Suny Downstate


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Suny Downstate

  1. 1. Redevelopment of Hospital Campus of SUNY Downstate Medical Center March 22, 2009 24584 Hawthorne Boulevard 535 Anton Boulevard, Suite 880 Torrance, CA 90505 Costa Mesa, CA 92626 P: 424 237 2525 ■ F: 424 247 8248 P: 714 754 5424 ■ F: 714 754 6995
  2. 2. Overview Discussion Agenda:  Project Background/Objectives  Building Blocks and Expectations  Overview of MDS  Project Qualifications  Process/Methodology  Elements to be Evaluated  Work Plan  Project Team and Bios  Client References  Project Deliverables 2
  3. 3. Project Background/Objectives  SUNY Downstate Medical Center (“SUNY DMC”) has identified a need to optimize its real property assets.  Key Questions: – How will this provide community benefit? – What will be the financial returns? – What is our acceptable risk profile? – How long will this take? – What is the best process to achieve the goals? 3
  4. 4. Building Blocks and Expectations  Potential Goals Meets Organizational Objectives Positive Outcomes/ Community Financial Expectations Presence Contribution for Medical Center Platform for Expanded Hospital/ Brand Awareness Service Area Community Alignment Provide Meets Redevelop- Comprehensive Community Outreach ment Continuum of Needs Services Components Technology Enhance Clinical Education Research Integration Services Appropriate Strong Local Leadership Market Based Realistic Timeline Expertise 4
  5. 5. Next Steps  Define Objectives  Develop Campus Master Plan  Prepare Economic Models  Community Input  Entitlements  Engage Development Community 5
  6. 6. Overview of MDS  MDS is a full service healthcare consulting firm with two offices.  Our professional staff have the ability to perform multiple projects simultaneously.  We work nationally with recent client work in New York, New Jersey, Connecticut, Massachusetts, Florida, Alaska, Arizona, Oregon, Montana, Texas, and Washington.  We have a multidisciplinary team with extensive experience in facility master planning development, strategic and service line planning, financial advisory services, and ambulatory service development including joint ventures.  The principals of our firm have executive level experience on the provider side with hospitals, health systems and physician groups.  Our team has direct responsibility for the development of major healthcare related projects around the United States. 6
  7. 7. Relevant Project Experience  California Hospital Medical Center, Los Angeles, CA – Master developer for downtown Los Angeles hospital. – Project included: » New Patient Tower » New Emergency Department Project spanned almost 15 years and required a » Renovation of Nursing School broad span of real estate expertise. Site » Non-profit Sponsored Housing required toxic clean up, extensive Elements environmental review, community involvement » Parking Structure and utilized multiple developers to complete the » Child Care Center projects. » Medical Office Buildings Project Reference: James Yoshioka (retired) Total Project Value $500 million 7
  8. 8. Relevant Project Experience  St. John’s Santa Monica Hospital, Santa Monica, CA – Hospital Replacement Project – Conversion of Commercial Office Building to Ambulatory Surgery Center/ Medical Office Building – South Campus Master Plan » John Wayne Cancer Institute » Community Housing » Wellness Center » Parking – Expansion of Parking Structures – Development Agreement with City of Santa Monica Project Reference – Bob Klein, President, St. John’s Medical Center Foundation Total Project Value $750 million 8
  9. 9. Relevant Experience  Concordia University Irvine, Irvine, CA – Land Acquisition – Entitlements – Campus Master Planning » University » Student Housing » Child Care Center » Conference Facility » For Sale Single Family Housing (Proceeds were used to fund Project Reference – Dr. Ray Halm (retired) development of the campus and to create an endowment.) Total Project Value $200 million 9
  10. 10. Relevant Project Experience  Cottage Hospital, Santa Barbara, CA – Replace in place a 500 bed hospital to meet seismic requirements – Project also includes two parking structures – Part of old campus to be redeveloped as employee housing – Projected project time line is 15 years Project Reference: Ron Biscaro Total Project Value $750 million 10
  11. 11. Relevant Project Experience  Silver Cross Hospital, Joliet, IL – 300 bed replacement hospital moving from Joliet, Illinois to New Lennox – Campus to include hospital, outpatient facilities and medical office space. – New site is adjacent to recent extension of toll road – Project required CON Project Reference: Ruth Colby, SVP of Planning Total Project Value $350 million 11
  12. 12. Relevant Project Experience  Martin Luther King Medical Center, Los Angeles, CA – Troubled Hospital that eventually lost its CMS accreditation – Maintained outpatient presence on campus – Preserved graduate medical education slots – Reached agreement with University of California to assist in reopening – Created framework for new non-profit structure as operator Project Reference: Dr. Bruce Chernof – Negotiated IGT’s among Federal, (retired ) State and County agencies – Assisted in the attainment of $100 million philanthropic pledge 12
  13. 13. Relevant Project Experience  March Air Force Base Re-Use, Riverside, CA – Planned development of new medical campus – Acute Care Hospital – Medical Office – Research Space – Sub Acute Care – Assisted Living – Senior Housing Total Project Value $800 million Project Reference: Don Eckerd 13
  14. 14. Relevant Project Experience  Conversion of Commercial Building to Medical Office, Santa Monica, CA – 160,000 SF – 900 Space Parking Structure 14
  15. 15. Relevant Project Experience  Comprehensive Cancer Center, Carson City, Nevada • 45,000 Square Feet • Radiation Oncology • Medical Oncology • Education Medical Office Building, Carson City, Nevada 40,000 Square Feet 15
  16. 16. Relevant Project Experience  John Muir Ambulatory Surgery Center and Medical Office Building, Concord, Ca – 110,000 Square Foot Medical Office Building with Major Ambulatory Surgery Center 16
  17. 17. Project Team Depth of Knowledge and Experience Craig Beam Project Executive Jon Yipp Micheal Keller Project Staff Project Staff 17
  18. 18. MDS Bios – Continued Craig Beam – Senior Vice President and Project Executive Craig Beam is a senior vice president with extensive experience as an advisor to many national and regional health care systems and physician groups for over 25 years. His range of projects includes strategic planning, capital planning, mergers and acquisitions and facility development. He has also directed several difficult and challenging turnaround situations. Mr. Beam was President of Beam & Associates and initially focused on strategic master planning and development of health care facilities. In 1998, Beam merged with Hammes Company to help create one of the largest health care consulting and development firms in the country. As a regional vice president for the West Coast he assisted several national health care systems in their capital planning processes and business plan reviews. Mr. Beam most recently served as chairman of the American Heart Association and is currently the Treasurer of the World Heart Federation. He also has been on different boards of the National Institutes of Health, Pacificare and UniHealth. He has coauthored several health care related papers including “Best Practices for Management and Construction of Buildings Under OSHPD” and the State of California’s “Master Plan for Heart Disease Prevention.” He has a degree in business administration from California State University, Fullerton and holds the professional designation of Counselor of Real Estate. 18
  19. 19. MDS Bios - Continued Jon Yipp – Senior Manager Jon Yipp is a senior manager with over 18 years of healthcare planning, consulting and hospital operational experiences. He has led and participated in many complex consulting engagements in performance and operational improvement, strategic and business planning, service line development, financial turnaround, hospital joint-ventures and due diligence, fairness opinions, as well as facility construction, and master planning. Prior to joining MDS, Mr. Yipp was an assistant hospital administrator over support services at Kaiser Permanente where he successfully led the planning, license preparation, and transition of services into a new 106 bed inpatient tower. In this role, he had oversight of facilities and construction services and a $38M capital budget. He also facilitated the development of inpatient and outpatient facility master plans for two hospitals and 12 medical office buildings. Mr. Yipp previously held positions as the director of planning and performance improvement at a service area in Kaiser Permanente as well as senior consultant in operations improvement and strategy consulting for the company’s corporate office. Mr. Yipp received his MPH, with a concentration in Health Services Policy and Management, as well as a bachelor’s degree, from UCLA. 19
  20. 20. MDS Bios - Continued Michael E. Keller – Senior Manager Michael’s accomplished career spans over 28 years and has been dedicated to construction management and real estate development. His career has taken him from coast to coast and covers the spectrum of construction types. He’s managed the construction of restaurant facilities, shopping centers, large affordable housing projects, and countless medical facility projects across the U.S. In the 1990s while living in New York, Michael oversaw the construction of over 2,500 units of affordable multi-family housing under various city sponsored programs, 350 units of senior housing; the vast majority under HUD Entitlement 202 and 20 owner-occupied with rental component New York City Housing Partnership homes. During this time Michael was also involved in delivering a 240 bed nursing home facility for the Episcopal Health Services, a 20,000 SF multi-health services facility, a laboratory addition and 4 satellite primary care centers for Brookdale University Hospital. Michael’s multidisciplinary expertise gives him special insight regarding every aspect of the development process. He has managed residential, medical, hospitality, and retail projects. He also has public works and city planning experience from his time as Chief Engineering Inspector for the City of Xenia Ohio where he served as acting City Engineer and sat on the Board of Zoning Appeals. His executive management experience includes his roles as Vice President of Design and Construction for the DASCO Companies and Senior Development Manager for Hammes Company Healthcare where he oversaw the development of over 1.5 Million SF of investment grade medical office space collectively and managed a staff of architects, engineers, consultants and general contractors. 20