Hospital Closes Purchase Of Former Herald-Tribune Building

The Sarasota Memorial Health Care System has closed on the purchase of the former Sarasota Herald-Tribune building on Main Street where it plans to relocate more than 300 support-services personnel.

The hospital’s $17.3 million project includes renovating the three-story, 72,408-square-foot building on 3.8 acres at 1741 Main St. and constructing a one-story parking structure.

Moving the employees will free space for growth on the hospital’s main campus and improve “interdepartmental efficiencies” among support service departments scattered in different buildings, according to hospital officials.

The hospital paid $10.68 million for the building, spokeswoman Kim Savage said Wednesday. The proposal approved in October included $2.26 million to build the parking platform on top of the existing parking lot to add 90 spaces to the current 240 ground-level parking spots. The hospital board on Tuesday approved entering into a contract with A.D. Morgan Corp. of Bradenton to design and build it. Construction is estimated to take 10 weeks.

“We hope to move employees into the building this summer, but our plans depend on the amount of time it takes to obtain necessary permits and build the parking platform,” Savage said.

Once that construction and the building renovation is completed, employees will be moved over four to six weeks, she said. They will primarily work daytime hours Monday through Friday.

“Purchasing the former Herald-Tribune building is a good move for the hospital and the community,” hospital board member Tramm Hudson said. “It will allow us to expand clinical areas to better serve our growing community and relocate about 300 non-clinical staff members who now work in multiple sites to one downtown location.

“We believe centralizing those team members will enable greater collaboration and efficiencies as well as provide additional parking on our main campus for our patients and visitors,” Hudson said.

Local developer Wayne Ruben signed a contract in June to buy the building, most recently listed for $13.95 million, with unspecified plans to redevelop the property. Officials say he approached the hospital last summer about buying the property. Sarasota Memorial had been looking into constructing a new support services facility at its Clark Road campus.

Built in 2006, the building 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 has been vacant since SNN News Now left last month.

It had been 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 New York Times Co., a previous owner of the newspaper under which the building was constructed for about $18 million, sold the property for $17.4 million in 2012. It was designed by the Miami firm Arquitectonica with almost 2,000 panes of glass.

“It’s a terrific addition for that end of Main Street,”′ said Ian Black, whose commercial real estate firm’s Steve Horn represented the seller along with JLL’s Brent Miller.

The Sarasota Memorial Health Care System, an 839-bed regional medical center, is among the largest public health systems in Florida. It has more than 5,000 staff and 900 physicians, primarily in its main campus at 1700 S. Tamiami Trail.

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

Under the plan, Sarasota Memorial plans to consolidate administrative functions that now are at four locations. Supply-chain management, corporate compliance, the First Physicians Group central business office and clinical business systems would be moved from the main campus.

The “revenue cycle” operation, which includes patient financial services and registration, will move from Hillview Street. The corporate finance department will relocate from Bee Ridge Road, and physician IT services will come from the Doctors Gardens building south of the hospital across Arlington Street.

Source: Herald-Tribune

Rendina Sells Off 10-Building Medical Office Portfolio

JLL’s Capital Markets, Healthcare experts arranged the sale of a 10-building medical office portfolio on behalf of Jupiter, Florida-based developer Rendina Healthcare Real Estate. The buyer was Everest Healthcare Properties LLC, a healthcare real estate investment manager based in Scottsdale, Arizona.

Managing Directors Mindy Berman and Daniel Turley led the team handling the portfolio sale.

“This is a well-managed portfolio which attracted investors because of its scale, geographical diversity and high-quality assets. Eight of the 10 properties are on medical campuses aligned with market leading health systems,” said Berman.

The portfolio totals over 480,000 square feet and Rendina, which has developed more than 7.75 million square feet of healthcare real estate, had recently completed more than $5.5 million in improvements to the various assets. The portfolio is 83 percent leased and more than a third of the tenants are aligned with hospital systems. Rendina will continue to provide property management and leasing services following the acquisition.

Medical Office Building Sales On Record Pace

Medical office building sales are on pace for a record-breaking year, according to the latest research from JLL.
JLL reported that in the first half of 2017, the country saw nearly $5.5 billion in medical office building sales. How big is that number? It’s nearly the total volume of medical office building sales recorded in 2012 through 2014 in the United States.
The biggest sale in the first half of the year was HTA’s $2.2 billion acquisition of the Duke Realty healthcare portfolio this June. There are other major sales in the pipeline, though, with JLL predicting that 2017 medical office building sales will shatter the 2015 record of $9 billion.
The best news? The market has not been slow to respond to the increased demand for medical office properties. JLL said that developers have been quick to create new medical supply, pointing to the large developer-built portfolios offered by companies such as Duke Realty and Meadows & Ohly.
JLL only predicts good things for this segment going forward. Saying that new capital from investors seeking high yields will only provide a greater boost for this segment of the commercial real estate industry.
Source: RE Journals

Patients Are Flocking To Urgent-Care Clinics. Now Hospitals Are, Too

urgent care

Immediate-care clinics offer more than just speedy stitches and X-rays. For several Chicago-area health systems, they also provide a quick path to growth, so regional hospitals are doubling down on them—and spooking private players that have dominated the local market to date.
“The healthcare systems have been a little slow to grow in the city,” says Sarah Cogswell, a senior vice president in the healthcare practice of real estate firm JLL. “But as millennials continue to drive population growth, the systems are responding.”
Historically, hospitals have tried to increase referrals to their affiliated specialists—and therefore their own bottom lines—by opening primary-care practices. Now, though, more hospitals are looking to drum up business through urgent care, which introduces relatively healthy people to their networks at a fraction of the cost of hiring family docs.
Visits to urgent-care centers increased 19% from 2010 to 2015, according to a study by Accenture. Right now, Chicago proper offers 37 immediate-care clinics, more than double eight years ago, according to JLL, which increasingly represents healthcare systems as they expand and gobble up new space. All but nine are private; the private clinics are run by such players as MedSpring Immediate Care of Austin, Texas, and Concentra Urgent Care, headquartered in Addison, Texas.
Private companies dominate the national market, too, owning about three-fourths of the more than 7,000 quickie clinics across the country. In Illinois, there are 196 immediate-care centers in all, about two-thirds of which are private, according to the Urgent Care Association of America, a Naperville-based industry group. Though the niche has already experienced a decade of explosive growth and investment, health system leaders say they’re still bullish.

“We do think there’s going to be continued growth in the immediate-care format,” says Scott Powder, Advocate Health Care’s chief strategy officer. The Downers Grove-based health system operates 22 stand-alone immediate-care centers in metro Chicago, plus 56 retail clinics inside Walgreens stores.
The clinic business model is straightforward and attractive: Treat as many patients with minor injuries and illnesses as quickly as possible—usually in 30 minutes or less. Patients avoid the chaos and eye-popping bills associated with the ER, while hospital systems skip paying for high-tech equipment, large buildings and lots of physicians. As far as cost savings go, many clinics weigh in at a slim 1,500 square feet, come equipped with X-ray machines but not CTs or MRIs, and staff physicians’ assistants or nurse practitioners.
The rising wave of consumerism in healthcare has pushed the immediate-care market to $15 billion nationally this year, a 27% spike since 2011, according to Kalorama Information, a publisher of healthcare data in Rockville, Md. The number of urgent-care centers across the country has increased 14% to 9,300 centers since 2008, according to the American Academy of Urgent Care Medicine in Orlando, Fla.
A typical immediate-care center sees 294 patients each week, a number Kalorama predicts will grow for the next four years. Per-site revenue is expected to increase to nearly $1.7 million by 2021.
Hospital system executives are well aware of those attractive stats—and are racing to grab desirable locations near what industry consultant Thomas Charland calls “the slam-dunk”: dual-income parents with children who can’t disrupt their entire day to finagle a pediatrician appointment for a sick kid.

Hospitals Elbow Their Way In

As hospital systems move toward a world in which they’re paid for the quality of a patient’s care rather than simply a fee-for-service, volume-based approach, they have increasingly implemented narrow networks. The premise is that such networks improve patient outcomes by establishing small pools of providers who score well on efficiency and quality measures.
That’s a problem for the private immediate-care centers, because patients will be increasingly encouraged to visit a hospital-owned, in-network clinic for, say, stitches or a strep test.
“With the emergence of hospital urgent care, a lot of the private operators will be on the outside looking in,” Charland says.
In Chicago, at least one private player is trying to avoid that fate by partnering with a health system. Physicians Immediate Care, based in Rosemont, linked up in 2015 with Presence Health, the state’s largest Catholic health system, to jointly operate 10 clinics in the Chicago area; it now runs 12. Dana Gilbert, Presence’s chief strategy officer, says via email that the joint venture creates more access points and lower-cost settings.
Despite the booming market here, the Chicago area isn’t yet approaching saturation, experts say.
Charland, who runs research consultancy Merchant Medicine out of St. Paul, Minn., tracks the number of clinics in an area and then divides it by 100,000 residents. Any city that scores above a 4.5—such as Louisville, Ky.—is deemed highly saturated. Chicago comes in at a healthy 2.6, assuming a total of 250 stand-alone urgent-care clinics plus retail centers like the ones Advocate runs inside Walgreens.
“I think the private immediate-care centers are probably closer to saturation than the health systems, but I don’t see the overall market as saturated,” says Cogswell. She says that while the private centers have historically acted like retailers, slipping into strip mall spaces or areas close to the CTA with lots of foot traffic, hospitals have cared more about suburban-style amenities.
In 2013, Northwestern Medicine opened five immediate-care centers, in Glenview, Deerfield, Evanston, Lakeview and River North. Last June, a sixth followed in Vernon Hills.
Edward-Elmhurst Health and DuPage Medical Group, meanwhile, are duking it out for immediate-care supremacy in the western suburbs. Edward-Elmhurst opened its seventh center, in Oak Park, in February. Downers Grove-based DuPage Medical, the largest independent doctors group in the Chicago area, will open its sixth quick clinic, in Bloomingdale, in June. The group also just received the thumbs-up from the Naperville City Council to build a 21,000-square-foot addition there. It will house the group’s seventh suburban immediate-care outpost.
Source: Modern Healthcare

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