Construction & Facilities Management
Hospitals are one of the most expensive commercial structures to build or renovate. Before green lighting a project, hospital executives must confirm that new construction will address existing pressures, as well as attract and serve patients for decades to come.
On Monday, Chicago-based Ventas Inc., the largest U.S. healthcare real estate investment trust by market value, approved a pair of deals that total $3.5 billion.
The healthcare industry recognizes the need to reduce its impact on the environment, yet sustainability isn't always a high priority among the decision makers at individual U.S. hospitals. Here are some ideas to help your facility get started.
Disasters, natural and man-made, threaten more than hospital property. With many healthcare information technology systems integrated and focused on patient care, the threat of an IT or communications shutdown can be both dangerous to patients and costly to the health system.
Hospitals confront extraordinary challenges in the aftermath of a natural disaster. These risks seem to have enlarged in recent years, and can shut down hospital operations, temporarily or entirely. Consequently, many hospitals have upgraded their business continuity planning.
Investor interest in medical office buildings remains very high. Indeed, investors have plenty of access to capital, making it a very good time for owners, including some hospitals, to consider selling such assets.
Competing needs for capital, regulatory pressures, underinvestment and tightening operating budgets threaten U.S. healthcare facilities. But an alternative infrastructure funding mechanism does exist - one that can help deliver projects in a timely and financially responsible manner.
Having IT is a necessity for hospitals, but for many, having an IT team to support that technology is a luxury. Here are some tips from experts on creating an IT team on a budget.
It might be a dirty job, but hospital linen management doesn't have to be an overly costly one.
As healthcare reimbursement shifts from a system that rewards quantity of care to quality of care, the onus is on the CFO to determine where best to allocate financial resources and how best to pare them.