By Ronald S. Barak, Sherwin L. Memel
Coupled with the final decline in actual property values and opportunitie~ for capital fonnation, the health and wellbeing care is in the course of extraordinary swap that has ended in unneeded genuine property, extra debt and an important desire for capital to fulfill new organizational demanding situations. certainly, those are demanding instances, evolutionary if no longer innovative: Reorganizations. Restructures. Shakeouts. Closures. are you aware what the strategic choices and ideas are on your facility or association? Has your Nineteen Eighties health and wellbeing care asset turn into a Nineteen Nineties legal responsibility? what is going to your company appear like within the post-health care refonn period, and the way will your actual property aid --or prevent --this transition? If the non-public payor does not get you, the govt might. If the govt. does not get you, the marketplace will. basically the robust, the rapid and the an expert will live on those "winds of swap" and many of the forces at play this day. Will your company be a type of which do? when you are not sure of the solutions to those questions, this booklet might be for you. dependent upon the inaugural collage of Southern CalifornialManatt Phelps Phillips well-being Care genuine property Institute, held in l. a., California on February nine, 1995, if this booklet doesn't offer all the solutions, it's going to supply a few, in addition to aiding the reader not less than to spot the questions that want asking, and answering. la, California. January 1996. Sherwin L. Memel Ronald S. Barak software review 9:00 a. m. WELCOME Dr. Jane G.
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Additional resources for Real Estate Issues in the Health Care Industry: Proceedings of the First Annual Conference of the Health Care Real Estate Institute
Therefore, what I'm going to do very quickly for you here is to go over some details, rather than skimming over some of the other general provisions in the couple of minutes I have left. I'll give you a little bit of an idea of how this worked on a recent transaction. The parking ratios on a typical office facility are approximately one parking space for 250 square feet. One person per 250, which means that on a typical 10,000 square foot building, we have about a 40-space requirement, depending on the jurisdiction.
What is the debt structure and related cash flow demand associated with these assets? How has occupancy and usage changed in the past few years? How is it likely to change over the next few years? o Evaluating the Alternatives--Identifying the Problems and the Solutions. What business(es) are we in? What related problems are we experiencing and how do these problems impact cash flow and/or occupancy and usage of our hard assets? What business(es) are we likely to be in the coming year? What related problems are we likely to experience and how will these problems impact cash flow and/or occupancy and usage of our hard assets?
O "Costing" The Solutions--Using Industry "Protocols," "Matrices" and "Benchmarks" to Project Revenues and Expenses. What are the industry "protocols" and "matrices" used to project future revenues and expenses? What are the related "benchmarks"? How have we compared to date? How are we likely to compare based upon assumed changes? How do projected revenues and expenses compare to past revenues and expenses? What iterations produce what changes? Consideration of applicable accounting principles.