CREJ

January 2017 — Health Care Properties Quarterly —

Page 19

and the effects of winter weather

on mechanical systems. A critical

element of most items we coordi-

nate with facilities is patient safety.

Understanding what electrical pan-

els feed, monitoring and adjusting

air supply, shut down of life safety

systems and main utilities are all

examples of coordination with facili-

ties that occur daily.

I recently sat in a meeting where

a debate was taking place on the

cost savings of vinyl composition

tile flooring in lieu of sheet vinyl.

The team was focused on discuss-

ing colors, looks and presentation. It

was the director of facilities that ulti-

mately stated the facts: in this par-

ticular area, there is not high traffic.

Even considering the cleaning of the

VCT, which takes more maintenance

for waxing, VCT was a much smarter

decision based upon replacement

costs. Decision made.

There are countless examples like

this, whether discussing a medi-

cal gas outlet type and the ability to

replace parts versus the entire outlet,

or light fixture manufacturers, or

major mechanical equipment, all of

which are based upon real life knowl-

edge. Every day, the facilities group

works with the parts and pieces

specified in our projects. They repair,

maintain and replace everything.

As a construction team, the facili-

ties group is our lifeblood. We will

never succeed on any project without

assistance from the facilities group.

Developing a partnership with this

group is critical. We would be lost

without them. Recognizing exist-

ing conditions, assistance with shut

downs, managing the intricacies of

any facility comes expressly from

this group. The facility manager can-

not be left out of the design and con-

struction process. Facilities should be

involved early in design with prod-

uct and equipment specification all

the way through construction with

coordination, shut downs and inspec-

tions.

Ensuring that facilities manage-

ment plays an active role every step

of the way can influence the health

of patients – and the health care

organization itself, strengthening

and adding value to the construction

process.

Facilities is the heart of the medi-

cal campus.

Oliver’s legacy includes being

involved in the development and

consulting engagements for more

than 90 facilities totaling 5 million

sf in the past 40-plus years. He has

focused exclusively on medical real

estate since 1974 and has co-founded

several firms, includingWestern

Skies, Integrated Medical Campus and

NexCore.

As for the winning MOB project,

Todd Varney, NexCore managing

director development and acquisi-

tions, noted, “From its challenging site

acquisition process to its fast-track

development schedule, Buck Creek

Medical Plaza embodies the spirit

of collaboration and dedication that

defines NexCore. Our tenants and the

local community leaders were already

delighted with the project, but we

are honored to now have had our

hard work and creativity recognized

nationally.”

Buck Creek Medical Plaza is a $28

million, three-story, 48,300-sf medi-

cal office building and freestanding

emergency department/urgent care

center located in the Vail Valley.

The facility, which opened in June,

realized the longstanding, elusive goal

of a new, one-stop outpatient center

in the Valley, further complicated by

unique geography, topography and

extremely high concentration of gov-

ernment-owned land, the firm noted.

In a unique collaboration, NexCore

was able to secure the 2.15-acre par-

cel through a land swap that involved

the Eagle River Fire Protection District,

the city of Avon and NewYork finan-

cier and Vail resident Oscar Tang, an

individual highly committed to the

Vail Valley, who owned adjacent land.

NexCore fast-tracked its process and

broke ground on Buck Creek seven

months later.

Centura Health and Colorado

Mountain Medical anchor the plaza,

which opened 94 percent leased.

Cleveland

NexCore

Continued from Page 10 Continued from Page 6

Jamie Ranzan joined MorningStar

Senior Living as the company’s

new chief financial officer.

Matt Turner, who had been the

company’s chief financial and

development officer since 2009,

will transition to

the role of man-

aging partner.

Ranzan relo-

cated to Colorado

in November.

“We couldn’t

be happier to

welcome Jamie to

the MorningStar

team. Her pas-

sion for seniors,

core values and

depth of experience not only in

accounting and real estate finance,

but specifically in senior living,

make her an ideal leader as we

continue growing the MorningStar

platform,” said Turner.

Ranzan began her career as an

auditor in the real estate group of

Ernst & Young, where she worked

in various aspects of the real estate

industry: residential, development,

land acquisitions and senior living.

At KBS Realty Advisors in Newport

Beach, she helped manage $1.8

billion in assets across the United

States. Before joining MorningStar,

she was CFO/vice president of cor-

porate finance for a senior living

company in Southern California,

responsible for all matters con-

cerning accounting, finance, insur-

ance, tax and compliance.

She holds a degree in business

management with an emphasis

in finance from Chapman Univer-

sity and currently is finishing her

Master of Business Administration

from Pepperdine University.

Jamie Ranzan