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Physician-Owned Florida Real Estate Poised To Prosper In 2022

ERE Healthcare Real Estate Advisors (ERE) just announced the release of an article that explores healthcare real estate investor sentiment for physician owned real estate in Florida.

Andy Matti, Author and Associate with ERE, highlights that, “Demand for healthcare real estate is expected to reach new highs in 2022. This trend uniquely positions physicians who own their real estate to capitalize on unprecedented values.”

Titled, “Physician Owned Real Estate: Florida Poised to Prosper in 2022“, the article provides a look into the future of healthcare real estate based on historical data with a general consensus that healthcare real estate investors remain consistent in their pursuit to acquire properties.

“Even if a real estate sale doesn’t meet the ownership’s current objectives, addressing potential partnership challenges early will maximize the value and security of their investment,” said Collin Hart, CEO and Managing Director of ERE Healthcare Real Estate Advisors.

 

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Developing Life Sciences Real Estate At The Speed Of Innovation

Speed always has been a hallmark of the life sciences sector, with first movers standing to gain considerable market share while delivering much-needed medical devices and pharmaceuticals to the public.

But the race to produce a COVID-19 vaccine and related therapies is unlike anything that has come before, with a dozen potential vaccines already entering Phase 3 clinical trials only months after the virus was identified.

While we don’t know exactly when a COVID-19 vaccine will be widely available, research and development has advanced to combat this global threat at a pace that can only be described as “breakneck.” In contrast to today’s day-to-day progress, the mumps vaccine — considered the fastest ever approved — took four years to advance from collecting viral samples to administering a licensed drug.

Hopefully, COVID-19 is a once-in-a-lifetime event, and there won’t be a need for a worldwide, all-hands-on-deck effort in the future. But the lessons the life sciences space is learning now about fostering innovation, creating efficiencies, and coordinating activities across research, development, manufacturing, and distribution will shape the industry in the years to come.

Those lessons inevitably include new thinking about the space where life science work happens, especially in R&D labs that are the origins for so much of today’s groundbreaking discoveries, but also in administrative and other services that support this work. Any real estate decision made today will have real-world implications for years to come, so it’s imperative that companies get it right and meet the demand for prescription drugs, personalized medicine, gene therapies, and other emerging solutions.

The Changing Nature of Life Sciences Innovation

Life sciences companies look different today than they have in years past, when massive pharmaceutical companies and smaller, more nimble biotechnology firms dominated the space. Today, much of the innovation is driven by venture-capital-backed startups, which don’t have the operating capital to build expansive corporate campuses and purpose-built labs.

These companies graduate from shared incubators to leased lab space, often in life sciences hubs like Boston, San Francisco, and San Diego where academics, research institutions, and talent pools coexist. While every lab has its own sophisticated needs, there are enough commonalities that existing lab space can be modified and generally repurposed as companies evolve and expand.

One of the downsides of this concentration of life science innovators is available lab space is leased quickly in today’s market. Life sciences companies tend to group together, whether in city centers or suburban hubs, and while companies can and do lease space that is further removed from existing clusters, it can be difficult to attract the talent that is so vital to driving innovation if the research facility isn’t in the right area.

Even when lab space is available, companies must be diligent in determining whether the existing space can support their work. A former biological lab is more easily converted to new biological efforts, rather than reworking the space for chemistry, for instance. And just as innovation has accelerated new solutions for the public, the methods that drive lab work also have evolved, with new equipment and research approaches dictating how the space is conceptualized.

Redeveloping Alternative Property Types

Given the competitive landscape of existing lab space, earlier-stage life sciences companies may initially land in buildings not necessarily designed for lab work. While labs carry special requirements not common in other development types — including greater ceiling heights, unique lab equipment, more robust HVAC systems, and structural considerations — developers are increasingly trying to lure life sciences companies that want to remain in high-demand areas without building from the ground up and look to these repositioned building alternatives.

While the prospect of redeveloping an existing building in a life science sub-market — such as an industrial warehouse or manufacturing facility — is achievable, the challenges associated with fitting out these buildings for the specific requirements of lab work can be complex and costly and require thorough due diligence. These properties, meanwhile, aren’t just there for the taking. Quality industrial and manufacturing buildings are in high demand as a result of changing consumer habits, which have been shifted by COVID-19.

The repurposed universe consists almost entirely of steel and concrete structures. Wooden structures are often the cheapest to lease or develop but they don’t offer the inherent requirements for chemical control zones and other protections of more robustly built properties. Attempting to retrofit a wooden structure to support lab science work has inherent limitations, which developers should take into account.

Managing High-Cost Items

The most expensive and unique aspect of a lab build-out are the mechanical, electrical, and plumbing (MEP) systems, which, along with lab benching, push the project cost into the hundreds of dollars per square foot, even when the space meets other structural and space considerations.

These expenses affect the entire development, not just the lab space. A tenant with an equal split between lab and administrative workers may desire typical office amenities: high, open ceilings and ample free space. Similar to the technology-based offices of today, these features come at a premium and will likely be separated from the laboratories.

MEP and equipment considerations aren’t exclusive to redeveloping non-life sciences buildings either, as existing systems in former labs may be outdated and not easily adaptable. These often end up on the scrap pile, replaced with modern equipment in a similar process to bringing in new MEP systems to former warehouses or manufacturing facilities. However, second- or even third-generation lab buildings typically have the structural, ceiling height, and routing of the MEP systems considerations already deployed.

Additionally, not all labs serve the same purpose; some special lab equipment will require unique customization of the space, which must be identified and incorporated early in the design process. Buying only the equipment that is needed can save money up-front and over the long term. Unnecessary lab equipment comes with a high energy draw and heat load output, both of which can contribute to unnecessary costs for years to come.

Today’s labs are run differently than those of decades past: There is a stronger connection between time spent in the lab, related office or computer activities, and collaborating with coworkers. This significant change in work patterns calls for streamlined workflow and a more efficiently designed space that naturally supports the different types of work being performed. A better flow between the lab space and office space can increase productivity as well as optimize usable square feet — and rent.

Best Practices for Embarking on New Real Estate Projects

As long as speed is a factor in life science development success, expanding lab space will be an important consideration for many companies. Though the development and redevelopment process is costly and complex, it doesn’t have to distract from the essential business of creating life-saving and enhancing breakthroughs.

Taking a creative, practical, and flexible approach to building out lab space can help life sciences companies compete, both now and well into the future.

 

Source: Life Science Leader

Acceleration Of Telehealth Adoption Set To Reshape Healthcare Real Estate

The next time you visit your physician, your appointment may very well be virtual from the comfort of your own home.

Telehealth, or telemedicine, was an emerging part of healthcare delivery long before COVID-19. Now, the pandemic has catapulted the concept into national awareness. Changes in insurance reimbursement have expanded the availability of telehealth, with new implications for healthcare real estate occupiers, owners and investors.

What does “telehealth” mean, exactly? It encompasses electronic, interactive services ranging from a simple phone call or email with a clinician to a virtual exam with a caregiver for the purpose of diagnosis, intervention or ongoing care management. It’s enabled by such platforms as Doxy.me and NextGen Healthcare that make it easy to accept payments or insurance information in conjunction with an appointment.

Despite the convenience and effectiveness of telehealth, and the growth of secure telehealth platforms over the past decades, its pre-pandemic use was limited because of insurer reimbursement restrictions, Health Insurance Portability and Accountability Act (HIPAA) patient data privacy requirements, and practitioner concerns about malpractice.

However, when states began to enact stay-at-home orders in early March in response to the pandemic, telehealth gained new attention among policymakers as a solution to providing healthcare without further jeopardizing patient health. As a result, provisions in the Coronavirus Aid, Relief and Economic Security (CARES) Act lifted restrictions on where, how and with whom Medicare patients can access virtual care.

For the first time ever, there may be a critical mass of patients and practitioners alike able to tap the benefits of telehealth, mostly substituting onsite appointments with simple e-visits. Now, Medicare patients can access telehealth services from their own homes and healthcare providers can deliver service from any healthcare facility. Telehealth visits can take place via any phone with audio/video capabilities, using common consumer platforms such as FaceTime and Skype. Also important, first-time patient visits via telehealth are now eligible for Medicare coverage, too. Any healthcare professionals eligible to bill Medicare for their services can now bill Medicare for telehealth services, too.

From Stopgap Service To Structural Change

The acceleration of telehealth adoption may have been forced out of necessity during the pandemic. However, its use will likely continue to grow even after the pandemic fades.

In the post-pandemic era, the ease, efficiency and convenience of telehealth care will increase patient commitment and retention, and potentially lead to more in-person appointments for follow-up care. Telehealth also improves compliance with prescribed treatment plans, including follow-through on required appointments.

Also critical, telehealth enables patients in even the most remote and underserved locations to access care. And, it may prove to be especially well-suited for remote management of long-term chronic conditions such as allergies, diabetes and multiple sclerosis, and for monitoring such treatments as infusions and pacemakers.

As medical technology continues to advance at a rapid pace, an increasingly sophisticated suite of implantable and wearable devices, or even robotic telemedicine carts, will enhance home monitoring and management capabilities. Healthcare providers who implement this device-enabled “hospital at home” concept can help patients maintain their long-term health safely.

Telehealth’s Impact On Healthcare Real Estate

Clearly, telehealth usage has surged in 2020 to occupy a much more prominent place within the care spectrum than ever before. However, it’s important to keep the trend in perspective. According to FAIR Health’s private healthcare insurance claims data, only 0.17 percent of all services, or less than one-fifth of 1 percent, were provided via telehealth in the first quarter of 2019. In 2020, first quarter usage jumped to about 7.5 percent of services. April and May usage—data is not yet available—is forecasted to be higher than previous months. Thus, while telehealth usage has grown dramatically, its role in the healthcare service delivery spectrum continues to be secondary.

Yet, the long term may reveal a different story. As healthcare providers look to drive down costs while boosting reimbursements, telehealth’s role will likely become more prominent. As a result, many healthcare providers will need to reconfigure their facilities to provide HIPAA-compliant, technology-enabled spaces for the provision of telehealth and remote health monitoring services.

In light of the telehealth trend, the following are four steps healthcare occupiers, owners and investors should consider for the future of their facilities:

Develop telehealth care provider suites. Although patients will be able to participate in telehealth calls and remote health monitoring at home, practitioners will still need space for calls or electronic communications, as well as for remote monitoring and diagnostic equipment. Medical office buildings could provide suites for technicians and nurses to virtually manage intensive care, emergency and home care patients, for example. These spaces would require Internet redundancy, appropriate lighting, screens and acoustics, and assured patient-caregiver privacy for HIPAA regulatory compliance.

Reconfigure public spaces. Even as healthcare providers transition more basic care and monitoring services to online delivery, patients will still need office visits for advanced treatments, extensive physical evaluations and for use of advanced diagnostic equipment. However, the pandemic already has led healthcare providers to rethink their waiting room management to allow for social distancing. For instance, some providers ask patients to wait in their cars rather than in the waiting room and use text messaging to alert patients of their appointments.

With widespread adoption of digital patient registration and text messaging, less waiting room space will be needed even after the pandemic. An onsite kiosk, for example, could be used by patients to register upon entry, and possibly could support healthcare service delivery in other ways.

Reconfigure and repurpose healthcare delivery spaces. Many facilities will require interior reconfigurations, renovations and build-outs to support the transition to telehealth services. The adoption of telehealth care delivery will likely reduce the number of physical exam rooms needed in a healthcare facility and will free up square footage for other purposes. With less space required for physical exams, facilities can prioritize space for high-value imaging, diagnostics, injectables, wound care, advanced and acute treatments, obstetrics and laboratory services.

Pursuing The Possibilities Of Telehealth

As pandemic-related financial losses continue to mount across the healthcare sector, telehealth offers the potential to provide efficient, effective patient care while maximizing productivity-per-square-foot of healthcare real estate. For some healthcare providers, telehealth adoption could dramatically reduce the need for office space or increase the need for different kinds of spaces, depending on the services provided. Whatever the situation, healthcare providers, owners and investors have always been adept at adaptation—and many are already positioned to pursue the possibilities of telehealth.

 

Source: GlobeSt