I am a labor law attorney who has been recently appointed as a board member at a healthcare facility. I must help to determine whether the Hospital should consider a bond to finance major hospital renovations. I need to prepare a position on this critical financial determination for an upcoming Board meeting where all sides will be discussed. What are the issues associated with the bond issue; and how will I support the facilities' financial drivers and what those drivers might be?
The mentioned case can be answered in by example of Community Memorial Health System.
When it comes to the culture of a hospital, nothing is as
important as the employees who work for it and aim to provide
excellent patient care. When it comes to a hospital's balance
sheet, particularly the physical assets, nothing is as important as
the actual hospital and other ancillary buildings.
Renovating and building new hospitals are expensive ventures, and
in most instances, they are necessary. Hospitals, like other forms
of property, age and need the occasional tune-up or a full-scale
reconstruction to stay competitive within their market and
state.
For Community Memorial Hospital in Ventura, Calif., there were two
reasons the administration moved forward with the construction of a
new hospital: California's mandated seismic guidelines for
buildings and a desire to keep their facility "modern and
competitive," says Gary Wilde, president and CEO of CMH's parent
organization Community Memorial Health System.
In September, CMH broke ground on its six-story hospital, which is
being built next to its current facility. The 250-bed hospital —
expected to open in 2015 — will feature all private rooms and will
meet California's seismic standards. Mr. Wilde and CMHS CFO Dave
Glyer say the process of building a new hospital has been
rewarding, but there are five main challenges and financial
barriers every hospital management team must overcome before it
moves forward with its own renovation or construction
project.
1. Accessing affordable capital. Before
hospitals can tackle a project as big as a new facility
construction, executives must know the capital and financing
options that are available to them. Mr. Wilde says CMHS had three
financing options when it looked to build the new Community
Memorial Hospital: It could go through a government agency, such as
the Federal Housing Administration or the more local Cal-Mortgage;
it could go through a bank or consortium of banks; or it could
through the traditional method of bond financing.
There were pros and cons with each option. The governmental
agencies provided security but would not have supported an endeavor
as large as the $350 million CMH project. The banks similarly would
have worked better for smaller projects. CMHS ultimately chose to
go to the bond market on its own and issued $350 million in
tax-exempt bonds. Mr. Glyer says what made the health system's
situation so bizarre was the executive team was mapping this out
during 2008 — one of the worst financial crises the country has
seen since the Great Depression. It ironically turned out to be the
best time to fund a new hospital project.
"The most interesting part of whole story was we were trying to
borrow money at the worst point in at least a generation," Mr.
Glyer says. "We realized after the stock market crashed at the end
of 2008 that as we got into 2009, construction had absolutely
stopped. This was a unique opportunity to do [our project] at a
reasonable price if we could get it done in the next couple years
before construction costs started escalating."
Going to the bond market on its own worked well for CMHS. In
addition, the health system was in the heart of a bond market when
other national and state fiscal affairs were stealing the
spotlight. "We sold our bonds the day after the debt ceiling crisis
was solved [last summer] and the day before California was going to
sell $3 billion in bonds," Mr. Glyer says. "There was a big demand
for California bonds because no one was issuing them. It gave us an
advantage in the interest rates, and [the bonds] sold out in a
couple hours."
While CMHS was able to strike a unique deal at a low cost because
of the timing of the situation, not every hospital will have the
same opportunity to take advantage of historic low interest rates
on tax-exempt bonds, Mr. Glyer adds. However, hospitals can work
together within their management team and other financial
consultants to know what type of capital is required and when the
best time to build may be. "We were able to hit the market when
very little construction was going on, and we benefited from that,"
he says.
2. Selecting an approach and facility design that optimizes
costs. Picking an architect for a hospital renovation or
new construction is like making a selection at an ice cream shop —
there are a vast array of options, and choosing only one flavor (or
architect) that suits your tastes is pretty darn hard.
Mr. Wilde says CMHS worked with and looked at several different
architects, and there were several factors to consider. Hospitals
that are renovating or constructing new facilities have to weigh
the overall design of the building against the outlined budget.
CMHS eventually went with HBE, a St. Louis-based firm that has
built more than 1,000 hospitals throughout the United States.
Mr. Wilde says he and the executive team worked with HBE on the
design concepts, the desired efficiencies and the seismic
requirements. CMHS also worked with HBE to lock in a fixed rate on
the construction costs. The fixed price gave the health system the
peace of mind that even if the project went over budget, their
price-per-square footage estimates with their architect wouldn't
fluctuate. "The risk of cost escalation was huge to us, so we went
for price per square footage — mid $500 per square foot — which was
very favorable compared with other hospitals that are $700 per
square foot," Mr. Wilde says.
3. Forecasting future needs. One of the most
highly criticized aspects of renovating or building new hospital
facilities comes in the form of this question from the public: "How
do we know you won't need to do more construction in the
future?"
Whether you frequently drive on an expressway or live next to a
neighbor who is undertaking a six-month long project, construction
can be both annoying and costly. Mr. Wilde says when CMHS planned
for the new hospital, the team didn't just plan for the short term
— it planned ahead so the executive team would not have to go
through the tiresome construction process anytime soon.
This was accomplished by using forecasting modeling and by
analyzing the demand of the future with financial consultants and
other stakeholders. For example, Mr. Wilde and Mr. Glyer say they
looked at surging specialties (such as cardiology and orthopedics),
the aging population of the area, what competitors may do in the
future and predictions of demand for every one of the hospital's
provided services, ranging from the operating room to the emergency
department. This portion of the construction outline was timely,
but hospitals have to make sure what they are building now will be
relevant in the immediate and long-term future. "It's both an art
and a science," Mr. Wilde says. "You can study this as close to
'right' as possible, but you may never possibly get it completely
right."
4. Adopting green building strategies. For
hospitals that are still living in the 1970s, "green" is the new
gold standard. The U.S. Green Building Council has been at the
forefront of environmentally friendly hospital design, awarding
highly-sought LEED certification to hospitals that show efficient
design, construction and operation of green buildings and
hospitals. Renovating or building a hospital with green standards
in mind, however, should not just be lip service, as green design
has immediate and long-term benefits.
For example, CMH is in a coastal California community, where there
is a high priority on environmentally friendly projects. Mr. Wilde
says when they planned the design of the new CMH, they factored all
green elements into the blueprint. High efficiency air conditioning
systems, areas for ambient light, double- and triple-paned windows
— Mr. Wilde says the new hospital will even have mostly recycled or
natural materials instead of manmade materials, as it shoots for
LEED Gold certification, the second-highest certification
possible.
These types of green building strategies will cost more upfront,
but if healthcare executives can get over the short-term fiscal
hurdle, the dividends for both the hospital and environment could
be huge later on. "We estimate spending between 5 to 7 percent more
on the project to fully embrace environmental aspects, but the
return on investment over time in energy consumption and the
durability of products will exceed those [initial costs]," Mr.
Wilde says.
5. Engaging and gaining support from medical staff, civic
leaders and the public early on. When a hospital is
renovating or building a new structure, especially a non-profit
organization, it becomes an issue for the entire community.
Mr. Wilde says he and the executive team invited the city
architect, neighbors, businesses and all other necessary
stakeholders in the community to attend meetings over a two-week
span and critique the outlined plans. Although the idea seemed
overwhelming at first, it gave a sense of transparency and genuine
care for the public's thoughts. "The community came and looked at
the plans, took red pencils, marked up the plans and recommended
what we could do to improve," Mr. Wilde says. "That was a very
successful process."
In addition, CMHS had many meetings with physicians, clinical staff
and all other employees to keep them involved. The administrative
staff even presented a "mock room" of what a patient room would
like, and the hospital employees and community members were able to
see, physically, what they would be built.
"We did not have a single voice of opposition, even though it's a
tall, imposing building," Mr. Wilde says. "When it was finally
improved, the meeting was packed with all kinds of people, and
there was a standing ovation. Along the way, there was a naysayer
here or a neighbor who doesn't like this. But [the process we took]
speaks to early engagement."
The above mentioned most important points to be keep in mind.
I am a labor law attorney who has been recently appointed as a board member at...
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