• quantum health properties inc.

    POST ACUTE CARE IS AN ASSET

     

  • About Our Company

    We always strive for the best.

    Health Care Is Our Passion

    Quantum Health Properties Inc. is a wholly owned subsidiary of Howard Capital Management L.P. The objective of the Company is to maximize total return on capital by acquiring projects at an attractive valuation, making required capital improvements, developing available excess land and building world class Specialty Hospitals. Howard Capital Management L.P. is a office dedicated to the creation of wealth through partnership, innovation in finance, investment in opportunities and entrepreneurial ventures. Our mission is to help individuals and business owners develop financial objectives, and achieve those objectives through various financial, investment and consulting services that are designed to meet their present and future needs. We work with only the best high net worth insurance providers to create comprehensive personal insurance programs adapted to each client’s individual needs. By doing this, we help to ensure that your wealth is kept safe and intact, with the ability to grow and adapt with you, your family, and your lifestyle. Howard Capital Management will provide construction-management, marketing, leasing and other administrative services on behalf of the Company.

    Expertise

    We have assembled a team of professionals with a strong track record and over 80 years of combined experience in real estate investing, construction, development, management, sales and leasing in health care real-estate development. The establishment of a new Health Care Facility the planning and administrative tasks that need to be accomplished to open the facility, on time and on budget are complex and detailed. The objective of the Company’s pre-opening process is to apply our experience as the facilitator of the activities to coordinate the roles of the real estate developer, the investors and the facility staff to accomplish the matrix of steps required to go from vision to opening. This pre-opening process is adjunct to the facility construction process and harmonizes the intangible development of the facility with the tangible results of the construction process. The pre-opening process and the real estate development process do have cross-overs, related activities and responsibilities that need to be defined and resolved to be assured that all of the tasks are completed and yield a functioning facility on the planned opening day.

    Update October 9, 2017

    The federal moratorium that prohibited the expansion and growth of Long Term Acute Care Hospitals, or LTACHs, expired on Sept. 30, 2017, paving the way for Quantum Health Properties to continue this important work to serve an increased role in the care continuum. Quantum Health Properties is looking forward to getting back to work serving patients with complex medical needs, many of whom are on ventilators, have gone through a great deal of trauma, and require extended hospitalization of 25 days or more. Generally located within a larger host hospital or in a nearby building, LTACHs bridge recovery, often after an acute-care hospital intensive care stay. LTACHs use highly skilled, multidisciplinary clinical teams that include doctors, nurses, pharmacists, therapists, radiologists and dietitians that formulate and implement a customized medical and therapeutic recovery plan for each patient.

  • Hospitals are not going to achieve meaningful reductions in readmissions unless they are partnered with post‐acute care.

  • Geographically Located Long-term acute care hospitals by State

    LTACHs are geographically unevenly distributed, with seven states – Texas, Louisiana, Ohio, Pennsylvania, California, Florida and Michigan – accounting for one-half of all facilities. Within a state, LTACHs are further concentrated within specific counties; i.e., 40% of Medicare FFS beneficiaries live within counties without an LTACH.

    Twenty-nine states have less than one LTACH per 100,000 Medicare beneficiaries. Washington State has 2 or less then 0.4% with a total 1,029,529 Medicare Beneficiaries.

     

  • POST ACUTE CARE

    Patients who need the most intensive care are often discharged to LTACHs. Patients who require intensive, long-term services for complex medical problems, including those with multi-system organ failure or who are ventilator-dependent, may receive care in LTACHs following an acute-care hospitalization. Medicare data indicate that LTACH patients have an overall severity of illness that is greater than that at other PAC sites.

     

    For example, LTACHs treat long-stay patients with complex respiratory problems, severe post-surgical wounds, renal failure and other infections and complications. While these patients may no longer need surgical interventions or other procedures, they require frequent physician oversight and advanced nursing care. LTACHs deliver high-acuity services over a much longer period of time than is typical in an acute-care hospital. Accordingly, Medicare payment rules require that the average length of stay at LTACHs be greater than 25 days. LTACHs have developed specialized programs to improve outcomes for the extended-stay, medically complex patients they serve.

     

    Presently, an LTACH patient is inappropriate for the short term acute care venue. Not only does the inpatient prospective payment system insufficiently cover costs of an extended-stay medically complex patient, but the short term acute care hospital generally cannot absorb the LTACH patient that will occupy an in-demand bed for 18-35 days. Skilled Nursing Facilities (SNF) also fail to adequately provide for LTACH patients – with limited physician coverage, lower direct nursing hours and significantly lower reimbursement. LTACH patient care , requires high direct nursing hours, daily physician coverage, and does not fall within the 3-5 day average length of stay (ALOS) at a short term acute care hospital.

  • health outcomes Matters invest Forward

    The next step in Post Acute Care

    BUILDING FOR THE FUTURE

    It is more important than ever to deliver value. In this post-healthcare reform era, providers are being forced to deliver greater value – and so are real estate developers. Due to the many challenges they confront, providers need their development teams to provide more than just traditional real estate services. They want industry insights and innovative ideas, a comprehensive understanding of local market dynamics, and a range of scenarios to choose from to help solve problems and capitalize on opportunities.

    OUR STRATEGY

    It’s also important to consider how facilities will advance healthcare and what physicians need to keep delivering high-quality patient care. The industry must deliver authentic value not just by cutting costs, but by developing clinical spaces that are more efficient and productive. Today it’s very important for hospitals and health systems to reduce costs, but there’s only so much you can do on the lease rate. We use time and motion studies and healthcare modeling to design and develop healthcare facilities that will be more flexible to meet the provider’s future needs, and which also use a more efficient space layout and reduce total occupancy costs.

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