proton therapy.

“And there are other partners but they still don’t want to be named yet,” said German, as she walked the hallways of the building.

Dr. Annette Khaled, a professor and the head of the cancer division at UCF Burnett School of Biomedical Sciences, may be among the first occupants of the building,

“It’s a beautiful design of lab space. It really allows us not just to be in our individual world, but the opposite,” said Khaled, standing on the third floor of the building, where faculty offices sit across from their glass-shielded labs. “Students will be here. Labs will be here. And on the floors below, you’ll have patients and doctors and you have space to meet them. It’s super significant.”

But before all that, German is planning to bring the building back life. She’s hosting a Christmas party there.

“Wouldn’t you? Since the building is completely empty, I don’t want the building to feel lonely like it’s abandoned. [The building] comes with holiday decorations, so let’s start right away,” she said.

Source: Orlando Sentinel

How Healthcare Providers Are Shifting to Meet New Patient Demands

“As patient preferences shift toward cost or value, providers are adjusting their services to meet this demand.” That is according to Trisha Talbot, a managing director in the Phoenix office of Newmark Knight Frank.

Talbot, a speaker at the RealShare Healthcare conference in Arizona on December 5th and 6th, says that she is seeing everything from practices that serve the high volume, low income patient-base to those with employer-based insurance to the other end of the spectrum where they offer concierge medicine.

When asked about trends in the sector, she said that the trend for a practice to be located near a serving hospital is consistent.

“Providers seeking retail locations is a trend I see continuing in the New Year. Adaptive reuse of retail space that has gone dark, developing retail pad sites and/or absorbing in-line retail spaces have all become popular. Retail offers providers to offer its patients visibility, parking and convenience next to other amenities.”

She explains that acute care hospitals and outpatient care will always be required.

“There are patients that require a lot of healthcare services and patients that do not. If a patient uses a lot of healthcare services, most likely cost-effective and convenient access to services will be important. If a patient only needs an annual check-up and urgent care services for the occasion flu, their concerns are different. Healthcare practices to serve both needs and those in between are required. The challenge is how practices are deciding what to offer and what demographic they want to serve.”

Source: GlobeSt.

Baptist Health Pays $11M For Office Project Across From Hospital

A company affiliated with Baptist Health South Florida just paid $11.3 million for a medical office property directly across from the hospital.

Baptist Health Enterprises bought the 43,000-square-foot Plaza Galloway at 9055 Southwest 87th Avenue for $263 per square foot.

Plaza Galloway sold the five-building property, which is managed by Joanne Mitchell. Plaza Galloway initially bought the property for $2.5 million in 1999, records show.

Baptist Health South Florida is led by Brian Keeley and operates 10 hospitals, along with a network of more than 50 outpatient facilities. The non-profit hospital company has been aggressive in acquiring real estate in South Florida in recent years. Baptist Health did not immediately respond to a request for comment.

Paul Silverstein of RE/MAX Advance Realty’s Commercial Division represented the seller in the transaction.

The property sits on 2.93 acres and was built in 1973. The project is one of the last remaining redevelopment opportunities near the hospital complex, according to a press release.

Baptist Health is also under contract to pay $41.5 million for the development site of the Collection Residences in Coral Gables, court documents show.

Baptist Health has been expanding throughout South Florida in recent years. It recently opened a four-story, 60,000-square-foot outpatient facility at Crescent Heights’ mixed-use development at 709 Alton Road in Miami Beach.

Source: The Real Deal

Hospital Views On Medical Office Buildings

Hospitals often view their medical office building (MOB) investments differently than doctors that own their medical facilities. Doctors can build equity owning MOB’s during their career, with an expectation to cash out equity near retirement by either selling to a practice partner based on a market appraisal, or by structuring a Sale/Leaseback transaction with an investor to create a higher net present value of the MOB asset.

Hospitals typically have more complex issues to assess. Most have an investment portfolio consisting primarily of equities. Some hospitals consider MOB’s to be part of their investment portfolio. Other health care systems do not, and view their MOBs strictly from an accounting standpoint as an operating asset. A hospital system typically owns buildings they occupy with other owned MOBs rented to doctors and other health care providers.

Owner-Occupied MOBs

Hospital-occupied medical office buildings are good candidates for sale/leaseback transactions to monetize value in cases where the hospital has limited access to capital for property improvements, expansion or to free up cash to fund operations. However, it is not always necessary for health care providers to monetize owner/occupied MOB’s if they have strong credit with good access to capital at reasonable rates.

Tenant-Occupied MOBs

Hospital-owned, tenant occupied MOB’s have recently become a higher priority to sell for several reasons. MOBs are investments that tie up hospital capital that could more effectively be utilized on more strategic investments. Vacant MOB spaces provide zero-to-negative returns on this capital. Due to soft office market conditions across the US, many hospitals have increased vacancies with the opportunity cost of this capital tied up in their MOBs.

The estimated value of MOB holdings is added to the health care provider’s investment portfolio which hospitals use to analyze “MOB holdings percentage” of total investment. When the ratio of “MOB Holdings” as a percentage of total portfolio assets increases, portfolio risk also increases from an investment perspective due to the lack of geographic and industry diversification inherent in MOBs. This is especially true if patient volumes decrease as is the case currently in many markets. There are significant concerns today when effects of our uncertain economic conditions combine with uncertainty posed by health care reform. Special attention to safe diversification of the hospital’s overall investment portfolio is warranted.

Sale/leaseback of select hospital occupied buildings and/or straight sales of tenant occupied buildings can provide that asset diversification and improve the cash positions at a time when cash can be utilized to take advantage of more strategic opportunities.

An example of this strategy can be seen in the transaction where Carle Foundation Hospital sold its 92,000 sf MOB in Bloomington, IL for $24.25 million or $264 per square foot at an 8.5% cap rate, according to Robert Tonkinson, former CFO of the Carle Foundation based in Urbana, Illinois.

New Statutes: Stark Law

Two new statutes recently enacted by Congress will bring greater governmental scrutiny and action. Enforcement of these rules will cause headaches for hospitals and will likely motivate many to consider exiting commercial real estate or forming strategic partnerships with MOB real estate specialists. The “ 2009 Fraud Enforcement and Recovery Act” (FERA) and the “Patient Protection and Affordable Care Act” (PPACA) will have an impact on a hospital’s decision to self-disclose Stark Law violations related to hospital-physician leasing arrangements.

The impact of these rules on MOBs could be significant and cause many health care firms to sell their MOBs to third parties, if only to avoid the potential risks. Hospitals that wish to retain their MOB interests may consider outsourcing MOB management to commercial MOB specialists as an added layer of insulation from Stark Law liability. The most transparent and savvy way out of this newly heightened government scrutiny, however, may be to monetize MOB’s with sales or sale/master leasebacks. This avoids the inherent potential conflict posed by a doctor that refers patients to a hospital, and later asks the same hospital for six months free rent to sign a new lease. In this situation, the negotiation is driven by Federal Health Care Regulations with heavy fines awarded to hospitals that don’t live within these strict rules that are designed to protect patients by elimination of waste, fraud and unfairness within the federal healthcare reimbursement system. When a doctor asks a private investor MOB owner for six months free rent to sign that same new lease next to the hospital, it becomes a simple business decision driven by market forces, without the negative baggage of perceived conflicts of provider-owned MOBs.

MOB Values Up

The Deaconess Clinic of Evansville, Indiana sold five MOB’s totaling 260,500 sf for $45.26 million or $174 psf at an 8.25% cap rate in March 2010 using a 14-year term master lease back. According to Real Capital Analytics, the average annual sale price for MOB sales in major cities across the country of $5 million and up, has risensteadily from$140 psfin 2002 … to $218 psf at the top of the overheated market in 2006 … to $226 psf by the end of the second quarter of 2010.

This is not a misprint. We are actually getting higher prices today for large MOBs in major cities than we did at the peak of the real estate cycle just a few years ago. So what’s the catch? Unlike other segments of commercial real estate that have seen falling values, there is exceptional demand today supporting stronger-than-ever values for large MOB’s with strong-credit tenants on long term leases in major US markets.

But what about smaller MOB deals in smaller markets? I personally brokered the sale of 53 MOBs with an average sale price of $1,031,000 per transaction, located in tertiary markets in Florida, North Carolina, South Carolina, Georgia and Illinois from 2002 through the second quarter of 2010. I created the nearby bar charts to compare annual MOB big sales (i.e. $5+ million) in big markets (reported by Real Capital Analytics) to my smaller MOB sales (i.e. $1 million) in small markets over the past nine years. From 2002 through 2005, there was an average MOB price difference of only $20 psf between the big deals/big markets and the small deals/small markets.

Over that 2002-2005 period, cap rates for large transactions averaged only 0.6% lower than the small deal/small market prices. But the gap started to widen from 2006 thru 2008, when the big MOB deals averaged $30 psf higher and the cap rates for big deals compressed to average 1.5% lower than the cap rates for the small deals.

There was a striking difference from 2009 through Q2-2010 as big deals in big markets pulled away and averaged $80 psf higher than the small deals in small markets, with the cap rate differential moderating to only 1.1 percent. This condition over the last two years reveals an interesting trend. The more sophisticated investors (like hospital systems) that own big MOB’s in big cities realized that in addition to the other good reasons to sell mentioned previously, the top of market to sell for highest price is actually now, so they are selling.

Doctors predominately own smaller MOBs in smaller markets and are somewhat isolated from the realities of the current favorable market condition for MOBs. They have tended to remain on the sidelines during these last two years believing their MOB values are down like the rest of the real estate market, when in fact the opposite is true.

The majority of small MOB sales over the last two years were mostly distressed, vacant properties that sold at very low prices, creating the disparity of $80 psf between large ($5+ million) and small ($1 million) recorded MOB transactions. This should change, however, in 2011as the gap between large and small MOB deals narrows when doctors in smaller markets realize MOBs have escaped the declines of other segments and that now is one of the best times ever to sell medical office space at strong valuations.

Source: South Florida Hospital News

Florida Hospital Breaks Ground On Emergency Department To Serve Oviedo-Area Residents

Florida Hospital leaders broke ground last week on an emergency department that will expand the health care system’s network to better serve residents of Oviedo and surrounding communities in Seminole County.

The emergency department will have 24 patient rooms (including two pediatric-friendly rooms to make ER visits less stressful for young patients); respiratory therapy; diagnostic imaging, including CT scans, X-ray and ultrasound; and a full-service laboratory.

The facility, slated to open in fall 2019, will be staffed by a comprehensive clinical team including board-certified emergency physicians and emergency nurses.

“We are excited to add this ER to our growing network of care,” said Jennifer Wandersleben, CEO of Florida Hospital’s Winter Park Memorial Hospital. “Many Oviedo residents already entrust physicians within the Florida Hospital network with their health care, and we are making it easier to access our emergency services. As we transition to AdventHealth, our mission is to make our patients feel whole — by treating the mind, body and spirit — in a setting that’s close to home.”

The approximately 19,000-square-foot facility, which will be known as AdventHealth Oviedo ER, will be located at 8100 Red Bug Lake Road.

Source: Florida Hospital

Three-Story Medical Office, Retail Building Proposed In Boynton

A Boynton Beach developer has proposed to build a modern, three-story medical office and retail building in a lot that has been vacant since 2005.

Bradley Miller, president of Miller Land Planning, presented the plan to city commissioners, asking to construct the offices on the northeast corner of Riviera Drive and Federal Highway. The empty lot used to house an IHOP restaurant until it was demolished in 2005. That same year a project was proposed to have a mixed-use building for offices, retail and eight town homes but was nixed in the midst of the real-estate collapse, according to documents.

The site will have a 32-space parking lot behind the building, 13 off-street parking spaces, new sidewalks, a covered pedestrian area and open stairwells at both ends of the building. Medical offices will take up the second and third floors while retail shops and a 900-foot art museum will take up the first floor, Miller said.

Dr. Joseph Gretzula, a local dermatologist who Miller said has been renting space in Boynton Beach “for a long period of time,” is planning to move into the site.

“He’s been wanting to have his own place and thankfully he’s staying here in the city and using this opportunity to move his business there,” Miller said. “This keeps an existing business here and it’s a nice development area for a space that’s been here for a while.”

Gretzula plans to rent out a retail space to sell “high-end lotions and creams” and is also providing all of the art for the small museum, Miller said. The museum will be in the lobby area and open not just to patients but also to the public.

“People can go inside and view the collection during office hours,” Miller said. “It will also viewable from the windows at night.”

A unique addition to the building will be a rooftop terrace with space for a meditation area and yoga. Miller stressed the terrace will only be used for medical workers and patients — not for parties and other social events.

“It was best described to me being like a patio at your home — that if you want to get out and use outside space it’s there for you.” Miller said.

The project would bring job creation, Miller said. The location also makes it easily accessible to residents in adjacent neighborhoods, such as single-family homes on Rivera Drive and Snug Harbor Gardens condominiums, who are seeking medical services.

A resident who lives next to the proposed site, Linda Morton, said she is concerned with increased traffic on Riviera Drive, which is already a tight road for residents.

“Right now our street barely accommodates two cars going down the street,” Morton said.

Miller assured Morton the proposed off-site parking spaces and future construction will not tamper with traffic and “will be within the public right of way.”

Final approval for the site will be made at the Nov. 7 meeting.

Source: Palm Beach Post

Healthcare Providers Looking To Renovate Rather Than Build New

While there has been a surge in construction of new healthcare facilities over the last few years, many providers are looking at renovations instead.

“Every dollar has to count,” said HKS Architects principal and Pediatric Practice Leader Rachel Knox, who was one of the panelists at Bisnow’s State of Denver Healthcare event Oct. 4 at the Hyatt Regency Aurora-Denver Conference Center. “There’s been an emphasis on renovation projects in what used to be subpar space. Now, it’s ‘how can we create parity between new and old and make it seem seamless for the patients and staff to use that space?’”

Phoenix-based Banner Health, which serves northern Colorado, has a new hospital in Fort Collins, but Senior Project Executive of Development and Construction Kyle Majchrowski said the healthcare provider explores both repurposing an existing building and new construction when determining how to expand its presence.

“Repurposing has moved up,” Majchrowski said. “We ask, ‘Do we really need all that space, or can we change or modify it?’ We have a lot of unused real estate — let’s take advantage of it and see what we can do with it.”

WSP Senior Vice President Mark Montgomery said renovating a property provides flexibility and adaptability, but if the square footage isn’t adequate, the building must either be razed and rebuilt or sold.

Of the eight free-standing emergency departments Fleisher Smyth Brokaw CEO Michelle Brokaw has developed over the last three years, three were renovations. But, she said, they all cost the same to develop — the location is the key.

“Now everything has to be on the corner of Main and Main,” Brokaw said. “We spend a lot of time building out old bank buildings.”

Event panelists also discussed the labor shortage, building strong development teams, how to maintain access to healthcare to the region’s most vulnerable people and how to implement technology into medicine.

“Every major company, whether it’s Google or Apple, is thinking about what technology should be deployed in healthcare right now,” University of Colorado Managing Director of Innovations on the Anschutz Medical Campus Kimberly Muller said. “Every segment of our economy has been transformed by technology. Healthcare and education are the last two industries to be disrupted by technology.”

Technology will allow patients to be cared for in their homes rather than hospitals, but the reimbursement model has to change to allow that to happen, Children’s Hospital Colorado CEO Jena Hausmann said. Today, many children are admitted to a hospital after an emergency room visit so staff can monitor their oxygen levels. Children’s has spent $30M over the last 10 years figuring out how to get parents to perform that task.

“There is always a push to outpatient treatment or discharging patients sooner,” Hausmann said. “But just because we save somebody money in the system, doesn’t mean it gets to the consumer or governmental payers.”

Source: Bisnow

Hospital Embarks On Historic $256M Expansion

Florida Hospital Tampa, part of Adventist Health System, has broken ground on a six-story, 300,000-square-foot patient and surgical tower at the corner of Fletcher Avenue and Bruce B. Downs Boulevard in Tampa.

The $256 million expansion project will be known as the Taneja Center for Innovative Surgery and is slated to open in 2021. According to a press release, it will feature 24 new operating rooms, a new hospital entrance and more than 100 private dedicated surgical care beds. It will create an estimated 117 clinical jobs in its first year of operation, and 587 jobs by the fifth year, the release states.

“This is a state-of-the-art project that will provide specialty care in Tampa Bay that you can’t find anywhere else in our area,” states Brian Adams, president and CEO of Florida Hospital Tampa, in the release. “Our goal is to design a surgical tower that isn’t just relevant today, but will be relevant 30 years from now, combining surgical innovation and the most advanced robotic technologies with the nation’s best physicians.”

The family of Jugal and Manju Taneja provided a generous gift toward the expansion project — the largest donation ever to the hospital’s west Florida division.

“This is about more than growth and expansion,” states Mike Schultz, president and CEO of Florida Hospital West Florida Division, in the release. “This is about connecting our community to the kind of expert health care that’s needed and delivering it with Florida Hospital’s unique brand of inspired, compassionate care.”

Source: Business Observer

Hospital Buying Former Herald-Tribune Building In Sarasota

The Sarasota Memorial Health Care System plans to spend $17.3 million to buy and renovate the former Sarasota Herald-Tribune building on Main Street and move more than 300 support services personnel to the three-story downtown site.

The hospital’s board unanimously approved the plan Monday.

Relocating the employees would free space for growth on the hospital’s main campus and improve “interdepartmental efficiencies” among support service departments scattered in different buildings, hospital staff stated in the proposal.

The hospital’s plan includes building a one-story parking structure that would add 90 to 100 spaces to the current 240 ground-level parking spots.

“We’re landlocked now on the main campus,” said hospital board member Tramm Hudson. “This frees up space inside the campus for clinical expansion and patient care. This is a good value for the citizens of Sarasota County and for health care.”

The hospital said it would spend $11.8 million to acquire the property and $2.26 million to build the parking garage. Other costs would raise the project price tag to $17.33 million.

With the 8-0 vote for the plan, due diligence on the purchase will begin immediately and conclude by Nov. 20, according to the hospital staff’s timeline. Closing of the purchase would occur by Jan. 20, and renovations would begin the following week, with completion by April and full occupancy on May 27.

Local developer Wayne Ruben signed a contract in June to buy the building, most recently listed for $13.95 million, with plans to redevelop the property into a mixed-use project.

The 72,408-square-foot building sits on 3.8 acres at 1741 Main St. Built in 2006, it was first listed for sale at $18.1 million when it was fully leased to the Herald-Tribune and IberiaBank. The Herald-Tribune moved to the SunTrust building next door in February 2017, and the building is now vacant except for a portion of the third floor occupied by SNN News Now.

It is owned by an affiliate of Halifax Media Holdings of Little Rock, Arkansas, which sold the newspaper to New Media Investment Group and Gatehouse Media in early 2015.

The building sits 1.7 miles from Sarasota Memorial’s campus. The hospital previously rented space for administrative staff at Sarasota Main Plaza but later moved them to space at or near the campus.

The Sarasota Memorial Health Care System, an 829-bed regional medical center, is among the largest public health systems in Florida. It has more than 5,000 staff and 900 physicians.

Its growth has created space challenges. For example, the perioperative suite and cardiology department are hampered by their current space and lack of room to expand, hospital staff said in its recommendation.

Under the plan, Sarasota Memorial plans to consolidate administrative functions currently at four locations. Supply chain management, corporate compliance, First Physicians Group central business office and clinical business systems would move from the main campus. The “revenue cycle” operation, which includes patient financial services and registration, would move from Hillview Street. The corporate finance department will relocate from Bee Ridge Road, and the physician IT services will come from Doctor’s Gardens.

The emptied spaces would be used for expansion or other offices.

Source: Herald-Tribune

Florida Hospital To Expand Cardiovascular Institute

Florida Hospital plans to expand its cardiovascular institute in downtown Orlando by 13,200 square feet.

The expansion, will include a center for genomics, will be called the Center for Living. It is expected to care for more than 8,000 cardiovascular patients during its first three years of operation.

Construction is expected to begin in the first quarter of 2019, with completion slated for the end of 2020. Birmingham, Ala.-based Brasfield & Gorrie LLC is the contractor for the project, while Orlando-based HuntonBrady Architects is the architect, said Florida Hospital spokesman David Breen.

Alan Ginsburg Family Foundation donated $3 million for the facility. The foundation, named after area real estate developer Alan Ginsburg, previously donated $20 million in 2007 toward a $255 million, 440-bed patient tower called the Ginsburg Tower at Florida Hospital.

“We appreciate the Ginsburg family for their generosity and continued commitment to advancing health care in Central Florida,” Duane Davis, chief medical officer of Florida Hospital’s institutes, said in a prepared statement. “The Center for Living will create an environment that combines our diverse cardiovascular services with genomics and wellness programs, elevating our care and strengthening our wholistic approach to healing.”

Florida Hospital CEO Daryl Tol previously told Orlando Business Journal that genomic care would be central to the health care provider’s services moving forward. “Genomic health care will impact all of the care across our system. We will have a specific geographic location for the Center for Genomic Health at AdventHealth Orlando, which is now Florida Hospital Orlando. We will have a focused team of experts.”

Along with its future name change to AdventHealth in January, Florida Hospital has multiple projects in the development pipeline for the area.

For example, Florida Hospital plans to build a 300,000-square-foot, 100-bed patient tower and a medical office building to go with its freestanding emergency department in Winter Garden. The proposed seven-story facility, which does not yet have a construction timeline, is expected to create 700 jobs when completed.

Source: OBJ

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