Releasing hospital pressure – part 2

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From Tim King
Vice President, Healthcare
Jones Lang LaSalle

My Jones Lang LaSalle colleague Managing Director Scott Latimer was the next presenter at the MHA’s recent Healthcare Construction Conference. He began by describing his paradigm beyond zip codes for strategically locating physician and ambulatory networks based on statistical and psycho-demographic information.

In his case study of the Denver area, he found an uneven match between current sites and desired locations for serving its patient base. These types of mismatches are vital to successful location strategy, proper sizing and spacing per patient volume throughout.

Client panelists from Reliant Group and Beaumont Health System described their solution and positive results in working with Jones Lang LaSalle. They fielded questions from an audience of individuals responsible for their bottom line. I was impressed with the candor and new thinking expressed.

New England hospitals must do a better job of controlling cost and managing their real estate portfolios. Nationally the trend to consider real estate solutions is much more prevalent and accepted.

The New England market is now becoming aware. The changes will happen quickly. The use of strategic information and analysis to take advantage of market changes is part of the new way of thinking, forced by the current market difficulties.



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