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Fady Barmada

I joined Array to share my healthcare expertise and continue helping health systems make informed decisions regarding their investments. I've spent much of my career as a healthcare architect, and have watched the trends develop, crest and be reinvented. These continue to be exciting times in both the healthcare and design industries, and I feel fortunate to be on the leading edge in both. To read more, please visit the Array Advisors’ blog. I welcome your thoughts on our focus on Asset Management and Facilities Strategy.
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Recent Posts

Certificate of Need in the Competitive Healthcare Market

Posted by Fady Barmada on Mar 04, 2016 at 9:05 AM

With limited resources and burgeoning cost structures, the success of a healthcare project is increasingly determined by the degree of clinical program and scope alignment with established community health needs.

A Certificate of Need (CON) is a mechanism that helps drive that alignment. The CON verifies the requisite program and scope for construction, renovation and/or necessity of specialized medical equipment. Creating projects that align with the needs of their users, while stabilizing costs and services, helps avoid an inflated healthcare system. With the healthcare industry shifting from a quantity-driven practice to a quality-driven practice, healthcare planning must adapt as well.

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Topics: healthcare design, lean design, certificate of need

Dynamic Healthcare Real Estate Strategy, Part 1: Drivers

Posted by Fady Barmada on May 06, 2015 at 9:00 AM

The US Healthcare System is an evolving and dynamic marketplace with constantly developing technologies, fluid clinical processes and procedures, changing regulatory pressures, as well as socio-economic and demographic shifts affecting consumer demand and utilization. Successful healthcare organizations often re-evaluate market strategy and adjust their business models to address opportunities and challenges as they present themselves. However, while most hospitals and healthcare systems review their clinical models and continuously refine operational models to maintain or improve margins, many organizations fail to regularly evaluate their real estate portfolio. This leads to missed opportunities to cut costs, improve efficiencies and to create value. In this series, we 1) address the business challenges and market trends that affect real estate strategy formulation and 2) introduce various tools and approaches that enable organizations to optimize the value that they receive from their major physical assets.

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Topics: real estate, facilities management, population health management