Healthcare Design - December 2013 - 28

As part of Wishard Memorial
Hospital's plan to consolidate
services spread across
17 aging buildings, an
$80 million, five-story,
274,000-square-foot Fifth
Third Faculty Office Building
(named for donor Fifth Third
Bank) in Indianapolis will pull
together physicians' offices
and support functions for the
hospital.
The launch
When it comes to getting a new MOB project off the
ground, Paula Crowley, CEO of national healthcare
developer Anchor Health Properties (Wilmington,
Del.), explains that the process must include strategic
planning that covers knowing a hospital's market
needs, understanding the competition, and completing the necessary financial planning well before the
design phase takes place.
Part and parcel of this strategic planning is establishing the right location. Although the property
footprint size will vary from project to project, as a
general rule, on-campus settings typically require at
least two acres for a building pad, while greenfield
sites may span 10 acres or more. John Buescher,
senior vice president of healthcare at McCarthy

Building Cos. (St. Louis), says that the capacity of
surrounding infrastructure like access roads and utilities, not to mention high exposure to passing traffic,
will make a particular site more desirable.
Campus planning should also consider parking
volumes. Duke Realty's general rule of thumb for offcampus settings is 10,000 to 12,000 square feet per
acre, and a minimum of four cars per 1,000 square
feet. The master plan should also include respite
areas and outdoor amenities available to patients and
staff, Crowley notes. Although such areas don't need
to be large, they should be thoughtfully considered
during the project's early planning stages.
As for assembling the building team, a high level
of expertise and healthcare-specific experience is
essential, Mooney says. "With the pace of change in

As part of a major $237 million replacement hospital project for Good Samaritan Regional Health Center in Mount
Vernon, Ill., a 141,000-square-foot MOB houses outpatient diagnostic services and a surgery center, opening in
January.
"The first item that the construction team had to coordinate early, from a cost and schedule perspective, was if
and how to segregate the services required for the MOB, including mechanical, electrical, and fire protection systems," says John Buescher, senior vice president of healthcare, McCarthy
Building Cos. "It was determined that the MOB would have all of its own
systems, separate from the hospital's."
Even though the MOB was connected to the hospital, it was treated
like its own project with dedicated supervision and control. As such, the
project team involved key subcontractors in the project's early phases
and, in some cases, captured significant savings.
For example, by bringing in the rebar installer early on and pooling
expertise with the structural engineer, the team hit upon the idea of going
with a different layout, which was more efficient to install, while still
achieving the same performance results.
In another case, "When a limestone seam was missed on the geotechnical reports, McCarthy incorporated changes to the drilled pier foundation
that resulted in less additional drilling through the limestone and less cost
to the owner," Buescher says.

HCDmagazine.com 12.13

COURTESY OF MCCARTHY BUILDING COS. (GOOD SAMARITAN); COURTESY OF DUKE REALTY (FIFTH THIRD)

Case study: Good Samaritan Regional Health Center MOB

http://www.HCDmagazine.com

Healthcare Design - December 2013

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