Findings Of Fact The Application West Florida Regional Medical Center is a 400-bed acute care hospital in Pensacola, Escambia County, Florida. The hospital is located in a subdistrict which has the greatest population aged 65 and over who are living in poverty. That group constitutes the population qualified for Medicare. Some 17 percent of Escambia County's population falls into the medicare category. Prior to October, 1987, HRS had determined that there was a fixed pool need in the Escambia County area for 120 nursing home or extended care beds. Several hospitals in the Escambia County area applied for the 120 nursing home beds. Those beds were granted to Advocare (60 beds) and Baptist Manor (60 beds). The award of the 120 beds to Baptist Manor and Advocare is not being challenged in this action. West Florida, likewise, filed an application for an award of nursing home beds in the same batch as Advocare and Baptist Manor. However, Petitioner's application sought to convert 8 acute care beds to nursing home or extended care beds. West Florida's claim to these beds was not based on the 120 bed need established under the fixed need pool formula. West Florida's application was based on the unavailability of appropriately designated bed space for patients who no longer required acute care, but who continued to require a high skill level of care and/or medicare patients. The whole purpose behind West Florida's CON application stems from the fact that the federal Medicare system will not reimburse a hospital beyond the amount established for acute care needs as long as that bed space is designated as acute care. However, if the patient no longer requires acute care the patient may be re-designated to a skilled care category which includes nursing home or extended care beds. If the patient is appropriately reclassified to a skilled care category, the hospital can receive additional reimbursement from Medicare above its acute care reimbursement as long as a designated ECF bed is available for the patient. Designation or re-designation of beds in a facility requires a Certificate of Need. Petitioner's application for the 8 beds was denied. When the application at issue in this proceeding was filed Petitioner's 13-bed ECF unit had been approved but not yet opened. At the time the State Agency Action Report was written, the unit had just opened. Therefore, historical data on the 13 bed unit was not available at the time the application was filed. Reasons given for denying West Florida's application was that there was low occupancy at Baptist Hospital's ECF unit, that Sacred Heart Hospital had 10 approved ECF beds and that there was no historical utilization of West Florida 13 beds. At the hearing the HRS witness, Elizabeth Dudek stated that it was assumed that Baptist Hospital and Sacred Heart Hospital beds were available for West Florida patients. In 1985 West Florida applied for a CON to establish a 21-bed ECF unit. HRS granted West Florida 13 of those 21 beds. The 8 beds being sought by West Florida in CON 5319 are the remaining beds which were not granted to West Florida in its 1985 CON application. In order to support its 1985 CON application the hospital conducted a survey of its patient records to determine an estimate of the number of patients and patient days which were non acute but still occupied acute care beds. The hospital utilized its regularly kept records of Medicare patients whose length of stay or charges exceeded the Medicare averages by at least two standard deviations for reimbursement and records of Medicare patients whose charges exceed Medicare reimbursement by at least $5,000. These excess days or charges are known as cost outliers and, if the charge exceeds the Medicare reimbursement by $5000 or more, the excess charge is additionally known as a contractual adjustment. The survey conducted by the hospital consisted of the above records for the calendar year 1986. The hospital assumed that if the charges or length of stay for patients were excessive, then there was a probability that the patient was difficult to place. The above inference is reasonable since, under the Medicare system, a hospital's records are regularly reviewed by the Professional Review Organization to determine if appropriate care is rendered. If a patient does not meet criteria for acute care, but remains in the hospital, the hospital is required to document efforts to place the patient in a nursing home. Sanctions are imposed if a hospital misuses resources by keeping patients who did not need acute care in acute care bed spaces even if the amount of reimbursement is not at issue. The hospital, therefore goes to extraordinary lengths to place patients in nursing home facilities outside the hospital. Additionally, the inference is reasonable since the review of hospital records did not capture all non-acute patient days. Only Medicare records were used. Medicare only constitutes about half of all of West Florida's admissions. Therefore, it is likely that the number of excess patient days or charges was underestimated in 1986 for the 1985 CON application. The review of the hospital's records was completed in March, 1987, and showed that 485 patients experienced an average of 10.8 excess non-acute days at the hospital for a total of 5,259 patient days. The hospital was not receiving reimbursement from Medicare for those excess days. West Florida maintained that the above numbers demonstrated a "not normal need" for 21 additional ECF beds at West Florida. However as indicated earlier, HRS agreed to certify only 13 of those beds. The 13 beds were certified in 1987. The 13-bed unit opened in February, 1988. Since West Florida had planned for 21 beds, all renovations necessary to obtain the 8-bed certification were accomplished when the 13- bed unit was certified in 1987. Therefore, no capital expenditures will be required for the additional 8 beds under review here. The space and beds are already available. The same study was submitted with the application for the additional eight beds at issue in these proceedings. In the present application it was assumed that the average length of stay in the extended care unit would be 14 days. However, since the 13 bed unit opened, the average length of stay experienced by the 13-bed unit has been approximately 15 days and corroborates the data found in the earlier records survey. Such corroboration would indicate that the study's data and assumptions are still valid in reference to the problem placements. However, the 15- day figure reflects only those patients who were appropriately placed in West Florida's ECF unit. The 15-day figure does not shed any light on those patients who have not been appropriately placed and remain in acute care beds. That light comes from two additional factors: The problems West Florida experiences in placing sub-acute, high skill, medicare patients; and the fact that West Florida continues to have a waiting list for its 13 bed unit. Problem Placements Problem placements particularly occur with Medicare patients who require a high skill level of care but who no longer require an acute level of care. The problem is created by the fact that Medicare does not reimburse medical facilities based on the costs of a particular patients level of care. Generally, the higher the level of care a patient requires the more costs a facility will incur on behalf of that patient. The higher costs in and of themselves limit some facilities in the services that facility can or is willing to offer from a profitability standpoint. Medicare exacerbates the problem since its reimbursement does not cover the cost of care. The profitability of a facility is even more affected by the number of high skill Medicare patients resident at the facility. Therefore, availability of particular services at a facility and patient mix of Medicare to other private payors becomes important considerations on whether other facilities will accept West Florida' s patients. As indicated earlier, the hospital goes to extraordinary lengths to place non- acute patients in area nursing homes, including providing nurses and covering costs at area nursing homes. Discharge planning is thorough at West Florida and begins when the patient is admitted. Only area nursing homes are used as referrals. West Florida's has attempted to place patients at Bluff's and Bay Breeze nursing homes operated by Advocare. Patients have regularly been refused admission to those facilities due to acuity level or patient mix. West Florida also has attempted to place patients at Baptist Manor and Baptist Specialty Care operated by Baptist Hospital. Patients have also been refused admission to those facilities due to acuity level and patient mix. 16 The beds originally rented to Sacred Heart Hospital have been relinquished by that hospital and apparently will not come on line. Moreover the evidence showed that these screening practices would continue into the future in regard to the 120 beds granted to Advocare and Baptist Manor. The president of Advocare testified that his new facility would accept some acute patients. However, his policies on screening would not change. Moreover, Advocare's CON proposes an 85 percent medicaid level which will not allow for reimbursement of much skilled care. The staffing ratio and charges proposed by Advocare are not at levels at which more severe sub-acute care can be provided. Baptist Manor likewise screens for acuity and does not provide treatment for extensive decubitus ulcers, or new tracheostomies, or IV feeding or therapy seven days a week. Its policies would not change with the possible exception of ventilated patients, but then, only if additional funding can be obtained. There is no requirement imposed by HRS that these applicants accept the sub-acute-patients which West Florida is unable to place. These efforts have continued subsequent to the 13-bed unit's opening. However, the evidence showed that certain types of patients could not be placed in area nursing homes. The difficulty was with those who need central lines (subclavian) for hyperalimentation; whirlpool therapy such as a Hubbard tank; physical therapy dither twice a day or seven days a week; respiratory or ventilator care; frequent suctioning for a recent tracheostomy; skeletal traction; or a Clinitron bed, either due to severe dicubiti or a recent skin graft. The 13-bed unit was used only when a patient could not be placed outside the hospital. The skill or care level in the unit at West Florida is considerably higher than that found at a nursing home. This is reflected in the staffing level and cost of operating the unit. Finally, both Advocare and Baptist Manor involve new construction and will take approximately two years to open. West Florida's special need is current and will carry into the future. The Waiting List Because of such placement problems, West Florida currently has a waiting list of approximately five patients, who are no longer acute care but who cannot be placed in a community nursing home. The 13-bed unit has operated at full occupancy for the last several months and is the placement of last resort. The evidence showed that the patients on the waiting list are actually subacute patients awaiting an ECF bed. The historical screening for acuity and patient mix along with the waiting list demonstrates that currently at least five patients currently have needs which are unmet by other facilities even though those facilities may have empty beds. West Florida has therefore demonstrated a special unmet need for five ECF beds. Moreover, the appropriate designation and placement of patients as to care level is considered by HRS to be a desirable goal when considering CON applications because the level of care provided in an ECF unit is less intense than the level of care required in an acute care unit. Thus, theoretically, better skill level placement results in more efficient bed use which results in greater cost savings to the hospital. In this case, Petitioner offers a multi-disciplinary approach to care in its ECF unit. The approach concentrates on rehabilitation and independence which is more appropriate for patients at a sub-acute level of care. For the patients on the awaiting proper placement on the waiting list quality of care would be improved by the expansion of the ECF unit by five beds. Finally, there are no capital costs associated with the conversion of these five beds and no increase in licensed bed capacity. There are approximately five patients on any given day who could be better served in an ECF unit, but who are forced to remain in an acute care unit because no space is available for them. This misallocation of resources will cost nothing to correct.
Recommendation Based on the foregoing Findings of Fact and Conclusions of Law, it is RECOMMENDED that the Department of Health and Rehabilitative Services issue a CON to Petitioner for five ECF beds. DONE and ORDERED this 30th day of March, 1989, in Tallahassee, Florida. DIANE CLEAVINGER Hearing Officer Division of Administrative Hearings 1230 Apalachee Parkway Tallahassee, Florida 32399-1550 (904) 488-9675 Filed with the Clerk of the Division of Administrative Hearings this 30th day of March, 1989. APPENDIX The facts contained in paragraph 1-29 of Petitioner's proposed Findings of Fact are adopted in substance, insofar as material. The facts contained in paragraph 1, 2, 3, 4, 5, 6, 8, 12, 15, 16, 20, 27, 28, 29, 31 and 33 of Respondent's Proposed Findings of Fact are subordinate. The first sentence of paragraph 7 of Respondent's Proposed Findings of Fact was not shown to be the evidence. Strict compliance with the local health plan was not shown to be an absolute requirement for CON certification. The remainder of paragraph 7 is subordinate. The facts contained in paragraph 9, 10, 11 and 30 of Respondent's Proposed Findings of Fact were not shown by the evidence. The first part of the first sentence of paragraph 13 of Respondent's Proposed Findings of Fact before the semicolon is adopted. The remainder of the sentence and paragraph is rejected. The first sentence of paragraph 14 of Respondent's Proposed Findings of Fact was not shown by the evidence. The remainder of the paragraph is subordinate. The facts contained in paragraph 17, 26 and 32 of Respondent's Proposed Findings of Fact are adopted in substance, insofar as material. The acts contained in paragraph 18 are rejected as supportive of the conclusion contained therein. The first (4) sentences of paragraph 19 are subordinate. The remainder of the paragraph was not shown by the evidence. The first (2) sentences of paragraph 21 are adopted. The remainder of the paragraph is rejected. The facts contained in paragraph 22 of Respondent's Proposed Findings of Fact are irrelevant. The first sentence of paragraph 23 is adopted. The remainder of paragraph 23 is subordinate. The first sentence of paragraph 24 is rejected. The second, third, and fourth sentences are subordinate. The remainder of the paragraph is rejected. The first sentence of paragraph 25 is subordinate. The remainder of the paragraph is rejected. COPIES FURNISHED: Lesley Mendelson, Esquire Department of Health and Rehabilitative Services 2727 Mahan Drive Tallahassee, Florida 32308 Donna H. Stinson, Esquire MOYLE, FLANIGAN, KATZ, FITZGERALD & SHEEHAN, P.A. The Perkins House - Suite 100 118 North Gadsden Street Tallahassee, Florida 32301 Sam Power, Clerk Department of Health and Rehabilitative Services 1323 Winewood Boulevard Tallahassee, Florida 32399-0700 Gregory L. Coler, Secretary Department of Health and Rehabilitative Services 1323 Winewood Boulevard Tallahassee, Florida 32399-0700 =================================================================
The Issue The ultimate issue in these cases is whether the Petitioners are subject to the regulatory jurisdiction of the Health Care Cost Containment Board pursuant to Chapter 407, Florida Statutes?
Findings Of Fact La Amistad. Standing. By letter dated April 27, 1990, to the Executive Director of the Board, the managing director of La Amistad requested "exemption from HCCCB reporting requirements due to its considerable likeness to Daniel Memorial Hospital, which was exempted in October, 1989." La Amistad's request for exemption was premised on the Board's Final Order in Daniel Memorial Hospital v. Health Care Cost Containment Board, DOAH Case No. 89-1839H, in which Daniel Memorial Hospital was determined by the Board to not be subject to the reporting requirements of Chapter 407, Florida Statutes. By letter dated July 25, 1990, the Executive Director of the Board informed La Amistad that La Amistad's "request for an exemption from the reporting requirements of Chapter 407, Florida Statutes, is denied." The Board informed La Amistad that it could request an administrative hearing pursuant to Section 120.57, Florida Statutes, if La Amistad wished to contest the Board's denial of its request. La Amistad filed a Petition for Formal Hearing dated August 15, 1990, challenging the Board's notice that La Amistad was subject to the requirements of Chapter 407, Florida Statutes. La Amistad's Petition for Formal Hearing alleged that there were disputed issues of material fact in this matter. Therefore, the Board filed La Amistad's Petition with the Division of Administrative Hearings on August 22, 1990, for a formal administrative hearing. There is no provision in Chapter 407, Florida Statutes, which allows persons to request an exemption from the requirements of Chapter 407, Florida Statutes, or authorizes the Board to declare any person to be "exempt" from the requirements of Chapter 407, Florida Statutes. The weight of the evidence failed to prove that the Board had taken or planned to take any immediate action against La Amistad prior to its request for exemption. La Amistad has failed to prove that it has standing to institute the instant proceeding. Certificate of Need. La Amistad Foundation, Inc., the predecessor of La Amistad, was issued by the Department of Health and Rehabilitative Services (hereinafter referred to as the "Department"), certificate of need number 3064 to operate a 27-bed intensive residential treatment facility for children and adolescents in Maitland, Florida. In agreeing to issue certificate of need number 3064, the Department required La Amistad Foundation, Inc., to apply for licensure of its facility pursuant to the requirements of Rule 10D-28.100, et seq., Florida Administrative Code. A certificate of need is a prerequisite to licensure as a health care facility in Florida. The certificate of need issued to La Amistad and the stipulation upon which it was based do not expressly provide that the facility is a "specialty hospital" or otherwise state that it is a "hospital" under Section 395.002(6), Florida Statutes. Licensure. On August 17, 1988, La Amistad Foundation, Inc., d/b/a La Amistad Psychiatric Treatment Center, was issued a license by the Department to "operate a SPECIAL PSYCHIATRIC hospital with 27 beds." On September 30, 1988, the license issued on August 17, 1988, was replaced by a license to La Amistad to "operate a INTENSIVE RESIDENTIAL TREATMENT hospital with 27 beds." On August 17, 1990, the license issued on September 30, 1988, was replaced by a license to La Amistad to "operate a INTENSIVE RESIDENTIAL TREATMENT-SPECIALTY hospital with 27 INTENSIVE RESIDENTIAL TREATMENT FACILITY beds." La Amistad operates and is surveyed by the Department, the agency responsible for licensing health care facilities in Florida, pursuant to Rules 10D-28.100 through 10D-28.111, Florida Administrative Code. La Amistad's Location and Facilities. La Amistad's facility is located in a residential neighborhood at 201 Alpine Drive, Maitland, Florida. The facility provides a noninstitutional, residential setting and environment. Residents at La Amistad live in one of three small single-story buildings in a family-style atmosphere. The grounds of the facility include a play area and a multipurpose building which is used for recreational activities and therapy. Residents live in individual rooms which do not contain standard hospital equipment. La Amistad's facility does not include any seclusion rooms, restraints, treatment or procedure rooms that are required of general acute care or specialty psychiatric hospitals. There are no locked doors at La Amistad but residents are prohibited from leaving the facility without permission. La Amistad's facility does not have designated areas for diagnostic x- ray, clinical laboratory, surgery or obstetrical services. La Amistad's Residents. Residents at La Amistad are six to eighteen years of age. Residents suffer from a full range of psychiatric illnesses and disorders. The average length of stay at La Amistad is 221 days to one year. Ninety-five percent of the residents of La Amistad are referred from acute care specialty psychiatric or general hospitals. The payer mix at La Amistad is approximately 55% CHAMPUS (a government payer program), 25% from the Department and 25% nongovernment or private insurance. CHAMPUS payments to La Amistad include payments for all services whether provided by La Amistad or by referral. La Amistad's Staff. The full-time staff of La Amistad consists of mental health workers or psychiatric assistants, mental health counselors, registered nurses, marriage and family therapists, occupational therapists and recreational therapists. There is no physician "directly" employed on La Amistad's payroll. La Amistad has four psychiatrists, including a medical director, on its staff. They are independent contractors. Services Provided Directly to Residents. La Amistad provides diagnosis and treatment of psychiatric illnesses and disorders to children and adolescents. Treatment of La Amistad residents is definitive psychiatric medical treatment. Psychiatry is a medical specialty and psychiatric treatment is a form of medical treatment. La Amistad is an intensive residential treatment program for children and adolescents. All residents at La Amistad are admitted only with a psychiatric evaluation and diagnosis of a psychiatric illness or disorder by a psychiatrist. Admitting diagnoses, which are determined by the admitting psychiatrists, run the full range of psychiatric illnesses and disorders. La Amistad does not treat "acutely or extremely suicidal" persons. Although direct psychiatric therapy is not regularly provided by a physician, psychiatric therapy is in fact provided by physicians and through a multi-disciplinary treatment team, which includes the psychiatrist. A psychiatrist is available to provide services twenty-four hours a day. A psychiatrist is ultimately responsible for each resident's care and treatment. Only a psychiatrist may admit or diagnose a resident, prescribe medication, monitor medication and determine when to discharge a resident. The only psychiatrists who can admit to La Amistad are the four independent contractor psychiatrists on La Amistad's staff. Psychiatrists regularly review medical and clinical records of residents at La Amistad to insure proper treatment. Treatment of residents may include the prescription of psychotropic medications, group therapy, recreational therapy and/or occupational therapy. Medications prescribed for residents are dispensed by a nurse, normally at the nurses' station. La Amistad complies with the requirements of Rules 10D-28.100 through 10D-28.111, Florida Administrative Code. La Amistad residents attend public schools. The Orange County public school system provides a fully-accredited educational program on-site. La Amistad provides the services referenced in Section 395.002(6)(a), Florida Statutes (1990 Supp.). Other Services. La Amistad does not provide clinical laboratory services on its premises. Although clinical laboratory services are not actually needed on a frequent basis, such services are ordered when necessary by an attending physician and are available through an agreement with an outside provider which provides such services pursuant to an agreement bid on a national basis by La Amistad's parent organization. Samples for clinical laboratory analysis, including blood samples, are collected on the premises. La Amistad does not provide x-ray services on its premises. Although x-ray services are not actually needed on a frequent basis, diagnostic x-ray services are available through a letter of agreement with Florida Hospital, an acute care hospital. La Amistad does not provide treatment facilities for surgery or obstetrical care. No person in need of obstetric services or in need of acute care services normally provided at a general or special acute care hospital, or having a primary diagnosis of drug or chemical dependency or suffering from an acute psychiatric disorder is eligible for residency at La Amistad. La Amistad does not have a pharmacy on its premises or a license to fill prescriptions. La Amistad provides pharmacy services through a "working relationship" with a local pharmacy in Winter Park, Florida, to fill residents' prescriptions. La Amistad provides dental treatment and routine and emergency medical treatment to residents through agreements with outside providers. Emergency medical services for residents are available pursuant to a letter agreement with Florida Hospital. Ultimate responsibility for deciding where a resident of La Amistad receives clinical laboratory services, x-ray services or pharmacy services remains with the parents of residents. If a parent does not exercise his or her right and the services are necessary, La Amistad will insure that the services are provided. Payment for such services are made directly from parents or insurance companies for some residents. The referral agreements between La Amistad and providers do not require that La Amistad make referrals exclusively to that provider. Pediatric diagnostic and treatment services are not regularly made available by La Amistad. Referrals for such services are made by the residents' attending physicians or parents. Accreditation. La Amistad is accredited by the Joint Commission for the Accreditation of Health Care Organizations (hereinafter referred to as "JCAHO"). La Amistad is accredited and surveyed under JCAHO's consolidated standards. JCAHO's consolidated standards are "designed for use by organizations that provide mental health services, alcohol and drug abuse services, and services to mentally retarded/developmentally disabled persons, and in a variety of settings, including forensic facilities and community mental health centers. " Among the eligibility criteria for survey under the consolidation standards is the following: [t]he organization is not eligible for survey as a hospital under the Accreditation Manual for Hospitals. The weight of the evidence failed to prove, however, what constitutes a "hospital" for JCAHO purposes. Additionally, the eligibility criteria under the consolidated standards indicate that an entity which qualifies under the consolidation standards may still constitute a hospital even for JCAHO purposes. The standards provide, in pertinent part, that "the accreditation process is intended primarily for the following types of organizations . . . : . . . Hospitals not eligible for survey under the Accreditation Manual for Hospitals . . . ." [Emphasis added]. Manatee Palms. Standing. By letter dated March 29, 1990, to the Executive Director of the Board, counsel for Manatee Palms requested that a determination be made by the Board that Manatee Palms was "not subject to the regulatory jurisdiction of the HCCCB except for those reporting requirements found in Sections 407.07(1)(b) and 407.13, Florida Statutes, and therefore need not file any budget or actual reports from this point forwards." Manatee Palms' request for exemption was premised on the Board's Final Order in Daniel Memorial. By letter dated July 25, 1990, the Executive Director of the Board informed Manatee Palms that its "request for an exemption from the reporting requirements of Chapter 407, Florida Statutes, is denied." The Board informed Manatee Palms that it could request an administrative hearing pursuant to Section 120.57, Florida Statutes, if Manatee Palms wished to contest the Board's denial of its request. Manatee Palms filed a Petition for Formal Administrative Hearing dated August 15, 1990, challenging the Board's notice that Manatee Palms was subject to the requirements of Chapter 407, Florida Statutes. Manatee Palms' Petition for Formal Administrative Hearing alleged that there were disputed issues of material fact in this matter. Therefore, the Board filed Manatee Palms' Petition with the Division of Administrative Hearings on August 22, 1990, for assignment of a Hearing Officer to conduct a formal administrative hearing. There is no provision in Chapter 407, Florida Statutes, which allows persons to request an exemption from the requirements of Chapter 407, Florida Statutes, or authorizes the Board to declare any person to be "exempt" from the requirements of Chapter 407, Florida Statutes. The weight of the evidence failed to prove that the Board had taken or planned to take any immediate action against Manatee Palms prior to its request for exemption. Manatee Palms has failed to prove that it has standing to institute the instant proceeding. Certificate of Need. Manatee Palms was built in 1986. It opened on or about January 12, 1987, as a 60-bed residential treatment facility for children and adolescents. Manatee Palms was built and opened without obtaining a certificate of need from the Department. Subsequent to its opening, Manatee Palms filed an application for a certificate of need which was issued by the Department on November 29, 1988, for "licensure as a specialty hospital under Chapter 395, Florida Statutes, for a 60-bed intensive residential treatment center for children and adolescents, currently operating as Manatee Palms Residential Treatment Center " Licensure. Manatee Palms was initially licensed by the Department as a "residential child caring" facility and by the Department's Alcohol, Drug Abuse and Mental Health Program office to provide services. In January 1989, Manatee Palms filed an application for licensure with the Department. There was not a category for intensive residential treatment program under the column titled "hospital bed utilization" on the application. Therefore, the initials "IRTF" were hand written on the application with a notation that all 60 beds are used in an intensive residential treatment program. On October 25, 1989, a license was issued by the Department to Manatee Palms "to operate a Intensive Residential Treatment Facility - Specialty hospital with 60 IRTF beds." Manatee Palms is currently operating under this license. Manatee Palms operates and is surveyed by the Department pursuant to Rules 10D-28.100 through 10D-28.111, Florida Administrative Code. Manatee Palms' Location and Facilities. Manatee Palms is located at 1324 37th Avenue, East, Bradenton, Manatee County, Florida. The Manatee Palms facility consists of a single building. Patients at Manatee Palms reside in semiprivate rooms. Manatee Palms' facility is a locked facility. Patients at Manatee Palms cannot leave the facility without permission because of the locked doors. Manatee Palms has seclusion and restraint capabilities because of the type of patients cared for at the facility: "some very, very severely emotionally disturbed children, some of which have come even from the state hospitals." Transcript page 181, lines 20-21. Detoxification facilities for the treatment of substance abuse patients are available at the facility. Manatee Palms' Patients. Patients are six to eighteen years of age. Patients suffer from chemical dependencies and a wide range of psychiatric disorders. Some patients have failed at other facilities and are very aggressive. The average length of stay at Manatee Palms is 97 days. Most of Manatee Palms' patients are referred from other facilities: "[w]e get some kids from other hospitals, acute care hospitals. We get some from therapists in the communities . . . ." Transcript page 180, lines 5-6. Manatee Palms' patients are physically healthy. Manatee Palms' Staff. Manatee Palms' staff consists of psychiatrists, nurses, social workers, recreational therapists, psychologists and teachers. There are six psychiatrists who provide treatment planning and care at Manatee Palms. Services Provided Directly to Patients. Manatee Palms provides diagnosis and twenty-four hour a day treatment of psychiatric illnesses and disorders to children and adolescents. Manatee Palms is an intensive residential treatment program for children and adolescents. A psychiatrist must approve every admission to Manatee Palms. Patients are admitted only upon an order of a medical doctor and upon a diagnosis of a psychiatric disorder. Although the facility administrator must ultimately decide whether a patient is admitted, the weight of the evidence failed to prove that the facility administrator may veto or modify the medical decision of a psychiatrist to admit a patient. Within twenty-four hours of admission, a psychiatrist completes a psychiatric evaluation of each patient. Psychiatric care is provided to patients through an interdisciplinary team composed of a psychiatrist, nurses, social workers, recreational therapists, psychologists and teachers. The team identifies each patient's problems and develops a treatment plan for each patient. A psychiatrist meets with each patient for approximately one-half to one hour a week; more if required by a patient. The psychiatrist also meets with the treatment team once a week to evaluate a patient's progress and adjust treatment as needed. The multi-disciplinary team provides care and nurturing in a group setting designed to enhance the patient's experiences in the areas in which he or she is not successful. Treatment includes counseling, psychotropic medications, adjunctive therapies and schooling. Most patients attend school at the facility. School is conducted by teachers from the Manatee County School Board. Patients at Manatee Palms are considered to be in treatment from the moment they wake up to the moment they go to bed at night. A psychiatrist prescribes and monitors the use of psychotropic medications. Such medications are administered at the facility by a nurse. Registered nurses are at the facility twenty-four hours a day, seven days a week. A psychiatrist is always on call to deal with emergencies. Manatee Palms is able to provide detoxification treatment for patients. Manatee Palms complies with the requirements of Rules 10D-28.100 through 10D-28.111, Florida Administrative Code. Manatee Palms provides the services referenced in Section 395.002(6)(a), Florida Statutes (1990 Supp.). Other Services. Manatee Palms does not provide clinical laboratory services on its premises. Blood and urine samples are, however, taken by Manatee Palms personnel upon admission and from time to time after admission upon a physician's orders. Clinical laboratory services are available through an agreement with a non- affiliated laboratory. Manatee Palms provides diagnostic x-ray services through an agreement with Quality X-Ray of Sarasota, Inc., a non-affiliated provider. X-ray services are typically provided off-site but are also provided at Manatee Palms' facility through portable equipment. Manatee Palms does not provide treatment facilities for surgery or obstetrical care at its facility. Manatee Palms has a contract with a pharmacist. The pharmacist fills prescriptions at the facility. Emergency medical services are provided off-site to patients through Manatee Memorial Hospital, a non-affiliated hospital. Manatee Palms has a referral agreement with the hospital. Manatee Palms has an agreement with a group of family practice physicians. These physicians conduct physicals upon admission of a patient and when medically indicated. Manatee Palms projected in a 1990 budget filed with the Board that it would have the following approximate revenues: a. $108,000.00 from laboratory services; b. $350,000.00 from drug sales; and c. $17,000.00 from diagnostic radiology services. Manatee Palms also projected in the 1990 budget the following approximate expenditures: a. $50,000.00 for laboratory services; b. $61,000.00 for drug sales; and c. $16,000.00 from diagnostic radiology services. I. Accreditation. Manatee Palms is accredited by JCAHO. Manatee Palms is accredited and surveyed under JCAHO's consolidated standards. RTCPB. Standing. By letter dated March 29, 1990, to the Executive Director of the Board, counsel for RTCPB requested that a determination be made by the Board that RTCPB was "not subject to the regulatory jurisdiction of the HCCCB except for those reporting requirements found in Sections 407.07(1)(b) and 407.13, Florida Statutes, and therefore need not file any budget or actual reports from this point forwards." RTCPB's request for exemption was premised on the Board's Final Order in Daniel Memorial. By letter dated July 25, 1990, the Executive Director of the Board informed RTCPB that its "request for an exemption from the reporting requirements of Chapter 407, Florida Statutes, is denied." The Board informed RTCPB that it could request an administrative hearing pursuant to Section 120.57, Florida Statutes, if RTCPB wished to contest the Board's denial of its request. RTCPB filed a Petition for Formal Administrative Hearing dated August 15, 1990, challenging the Board's notice that RTCPB was subject to the requirements of Chapter 407, Florida Statutes. RTCPB's Petition for Formal Administrative Hearing alleged that there were disputed issues of material facts in this matter. Therefore, the Board filed RTCPB's Petition with the Division of Administrative Hearings on August 22, 1990, for assignment of a Hearing Officer to conduct a formal administrative hearing. There is no provision in Chapter 407, Florida Statutes, which allows persons to request an exemption from the requirements of Chapter 407, Florida Statutes, or authorizes the Board to declare any person to be "exempt" from the requirements of Chapter 407, Florida Statutes. The weight of the evidence failed to prove that the Board had taken or planned to take any immediate action against RTCPB prior to its request for exemption. RTCPB has failed to prove that it has standing to institute the instant proceeding. Certificate of Need. RTCPB was built in 1986-1987. It opened on or about June 1, 1987, as a 40-bed residential treatment facility for adolescents. RTCPB was built and opened without obtaining a certificate of need from the Department. Subsequent to its opening, RTCPB filed an application for a certificate of need which was issued by the Department on November 29, 1988, for "establishment of a licensed 40-bed intensive residential treatment facility in Palm Beach County . . . . Licensure. RTCPB was initially licensed by the Department as a "residential child care agency" and by the Department's Alcohol, Drug Abuse and Mental Health Program office to provide services. In May 1989, RTCPB filed an application for licensure with the Department. There was not a category for intensive residential treatment program under the column titled "hospital bed utilization" on the application. Therefore, the initials "IRTF" were hand written on the application with a notation that all 40 beds are used in an intensive residential treatment program. On May 29, 1990, a license was issued by the Department to RTCPB "to operate a Specialty Intensive Residential Treatment Facility hospital with 40 Intensive Residential Treatment Facility beds." RTCPB is currently operating under this license. RTCPB operates and is surveyed by the Department pursuant to Rules 10D-28.100 through 10D-28.111, Florida Administrative Code. RTCPB's Location and Facilities. RTCPB is located at 1720 Fourth Avenue, North, Lake Worth, Palm Beach County, Florida. The RTCPB facility consists of a single building. The facility is divided into two 20-bed wings. Boys reside on one wing and girls reside on the other wing. Patients at RTCPB reside in semiprivate rooms. There are no private rooms. RTCPB is a locked facility. Patients are not allowed to leave the facility without permission. RTCPB has seclusion and restraint capabilities because of the type of patients cared for at the facility. Detoxification facilities for the treatment of substance abuse patients are available at the facility. RTCPB's Patients. Patients are six to eighteen years of age. RTCPB patients suffer from chemical dependencies and a wide range or psychiatric disorders, including schizophrenia, conduct disorders and attention deficit disorders. For the fiscal year ending May 31, 1990, the average length of stay at RTCPB was 218 days. RTCPB routinely treats patients referred by the Department. For the fiscal year ending May 31, 1990, 24% of total patient days were provided to patients referred by the Department. Ninety-five percent of all patients admitted to RTCPB are patients who were previously treated in an acute psychiatric care setting. RTCPB patients are physically healthy. RTCPB's Staff. RTCPB's staff consists of psychiatrists, nurses, social workers, recreational therapists, psychologists and teachers. Services Provided Directly to Patients. RTCPB provides diagnosis and twenty-four hour a day treatment of psychiatric illnesses and disorders to children and adolescents. RTCPB is an intensive residential treatment program for children and adolescents. Patients are admitted to the facility by a director of admissions and an admissions committee. A psychiatrist provides a diagnosis justifying admission. Psychiatric care is provided to patients through an interdisciplinary team composed of a psychiatrist, nurses, social workers, recreational therapists, psychologists and teachers. The team reviews the background, psychiatric and psychological assessment, and social history of each patient and develops a treatment plan for each patient. A psychiatrist meets with each patient for a few minutes each day, five days a week. The psychiatrist also meets with the treatment team for approximately one and one-half hours a day, four days a week. The multi-disciplinary treatment team provides care and nurturing in a variety of therapies provided in a highly structured setting. Treatment includes counseling, psychotropic medications, adjunctive therapies and schooling. School is conducted at the facility by teachers from the Palm Beach County School Board. A psychiatrist prescribes and monitors the use of psychotropic medications. Such medications are administered at the facility by a nurse. Registered nurses are at the facility twenty-four hours a day, seven days a week. A psychiatrist is always on call to deal with emergencies. Detoxification treatment is available at the facility. RTCPB complies with the requirements of Rules 10D-28.100 through 10D- 28.111, Florida Administrative Code. RTCPB provides the services referenced in Section 395.002(6)(a), Florida Statutes (1990 Supp.). Other Services. RTCPB does not provide clinical laboratory services on its premises. Blood and urine samples are, however, taken by RTCPB personnel upon admission and from time to time after admission upon a physician's orders. Clinical laboratory services are available through an agreement with a non- affiliated laboratory. RTCPB provides diagnostic x-ray services and dental services by referring the patient to an off-site provider. RTCPB does not provide treatment facilities for surgery or obstetrical care at its facility. Emergency medical services are provided off-site to patients through non-affiliated hospitals. RTCPB has a referral agreement with Bethesda Memorial Hospital. RTCPB has an agreement with a group of family practice physicians. These physicians conduct physicals upon admission of a patient and when medically indicated. RTCPB projected in a 1990 budget filed with the Board that it would have the following approximate revenues: a. $131,000.00 from laboratory services; b. $176,000.00 from drug sales; c. $6,000.00 from diagnostic radiology services; d. $11,000.00 for CT scanner services; and e. $3,600.00 for electrocardiography services. RTCPB also projected in the 1990 budget the following approximate expenditures: a. $46,000.00 for laboratory services; b. $22,000.00 for drug sales; c. $2,500.00 for diagnostic radiology services; d. $400.00 for CT scanner services; and e. $1,600.00 for electrocardiography services. I. Accreditation. RTCPB is accredited by JCAHO. RTCPB is accredited and surveyed under JCAHO's consolidated standards. Daniel Memorial. On October 26, 1989, a Recommended Order was issued in Daniel Memorial. In the Conclusions of Law in Daniel Memorial, the Hearing Officer concluded that a medical facility is subject to most of the requirements of Chapter 407, Florida Statutes, only if it is a "hospital" as defined in Section 407.002(13), Florida Statutes, which in turn incorporates the definition of "hospital" contained in Section 395.002(6), Florida Statutes. The Hearing Officer also concluded that Daniel Memorial Hospital was not a "hospital" as defined in Section 395.002(6), Florida Statutes, and, therefore, was not subject to most of the requirements of Chapter 407, Florida Statutes. The Hearing Officer in Daniel Memorial made the following conclusion of law: To meet the provisions of Subsection 396.002(6) [sic], supra, Daniel Memorial would have to provide the services set forth in both Subparagraphs (a) and (b), above. Because Daniel Memorial does not regularly provide the services defined in Subparagraph (b), above, it is not a hospital with[in] the scope of Subsection 396.002(6) [sic], supra. However, Subsection 395.002(8), supra, defines Intensive Residential Treatment Programs (IRTP's) as specialty hospitals without reference to the provisions of Subsection 395.002(6), supra. It is under Subsection 395.002(8), supra, that Daniel Memorial specifically is licensed. Its beds are excluded specifically from consideration under Subsections (6) and (14) of Section 395.002, supra. It is concluded that IRTP's are not specialty hospitals defined by Subsection 395.002(14), supra. The staff of the Board filed exceptions to the Recommended Order in Daniel Memorial. The exceptions filed by the staff of the Board were rejected by the Board in a Final Order issued on March 1, 1990. In the Final Order issued in Daniel Memorial, the Board adopted the Recommended Order issued by the Hearing Officer in its entirety. The Final Order issued in Daniel Memorial has not been appealed or overturned. All of the Petitioners in these cases requested that the Board declare them exempt from most of the requirements of Chapter 407, Florida Statutes, because of their similarity to Daniel Memorial Hospital. Counsel for Manatee Palms and RTCPB also suggested that those facilities were exempt under the holding in Daniel Memorial simply because they are "intensive residential treatment programs." In a memorandum to the Board dated July 11, 1990, the Executive Director of the Board informed the Board of his action with regard to requests from entities like the Petitioners which had suggested that they were similarly situated to Daniel Memorial Hospital. In pertinent part, the Executive Director stated that "we are responding negatively to requests for exemption from these facilities for the reasons outlined." The reasons referred to by the Executive Director were set out in a memorandum dated June 25, 1990, from the Senior Attorney of the Board to the Executive Director. In essence, the Senior Attorney concluded that the "operation and licensure" of each entity seeking treatment similar to the treatment afforded Daniel Memorial Hospital should be reviewed to determine whether that entity constituted a "hospital" under Chapter 407, Florida Statutes. The Senior Attorney recommended the following: Accordingly, I recommend that this agency deny any specialty hospital IRTP's request to be relieved of Chapter 407 requirements and recommend that administrative complaints be filed against those which fail to comply with Chapter 407, Florida Statutes. The Board has not, however, taken any action against the Petitioners. In denying the Petitioners' request for exemption, the Executive Director of the Board indicated the following: The information you have provided is insufficient to establish that your facility falls within the narrow exception from reporting requirements afforded Daniel Memorial Hospital. Accordingly, your facility's request for an exemption from the reporting requirements of Chapter 407, Florida Statutes, is denied. The Board has failed to enunciate how, if at all, the Petitioners differ in their operation from Daniel Memorial Hospital. The Board did not take any action against the Petitioners inconsistently applying its Final Order in Daniel Memorial. The Board took the position during these proceedings that any medical facility which is licensed by the Department pursuant to Chapter 395, Florida Statutes, is a "hospital" under Section 407.002(13), Florida Statutes. The Board's Position. The Department's Interpretation of Relevant Sections of Chapter 395, Florida Statutes. The Department is charged with the responsibility of licensing "hospitals" pursuant to Chapter 395, Florida Statutes. The term "hospital" is defined by Section 395.002(6), Florida Statutes (1990 Supp.). The terms "specialty hospital" are defined by Section 395.002(14), Florida Statutes (1990 Supp.). This definition incorporates by reference the definition of "hospital" contained in Section 395.002(6), Florida Statutes (1990 Supp.). The terms "intensive residential treatment program" are defined by Section 395.002(8), Florida Statutes (1990 Supp.). The Department interprets the terms "specialty hospital" as used in Section 395.002(8), Florida Statutes (1990 Supp.), to mean "specialty hospital" as used in Section 395.002(14), Florida Statutes (1990 Supp.). The Department interprets Chapter 395, Florida Statutes, to allow an intensive residential treatment program to be licensed as a "specialty hospital" if it meets the requirements of Rules 10D-28.100 through 10D-28.111, Florida Administrative Code. It is the Department's position that Rules 10D-28.100 through 10D- 28.111, Florida Administrative Code, require as a condition of licensure that intensive residential treatment programs provide services consistent with the services required to be provided by a "hospital" pursuant to Section 395.002(6), Florida Statutes (1990 Supp.). It is the Department's position that all intensive residential treatment programs licensed pursuant to Chapter 395, Florida Statutes, are "hospital's" as defined in Section 395.002(6), Florida Statutes (1990 Supp.). It is the Department's position that the Petitioners must continue to meet the definition of a "hospital" pursuant to Section 395.002(6), Florida Statutes (1990 Supp.), to be entitled to continued licensure by the Department. The Board's Reliance on the Department's Licensure of a Facility. It has been the position of the Board that the fact that a facility is licensed by the Department pursuant to Chapter 395, Florida Statutes, constitutes the best evidence of whether the facility constitutes a "hospital" as defined in Section 407.002(13), Florida Statutes. The Board did not adequately explicate its policy of relying upon the Department's licensure action under Chapter 395, Florida Statutes.
Recommendation Based upon the foregoing Findings of Fact and Conclusions of Law, it is RECOMMENDED: That the Board issue a Final Order dismissing the Petitions in these cases because of the failure of the Petitioners to prove that they have been substantially affected by any action of the Board; or That the Board, if it rejects recommendation number 1, issue a Final Order dismissing the Petitions in these cases because the Petitioners have failed to prove they are not "hospitals" under the definition of Section 407.002(13), Florida Statutes. DONE and ENTERED this 10th day of April, 1991, in Tallahassee, Florida. LARRY J. SARTIN Hearing Officer Division of Administrative Hearings The DeSoto Building 1230 Apalachee Parkway Tallahassee, Florida 32399-1550 (904) 488-9675 Filed with the Clerk of the Division of Administrative Hearings this 10th day of April, 1991. APPENDIX TO RECOMMENDED ORDER The parties have submitted proposed findings of fact. It has been noted below which proposed findings of fact have been generally accepted and the paragraph number(s) in the Recommended Order where they have been accepted, if any. Those proposed findings of fact which have been rejected and the reason for their rejection have also been noted. La Amistad's Proposed Findings of Fact Proposed Finding Paragraph Number in Recommended Order of Fact Number of Acceptance or Reason for Rejection 1 I.B.1. 2 I.B.2. 3 I.B.1. 4 I.B.3. 5 I.B.4. I.C.1. The Department's action was consistent with the stipulation between the Department and La Amistad. Not relevant. 8 I.C.2. 9 I.A.1. 10 I.A.1-2. Not relevant. Not supported by the weight of the evidence or not relevant. IV.7. and hereby accepted. The Executive Director's memorandum was sent in July instead of June. 14 I.A.3. 15 Not supported by the weight of the evidence or not relevant. 16 I.A.3. 17-18 Hereby accepted. 19 See V.B.1. 20-22 Hereby accepted. 23 Not supported by the weight of the evidence or not relevant. 24 I.G.1. 25 I.D.1. 26 I.D.2. 27 I.E.3. 28 I.D.4. 29 I.E.4. See I.D.5. See I.F.1. See I.G.2. The last sentence is not supported by the weight of the evidence. 33 I.E.5. 34 Not relevant. 35 I.G.9. 36 I.H.10. 37 I.H.6. 38 I.H.4. 39 I.H.3. Not relevant. See I.H.1. The weight of the evidence failed to prove that La Amistad "does not regularly make available clinical laboratory services to its residents." Hereby accepted. 43 I.H.8. 44 I.H.9. The last sentence is not relevant. 45 I.H.8. 46-47 I.H.5. 48 Not supported by the weight of the evidence. 49 I.I.2. 50-51 See I.I.3. Hereby accepted. Not supported by the weight of the evidence. See I.H.1-10. Hereby accepted. Conclusion of law. Not relevant. Conclusion of law. La Amistad failed to prove exactly what the agreement with Florida Hospital was. Not supported by the weight of the evidence. Hereby accepted. The failure of the Board to provide such evidence does not preclude a proper application of unambiguous statutory law. Manatee Palms' and RTCPB's Proposed Findings of Fact Proposed Finding Paragraph Number in Recommended Order of Fact Number of Acceptance or Reason for Rejection 1-2 III.B.1. 3 III.C.1. 4 III.B.2. 5-6 III.B.3. 7 III.C.2. 8 III.C.3. and D.1. 9 III.G.1. 10 III.I.1. and I.I.2-3. 11 III.G.3. 12 III.E.5. 13 III.E.6. 14 III.G.5. 15-16 III.G.6. III.G.8. III.H.6. III.G.2. and 9. The second sentence is not supported by the weight of the evidence. The suggestion that "individual psychiatric treatment is not routinely provided" is not supported by the weight of the evidence. 20 III.H.1-2. III.H.3. and 5. III.H.3. III.H.4. The suggestion that "other definitive medical treatment of similar extent" is not provided is not supported by the weight of the evidence. Not relevant. 25-27 III.E.4. 28-30 Hereby accepted. The last sentence of 30 is not supported by the weight of the evidence. III.A.1. III.A.3. Not supported by the weight of the evidence; too speculative. II.B.1. and II.D.1. 35 II.B.1. 36 II.C.1. 37 II.B.2. 38-39 II.B.3. 40 II.C.2. 41 II.C.3. 42 II.G.1. 43 II.I.1. and I.I.2-3. 44 II.G.4. 45 II.E.4. 46 II.E.5. 47 II.G.6. 48-49 II.G.7. 50 II.G.10. II.H.7. The last sentence is not relevant. II.G.2. and 11. The second sentence is not supported by the weight of the evidence. The suggestion that "individual psychiatric treatment is not routinely provided" is not supported by the weight of the evidence. 53 II.H.1-2. II.H.6. The first sentence is not supported by the weight of the evidence. See II.H.3. II.H.4. The suggestion that "other definitive medical treatment of similar extent" is not provided is not supported by the weight of the evidence. Not relevant. Hereby accepted. 59 II.E.3. 60-62 Hereby accepted. 63 Not relevant. 64 II.A.1. 65 II.A.3. Not supported by the weight of the evidence; too speculative. IV.1. See IV.2. The Hearing Officers' comment concerning whether all intensive residential treatment programs are not hospitals is dicta. IV.3. The last sentence is not supported by the weight of the evidence. 69 IV.4. 70 IV.5. 71-72 Hereby accepted. Not relevant. Cumulative. 75-81 Hereby accepted. 82-83 Not supported by the weight of the evidence or not relevant. 84 V.A.3. 85 Not relevant. 86-87 Hereby accepted. 88 Not relevant. The Board's Proposed Findings of Fact Proposed Finding Paragraph Number in Recommended Order of Fact Number of Acceptance or Reason for Rejection 1 I.C.1. 2 I.G.1. 3 I.G.2. 4-5 I.G.3. 6 I.E.3. 7 I.E.4. 8 I.G.1. 9 I.H.1-9. 10 I.G.7. 11 I.G.8. 12 I.I.1. III.C.3. III.G.1. III.G.2. III.E.2. See III.D.5. III.G.3. III.G.4. and 7. III.D.6-7. and III.G.6. III.E.3. III.E.5. See III.H.1-5. III.H.7. 25 III.H.11. 26 III.I.1. 27 II.C.3. 28 II.G.1. 29 II.G.2. 30 II.D.5. and II.E.2. 31 II.D.4-5. 32 II.D.6. 33 II.F.1. and II.G.2. and 4. 34 II.G.2. and 4-5. 35 II.G.9. 36 II.E.3. 37 See II.H.1-6. 38 II.H.8. 39 II.G.13. 40 II.I.1. 41 V.A.1. and 6. 42 V.A.5. 43 V.A.7. 44 V.B.1. The Intervenor's Proposed Findings of Fact Proposed Finding Paragraph Number in Recommended Order of Fact Number of Acceptance or Reason for Rejection Not supported by the weight of the evidence or a correct conclusion of law. Not relevant. 3 I.C.1., II.C.3. and III.C.3. 4 V.A.5. 5-6 Law. 7 I.A.1., II.A.1. and III.A.1. 8 IV.7-8. 9, 11, 16, 18, 30, 32-33, 41, 43, 46-47, 51 and 64 These proposed findings of fact are generally true. They are only relevant, however, as they relate to one or more of the Petitioners. 10-11 I.G.1. 13 I.G.3. I.G.3, II.G.2. and III.G.3. I.G.6, II.G.7. and III.G.6. 17 Hereby accepted. 19 I.D.2., II.D.2-3. and III.D.2-3. Hereby accepted. II.D.4. and III.D.5. III.D.4. III.D.3. Hereby accepted. 25 I.D.4. II.D.5. and III.D.6. Hereby accepted. II.D.6. and III.D.7. 29 I.C.2. 31 II.D.4. and III.D.5. 34 I.G.3. 35 II.G.8. 36 I.G.7. 37 I.G.7. and I.H.6. 38-39 I.F.3. 40 I.G.2., II.G.2. and III.G.2. 42 Law. 44 I.G.2-5. 45 I.G.1. 48-50 Law. 52 I.G.2-5. 53 Law. 54 I.E.5. 55 I.G.5. 56-61 Hereby accepted. 62-63 V.A.5. 65 Not relevant. 66 V.A.8. 67 V.A.1. 68 V.A.9. See V.A.9. Hereby accepted. See V.A.9. 72 I.C.1., II.C.3. and III.C.3. 73 Not relevant. 74 I.A.4., II.A.4. and III.A.4. 75 Not relevant. COPIES FURNISHED: Robert D. Newell, Jr., Esquire 817 North Gadsden Street Tallahassee, Florida 32303-6313 Michael J. Glazer, Esquire Post Office Box 391 Tallahassee, Florida 32302 Julia P. Forrester General Counsel Health Care Cost Containment Board 301 The Atrium 325 John Knox Road Tallahassee, Florida 32303 Jack Shreve Public Counsel Stephen M. Presnell Associate Public Counsel Peter Schwarz Associate Public Counsel c/o The Florida Legislature 111 West Madison Street Room 812 Tallahassee, Florida 32399-1400
The Issue Whether Certificate of Need (CON) Application No. 9992, filed by Sun City Hospital, Inc., d/b/a South Bay Hospital to establish a 112-bed replacement hospital in Riverview, Hillsborough County, Florida, satisfies, on balance, the applicable statutory and rule review criteria for approval.
Findings Of Fact The Parties A. South Bay South Bay is a 112-bed general acute care hospital located at 4016 Sun City Center Boulevard, Sun City Center, Florida. It has served south Hillsborough County from that location since its original construction in 1982. South Bay is a wholly-owned for-profit subsidiary of Hospital Corporation of America, Inc. (HCA), a for-profit corporation. South Bay's service area includes the immediate vicinity of Sun City Center, the communities of Ruskin and Wimauma (to the west and east of Sun City Center, respectively), and the communities of Riverview, Gibsonton, and Apollo Beach to the north. See FOF 68-72. South Bay is located on the western edge of Sun City Center. The Sun City Center area is comprised of the age- restricted communities of Sun City Center, Kings Point, Freedom Plaza, and numerous nearby senior living complexes, assisted- living facilities, and nursing homes. This area geographically comprises the developed area along the north side of State Road (SR) 674 between I–75 and U.S. Highway 301, north to 19th Avenue and south to the Little Manatee River. South Bay predominantly serves the residents of the Sun City Center area. In 2009, Sun City Center residents comprised approximately 57% of all discharges from SB. South Bay had approximately 72% market share in Sun City Center zip code 33573. (Approximately 32% of all market service area discharges came from zip code 33573.) South Bay provides educational programs at the hospital that are well–attended by community residents. South Bay provides comprehensive acute care services typical of a small to mid-sized community hospital, including emergency services, surgery, diagnostic imaging, non-invasive cardiology services, and endoscopy. It does not provide diagnostic or therapeutic cardiac catheterization or open-heart surgery. Patients requiring interventional cardiology services or open-heart surgery are taken directly by Hillsborough County Fire Rescue or other transport to a hospital providing those services, such as Brandon Regional Hospital (Brandon) or SJH, or are transferred from SB to one of those hospitals. South Bay has received a number of specialty accreditations, which include accreditation by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), specialty accreditation as an advanced primary stroke center, and specialty accreditation by the Society for Chest Pain. South Bay has also received recognition for its quality of care and, in particular, for surgical infection prevention and outstanding services relating to heart attack, heart failure, and pneumonia. South Bay's 112 licensed beds comprise 104 general medical-surgical beds and eight Intensive Care Unit (ICU) beds. Of the general medical-surgical beds, 64 are in semi-private rooms, where two patient beds are situated side-by-side, separated by a curtain. Forty-eight are in private rooms. Semi- private rooms present challenges in terms of infection control and patient privacy, and are no longer the standard of care in hospital design and construction. Over the years, SB has upgraded its hospital physical plant to accommodate new medical technology, including an MRI suite and state-of-the-art telemetry equipment. South Bay is implementing automated dispensing cabinets on patient floors for storage of medications and an electronic medication administration record system that provides an extra safety measure for dispensing medications. Since 2009, SB has implemented numerous programmatic initiatives that have improved the quality of care. South Bay is converting one wing of the hospital to an orthopedic unit. In 2001, South Bay completed a major expansion of its ED and support spaces, but has not added new beds. Patients presenting to the ED have received high quality of care and timely care. Since 2009, SB has improved its systems of care and triage of patients in the ED to improve patient flow and reduce ED wait times. Overall, South Bay has a reputation of providing high- quality care in a timely manner, notwithstanding problems with its physical plant and location. South Bay's utilization has been high historically. From 2006 to 2009, SB's average occupancy has been 79.5%, 80.3%, 77.2%, and 77.7%, respectively. Its number of patient discharges also increased in that time, from 6,190 in 2006 to 6,540 in 2009, at an average annual rate increase of 1.9%. (From late November until May, the seasonal months, utilization is very high, sometimes at 100% or greater.) Despite its relatively high utilization, SB has also had marginal financial results historically. It lost money in 2005 and 2007, with operating losses of $644,259 in 2005 and $1,151,496 in 2007 and bottom-line net losses of $447,957 (2005) and $698,305 (2007). The hospital had a significantly better year in 2009, with an operating gain of $3,365,113 and a bottom- line net profit of $2,144,292. However, this was achieved largely due to a reduction in bad debt from $11,927,320 in 2008 to $7,772,889 in 2009, an event the hospital does not expect to repeat, and a coincidence of high surgical volume. Its 2010 financial results were lagging behind those of 2009 at the time of the hearing. South Bay's 2009 results amount to an aberration, and it is likely that 2010 would be considerably less profitable. South Bay's marginal financial performance is due, in part, to its disproportionate share of Medicare patients and a disproportionate percentage of Medicare reimbursement in its payor mix. Medicare reimburses hospitals at a significantly lower rate than managed care payors. As noted, SB is organizationally a part of HCA's West Florida Division, and is one of two HCA-affiliated hospitals in Hillsborough County; Brandon is the other. (There are approximately 16 hospitals in this division.) Brandon has been able to add beds over the past several years, and its services include interventional cardiology and open-heart surgery. However, SB and Brandon combined still have fewer licensed beds than either St. Joseph's Hospital or Tampa General Hospital, and fewer than the BayCare Health System- affiliated hospitals in Hillsborough in total. South Bay's existing physical plant is undersized and outdated. See discussion below. Whether it has a meaningful opportunity for expansion and renovation at its 17.5-acre site is a question for this proceeding to resolve. South Bay proposes the replacement and relocation of its facility to the community of Riverview. In 2005, SB planned to establish an 80-bed satellite hospital in Riverview, on a parcel owned by HCA and located on the north side of Big Bend Road between I-75 and U.S. Highway 301. SB filed CON Application No. 9834 in the February 2005 batching cycle. The application was preliminarily denied by AHCA, and SB initially contested AHCA's determination. South Bay pursued the satellite hospital CON at that time because of limited availability of intercompany financing from HCA. By the time of the August 2007 batching cycle, intercompany financing had improved, allowing SB to pursue the bigger project of replacing and relocating the hospital. South Bay dismissed its petition for formal administrative hearing, allowing AHCA's preliminary denial of CON Application No. 9834 to become final, and filed CON Application No. 9992 to establish a replacement hospital facility on Big Bend Road in Riverview. St. Joseph's Hospital St. Joseph's Hospital was founded by the Franciscan Sisters of Allegany, New York, as a small hospital in a converted house in downtown Tampa in 1934. In 1967, SJH opened its existing main hospital facility on Martin Luther King Avenue in Tampa, Florida. St. Joseph's Hospital, Inc., a not-for-profit entity, is the licensee of St. Joseph's Hospital, an acute care hospital located at 3001 West Martin Luther King, Jr., Boulevard, Tampa, Florida. As a not-for-profit organization, SJH's mission is to improve the health care of the community by providing high- quality compassionate care. St. Joseph's Hospital, Inc., is a Medicaid disproportionate share provider and provided $145 million in charity and uncompensated care in 2009. St. Joseph's Hospital, Inc., is licensed to operate approximately 883 beds, including acute care beds; Level II and Level III neonatal intensive care unit (NICU) beds; and adult and child-adolescent psychiatric beds. The majority of beds are semi-private. Services include Level II and pediatric trauma services, angioplasty, and open-heart surgery. These beds and services are distributed among SJH's main campus; St. Joseph's Women's Hospital; St. Joseph's Hospital North, a newer satellite hospital in north Tampa; and St. Joseph's Children's Hospital. Except for St. Joseph's Hospital North, these facilities are land-locked. Nevertheless, SJH has continued to invest in its physical plant and to upgrade its medical technology and equipment. In February 2010, SJH opened St. Joseph's Hospital North, a state-of-the-art, 76-bed satellite hospital in Lutz, north Hillsborough County, at a cost of approximately $225 million. This facility is approximately 14 miles away from the main campus. This followed the award of CON No. 9610 to SJH for the establishment of St. Joseph's Hospital North, which was unsuccessfully opposed by University Community Hospital and Tampa General Hospital, two existing hospital providers in Tampa. Univ. Cmty. Hosp., Inc., d/b/a Univ. Cmty. Hosp. v. Agency for Health Care Admin., Case Nos. 03-0337CON and 03-0338CON. St. Joseph's Hospital North operates under the same license and under common management. St. Joseph's Hospital, Inc., is also the holder of CON No. 9833 for the establishment of a 90-bed state-of-the-art satellite hospital on Big Bend Road, Riverview, Hillsborough County. These all private beds include general medical-surgical beds, an ICU, and a 10-bed obstetrical unit. On October 21, 2009, the Agency revised CON No. 9833 with a termination date of October 21, 2012. This project was unsuccessfully opposed by TG, SB, and Brandon. St. Joseph's Hosp., Inc. v. Agency for Health Care Admin., Case No. 05-2754CON, supra. St. Joseph's Hospital anticipates construction beginning in October 2012 and opening the satellite hospital, to be known as St. Joseph's Hospital South, in early 2015. This hospital will be operating under SJH's existing license and Medicare and Medicaid provider numbers and will in all respects be an integral component of SJH. The implementation of St. Joseph's Hospital South is underway. SJH has contracted with consultants, engineers, architects, and contractors and has funded the first phase of the project with $6 million, a portion of which has been spent. The application for CON No. 9833 refers to "evidence- based design" and the construction of a state-of-the-art facility. (The design of St. Joseph's Hospital North also uses "evidence-based design.") St. Joseph's Hospital South will have all private rooms, general surgery operating rooms as well as endoscopy, and a 10-bed obstetrics unit. Although CON No. 9833 is for a project involving 228,810 square feet of new construction, SJH intends to build a much larger facility, approximately 400,000 square feet on approximately 70 acres. St. Joseph's Hospital Main's physical plant is 43 years old. The majority of the patient rooms are semi–private and about 35% of patients admitted at this hospital received private rooms. Notwithstanding the age of its physical plant and its semi–private bed configuration, SJH has a reputation of providing high quality of care and is a strong competitor in its market. St. Joseph's Hospital, Inc., has two facility expansions currently in progress at its main location in Tampa: a new five-story building that will house SJH neonatal intensive care unit, obstetrical, and gynecology services; and a separate, two-story addition with 52 private patient rooms. Of the 52 private patient rooms, 26 will be dedicated to patients recovering from orthopedic surgery, and will be large enough to allow physical therapy to be done in the patient room itself. The other 26 rooms will be new medical-surgical ICU beds at the hospital. At the same time that SJH expands its main location, it is pursuing a strategic plan whereby the main location is the "hub" of its system, with community hospitals and health facilities located in outlying communities. As proposed in CON Application No. 9610, St. Joseph's Hospital North was to be 240,000 square feet in size. Following the award of CON No. 9610, SJH requested that AHCA modify the CON to provide for construction of a larger facility. In its modification request, SJH requested to establish a large, state- of-the-art facility with all private patient rooms, and the desirability of private patient rooms as a matter of infection control and patient preference. AHCA granted the modification. St. Joseph's Hospital, Inc., thereafter planned to construct St. Joseph's Hospital North to be four stories in height. The plan was opposed. St. Joseph's Hospital, Inc., offered to construct a three-story building, large enough horizontally to accommodate the CON square footage modification. The offer was accepted. St. Joseph's Hospital, Inc., markets St. Joseph's Hospital North as "The Hospital of the Future, Today." The hospital was constructed using "evidence-based design" to maximize operational efficiencies and enhance the healing process of its residents –- recognizing, among other things, the role of the patient's family and friends. The facility's patient care units are all state-of-the-art and include, for example, obstetrical suites in which a visiting family member can spend the night. A spacious, sunlit atrium and a "healing garden" are also provided. The hospital's dining facility is frequented by community residents. In addition, SJH owns a physician group practice under HealthPoint Medical Group, a subsidiary of St. Joseph's Health Care Center, Inc. The group practice has approximately 19 different office locations, including several within the service area for the proposed hospital. The group includes approximately 106 physicians. However, most of the office locations are in Tampa, and the group does not have an office in Riverview, although there are plans to expand locations to include the Big Bend Road site. St. Joseph's Hospital, Inc., anticipates having to establish a new medical staff for St. Joseph's Hospital South, and will build a medical office building at the site for the purpose of attracting physicians. It further anticipates that some number of physicians on SB's existing medical staff will apply for privileges at St. Joseph's Hospital South. St. Joseph's Hospital, Inc., is the market leader among Hillsborough County hospitals and is currently doing well financially, as it has historically. For 2010, St. Joseph's Hospital Main's operating income was approximately $78 million. Organizationally, SJH has a parent organization, St. Joseph's Health Care Center, Inc., and is one of eight hospitals in the greater Tampa Bay area affiliated with BayCare. On behalf of its member hospitals, BayCare arranges financing for capital projects, provides support for various administrative functions, and negotiates managed care contracts that cover its members as a group. St. Joseph's Hospital characterizes fees paid for BayCare services as an allocation of expenses rather than a management fee for its services. In 2009, SJH paid BayCare approximately $42 million for services. St. Joseph's Hospital is one of three BayCare affiliates in Hillsborough County. The other two are St. Joseph's Hospital North and South Florida Baptist Hospital, a community hospital in Plant City. St. Joseph's Hospital South would be the fourth BayCare hospital in the county. Tampa General The Hillsborough County Hospital Authority, a public body appointed by the county, operated Tampa General Hospital until 1997. In that year, TG was leased to Florida Health Sciences Center, Inc., a non-profit corporation and the current hospital licensee. Tampa General is a 1,018-bed acute care hospital located at 2 Columbia Drive, Davis Island, Tampa, Florida. In addition to trauma surgery services, TG provides tertiary services, such as angioplasty, open-heart surgery, and organ transplantation. Tampa General operates the only burn center in the area. A rehabilitation hospital is connected to the main hospital, but there are plans to relocate this facility. Tampa General owns a medical office building. Tampa General is JCAHO accredited and has received numerous honors. Tampa General provides high-quality of care. Approximately half of the beds at TG are private rooms. Tampa General's service area for non-tertiary services includes all of Hillsborough County. Tampa General is also the teaching hospital for the University of South Florida's College of Medicine. As a statutory teaching hospital, TG has 550 residents and funds over 300 postgraduate physicians in training. Tampa General is the predominant provider of services to Medicaid recipients and the medically indigent of Hillsborough County. It is considered the only safety-net hospital in Hillsborough County. (A safety net hospital provides a disproportionate amount of care to indigent and underinsured patients in comparison to other hospitals.) A high volume of indigent (Medicaid and charity) patients are discharged from TG. In 2009, the costs TG incurred treating indigent patients exceeded reimbursement by $56.5 million. Approximately 33% of Tampa General's patients are Medicare patients and 25% commercial. Tampa General has grown in the past 10 years. It added 31 licensed acute care beds in 2004 and 82 more since SB's application was filed in 2007. In addition, the Bayshore Pavilion, a $300-million project, was recently completed. The project enlarged TG's ED, and added a new cardiovascular unit, a new neurosciences and trauma center, a new OB-GYN floor, and a new gastrointestinal unit. Facility improvements are generally ongoing. Tampa General's capital budget for 2011 is approximately $100 million. In 2010, TG's operating margin was approximately $43 million and a small operating margin in 2011. AHCA AHCA is the state agency that administers the CON law. Jeff Gregg testified that during his tenure, AHCA has never preliminarily denied a replacement hospital CON application or required consideration of alternatives to a replacement hospital. Mr. Gregg opined that the lack of alternatives or options is a relevant consideration when reviewing a replacement hospital CON application. T 468. The Agency's State Agency Action Report (SAAR) provides reasons for preliminarily approving SB's CON application. During the hearing, Mr. Gregg testified, in part, that the primary reasons for preliminary approval were issues related to quality of care "because the facility represents itself as being unable to expand or adapt significantly to the rapidly changing world of acute care. This is consistent with what [he has] heard about other replacement hospitals." T 413. Mr. Gregg also noted that SB focused on improving access "[a]nd as the years go by, it is reasonable to expect that the population outside of Sun City Center, the immediate Sun City Center area, will steadily increase and improve access for more people, and that's particularly true because this application includes both a freestanding emergency department and a shuttle service for the people in the immediate area. And that was intended to address their concerns based upon the fact that they have had this facility very conveniently located for them in the past at a time when there was little development in the general south Hillsborough area. But the applicant wants to position itself for the expected growth in the future, and we think has made an excellent effort to accommodate the immediate interests of Sun City Center residents with their promises to do the emergency, freestanding emergency department and the shuttle service so that the people will continue to have very comfortable access to the hospital." T 413-14. Mr. Gregg reiterated "that the improvements in quality outweigh any concerns that [the Agency] should have about the replacement and relocation of this facility; that if this facility were to be forced to remain where it is, over time it would be reasonable to expect that quality would diminish." T 435. For AHCA, replacement hospital applications receive the same level of scrutiny as any other acute care hospital applications. T 439-40. South Bay's existing facility and site South Bay is located on the north side of SR 674, an east-west thoroughfare in south Hillsborough County. The area around the hospital is "built out" with predominantly residential development. Sun City Center, an age-restricted (55 and older) retirement community, is located directly across SR 674 from the hospital as well as on the north side of SR 674 to the east of the hospital. Other residential development is immediately to the west of the hospital on the north side of SR 674. See FOF 3-6. Sun City Center is flanked by two north-south arterial roadways, I-75 to the west and U.S. Highway 301 to the east, both of which intersect with SR 674. The community of Ruskin is situated generally around the intersection of SR 674 and U.S. 41, west of I-75. The community of Wimauma is situated along SR 674 just east of U.S. Highway 301. South Bay is located in a three-story building that is well–maintained and in relatively good repair. The facility is well laid out in terms of design as a community hospital. Patients and staff at SB are satisfied with the quality of care and scope of acute care services provided at the hospital. Notwithstanding current space limitations, and problems in the ICU, see FOF 77-82, patients receive a high quality of care. One of the stated reasons for replacement is with respect to SB's request to have all private patient rooms in order to be more competitive with St. Joseph's Hospital South. South Bay's inpatient rooms are located within the original construction. The hospital is approximately 115,800 square feet, or a little over 1,000 square feet per inpatient bed. By comparison, small to mid-sized community hospitals built today are commonly 2,400 square feet per inpatient bed on average. All of SB's patient care units are undersized by today's standards, with the exception of the ED. ICU patients, often not ambulatory, require a higher level of care than other hospital patients. The ICU at SB is not adequate to meet the level of care required by the ICU patient. SB's ICU comprises eight rooms with one bed apiece. Eight beds are not enough. As Dr. Ksaibati put it at hearing: "Right now we have eight and we are always short . . . double . . . the number of beds, that's at least [the] minimum [t]hat I expect we are going to have if we go to a new facility." T 198-99 (emphasis added). The shortage of beds is not the only problem. The size of SB's ICU rooms is too small. (Problems with the ICU have existed at least since 2006.) Inadequate size prohibits separate, adjoining bathrooms. For patients able to leave their beds, therefore, portable bathroom equipment in the ICU room is required. Inadequate size, the presence of furniture, and the presence of equipment in the ICU room creates serious quality of care issues. When an EKG is conducted, the nurse cannot be present in the room. Otherwise, there would be no space for the EKG equipment. It is difficult to intubate a patient and, at times, "extremely dangerous." T 170. A major concern is when a life-threatening problem occurs that requires emergency treatment at the ICU patient's bedside. For example, when a cardiac arrest "code" is called, furniture and the portable bathroom equipment must be removed before emergency cardiac staff and equipment necessary to restore the function of the patient's heart can reach the patient for the commencement of treatment. Comparison to ICU rooms at other facilities underscores the inadequate size of SB's ICU rooms. Many of the ICU rooms at Brandon are much larger -- more than twice the size of SB's ICU rooms. Support spaces are inadequate in most areas, resulting in corridors (at times) being used for inappropriate storage. In addition, the hospital's general storage is inadequate, resulting in movable equipment being stored in mechanical and electrical rooms. Of the medical-surgical beds at SB, 48 are private and 64 are semi-private. The current standard in hospital design is for acute care hospitals to have private rooms exclusively. Private patient rooms are superior to semi-private rooms for infection control and patient well-being in general. The patient is spared the disruption and occasional unpleasantness that accompanies sharing a patient room –- for example, another patient's persistent cough or inability to use the toilet (many of SB's semi-private rooms have bedside commodes). Private rooms are generally recognized as promoting quality of care. South Bay's site is approximately 17.5 acres, bordered on all sides by parcels not owned by either SB or by HCA- affiliated entities. The facility is set back from SR 674 by a visitor parking lot. Proceeding clockwise around the facility from the visitor parking lot, there is a small service road on the western edge of the site; two large, adjacent ponds for stormwater retention; the rear parking lot for ED visitors and patients; and another small service road which connects the east side of the site to SR 674, and which is used by ambulances to access the ED. Dedicated parking for SB's employees is absent. A medical office building (MOB), which is not owned by SB, is located to the north of the ED parking lot. The MOB houses SB's Human Resources Department as well as medical offices. Most of SB's specialty physicians have either full or part-time offices in close proximity to SB. Employee parking is not available in the MOB parking lot. Some of SB's employees park in a hospital-owned parking lot to the north of the MOB, and then walk around the MOB to enter the hospital. South Bay's CEO and management employees park on a strip of a gravel lot, which is rented from the Methodist church to the northeast of the hospital's site. In 2007, as part of the CON application to relocate, SB commissioned a site and facility assessment (SFA) of the hospital. The SFA was prepared for the purpose of supporting SB's replacement hospital application and has not been updated since its preparation in 2007. The architects or engineers who prepared the SFA were not asked to evaluate proposed options for expansion or upgrade of SB on-site. However, the SFA concludes that the SB site has been built out to its maximum capacity. On the other hand, the SFA concluded that the existing building systems at SB met codes and standards in force when constructed and are in adequate condition and have the capacity to meet the current needs of the hospital. The report also stated that if SB wanted to substantially expand its physical plant to accommodate future growth, upgrades to some of the existing building systems likely would be required. Notwithstanding these reports and relative costs, expansion of SB at its existing site is not realistic or cost- effective as compared to a replacement hospital. Vertical expansion is complicated by two factors. First, the hospital's original construction in 1982 was done under the former Southern Standard Building Code, which did not contain the "wind-loading" requirements of the present-day Florida Building Code. Any vertical expansion of SB would not only require the new construction to meet current wind-loading requirements, but would also require the original construction to be retrofitted to meet current wind-loading requirements (assuming this was even possible as a structural matter). Second, if vertical expansion were to meet current standards for hospital square footage, the new floor or floors would "overhang" the smaller existing construction, complicating utility connections from the lower floor as well as the placement of structural columns to support the additional load. The alternative (assuming feasibility due to current wind-loading requirements) would be to vertically stack patient care units identical to SB's existing patient care units, thereby perpetuating its undersized and outdated design. Vertical expansion at SB has not been proposed by the Gould Turner Group (Gould Turner), which did a Master Facility Plan for SB in May 2010, but included a new patient bed tower, or by HBE Corporation (HBE). Horizontal expansion of SB is no less complicated. The hospital would more than double in size to meet the modern-day standard of 2,400 square feet per bed, and its site is too small for such expansion. It is apparent that such expansion would displace the visitor parking lot if located to the south of the existing building, and likely have to extend into SR 674 itself. South Bay's architectural consultant expert witness substantiated that replacing SB is justified as an architectural matter, and that the facility cannot be brought up to present-day standards at its existing location. According to Mr. Siconolfi, the overall building at SB is approximately half of the total size that would normally be in place for a new hospital meeting modern codes and industry standards. The more modest expansions offered by Gould Turner and HBE are still problematic, if feasible at all. Moreover, with either proposal, SB would ultimately remain on its existing 17.5-acre site, with few opportunities to expand further. Gould Turner's study was requested by SB's CEO in May 2010, to determine whether and to what extent SB would be able to expand on-site. (Gould Turner was involved with SB's recent ED expansion project area.) The resulting Master Facility Plan essentially proposes building a new patient tower in SB's existing visitor parking lot, to the left and right of the existing main entrance to SB. This would require construction of a new visitor parking lot in whatever space remained in between the new construction and SR 674. The Master Facility Plan contains no discussion of the new impervious area that would be added to the site and the consequential requirement of additional stormwater capacity, assuming the site can even accommodate additional stormwater capacity. This study also included a new 12-bed ICU and the existing ICU would be renovated into private patient rooms. For example, "[t]he second floor would be all telemetry beds while the third floor would be a combination of medical/surgical, PCU, and telemetry beds." In Gould Turner's drawings, the construction itself would be to the left and to the right of the hospital's existing main entrance. Two scenarios are proposed: in the first, the hospital's existing semi-private rooms would become private rooms and, with the new construction, the hospital would have 114 licensed beds (including two new beds), all private; in the second, some of the hospital's existing semi-private rooms would become private rooms and, with the new construction, the hospital would have 146 licensed beds (adding 34 beds), of which 32 would be semi-private. South Bay did not consider Gould Turner's alternative further or request additional, more detailed drawings or analysis, and instead determined to pursue the replacement hospital project, in part, because it was better not to "piecemeal" the hospital together. Mr. Miller, who is responsible for strategic decisions regarding SB, was aware of, but did not review the Master Facility Plan and believes that it is not economically feasible to expand the hospital. St. Joseph's Hospital presented testimony of an architect representing the hospital design/build firm of HBE, to evaluate SB's current condition, to provide options for expansion and upgrading on-site, and to provide a professional cost estimate for the expansion. Mr. Oliver personally inspected SB's site and facility in October 2010 and reviewed numerous reports regarding the facility and other documents. Mr. Oliver performed an analysis of SB's existing physical plant and land surrounding the hospital. HBE's analysis concluded that SB has the option to expand and upgrade on-site, including the construction of a modern surgical suite, a modern 10-bed ICU, additional elevators, and expansion and upgrading of the ancillary support spaces identified by SB as less than ideal. HBE's proposal involves the addition of 50,000 square feet of space to the hospital through the construction of a three-story patient tower at the south side of the hospital. The additional square footage included in the HBE proposal would allow the hospital to convert to an all-private bed configuration with either 126 private beds by building out both second and third floors of a new patient tower, or to 126 private beds if the hospital chose to "shell in" the third floor for future expansion. Under the HBE proposal, SB would have the option to increase its licensed bed capacity 158 beds by completing the second and third floors of the new patient tower (all private rooms) while maintaining the mix of semi-private and private patient rooms in the existing bed tower. The HBE proposal also provides for a phased renovation of the interior of SB to allow for an expanded post-anesthesia care unit, expanded laboratory, pharmacy, endoscopy, women's center, prep/hold/recovery areas, central sterile supply and distribution, expanded dining, and a new covered lobby entrance to the left side of the hospital. Phasing of the expansion would permit the hospital to remain in operation during expansion and renovation with minimal disruption. During construction the north entrance of the hospital would provide access through the waiting rooms that are currently part of the 2001 renovated area of the hospital with direct access to the circulation patterns of the hospital. The HBE proposal also provides for the addition of parking to bring the number of parking spaces on-site to 400. The HBE proposal includes additional stormwater retention/detention areas that could serve as attractive water features and, similar to the earlier civil engineering reports obtained by SB, proposes the construction of a parking garage at the rear of the facility should additional parking be needed in the future. However, HBE essentially proposes the alternative already rejected by SB: construction of a new patient tower in front of the existing hospital. Similar to Gould Turner, HBE proposes new construction to the left and right of the hospital's existing lobby entrance and the other changes described above. HBE's proposal recognizes the need for additional stormwater retention: the stand of trees that sets off the existing visitor parking lot from SR 674 would be uprooted; in their place, a retention pond would be constructed. Approval of the Southwest Florida Water Management District (SWFWMD) would be required for the proposal to be feasible. Assuming the SWFWMD approved the proposal, the retention pond would have to be enclosed by a fence. This would then be the "face" of the hospital to the public on SR 674. HBE's proposal poses significant problems. The first floor of the three-story component would be flush against the exterior wall of the hospital's administrative offices, where the CEO and others currently have windows with a vista of the front parking lot and SR 674. Since the three-story component would be constructed first in the "phased" construction, and since the hospital's administration has no other place to work in the existing facility, the CEO and other management team would have to work off-site until the new administrative offices (to the left of the existing hospital lobby entrance) were constructed. The existing main entrance to the hospital, which faces SR 674, would be relocated to the west side of the hospital once construction was completed in its entirety. In the interim, patients and visitors would have to enter the facility from the rear, as the existing main entrance would be inaccessible. This would be for a period of months, if not longer. For the second and third floors, HBE's proposal poses two scenarios. Under the first, SB would build the 24 general medical-surgical beds on the tower's second floor, but leave the third floor as "shelled" space. This would leave SB with a total of 106 licensed beds, six fewer than it has at present. Further, since HBE's proposal involves a second ICU at SB, 18 of the 106 beds are ICU beds, leaving 88 general medical-surgical beds. By comparison, SB currently has 104 general medical- surgical beds, meaning that it loses 16 general medical-surgical beds under HBE's first scenario. In the second scenario, SB would build 24 general medical-surgical beds on the third floor as well, and would have a total of 126 licensed beds. Since 18 of those beds would be ICU beds, SB would have 108 general medical-surgical beds, or only four more than it has at present. Further, the proposal does not make SB appreciably bigger. The second and third floors in HBE's proposal are designed in "elongated" fashion such that several rooms may be obscured from the nursing station's line of sight by a new elevator, which is undesirable as a matter of patient safety and security. Further, construction of the second and third floors would be against the existing second and third floors above the lobby entrance's east side. This would require 12 existing private patient rooms to be taken out of service due to loss of their vista windows. At the same time, the new second and third floors would be parallel to, but set back from, existing semi- private patient rooms and their vista windows along the southeast side of the hospital. This means that patients and visitors in the existing semi-private patient rooms and patients and visitors in the new private patient rooms on the north side of the new construction may be looking into each other's rooms. HBE's proposal also involves reorganization and renovation of SB's existing facility, and the demolition and disruption that goes with it. To accommodate patient circulation within the existing facility from the ED (at the north side of the hospital) to the new patient tower (at the south side of the hospital), two new corridors are proposed to be routed through and displace the existing departments of Data Processing and Medical Records. Thus, until the new administrative office space would be constructed, Data Processing and Medical Records (along with the management team) would have to be relocated off-site. Once the new first floor of the three-story component is completed, the hospital's four ORs and six PACU beds will be relocated there. In the existing vacated surgical space, HBE proposes to relocate SB's existing cardiology unit, thus requiring the vacated surgical space to be completely reconfigured (building a nursing station and support spaces that do not currently exist in that location). In the space vacated by the existing cardiology unit, HBE proposed expanding the hospital's clinical laboratory, meaning extensive demolition and reconfiguration in that area. The pharmacy is proposed to be relocated to where the existing PACU is located, requiring the building of a new pharmacy with a secure area for controlled substances, cabinets for other medications, and the like. The vacated existing pharmacy is in turn proposed to be dedicated to general storage, which involves still more construction and demolition, tearing out the old pharmacy to make the space suitable for general storage. HBE's proposal is described as a "substantial upgrade" of SB, but it was stated that a substantial upgrade could likewise be achieved by replacing the facility outright. This is SB's preference, which is not unreasonable. There have been documented problems with other hospital expansions, including patient infection due to construction dust. South Bay's proposal South Bay proposes to establish a 112-bed replacement hospital on a 39-acre parcel (acquired in 2005) located in the Riverview community, on the north side of Big Bend Road between I-75 and U.S. Highway 301. The hospital is designed to include 32 observation beds built to acute care occupancy standards, to be available for conversion to licensed acute care beds should the need arise. The original total project cost of $215,641,934, calculated when the application was filed in October 2007 has been revised to $192,967,399. The decrease in total project cost is largely due to the decrease in construction costs since 2007. The parties stipulated that SB's estimated construction costs are reasonable. The remainder of the project budget is likewise reasonable. The budgeted number for land, $9,400,000, is more than SB needs: the 39-acre parcel is held in its behalf by HCA Services of Florida, Inc., and was acquired in March 2005 for $7,823,100. An environmental study has been done, and the site has no environmental development issues. The original site preparation budgeted number of $5 million has been increased to $7 million to allow for possible impact fees, based on HCA's experience with similar projects. Building costs, other than construction cost, flow from the construction cost number as a matter of percentages and are reasonable. The equipment costs are reasonable. Construction period interest as revised from the original project budget is approximately $4 million less, commensurate with the revised project cost. Other smaller numbers in the budget, such as contingencies and start-up costs, were calculated in the usual and accepted manner for estimated project costs and are reasonable. South Bay's proposed service area (PSA) comprises six zip codes (33573 (Sun City Center), 33570 (Ruskin), 33569 (Riverview), 33598 (Wimauma), 33572 (Apollo Beach), and 33534 (Gibsonton)) in South Hillsborough County. These six zip codes accounted for 92.2% of SB's discharges in 2006. The first three zip codes, which include Riverview (33569), accounted for 76.1% of the discharges. Following the filing of the application in 2007, the U.S. Postal Service subdivided the former zip code 33569 into three zip codes: 33569, 33578, and 33579. (The proposed service area consists of eight zip codes.) The same geographic area comprises the three Riverview zip codes taken together as the former zip code 33569. In 2009, the three Riverview zip codes combined accounted for approximately 504 to 511/514 of SB's discharges, with 589 discharges in 2006 from the zip code 33569. Of SB's total discharges in 2009, approximately 8 to 9% originated from these three zip codes. In 2009, approximately 7,398 out of 14,424 market/service-area discharges, or approximately 51% of the total market discharges came from the three southern zip codes, 33573 (Sun City Center), 33570 (Ruskin), and 33598 (Wimauma). Also, approximately 81% of SB's discharges in 2009 originated from the same three zip codes. (The discharge numbers for SB for 2009 presented by St. Joseph's Hospital and SB are similar. See SB Ex. 9 at 11 and SJH Ex. 4 at 8-9. See also TG Ex. 4 at 3-4.) In 2009, SB and Brandon had an approximate 68% market share for the eight zip codes. See FOF 152-54 and 162-65 for additional demographic data. St. Joseph's Hospital had an approximate 5% market share within the service area and using 2009-2010 data, TG had approximately 6% market share in zip code 33573 and an overall market share in the three Riverview zip codes of approximately 19% and a market share of approximately 23% in zip code 33579. South Bay's application projects 37,292 patient days in year 1; 39,581 patient days in year 2; and 41,563 patient days in year 3 for the proposed replacement hospital. The projection was based on the January 2007 population for the service area as reflected in the application, and what was then a projected population growth rate of 20.8% for the five-year period 2007 to 2012. These projections were updated for the purposes of hearing. See FOF 246-7. The application also noted a downturn in the housing market, which began in 2007 and has continued since then. The application projected a five-year (2007-2012) change of 20.8% for the original five zip codes. At hearing, SB introduced updated utilization projections for 2010-2015, which show the service area population growing at 15.3% for that five-year period. South Bay's revised utilization projections for 2015- 2017 (projected years 1-3 of the replacement hospital) are 28,168 patient days in year 1; 28,569 patient days in year 2; and 29,582 patient days in year 3. The lesser utilization as compared with SB's original projections is partly due to slowed population growth, but predominantly due to SB's assumption that St. Joseph's Hospital will build its proposed satellite hospital in Riverview, and that SB will accordingly lose 20% of its market share. The revised utilization projections are conservative, reasonable, and achievable. With the relocation, SB will be more proximate to the entirety of its service area, and will be toward the center of population growth in south Hillsborough County. In addition, it will have a more viable and more sustainable hospital operation even with the reduced market share. Its financial projections reflect a better payor mix and profitability in the proposed location despite the projection of fewer patient days. Conversely, if SB remains in Sun City Center, it is subject to material operating losses even if its lost market share in that location is the same 20%, as compared to the 30 to 40% it estimates that it would lose in competition with St. Joseph's Hospital South. South Bay's medical staff and employees support the replacement facility, notwithstanding that their satisfaction with SB is very high. The proposal is also supported by various business organizations, including the Riverview Chamber of Commerce and Ruskin Chamber of Commerce. However, many of the residents of Sun City Center who testified opposed relocation of SB. See FOF 210-11. South Bay will accept several preconditions on approval of its CON application: (1) the location of SB on Big Bend Road in Riverview; (2) combined Medicaid and charity care equal to 7.0% of gross revenues; and (3) operating a free- standing ED at the Sun City location and providing a shuttle service between the Sun City location and the new hospital campus ("for patients and visitors"). SB Ex. 46, Schedule C. In its SAAR, the Agency preliminarily approved the application including the following: This approval includes, as a component of the proposal: the operation of a freestanding emergency department on a 24-hour, seven-day per week basis at the current Sun City location, the provision of extended hours shuttle service between the existing Sun City Center and the new campuses to transport patients and visitors between the facilities to locations; and the offering of primary care and diagnostic testing at the Sun City Center location. These components are required services to be provided by the replacement hospital as approved by the Agency. Mr. Gregg explained that the requirement for transport of patients and visitors was included based on his understanding of the concerns of the Sun City Center community for emergency as well as routine access to hospital services. Notwithstanding the Agency statement that the foregoing elements are required, the Agency did not condition approval on the described elements. See SB Ex. 12 at 39 and 67. Instead, the Agency only required SB, as a condition of approval, to provide a minimum of 7.0% of the hospital's patient days to Medicaid and charity care patients. (As noted above, SB's proposed condition says 7.0% of gross revenues.) Because conditions on approval of the CON are generally subject to modification, there would be no legal mechanism for monitoring or enforcement of the aspects of the project not made a condition of approval. If the Agency approves SB's CON application, the Agency should condition any approval based on the conditions referenced above, which SB set forth in its CON application. SB Ex. 12 at 39 and 67. See also T 450 ("[The Agency] can take any statement made in the application and turn that into a condition," although conditions may be modified.1 St. Joseph's Hospital and Tampa General are critical of SB's offer of a freestanding ED and proposed shuttle transportation services. Other than agreeing to condition its CON application by offering these services, SB has not evaluated the manner in which these services would be offered. South Bay envisions that the shuttle service (provided without charge) would be more for visitors than it would be for patients and for outpatients or patients that are ambulatory and able to ride by shuttle. Other patients would be expected to be transported by EMS or other medical transport. As of the date of hearing, Hillsborough County does not have a protocol to address the transport of patients to a freestanding ED. South Bay contacted Hillsborough County Fire Rescue prior to filing its CON application and was advised that they would support SB's establishment of a satellite hospital on Big Bend Road, but did not support the closure and relocation of SB, even with a freestanding ED left behind. See FOF 195-207. At hearing, SB representatives stated that SB would not be closed if the project is denied. Compliance with applicable statutory and rule criteria Section 408.035(1): The need for the health care facilities and health services being proposed The need for SB itself and at its current location is not an issue in this case. That need was demonstrated years ago, when SB was initially approved. For the Agency, consideration of a replacement hospital application "diminishes the concept of need in [the Agency's] weighing and balancing of criteria in this case." There is no express language in the CON law, as amended, which indicates that CON review of a replacement hospital application does not require consideration of other statutory review criteria, including "need," unless otherwise stipulated. Replacement hospital applicants, like SB, may advocate the need for replacement rather than expansion or renovation of the existing hospital, but a showing of "need" is still required. Nevertheless, institution-specific factors may be relevant when "need" is considered. The determination of "need" for SB's relocation involves an analysis of whether the relocation of the hospital as proposed will enhance access or quality of care, and whether the relocation may result in changes in the health care delivery system that may adversely impact the community, as well as options SB may have for expansion or upgrading on-site. In this case, the overall "need" for the project is resolved, in part, by considering, in conjunction with weighing and balancing other statutory criteria, including quality of care, whether the institution-specific needs of SB to replace the existing hospital are more reasonable than other alternatives, including renovation and whether, if replacement is recommended, the residents of the service area, including the Sun City Center area, will retain reasonable access to general acute care hospital services. The overall need for the project has not been proven. See COL 360-70 for ultimate conclusions of law regarding the need for this project. Section 408.035(2): The availability, quality of care, accessibility, and extent of utilization of existing health care facilities and health services in the service district of the applicant The "service district" in this case is acute care subdistrict 6-1, Hillsborough County. See Fla. Admin. Code R. 59C-2.100. The acute care hospital services SB proposes to relocate to Big Bend Road are available to residents of SB's service area. Except as otherwise noted herein with respect to constraints at SB, there are no capacity constraints limiting access to acute care hospital services in the subdistrict. The availability of acute care services for residents of the service area, and specifically the Riverview area, will increase with the opening of St. Joseph's Hospital South. All existing providers serving the service area provide high quality of care. Within the service district as a whole, SB proposes to relocate the existing hospital approximately 5.7 linear miles north of its current location and approximately 7.7 miles using I-75, one exit north. South Bay would remain in south Hillsborough County, as well as the southernmost existing health care facility in Hillsborough County, along with St. Joseph's Hospital South when it is constructed. The eight zip codes of SB's proposed service area occupy a large area of south Hillsborough County south of Tampa (to the northwest) and Brandon (to the northeast). Included are the communities of Gibsonton, Riverview, Apollo Beach, Ruskin, Sun City Center, and Wimauma. The service area is still growing despite the housing downturn, with a forecast of 15.3% growth for the five-year period 2010 to 2015. The service area's population is projected to be 168,344 in 2015, increasing from 145,986 in 2010. The service area is currently served primarily by SB, which is the only existing provider in the service area, and Brandon. For non-tertiary, non-specialty discharges from the service area in 2009, SB had approximately 40% market share, including market share in the three Riverview zip codes of approximately 10% (33569), 6% (33578), and 16% (33579). Brandon had approximately 28% of the market in the service area, and a market share in the three Riverview zip codes of approximately 58% (33569), 46% (33578), and 40% (33579). Thus, SB and Brandon have approximately a 61% market share in the Riverview zip codes and approximately a 68% market share service area-wide. The persuasive evidence indicates that Riverview is the center of present and future population in the service area. It is the fastest-growing part of the service area overall and the fastest-growing part of the service area for patients age 65 and over. Of the projected 168,334 residents in 2015, the three Riverview zip codes account for 80,779 or nearly half the total population. With its proposed relocation to Riverview, SB will be situated in the most populous and fastest-growing part of south Hillsborough County. At the same time, it will be between seven and eight minutes farther away from Sun City Center. In conjunction with St. Joseph's Hospital South when constructed, SB's proposed relocation will enhance the availability and accessibility of existing health care facilities and health services in south Hillsborough County, especially for the Riverview-area residents. However, it is likely that access will be reduced for the elderly residents of the Sun City Center area needing general acute care hospital services. St. Joseph's Hospital and Tampa General contend that: (1) it would be problematic to locate two hospitals in close proximity in Riverview (those being St. Joseph's Hospital South and the relocated SB hospital) and (2) SB's relocation would deprive Sun City Center's elderly of reasonable access to hospital services. St. Joseph's Hospital seems to agree that the utilization projections for SB's replacement hospital are reasonable. Also, St. Joseph's Hospital expects St. Joseph's Hospital South to reach its utilization as projected in CON Application No. 9833, notwithstanding the decline in population growth and the proposed establishment of SB's proposed replacement hospital, although the achievement of projected utilization may be extended. There are examples of Florida hospitals operating successfully in close proximity. The evidence at hearing included examples where existing unaffiliated acute care hospitals in Florida operate within three miles of each another; in two of those, the two hospitals are less than one-half mile apart. These hospitals have been in operation for years. However, some or all of the examples preceded CON review. There are also demographic differences and other unique factors in the service areas in the five examples that could explain the close proximity of the hospitals. Also, in three of the five examples, at least one of the hospitals had an operating loss and most appeared underutilized. One such example, however, is pertinent in this case: Tallahassee Memorial Hospital and Capital Regional Medical Center (CRMC) in Tallahassee, which are approximately six minutes apart by car. CRMC was formerly Tallahassee Community Hospital (TCH), a struggling, older facility with a majority of semi-private patient rooms, similar to South Bay. Sharon Roush, SB's current CEO, became CEO at TCH in 1999. As she explained at hearing, HCA was able to successfully replace the facility outright on the same parcel of land. TCH was renamed CRMC and re-opened as a state-of-the-art hospital facility with all private rooms. The transformation improved the hospital's quality of care and its attractiveness to patients, better enabling it to compete with Tallahassee Memorial Hospital. St. Joseph's Hospital and Tampa General also contend that SB's relocation would deprive Sun City Center's elderly of reasonable access to hospital services. When the application was filed in 2007, Sun City Center residents in zip code 33573 accounted for approximately 52% of all acute care discharges to SB and SB had a 69% market share. By 2009, Sun City Center residents accounted for approximately 57% of all SB discharges and SB had approximately 72% market share. Approximately half of the age 65-plus residents in the service area reside within the Sun City Center area. This was true in 2010 and will continue to be true in 2015. The projected percentage of the total population in the Sun City Center zip code over 65 for 2009-2010 is approximately 87%. This percentage is expected to grow to approximately 91% by 2015. Sun City Center also has a high percentage of residents who are over the age of 75. Demand for acute care hospital services is largely driven by the age of the population. The age 65-plus population utilizes acute-care hospital services at a rate that is approximately two to three times that of the age 64 and younger population. South Bay plans to relocate its hospital from the Sun City Center zip code 33573 much closer to an area (Riverview covering three zip codes) that has a less elderly population. Elderly patients are known to have more transportation difficulties than other segments of the population, particularly with respect to night driving and congested traffic in busy areas. Appropriate transportation services for individuals who are transportation disadvantaged typically require door-to- door pickup, but may vary from community to community. At the time of preliminary approval of SB's proposed relocation, the Agency was not provided and did not take into consideration data reflecting the percentage of persons in Sun City Center area who are aged 65 or older or aged 75 and older. The Agency was not provided data reflecting the number of residents within the Sun City Center area who reside in nursing homes or assisted living facilities. In general, the 2010 median household incomes and median home values for the residents of Sun City Center, Ruskin, and Gibsonton are materially less than the income and home values for the residents from the other service areas. Freedom Village is located near Sun City Center and within walking distance to SB. Freedom Village is comprises a nursing home, assisted living, and senior independent living facilities, and includes approximately 120 skilled nursing facility beds, 90 assisted living beds, and 30 Alzheimer's beds. Freedom Village is home to approximately 1,500 people. There are additional skilled nursing and assisted living facilities within one to two miles of SB comprising approximately an additional 400 to 500 skilled nursing facility beds and approximately 1,500 to 2,000 residents in assistant or independent living facilities. Residents in skilled nursing facilities and assisted living facilities generally require a substantial level of acute- care services on an ongoing basis. Many patients 65 and older requiring admission to an acute-care facility have complex medical conditions and co-morbidities such that immediate access to inpatient acute care services is of prime importance. Area patients and caregivers travel to SB via a golf cart to access outpatient health care services and to obtain post-discharge follow-up care. Although there are some crossing points along SR 674, golf carts are not allowed on SR 674 itself, and the majority of Sun City Center residents who utilize SB in its existing location do not arrive by golf cart -– rather, they travel by automobile. The Sun City Center area has a long–established culture of volunteerism. Residents of Sun City Center provide a substantial number of man-hours of volunteer services to community organizations, including SB. Among the many services provided by community volunteers is the Sun City Center Emergency Squad, an emergency medical transport service that operates three ambulances and provides EMT and basic life support transport services in Sun City Center 24-hours a day, seven days a week. The Emergency Squad provides emergency services free of charge, but charges patients for transport which is deemed a non-emergency. Most patients transported by the Emergency Squad are taken to the SB ED. It is customary for specialists to locate their offices adjacent to an acute-care hospital. Most of the specialty physicians on the medical staff of SB have full-time or part-time offices adjacent to SB. The location of physician offices adjacent to the hospital facilitates access to care by patients in the provision of care on a timely basis by physicians. The relocation of SB may result in the relocation of physician offices currently operating adjacent to SB in Sun City Center, which may cause additional access problems for local residents. In 2009, the SB ED had approximately 22,000 patient visits. Approximately 25% of the patients that visit the South Bay ED are admitted for inpatient care. South Bay recently expanded its ED to accommodate approximately 34,000 patient visits annually. The average age of patients who visit the South Bay ED is approximately 70. Patients who travel by ambulance may or may not experience undue transportation difficulties as a result of the proposed relocation of SB; however, patients also arrive at the South Bay ED by private transportation. But, most patients are transported to the ED by automobile or emergency transport. In October 2010, the Board of Directors of the Sun City Center Association adopted a resolution on behalf of its 11,000 members opposing the closure of SB. The Board of Directors and membership of Federation of Kings Point passed a similar resolution on behalf of its members. Residents of the Sun City Center area currently enjoy easy access to SB in part because the roadways are low-volume, low-speed, accessible residential streets. SR 674 is the only east-west roadway connecting residents of the Sun City Center area to I-75 and U.S. Highway 301. The section of SR 674 between I-75 and U.S. Highway 301 is a four-lane divided roadway with a speed limit of 40-45 mph. To access Big Bend Road from the Sun City Center area, residents travel east on SR 674 then north on U.S. Highway 301 or west on SR 674 then north on I-75. U.S. Highway 301 is a two-lane undivided roadway from SR 674 north to Balm Road, with a speed limit of 55 mph and a number of driveways and intersections accessing the roadway. (Two lanes from Balm Road South, then widened to six lanes from Balm Road North.) U.S. Highway 301 is a busy and congested roadway, and there is a significant backup of traffic turning left from U.S. Highway 301 onto Big Bend Road. A portion of U.S. Highway 301 is being widened to six lanes, from Balm Road to Big Bend Road. The widening of this portion of U.S. Highway 301 is not likely to alleviate the backup of traffic at Big Bend Road. I-75 is the only other north-south alternative for residents of the Sun City Center area seeking access to Big Bend Road. I-75 is a busy four-lane interstate with a 70 mph speed limit. The exchange on I-75 and Big Bend Road is problematic not only because of traffic volume, but also because of the unusual design of the interchange, which offloads all traffic on the south side of Big Bend Road, rather than divide traffic to the north and south as is typically done in freeway design. The design of the interchange at I-75 in Big Bend Road creates additional backup and delays for traffic seeking to exit onto Big Bend Road. St. Joseph's Hospital commissioned a travel (drive) time study that compared travel times to SB's existing location and to its proposed location from three intersections within Sun City Center. This showed an increase of between seven and eight minutes' average travel time to get to the proposed location as compared to the existing location of SB. The study corroborated SB's travel time analysis, included in its CON application, which shows four minutes to get to SB from the "centroid" of zip code 33573 (Sun City Center) and 11 minutes to get to SB's proposed location from that centroid, or a difference of seven minutes. The St. Joseph's Hospital travel time study also sets forth the average travel times from the three Sun City Center intersections to Big Bend Road and Simmons Loop, as follows: Intersection Using I-75 Using U.S. 301 South Pebble Beach Blvd. and Weatherford Drive 12 min. 17 secs. 14 min. 19 secs. Kings Blvd. and Manchester Woods Drive 15 min. 44 secs. 20 min. 39 secs. North Pebble Beach Blvd. and Ft. Dusquesna Drive 13 min. 15 secs. 15 min. 41 secs. The average travel time from Wimauma (Center Street and Delia Street) to Big Bend Road and Simmons Loop was 15 minutes and 16 seconds using I-75 and 13 minutes and 52 seconds using U.S. Highway 301, an increase of more than six minutes to the proposed site. The average travel time from Ruskin (7th Street and 4th Avenue SW) to Big Bend Road and Simmons Loop was 15 minutes and 22 seconds using U.S. 41 and 14 minutes and 15 seconds using I-75, an increase of more than five minutes to the proposed site. Currently, the average travel time from Sun City Center to Big Bend Road using U.S. Highway 301 is approximately to 16 minutes. The average travel time to Big Bend Road via I-75 assuming travel with the flow of traffic is approximately 13 minutes. The incremental increase in travel time to the proposed site for SB for residents of the Sun City Center area, assuming travel with the flow of traffic, ranges from nine to 11 minutes. For residents who currently access SB in approximately five to 10 minutes, travel time to Big Bend Road is approximately 15 to 20 minutes. As the area develops, traffic is likely to continue to increase. There are no funded roadway improvements beyond the current widening of U.S. Highway 301 north of Balm Road. Most of the roadways serving Sun City Center, Ruskin, and Wimauma have a county-adopted Level of Service (LOS) of "D." LOS designations range from "A" to "F", with "F" considered gridlock. Currently, Big Bend Road from Simmons Loop Road (the approximate location of SB's propose replacement hospital) to I-75 is at LOS "F" with an average travel speed of less than mph. Based on a conservative analysis of the projected growth in traffic volume, SR 674 east of U.S. Highway 301 is projected to degrade from LOS "C" to "F" by 2015. By 2020, several additional links on SR 674 will have degraded to LOS "F." The LOS of I-75 is expected to drop to "D" in the entirety of Big Bend Road between U.S. Highway 301 and I-75 is projected to degrade to LOS "F" by 2020. The Hillsborough County Fire Rescue Department (Rescue Department) opposes the relocation of SB to Big Bend Road. The Rescue Department supports SB's establishment of a satellite hospital on Big Bend Road, but does not support the closure of SB in Sun City Center. The Rescue Department anticipates that the relocation of SB will result in a reduction in access to emergency services for patients and increased incident response times for the Rescue Department. The Rescue Department would support a freestanding ED should SB relocate. David Travis, formerly (until February 2010) the rescue division chief of the Rescue Department, testified against SB's proposal. The basis of his opposition is his concern that relocating the hospital from Sun City Center to Riverview would tend to increase response times for rescue units operating out of the Sun City Center Fire Station. The term response time refers to the time from dispatch of the rescue unit to its arrival on the scene for a given call. Mr. Travis noted that rescue units responding from the Sun City Center Fire Station would make a longer drive (perhaps seven to eight minutes) to the new location in Riverview to the extent that hospital services are needed, and during the time of transportation would necessarily be unavailable to respond to another call. However, Mr. Travis had not specifically quantified increases in response times for Sun City Center's rescue units in the event that SB relocates. Further, SB is not the sole destination for the Rescue Department's Sun City Center rescue units. While a majority of the patients were transported to SB, out of the total patient transports from the greater Sun City Center area in 2009, approximately one-third went to other hospitals other than SB, including St. Joseph's Hospital, Tampa General, and Brandon. The Rescue Department is the only advanced life support (ALS) ground transport service in the unincorporated areas of Hillsborough County responding to 911 calls. The ALS vehicles provide at least one certified paramedic on the vehicle, cardiac monitors, IV medications, advanced air way equipment, and other services. The Rescue Department has two rescue units in south Hillsborough County - Station 17 in Ruskin and Station 28 in Sun City Center. (Station 22 is in Wimauma, but does not have a rescue unit.) Stations 17 and 28 run the majority of their calls in and around the Sun City Center area, with the majority of transports to the South Bay ED. The Rescue Department had 3,643 transports from the Sun City Center area in 2009, with 54.5% transports to SB. If SB is relocated to Big Bend Road, the rescue units for Stations 17 and 28 are likely to experience longer out-of- service intervals and may not be as readily available for responding to calls in their primary service area. The Rescue Department seeks to place an individual on the scene within approximately seven minutes, 90% of the time (an ALS personnel goal) in the Sun City Center area. Relocation of SB out of Sun City Center may make it difficult for the Rescue Department to meet this response time, notwithstanding the proximity of I-75. A rapid response time is critical to providing quality care. The establishment of a freestanding ED in Sun City Center would not completely alleviate the Rescue Department's concerns, including a subset of patients who may need to be transported to a general acute care facility. There are other licensed emergency medical service providers in Hillsborough County, with at least one basic life support EMS provider in Sun City Center. The shuttle service proposed by SB may not alleviate the transportation difficulties experienced by the patients and caregivers of Sun City Center. Also, SB has not provided a plan for the scope or method of the provisional shuttle services. Six residents of Sun City Center testified against SB's proposed relocation to Riverview, including Ed Barnes, president of the Sun City Center Community Association. Mr. Barnes and two other Sun City Center residents (including Donald Schings, president of the Handicapped Club, Sun City Center) spoke in favor of St. Joseph's Hospital's proposed hospital in Riverview at a public land-use meeting in July 2010, thus demonstrating their willingness to travel to Riverview for hospital services. Mr. Barnes supported St. Joseph's Hospital's proposal for a hospital in Riverview since its inception in 2005, when St. Joseph's Hospital filed CON Application No. 9833 and thought that St. Joseph's Hospital South would serve the Sun City Center area. There are no public transportation services per se available within the Sun City Center area. Volunteer transportation services are provided. In part, the door-to-door services are provided under the auspices of the Samaritan Services, a non-profit organization supported by donations and staffed by Sun City Center volunteers. It is in doubt whether these services would continue if SB is relocated. There is a volunteer emergency squad using a few vehicles that responds to emergency calls within the Sun City Center area, with SB as the most frequent destination. Approval of SB's project will not necessarily enhance financial access to acute care services. The relocation of SB is more likely than not to create some access barriers for low- income residents of the service area. The relocation would also be farther away from communities such as Ruskin and Wimauma as there are no buses or other forms of public transportation available in Ruskin, Sun City Center, or Wimauma. However, it appears that the Sun City Center residents would travel not only to Riverview, but north of Riverview for hospital services following SB's relocation, notwithstanding the fact that Sun City Center residents are transportation- disadvantaged. The Hillsborough County Board of County Commissioners recently amended the Comprehensive Land-Use Plan and adopted the Greater Sun City Center Community Plan, which, in part, lists the retention of an acute care hospital in the Sun City Center area as the highest health care planning priority. For Sun City Center residents who may not want to drive to SB's new location, SB will provide a shuttle bus, which can convey both non-emergency patients and visitors. South Bay has made the provision of the shuttle bus a condition of its CON. As noted herein, the CON's other conditions are the establishment of the replacement hospital at the site in Riverview; combined Medicaid and charity care in the amount of 7.0% of gross revenues; and maintaining a freestanding ED at SB. SB Ex. 46, Schedule C. Section 408.035(3): The ability of the applicant to provide quality of care and the applicant's record of providing quality of care South Bay has a record of providing high quality of care at its existing hospital. It is accredited by JCAHO, and also accredited as a primary stroke center and chest pain center. In the first quarter of 2010, SB scored well on "core measures" used by the Centers for Medicare and Medicaid Services (CMS) as an indicator of the quality of patient safety. South Bay received recognition for its infection control programs and successfully implemented numerous other quality initiatives. Patient satisfaction is high at SB. AHCA's view of the need for a replacement hospital is not limited according to whether or not the existing hospital meets broad quality indicators, such as JCAHO accreditation. Rather, AHCA recognizes the degree to which quality would be improved by the proposed replacement hospital -– and largely on that basis has consistently approved CON applications for replacement hospitals since at least 1991. See FOF 64-66. South Bay would have a greater ability to provide quality of care in its proposed replacement hospital. Private patient rooms are superior in terms of infection control and the patient's general well-being. The conceptual design for the hospital, included in the CON application, is the same evidence- based design that HCA used for Methodist Stone Oak Hospital, an award-winning, state-of-the-art hospital in San Antonio, Texas. Some rooms at SB are small, but SB staff and physicians are able, for the most part, to function appropriately and provide high quality of care notwithstanding. (The ICU is the exception, although it was said that patients receive quality of care in the ICU. See FOF 77-82.) Most of the rooms in the ED "are good size." Some residents are willing to give up a private room in order to have better access of care and the convenience of care to family members at SB's existing facility. By comparison, the alternative suggested by St. Joseph's Hospital does not use evidence-based design and involves gutting and rearranging roughly one-third of SB's existing interior; depends upon erecting a new patient tower that would require parking and stormwater capacity that SB currently does not have; requires SB's administration to relocate off-site during an indeterminate construction period; and involves estimated project costs that its witnesses did not disclose the basis of, claiming that the information was proprietary. South Bay's physicians are likely to apply for privileges at St. Joseph's Hospital South. Moreover, if SB remains at its current site, it is reasonable to expect that some number of those physicians would do less business at SB or leave the medical staff. Many of SB's physicians have their primary medical offices in Brandon, or otherwise north of Sun City Center. Further, many of the specialists at SB are also on staff at Brandon. St. Joseph's Hospital South would be more convenient for those physicians, in addition to having the allure of a new, state-of-the-art hospital. South Bay is struggling with its nursing vacancy rate, which was 12.3% for 2010 at the time of the hearing and had increased from 9.9% in 2009. The jump in nursing vacancies in 2010 substantially returned the hospital to its 2008 rate, which was 12.4%. As with its physicians, SB's nurses generally do not reside in the Sun City Center area giving its age restrictions as a retirement community; instead, they live further north in south Hillsborough County. In October 2007 when the application was filed, SB had approximately 105 employees who lived in Riverview. It is reasonable to expect that SB's nurses will be attracted to St. Joseph's Hospital South, a new, state-of-the-art hospital closer to where they live. Thus, if it is denied the opportunity to replace and relocate its hospital, SB could also expect to lose nursing staff to St. Joseph's Hospital South, increasing its nursing vacancy rate. Section 408.035(4): The availability of resources, including health personnel, management personnel, and funds for capital and operating expenditures, for project accomplishment and operation The parties stipulated that Schedule 2 of SB's CON application was complete and required no proof at hearing. South Bay will not have to recruit nursing or physician staff for its proposed replacement hospital. Its existing medical and nursing staff would not change, and would effectively "travel" with the hospital to its new location. Conversely, the replacement hospital should enhance SB's ability to recruit specialty physicians, which is currently a challenge for SB in its existing facility. The parties stipulated to the reasonableness of SB's proposed staffing for the replacement hospital as set out in Schedule 6A, but SJH and TG contend that the staffing schedule should also include full-time equivalent positions (FTEs) for the freestanding ED that SB proposes to maintain at its existing hospital. This contention is addressed in the Conclusions of Law, concerning application completeness under section 408.037, at COL 356-57. South Bay has sufficient funds for capital and operating expenditures for project accomplishment and operation. The project cost will be underwritten by HCA, which has adequate cash flow and credit opportunities. It is reasonable that SB's project will be adequately funded if the CON is approved. Section 408.035(5): The extent to which the proposed services will enhance access to health care for residents of the service district The specific area that SB primarily serves, and would continue to serve, is the service area in south Hillsborough County as identified in its application and exhibits. The discussion in section IV.B., supra, is applicable to this criterion and incorporated herein. With its proposed relocation to Riverview, SB will be situated in the most populous and fastest-growing part of south Hillsborough County; will be available to serve Sun City Center, Ruskin, and Wimauma; and will be between seven and eight minutes farther away from Sun City Center than it is at present. However, while the relocated facility will be available to the elderly residents of the Sun City Center area, access for these future patients will be reduced from current levels given the increase in transportation time, whether it be by emergency vehicle or otherwise. Section 408.035(6): The immediate and long-term financial feasibility of the proposal Immediate or "short-term" financial feasibility is the ability of the applicant to secure the funds necessary to capitalize and operate the proposed project. The project cost for SB's proposed replacement hospital is approximately $200 million. The costs associated with the establishment and operation of the freestanding ED and other services were not included in the application, but for the reasons stated herein, were not required to be projected in SB's CON application. South Bay demonstrated the short-term financial feasibility of the proposal. The estimated project cost has declined since the filing of the application in 2007, meaning that SB will require less capital than originally forecast. While Mr. Miller stated that he does not have authority to bind HCA to a $200 million capital project, HCA has indicated that it will provide full financing for the project, and that it will go forward with the project if awarded the CON. Long-term financial feasibility refers to the ability of a proposed project to generate a profit in a reasonable period of time. AHCA has previously approved hospital proposals that showed a net profit in the third year of pro forma operation or later. See generally Cent. Fla. Reg. Hosp., Inc. v. Agency for Health Care Admin. & Oviedo HMA, Inc., Case No. 05-0296CON (Fla. DOAH Aug. 23, 2006; Fla. AHCA Jan. 1, 2007), aff'd, 973 So. 2d 1127 (Fla. 1st DCA 2008). To be conservative, SB's projections, updated for purposes of hearing, take into account the slower population growth in south Hillsborough County since the application was originally filed. South Bay also assumed that St. Joseph's Hospital South will be built and operational by 2015. The net effect, as accounted for in the updated projections, is that SB's replacement hospital will have 28,168 patient days in year 1 (2015); 28,569 patient days in year 2 (2016); and 29,582 patient days in year 3 (2017). That patient volume is reasonable and achievable. With the updated utilization forecast, SB projects a net profit for the replacement hospital of $711,610 in 2015; $960,693 in 2016; and $1,658,757 in 2017. The financial forecast was done, using revenue and expense projections appropriately based upon SB's own most recent (2009) financial data. Adjustments made were to the payor mix and the degree of outpatient services, each of which would change due to the relocation to Riverview. The revenue projections for the replacement hospital were tested for reasonableness against existing hospitals in SB's peer group, using actual financial data as reported to AHCA. St. Joseph's Hospital opposed SB's financial projections. St. Joseph's Hospital's expert did not take issue with SB's forecasted market growth. Rather, it was suggested that there was insufficient market growth to support the future patient utilization projections for St. Joseph's Hospital South and SB at its new location and, as a result, they would have a difficult time achieving their volume forecasts and/or they would need to draw patients from other hospitals, such as Brandon, in order to meet utilization projections. St. Joseph's Hospital's expert criticized the increase in SB's projected revenues in its proposed new location as compared to its revenues in its existing location. However, it appears that SB's payor mix is projected to change in the new location, with a greater percentage of commercial managed care, thus generating the greater revenue. South Bay's projected revenue in the commercial indemnity insurance classification was also criticized because SB's projected commercial indemnity revenues were materially overstated. That criticism was based upon the commercial indemnity insurance revenues of St. Joseph's Hospital and Tampa General, which were used as a basis to "adjust" SB's projected revenue downward. St. Joseph's Hospital and Tampa General's fiscal-year 2009 commercial indemnity net revenue was divided by their inpatient days, added an inflation factor, and then multiplied the result by SB's year 1 (2015) inpatient days to recast SB's projected commercial indemnity net revenue. The contention is effectively that SB's commercial indemnity net revenue would be the same as that of St. Joseph's Hospital and Tampa General. There is no similarity between the three hospitals in the commercial indemnity classification. The majority of SJH's and TG's commercial indemnity net revenue comes from inpatients rather than outpatient cases; whereas the majority of SB's commercial indemnity net revenue comes from outpatient cases rather than inpatients. This may explain why SB's total commercial indemnity net revenue is higher than SJH or TG, when divided by inpatient days. The application of the lower St. Joseph's Hospital-Tampa General per-patient-day number to project SB's experience does not appear justified. It is likely that SB's project will be financially feasible in the short and long-term. Section 408.035(7): The extent to which the proposal will foster competition that promotes quality and cost-effectiveness South Bay and Brandon are the dominant providers of health care services in SB's service area. This dominance is likely to be eroded once St. Joseph's Hospital South is operational in and around 2015 (on Big Bend Road) if SB's relocation project is not approved. The proposed relocation of SB's facility will not change the geography of SB's service area. However, it will change SB's draw of patients from within the zip codes in the service area. The relocation of SB is expected to increase SB's market share in the three northern Riverview zip codes. This increase can be expected to come at the expense of other providers in the market, including TG and SJH, and St. Joseph's Hospital South when operational. The potential impact to St. Joseph's Hospital may be approximately $1.6 million based on the projected redirection of patients from St. Joseph's Hospital Main to St. Joseph's Hospital South, population growth in the area, and the relocation of SB. Economic impacts to TG are of record. Tampa General estimates a material impact of $6.4 million if relocation is approved. Notwithstanding, addressing "provider-based competition," AHCA in its SAAR noted: Considering the current location is effectively built out at 112 beds (according to the applicant), this project will allow the applicant to increase its bed size as needed along with the growth in population (the applicant's schedules begin with 144 beds in year one of the project). This will shield the applicant from a loss in market share caused by capacity issues and allow the applicant and its affiliates the opportunity to maintain and/or increase its dominant market share. SB Ex. 12 at 55. AHCA's observation that replacement and relocation of SB "will shield the applicant from a loss in market share caused by capacity issues" has taken on a new dimension since the issuance of the SAAR. At that time, St. Joseph's Hospital did not have final approval of CON No. 9833 for the establishment of St. Joseph's Hospital South. It is likely that St. Joseph's Hospital South will be operational on Big Bend Road, and as a result, SB, at its existing location, will experience a diminished market share, especially from the Riverview zip codes. In 2015 (when St. Joseph's Hospital proposes to open St. Joseph's Hospital South), SB projects losing $2,669,335 if SB remains in Sun City Center with a 20% loss in market share. The losses are projected to increase to $3,434,113 in 2016 and $4,255,573 in 2017. It follows that the losses would be commensurately more severe at the 30% to 40% loss of market share that SB expects if it remains in Sun City Center. St. Joseph's Hospital criticized SB's projections for its existing hospital if it remains in Sun City Center with a 20% loss in market share; however, the criticism was not persuasively proven. It was assumed that SB's expenses would decrease commensurately with its projected fewer patient days, thus enabling it to turn a profit in calendar year 2015 despite substantially reduced patient service revenue. However, it was also stated that expenses such as hospital administration, pharmacy administration, and nursing administration, which the analysis assumed to be variable, in fact have a substantial "fixed" component that does not vary regardless of patient census. South Bay would not, therefore, pay roughly $5 million less in "Administration and Overhead" expenses in 2015 as calculated. To the contrary, its expenses for "Administration and Overhead" would most likely remain substantially the same, as calculated by Mr. Weiner, and would have to be paid, notwithstanding SB's reduced revenue. The only expenses that were recognized as fixed by SJH's expert, and held constant, were SB's calendar year 2009 depreciation ($3,410,001) and short-term interest ($762,738), shown in the exhibit as $4,172,739 both in 2009 and 2015. Other expenses in SJH's analysis are fixed, but were inappropriately assumed to be variable: for example, "Rent, Insurance, Other," which is shown as $1,865,839 in 2009, appears to decrease to $1,462,059 in 2015. The justification offered at hearing, that such expenses can be re-negotiated by a hospital in the middle of a binding contract, is not reasonable. St. Joseph's Hospital's expert opined that SB's estimate of a 30 to 40% loss of market share (if SB remained in Sun City Center concurrent with the operation of St. Joseph's Hospital South) was "much higher than it should be," asserting that the loss would not be that great even if all of SB's Riverview discharges went to St. Joseph's Hospital South. (Mr. Richardson believes the "10 to 20 percent level is likely reasonable," although he opines that a 5 to 10% impact will likely occur.) However, this criticism assumes that a majority of the patients that currently choose SB would remain at SB at its existing location. The record reflects that Sun City Center area residents actively supported the establishment of St. Joseph's Hospital South, thus suggesting that they might use the new facility. Further, SB's physicians are likely to join the medical staff of St. Joseph's Hospital South to facilitate that utilization or to potentially lose their patients to physicians with admitting privileges at St. Joseph's Hospital South. Tampa General's expert also asserted that SB would remain profitable if it remained in its current location, notwithstanding the establishment of St. Joseph's Hospital South. It was contended that SB's net operating revenues per adjusted patient day increased at an annual rate of 5.3% from 2005 to 2009, whereas the average annual increase from 2009 to 2017 in SB's existing hospital projections amounts to 1.8%. On that basis, he opined that SB should be profitable in 2017 at its existing location, notwithstanding a loss in market share to St. Joseph's Hospital South. However, the 5.3% average annual increase from 2005 to 2009 is not necessarily predictive of SB's future performance, and the evidence indicated the opposite. Tampa General's expert did not examine SB's performance year-by-year from 2005 to 2009, but rather compared 2005 and 2009 data to calculate the 5.3% average annual increase over the five-year period. This analysis overlooks the hospital's uneven performance during that time, which included operating losses (and overall net losses) in 2005 and 2007. Further, the evidence showed that the biggest increase in SB's net revenue during that five-year period took place from 2008 to 2009, and was largely due to a significant decrease in bad debt in 2009. SB Ex. 16 at 64. (Bad debt is accounted for as a deduction from gross revenue: thus, the greater the amount of bad debt, the less net revenue all else being equal; the lesser the amount of bad debt, the greater the amount of net revenue all else being equal.) The evidence further showed that the 2009 reduction in bad debt and the hospital's profitability that year, is unlikely to be repeated. Overall, approval of the project is more likely to increase competition in the service area between the three health care providers/systems. Denial of the project is more likely to have a negative effect on competition in the service area, although it will continue to make general acute care services available and accessible to the Sun City Center area elderly (and family and volunteer support). Approval of the project is likely to improve the quality of care and cost-effectiveness of the services provided by SB, but will reduce access for the elderly residents of the Sun City Center area needing general acute care hospital services who will be required to be transported by emergency vehicle or otherwise to one of the two Big Bend Road hospitals, unless needed services, such as open heart surgery, are only available elsewhere. For example, if a patient presents to SB needing balloon angioplasty or open heart surgery, the patient is transferred to an appropriate facility such as Brandon. The presence of an ED on the current SB site may alleviate the reduction in access somewhat for some acute care services, although the precise nature and extent of the proposed services were not explained with precision. If its application is denied, SB expects to remain operational so long as it remains financially viable. Section 408.035(8): The costs and methods of the proposed construction, including the costs and methods of energy provision and the availability of alternative, less costly, or more effective methods of construction The parties stipulated that the costs and methods of the proposed construction, including the costs and methods of energy provision, were reasonable. St. Joseph's Hospital and Tampa General did not stipulate concerning the availability of alternative, less costly, or more effective methods of construction, and take the position that SB should renovate and expand its existing facility rather than replace and relocate the facility. Whether section 408.035(8) requires consideration (weighing and balancing with other statutory criteria) of potential renovation costs as alternatives to relocation was hotly debated in this case. For the reasons stated herein, it is determined that this subsection, in conjunction with other statutory criteria, requires consideration of potential renovation versus replacement of an existing facility. St. Joseph's Hospital offered expert opinion that SB could expand and upgrade its existing facility for approximately $25 million. These projected costs include site work; site utilities; all construction, architectural, and engineering services; chiller; air handlers; interior design; retention basins; and required movable equipment. This cost is substantially less than the approximate $200 million cost of the proposed relocation. It was proven that there are alternatives to replacing SB. There is testimony that if SB were to undertake renovation and expansion as proposed by SJH, such upgrades would improve SB's competitive and financial position. But, the alternatives proposed by SJH and TG are disfavored by SB and are determined, on this record, not to be reasonable based on the institutional- specific needs of SB. Section 408.035(9): The applicant's past and proposed provision of health care services to Medicaid patients and the medically indigent Approval of SB's application will not significantly enhance access to Medicaid, charity, or underserved population groups. South Bay currently provides approximately 4% of its patient days to Medicaid beneficiaries and about 1% to charity care. South Bay's historic provision of services to Medicaid patients and the medically indigent is reasonable in view of its location in Sun City Center, which results in a disproportionate share of Medicare in its current payor mix. South Bay also does not offer obstetrics, a service which accounts for a significant degree of Medicaid patient days. South Bay proposes to provide 7% of its "gross patient revenue" to Medicaid and charity patients as part of its relocation. South Bay's proposed service percentage is reasonable. Section 408.035(10): The applicant's designation as a Gold Seal Program nursing facility pursuant to s. 400.235, when the applicant is requesting additional nursing home beds at that facility The parties stipulated that this criterion is not applicable.
Recommendation Based on the foregoing Findings of Fact and Conclusions of Law, it is RECOMMENDED that a final order be entered denying CON Application No. 9992. DONE AND ENTERED this 8th day of August, 2011, in Tallahassee, Leon County, Florida. S CHARLES A. STAMPELOS Administrative Law Judge Division of Administrative Hearings The DeSoto Building 1230 Apalachee Parkway Tallahassee, Florida 32399-3060 (850) 488-9675 Fax Filing (850) 921-6847 www.doah.state.fl.us Filed with the Clerk of the Division of Administrative Hearings this 8th day of August, 2011.
The Issue The issue is whether Petitioner’s application for a Certificate of Need to establish a new 84-bed acute care hospital in Viera should be approved.
Findings Of Fact Parties Holmes and the Health First System Holmes, the applicant for the CON at issue in this case, is a not-for-profit corporation that operates two acute care hospitals in Brevard County: Holmes Regional Medical Center (HRMC) in Melbourne and Palm Bay Community Hospital (PBCH) in Palm Bay. HRMC opened in 1962. It is a 514-bed acute care hospital, with 504 acute care beds and 10 Level II neonatal intensive care (NICU) beds. HRMC provides tertiary-level services, including adult open-heart surgery, and it is the designated trauma center for Brevard County. HRMC has been recognized as one of the top 100 cardiovascular hospitals in the country, and it has received other recognitions for the high quality of care that it provides. PBCH opened in 1992. It is a 60-bed acute care hospital. PBCH does not provide tertiary-level services, and it does not provide obstetrical (OB) services. Holmes’ parent company is Health First, Inc. (Health First), which is a not-for-profit corporation formed in 1995 upon the merger of Holmes and the organization that operated Cape Canaveral Hospital (Cape Hospital). Cape Hospital is a 150-bed not-for-profit acute care hospital in Cocoa Beach. The range of services that Cape Hospital provides is broader than range of services provided at PBCH, but not as broad as the range of services provided at HRMC. For example, Cape Hospital provides OB services, but it does not have any NICU beds. All of the Health First hospitals are accredited by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO). Health First provides a broad range of health care services in Brevard County in addition to the hospital services provided at HRMC, PBCH, and Cape Hospital. For example, it operates a hospice program, surgical center, outpatient facilities, and fitness centers. Health First also administers the Health First Health Plan (HFHP), which is the largest managed care plan in Brevard County. All of the Health First hospitals serve patients without regard to their ability to pay, and as more fully discussed in Part F(1)(g) below, Holmes provides a significant amount of care to Medicaid and charity patients at HRMC and PBCH. Holmes also provides health care services to the medically underserved through a program known as HOPE, which stands for Health, Outreach, Prevention, and Education. HOPE was established in the early 1990’s to provide free health care for at-risk children as well as free clinics (both fixed-site and mobile) for medically underserved patients throughout Brevard County. At the time of the final hearing, the free clinics operated by HOPE were being transitioned into a federally- qualified health center, the Brevard Health Alliance (BHA). After the transition, Holmes will no longer operate the clinics; however, Holmes is obligated to provide $1.3 million per year in funding to BHA and it will continue to provide services to at- risk children through the HOPE program. Health First administers a charitable foundation that raises money to support initiatives such as the cancer center at HRMC, the construction of a hospice house, and an Alzheimer’s support center. The foundation has raised approximately $7 million since its inception in October 2001. Wuesthoff Wuesthoff operates two not-for-profit acute care hospitals in Brevard County: Wuesthoff-Rockledge and Wuesthoff- Melbourne. Like Health First, Wuesthoff provides a broad range of health care services in Brevard County in addition to its acute care hospitals. The services include a nursing home, assisted living facility, clinical laboratory, hospice program, home health agency, diagnostic center, and fitness centers. Wuesthoff-Rockledge opened in 1941. It has 245 beds, including 218 acute care beds, 10 Level II NICU beds, and 17 adult inpatient psychiatric beds. Wuesthoff-Rockledge provides tertiary-level services, including adult open-heart surgery, and it is the only acute care hospital in Brevard County designated as a Baker Act receiving facility. Wuesthoff-Rockledge is in the process of adding 44 more beds, including a new 24-bed intensive care unit (ICU) that is projected to open in 2006 and 20 acute care beds. After those beds are added, Wuesthoff-Rockledge will have 289 beds. Currently, approximately 57 percent of Wuesthoff- Rockledge’s beds are in semi-private rooms and 43 percent of the beds are in private rooms. After the addition of the 44 new beds, the percentages will be 69 percent in semi-private rooms and 31 percent in private rooms. Wuesthoff-Melbourne opened in December 2002. It originally received CON approval for 50 beds in November 2000. Before it opened, it received CON approval for an additional 50 beds, which increased its licensed capacity to 100 beds. Wuesthoff-Melbourne opened with 65 beds, all of which are in private rooms. At the time of the hearing, Wuesthoff- Melbourne had that same number of beds and an occupancy rate of approximately 80 percent. In December 2004, Wuesthoff-Melbourne added an additional 50 beds. Wuesthoff was awaiting final licensure approval from the Agency for those beds at the time of the hearing. The approval will increase Wuesthoff-Melbourne’s licensed capacity to 115 beds, all of which are in private rooms. The additional 15 beds (beyond the 100 previously licensed) were added pursuant to the 2004 amendments to the CON law, which permit bed expansions at existing hospitals without CON approval. Wuesthoff-Melbourne was designed and engineered for approximately 200 beds, and it expects to have 134 beds in service in the near future. The space for the additional 19 beds (to expand from 115 to 134) has been shelled-in, and the bed expansion will likely be completed in late-2005 or early- 2006. All of those beds will be in private rooms. The expansion of Wuesthoff-Melbourne to 134 beds will occur notwithstanding the outcome of this proceeding, but the expansion of the facility to 200 beds depends in large part on the outcome of this proceeding. Wuesthoff-Melbourne provides all of the basic acute care services, including OB services. It does not provide tertiary-level services. The Wuesthoff hospitals are accredited by JCAHO. Wuesthoff has been recognized as one of the “100 Most Wired” hospitals by Hospitals & Health Networks magazine for the comprehensive information technology (IT) systems in place at its hospitals. The Wuesthoff hospitals serve all patients without regard to their ability to pay, and as discussed in Part F(1)(g) below, the Wuesthoff hospitals provide a significant amount of care to Medicaid and charity patients. Wuesthoff also provides health care services to the medically underserved through a free health clinic in Cocoa and a mobile unit that serves patients throughout Brevard County. Like Health First, Wuesthoff administers a charitable foundation that funds initiatives at the Wuesthoff hospitals and in the community. (3) Agency The Agency is the state agency that administers the CON program and is responsible for reviewing and taking final agency action on CON applications. Application Submittal and Preliminary Agency Action Holmes filed a letter of intent and a CON application in the first batching cycle of 2004 for hospital beds and facilities. Holmes’ letter of intent and CON application were timely and properly filed. Holmes application, CON 9759, proposes the establishment of a new 84-bed acute care hospital in the Viera area of Brevard County. The proposed hospital will be known as Viera Medical Center (VMC). The fixed need pool published by the Agency for the applicable batching cycle identified a need for zero new acute care beds in Subdistrict 7-1, which is Brevard County. There were no challenges to the published fixed need pool. The Agency comparatively reviewed Holmes’ application with the CON applications filed by Wuesthoff to add 34 beds at Wuesthoff-Melbourne (CON 9760) and to add 44 beds at Wuesthoff- Rockledge (CON 9761). On June 10, 2004, the Agency issued its State Agency Action Report (SAAR), which summarized the Agency’s findings and conclusions based upon its comparative review of the applications. The SAAR recommended denial of Holmes’ application and both of Wuesthoff's applications. After the Agency published notice of its intent to deny the applications in the Florida Administrative Weekly, Holmes timely petitioned the Agency for an administrative hearing on the denial of its application. Wuesthoff did not pursue an administrative hearing on the denial of its applications as a result of the 2004 amendments to the CON law, which became effective July 1, 2004. Under the new law, a CON is not needed to add acute care beds at an existing hospital and, as indicated above, the Wuesthoff hospitals are already in the process of adding the beds that they were seeking through CON 9760 and CON 9761. The Agency reaffirmed its opposition to Holmes’ application at the hearing through the testimony of Jeffrey Gregg, the Bureau Chief for the Agency’s CON program. Acute Care Subdistrict 7-1 / Brevard County The Agency uses a five-year planning horizon in determining the need for new acute care beds, and it calculates the inventory of acute care beds and considers CON applications for new acute care beds on a subdistrict basis. Brevard County is in Subdistrict 7-1. There are no other counties in the subdistrict. There are six existing acute care hospitals in Brevard County, all of which are not-for-profit hospitals: Parrish Medical Center (Parrish) in Titusville, Cape Hosptial, Wuesthoff-Rockledge, Wuesthoff-Melbourne, HRMC, and PBCH. Brevard County is a long, narrow county. It stretches approximately 70 miles north to south, but averages only 20 miles east to west. The county is bordered on the north by Volusia County, on the west by the St. Johns River and Osceola County, on the south by Indian River County, and on the east by the Atlantic Ocean. The major north-south arterial roads in the county are Interstate 95 (I-95) and U.S. Highway 1 (US 1). The Intracoastal Waterway also runs north and south through the eastern portion of the county. Other arterial roads in the south/central portion of the county are Murrell Road, Eau Gallie Boulevard and Wickham Road. Because of the county’s long and narrow geography, three recognized market areas for hospital services have developed in the county, i.e., northern, central, and southern. The northern area of the county, which includes the Titusville area, had approximately 63,000 residents in 2003. It is primarily served by one hospital: Parrish. The central area of the county, which includes the Rockledge and Cocoa areas, had approximately 163,000 residents in 2003. It is primarily served by two hospitals: Wuesthoff- Rockledge and Cape Hospital. The southern area of the county, which includes the Melbourne and Palm Bay areas, had approximately 276,000 residents in 2003. It is primarily served by three hospitals: HRMC, Wuesthoff-Melbourne, and Palm Bay. The Viera area, discussed below, overlaps the central and southern market areas and is primarily served by Wuesthoff- Rockledge, Wuesthoff-Melbourne, and HRMC. According to the data in Table 28 of the CON application, those hospitals together accounted for 90 percent of the patients from zip code 32940, which is the “main” Viera zip code. The evidence was not persuasive that the three market areas in Brevard County equate to “antitrust markets” from an economist’s standpoint, but it was clear that the hospitals and physicians in the county recognize the existence of the market areas. For example, there is very little overlap in the medical staffs of the hospitals in different market areas, but there is significant overlap in the medical staffs of the hospitals in the same market area, and the opening of Wuesthoff-Melbourne in south Brevard County impacted HRMC and PBCH, but had little impact on the hospitals in central Brevard County. Additionally, there is very little out-migration of patients from one area of the county to hospitals in another area. The data in Tables 18 and 19 of the CON application shows that in 2003, for example, 83.6 percent of south Brevard County adult medical/surgical patients were admitted to one of the three south Brevard County hospitals, and 79.5 percent adult medical/surgical patients in central Brevard County were admitted to one of the two hospitals in that area of the county. Viera Viera is an unincorporated area in south/central Brevard County that is being developed by The Viera Company (TVC). TVC is a for-profit land development company owned by A. Duda & Sons, Inc. (Duda). The Viera DRI Viera is being developed pursuant to a development of regional impact (DRI) development order that was first adopted by Brevard County in 1990. The original DRI included 3,000 acres east of I-95, which was developed primarily as residential subdivisions. In 1995, an additional 6,000 acres were added to the DRI west of I- 95, which is being developed as a mixed-use community. The portion of the DRI east of I-95 has effectively been built-out. The build-out date for the remainder of the DRI is 2020. The master plan for the DRI includes approximately 19,000 residential units, 3.7 million square feet (SF) of office space, 2.9 million SF of commercial space, a governmental center, six schools, parks, open space, and a 7,500-seat baseball stadium and practice facility used by the Florida Marlins. As of October 2004, over 5,800 homes and approximately 2 million SF of commercial and office space have been developed west of I-95 in addition to the governmental center, several schools, and the Florida Marlins’ facilities. There are approximately 12,000 acres of undeveloped, agricultural property adjacent to and to the west of the DRI that are owned by Duda and that, according to the chief operating officer of TVC, will likely be added to the DRI in the near future. The record does not reflect what type of uses will be developed on that property or when that development will begin. The DRI development order includes authorization for up to 470 hospital beds, with vested traffic concurrency for 150 beds. The master site plan for the DRI designates an area west of I-95 on the southwest corner of the Wickham Road/Lake Andrew Drive intersection as the “Proposed Viera Medical Park.” VMC is proposed for that location. The DRI development order provides all of the local government land use approvals, including traffic concurrency, that are necessary for VMC. TVC is developing Viera for and marketing it to retirees and younger persons, including families with children. The DRI includes age-restricted subdivisions, but it also includes amenities such as three elementary schools and a large regional park with ball fields and playgrounds. (2) Negotiations for a Hospital in Viera TVC has long wanted a hospital in Viera. Wuesthoff identified the Viera area as future growth area in the 1990’s and began establishing health care facilities in the area at that time. Wuesthoff has a diagnostic center, a lab facility, and a rehabilitation facility in the Suntree area, which is just to the east of the Viera DRI. Wuesthoff expressed interest in building a hospital in Viera in 1993 and, more recently, in 2003. In August 1993, Wuesthoff and TVC entered into an agreement that gave Wuesthoff a 10-year exclusive right to develop a hospital in Viera if certain conditions were met. However, Wuesthoff ultimately built Wuesthoff-Melborune in Melbourne (rather than in Viera), and the exclusivity provision in the August 1993 contract never went into effect. In July 2003, Wuesthoff sent a letter to TVC expressing its interest in obtaining an option to purchase 25 to acres within the Viera DRI to construct a hospital. In the letter, Wuesthoff stated that it would construct the hospital “within 10 years or when the population of Viera exceeds 40,000, whichever first occurs”; that the hospital would be “constructed similar to Wuesthoff Medical Center-Melbourne which currently encompasses 65 licensed beds in a 150,000 sq. ft. facility”; that it wanted the “sole right to build a hospital or hospital like facility in Viera . . . until 5 years after the opening of the hospital” and that it wanted TVC to “consider selling the desired land to Wuesthoff at a reduced price.” Wuesthoff’s July 2003 offer was not seriously considered by TVC because, by that time, TVC was in the process of finalizing its agreement for the sale of 50 acres to Health First for VMC. Additionally, the Health First agreement was more appealing to TVC because Health First was offering to purchase more property at a higher price than was Wuesthoff, and Health First was committed to building a hospital sooner than was Wuestoff. The contract between Health First and TVC was executed on August 5, 2003, and Health First has since closed on the purchase of the 50 acres at a cost of approximately $9 million. The Health First/TVC contract includes an exclusivity provision that prohibits the development of another hospital within the Viera DRI or on any of the lands owned by Duda until 2029 if Holmes constructs at least 70 percent of Phase I of the Viera Medical Park by August 31, 2006, and begins construction on a hospital with at least 80 beds by August 31, 2010. The contract also includes exclusivity provisions relating to the other uses being developed as part of the Viera Medical Park, but the exclusivity on those uses expires in 2010, at the latest. The exclusivity provision will be included in restrictive covenants that are recorded in the public records of Brevard County. The restrictive covenants will run with the land and will bind future purchasers of property from TVC and Duda. Exclusivity provisions are not uncommon in land- purchase contracts for large commercial projects or new hospitals. The August 1993 agreement between Wuesthoff and TVC included such a provision as did Wuestoff’s July 2003 offer. However, the length of the hospital exclusivity provision in the Health First/TVC contract and the fact that it applies to the land owned by Duda outside of the Viera DRI goes beyond what is reasonably necessary to allow the new hospital to become stabilized and has the potential to stifle competition for acute care hospital services in the Viera area for the next 25 years. Viera Medical Center (1) Generally Holmes conditioned the approval of its CON application on VMC being located at the "[i]ntersection of Lake Andrew Drive and Wickham Road, Viera, Florida." VMC was projected to open in 2008 as part of the Viera Medical Park that Health First is building on the 50 acres that it purchased from TVC at that location. VMC will be located in zip code 32940, which is the “main” Viera zip code. VMC will be built on 20 of the 50 acres purchased by Health First. The remaining 30 acres will be developed with the other health care facilities that will make up the Viera Medical Park. The development of the Viera Medical Park will be done in three phases. Phase I will include a fitness center; a medical office building; and outpatient facilities such as an urgent care center, an ambulatory surgical center, and a diagnostic imaging and rehabilitation center. Phase II will include VMC. Phase III may include a nursing home and/or assisted living facility as well as “multi-family retirement units.” VMC will be a 213,000 SF facility with 84 licensed beds, 16 “observation” beds, and a full emergency room (ER). The 84 licensed beds will consist of 72 acute care beds and a 12-bed critical care unit/ICU. All of the beds will be in private rooms. The total project cost for VMC is approximately $106 million, which will be funded primarily by tax-free bonds issued by Holmes. VMC will have a cardiac catheterization lab, but it will not provide interventional cardiology services such as angioplasty. VMC will not provide any tertiary-level services or OB services, and it will not have a dedicated pediatric unit. VMC will share management and administrative support services with HRMC so as to minimize duplication of those services and to reduce overhead costs. VMC will have an integrated IT system that will utilize electronic medical records and a computerized physician order entry system, as well as an electronic ICU (e-ICU). The e-ICU is an innovative critical care management system based upon a telemedicine platform that is in use at the existing Health First hospitals in Brevard County. Except for the e-ICU, which the Wuesthoff hospitals do not have, the IT systems at VMC will be materially the same as Wuesthoff’s award-winning IT systems. VMC will have a helipad without any weight restrictions and, as discussed in Part F(1)(a)(iv) below, VMC has been designed with hurricanes and other “contingency events” (e.g., bioterrorism) in mind. Demographics of VMC’s Proposed Service Area The primary service area (PSA) for VMC consists of zip codes 32934, 32935/36, 32940, and 32955/56; the secondary service area (SSA) consists of zip codes 32901/02/41, 32904, 32922/23/24, 32926/59, and 32927. Neither Wuesthoff nor the Agency contested the reasonableness of the PSA or the SSA. All of the zip codes targeted by VMC are within the primary service area of one or more of the existing hospitals, and there are three hospitals physically located within those zip codes. Wuesthoff-Melbourne and Wuestoff-Rockledge are located in VMC’s PSA, and HRMC is in VMC’s SSA. The 2003 population of the PSA was 108,436. In 2010, which would be VMC’s third year of operation, the PSA’s population is projected to be 128,498. The 65+ age cohort, which is the group that most heavily utilizes hospital services, is projected to make up 21.5 percent of the PSA’s population in 2010. That is a lower percentage than the projected populations of the 18-44 age cohort (29.1 percent) and the 45-65 age cohort (29.7 percent) in the PSA. VMC’s PSA has a more favorable payor-mix than the county as a whole. It has a lower percentage of Medicaid patients and a higher percentage of insured patients --i.e., commercial, HMO, PPO, workers comp, and Champus/VA patients -- than the county as a whole. Except for zip code 32935/36, each of the zip codes in VMC’s PSA has a higher median household income than Brevard County as a whole. Zip code 32935/36 is the zip code in which Wuesthoff-Melbourne is located. The zip code in which VMC will be located, 32940, has the highest median household income in Brevard County. The median household income in that zip code for 2004 was $67,000 as compared to the county-wide average of $44,000. Utilization Projections VMC was projected to open in January 2008, and Holmes' CON application contains utilization and financial projections for VMC's first three years of operation, i.e., 2008, 2009, and 2010. The utilization projections are based upon an average length of stay (ALOS) of 3.69 days, which is reasonable. The utilization projections are also based upon the assumption that by VMC’s third year of operation, it will have 26.9 percent market share in its PSA and a 7.4 percent market share in its SSA. VMC's projected market share in zip code 32940, which is its “home” zip code and the “main” Viera zip code, is projected to be 35 percent. The market share assumptions are reasonable and attainable. The utilization projections include a “ramp-up” period for VMC. Its annual occupancy rate in its first year of operation is projected to be 45.6 percent; its annual occupancy rate in its second year of operation is projected to be 65.7 percent; and in its third year of operation (2010), VMC is expected to have an annual occupancy rate of 76 percent with 6,313 discharges and 23,298 patient days. The occupancy rates, and the discharges and patient days upon which they are based, are reasonable and attainable.2 The application projects that VMC will redirect or “cannibalize” a significant percentage of its patients from the other Health First hospitals. The percentage of patients that VMC will cannibalize from the other Health First hospitals in each zip code varies from 75 percent to 45 percent, depending upon the proximity of the zip code to VMC. Overall, approximately 69.4 percent of VMC’s patients will be cannibalized patients, i.e., patients that would have otherwise gone to HRMC (66.2 percent), Cape Hosptial (3.2 percent), or PBCH (less than 0.1 percent). The remaining 30.6 percent of VMC’s patients will be patients that would have otherwise gone to Wuesthoff-Rockledge (15.8 percent) or Wuesthoff-Melbourne (14.8 percent). The record does not reflect the outpatient volume projected for VMC, but Holmes’ health planner conceded at the hearing that the projected outpatient revenues for VMC did not take into account the outpatient services that will be included in Phase I of the Viera Medical Park. As a result, the volume on which the outpatient revenues were based is overstated to some degree, but there was no credible evidence regarding the extent of the overstatement. VMC is projected to treat 15,851 patients in its ER in its first year of operation (2008), and by its third year of operation (2010), VMC is expected to treat 27,780 patients in its ER. The record does not reflect how those figures were calculated, nor does it reflect what percentage of those patients would have otherwise been treated in the ERs at HRMC, PBCH, or the Wuesthoff hospitals. However, the reasonableness of those figures was not contested by Wuesthoff or the Agency. Statutory and Rule Criteria Statutory Criteria -- Section 408.035, Florida Statutes (2004)3 Subsections (1), (2) and (5) -– Need for Proposed Services; Accessibility of Existing Services; and Enhancing Access According to the CON application (page 14), the need for VMC is justified based upon: The large population base and significant population growth projected for the [Viera] area. The need to improve access and reduce travel times for this significant population for both critical care and inpatient services. The projected need for additional acute care beds at HRMC and the benefits of delivering non-tertiary services away from [HRMC’s] campus. Additionally, the CON application (page 15) asserts that the approval of VMC will: Significantly enhance the area’s Homeland Security and disaster planning and preparedness. Enhance the quality of care delivered to area residents as a result of key design and information technology innovations planned for [VMC]. Provide access to cost-effective, quality of care for all residents of the service area, including the uninsured. In its PRO (page 19), Holmes identifies those same six issues as the “not normal” circumstances that justify approval of VMC. Holmes’ health planner conceded at the hearing that the VMC project is not intended to address any cultural, programmatic, or financial access problems, and that those potential “not normal” circumstances were not advanced in the CON application as bases for approval of VMC. Population of and Growth in the Viera Area There has been considerable growth in Viera over the past 15 years, and the demand for new homes in the Viera DRI remains strong. The projected population of the Viera DRI is expected to exceed 40,000 when the DRI is built-out in 2020, and that figure does not include the population of the Suntree area, which is outside of the Viera DRI and has a number of large residential subdivisions. Zip code 32940, which is the “main” Viera zip code, had a population of 22,940 in 2003. By 2010, that zip code is projected to have a population of 31,862. That is an increase of 38.9 percent, but only 9,000 persons. As stated above, the population of VMC's PSA is projected to increase from 108,436 (in 2003) to 128,489 (in 2010). That is an increase of 18.5 percent, but only 20,000 persons. The population of VMC’s PSA is projected to grow at a faster rate than Brevard County as a whole. Over the seven-year period used in the application (2003 to 2010), the annual growth rate for VMC’s PSA is projected to be 2.64 percent while the annual growth rate of Brevard County as a whole is projected to be 1.74 percent.4 Population growth in Florida is normal and, indeed, is expected. There is nothing extraordinary about the growth projected for zip code 32940 and/or VMC’s PSA. Accordingly, the population growth projected in the Viera area does not, in and of itself, justify the approval of VMC. Enhanced Access There are two main components to Holmes’ argument that VMC will enhance access. First, Holmes contends that VMC will reduce travel times for Viera residents and thereby enhance their access to hospital services. Second, Holmes contends that the approval of VMC will relieve pressure on the overcrowded ERs at the existing hospitals in Brevard County thereby enhancing access to ER services countywide. For Viera Residents VMC will provide more convenient access to hospital services for Viera residents (at least those in need of the basic, non-OB services that will be offered at VMC), and to that extent, VMC will enhance access for Viera residents. VMC will also provide more convenient ER access for Viera residents. Quicker access to an ER is generally beneficial to the patient, although certain heart-attack patients may benefit more by going to the ER of a hospital that can do an immediate angioplasty, such as Wuesthoff-Rockledge or HRMC. VMC will not necessarily enhance access for other residents of the PSA and SSA targeted by VMC (e.g., those outside of the Viera area) because many of those residents are closer to an existing hospital. Indeed, some of those residents would have to pass an existing hospital to get to VMC, which seems particularly unlikely for emergency patients. VMC will also not enhance access for patients in need of OB services or tertiary services that will not be offered at VMC. Convenience alone is not a basis for approving a new hospital, particularly where (as here) the evidence establishes that the residents of the area to be served by the new hospital currently have reasonable access to hospital services. VMC will be located approximately 10 miles south of Wuesthoff-Rockledge, and approximately 11 miles north of Wuesthoff-Melbourne. VMC will be approximately 15 miles northwest of HRMC. There are multiple routes from the Viera area to the Wuesthoff hospitals and HRMC. The routes are along major arterial roads, including I-95, US 1, Wickham Road, Murrell Road, Fiske Boulevard, and Eau Gallie Boulevard. All of those roads are at least four lanes wide. The travel-time studies presented by Wuesthoff show that it takes less than 15 minutes to drive from either of the Wuesthoff hospitals to the VMC site. There was anecdotal testimony suggesting longer travel times, particularly from the VMC site to Wuesthoff-Melbourne,5 but that testimony was not as persuasive as Wuesthoff’s travel-time studies. The travel-time studies presented by Wuesthoff were not without flaws. For example, the travel times were calculated by driving away from the Wuesthoff hospitals, rather than driving towards the hospitals as a potential patient from Viera would be doing. Holmes did not present its own travel- time studies, and notwithstanding the directional issue and the other unpersuasive criticisms of the study by Holmes’ traffic engineer, Wuesthoff’s studies are found to be credible and persuasive. Indeed, Holmes’ traffic engineer estimated that it would take 15 to 20 minutes to get from VMC to Wuesthoff- Melbourne using the most direct route (Transcript, at 668), which is consistent with Wuesthoff’s travel-time studies. It takes longer to drive from Viera to HRMC than it does to drive from Viera to either of the Wuesthoff hospitals. The travel-time studies did not directly address the issue, but the anecdotal testimony suggests that the travel times from Viera to HRMC are between 25 and 45 minutes depending upon the time of day and traffic conditions.6 There are several road segments on the routes between Viera and the Wuesthoff hospitals whose “v/c ratios”7 currently exceeds 1.0, which is an indication of an over-capacity road. However, there are roadway improvements planned or underway that will expand the capacity of those road segments by 2010. Indeed, a comparison of the 2003 (Exhibit H-23) and 2010 (Exhibit W-50) v/c ratios for the road segments on the routes between Viera and the Wuesthoff hospitals shows only marginal increases in the ratios, with many of the 2010 ratios projected to be lower than 0.8, which according to Holmes’ traffic engineer, indicates that the “roadway that is probably operating well within its ability to carry that traffic volume.” Holmes’ traffic engineer did not attempt to quantify the extent to which travel times would increase due to the marginal increases in the v/c ratios. Thus, his opinion that travel times would “increase significantly” and be “significantly greater” in the future is not persuasive. TVC is required to mitigate for the off-site traffic impacts generated by the development of the Viera DRI. In this regard, road improvements (e.g., additional lanes, traffic signals, etc.) will be made in the future as necessary to accommodate the additional population in the Viera DRI. In fact, there are significant road improvements currently underway that are being funded, at least in part, by TVC pursuant to the Viera DRI development order, including the six-laning of I-95 through the Viera area. In sum, the evidence establishes that persons in the PSA and SSA targeted by VMC, including residents of the Viera area, currently have reasonable access to acute care services, and the evidence was not persuasive that there will be access problems over the applicable five-year planning horizon such that a new hospital in Viera is necessary to enhance access. For ER Services in Central and South Brevard County The Brevard County government is the emergency medical services (EMS) provider for the county. Brevard County EMS responds to emergency calls throughout the county and its ambulances transport emergency patients to hospital ERs. Overcrowded ERs can adversely affect the EMS system in several ways. First, if the ER is overcrowded it can take longer for ambulances to off-load patients to the ER staff, which results a longer period of time that the ambulance is “out of service.” Second, if the closest hospital is on “diversion status” because of an overcrowded ER, ambulances will have to transport patients to a more distant hospital, which also results in the ambulance being out of service for a longer period of time. Longer out-of-service periods can, on a cumulative basis, strain the EMS system because an out-of-service ambulance is not able to respond to emergency calls in its service area and the EMS provider may have to shift other ambulances to cover the area at the risk of increasing response times for emergency calls. Brevard County EMS protocol requires ambulances to take patients to the closest hospital, unless the patient is a trauma patient or the closest hospital is on diversion status. Trauma patients are taken to HRMC, which is the designated trauma center for the county. A hospital requests diversion status from EMS when it is unable to accept additional emergency patients because its ER is overcrowded. The most common reasons that an ER is overcrowded is that it had a large number of emergency patients arrive at the same time or that there is a “bottleneck” in the ER caused by a lack of inpatient beds to move patients from the ER that need to be admitted to the hospital. If diversion status is granted, EMS will take emergency patients to another hospital, even if it is further away than the hospital on diversion. As noted above, this strains the EMS system and can result in longer response times for emergency calls, which in turn, can negatively impact patient care. If diversion status is denied, the hospital is required to continue to accept emergency patients. This can create a less than optimal setting for patient care because the hospital may not have adequate space or resources to treat the patient in a timely manner. Until recently, Brevard County EMS would not grant diversion status to a hospital in south Brevard County if either of the other two hospitals in that area of the county informed EMS that they could not take the patients. That policy recently changed, and EMS will now grant diversion status to a hospital in south Brevard County if either of the other two hospitals in that area of the county informs EMS that it can take the patients. The new EMS policy change makes it easier for hospitals in south Brevard County to be placed in diversion status. For example, under the old policy, diversion status would not be granted to HRMC if either Wuestoff-Melbourne or PBCH informed EMS that they could not take HRMC’s emergency patients, but under the new policy, diversion status will be denied to HRMC only if Wuesthoff-Melbourne and PBCH both inform EMS that they cannot take HRMC’s emergency patients. In Brevard County, having a hospital on diversion was “pretty rare” until 2002. Diversion requests have become more frequent since then, and they are no longer a seasonal phenomenon caused by the influx of “snowbirds” into the county. Diversion is a more frequent problem in south Brevard County than it is in central Brevard County, and in south Brevard County, the diversion requests have come primarily from HRMC. The evidence was not persuasive that ER overcrowding is a significant problem for the Wuesthoff hospitals or PBCH. Wuesthoff-Melbourne has not requested to go on diversion, and only one occasion was identified where HRMC’s diversion request was denied because Wuesthoff-Melbourne was unable to handle HRMC's diverted patients. That occasion occurred when Wuesthoff-Melbourne had only 65 beds and, hence, less ability than it currently has to move patients out of the ER to accommodate additional emergency patients. According to Holmes, VMC will enhance access to ER services in central and south Brevard County because it will increase the area-wide ER capacity and reduce the frequency of diversion requests, which in turn, will reduce strains on the EMS system and benefit patients. The "North Expansion" underway at HRMC (discussed below) will include a new ER that is expected to help address the overcrowding issues that have required HRMC to request diversion in the past. The new ER is designed with shelled-in space to facilitate future ER expansions as needed. In any event, the evidence was not persuasive that VMC will materially reduce the ER volume at HRMC. The record does not reflect what percentage of VMC’s projected ER patients would have otherwise been served at HRMC as compared to the Wuesthoff hospitals. Moreover, it is not likely that non-trauma emergency patients from the Viera area are contributing to the overcrowding in the ER at HRMC because, under EMS protocol, those patients currently are being taken to Wuesthoff-Melbourne or Wuesthoff-Rockledge, which are closer to Viera than is HRMC. Need to “Decompress” HRMC Holmes contends that VMC will help to “decompress” HRMC and that it is the only viable option for doing so. HRMC is a well-utilized facility. According to the SAAR, its annual occupancy rate for the 12-month period ending June 2003 was 81.22 percent. HRMC's occupancy rate tends to stay above 80 percent, and at times it is as high as 115 percent. If VMC is not approved, HRMC’s annual occupancy rate for 2008 is projected to be 83.9 percent, and by 2010, its occupancy rate is projected to increase to 90 percent. Even if VMC is approved, HRMC’s annual occupancy rate is projected to be 81.7 percent in 2010. Those figures assume that HRMC will maintain its current bed capacity and they do not take into account the impact of the expansion of the Wuesthoff hospitals. HRMC currently includes approximately 612,000 SF. It is located on 18 acres of property that is bounded by streets and developed properties. Holmes owns several parcels of land adjacent to HRMC, and it is continuing to acquire parcels as they come available. Much of the adjacent land owned by Holmes is used for parking, and notwithstanding a 500-space parking garage on the south side of HRMC, there is still a shortage of parking at HRMC. Some of its staff parks at a nearby shopping center and take a shuttle to the hospital. There is an area on the north side of HRMC identified as the site of a "future parking garage," but there are no current plans to construct that structure. The original portion of the hospital, which is referred to as the “core” area, was built in the 1960’s. The remainder of the hospital has been added over the years, which has resulted in a less than ideal facility layout and has created operating inefficiencies. Some of the hospital’s support functions and administrative offices are located off- site. HRMC has undertaken a series of construction projects in recent years to reduce inefficiencies and congestion at the hospital and to increase the percentage of private rooms at the hospital. Those projects include the construction of a new OB unit and, most significantly, the $100 million “North Expansion.” The North Expansion is an eight-story, 337,000 SF addition to the hospital that is expected to be completed by the end of 2006. It will include 144 patient rooms, a new ER with a number of new observation beds, and it will allow all of the hospital’s cardiology services to be located in contiguous space. The 144 patient rooms will include 14 cardiovascular ICU beds, 22 ICU beds, and 108 acute care beds. All of the beds will be in private rooms. The 144 beds added as part of the North Expansion will not increase the bed capacity at Holmes. The same number of existing licensed beds will be eliminated, either through the conversion of existing semi-private rooms to private rooms or because the rooms are located in space that will be demolished to construct the North Expansion. The North Expansion has been designed and engineered to withstand 200-mile per hour winds, which exceeds the applicable building code requirements for hurricane protection. The North Expansion has also been designed and engineered to accommodate future expansion at HRMC in several respects. First, it includes shelled-in space on the eighth floor for an additional 36 private patient rooms. Second, it is engineered (but not shelled-in) to allow the fourth through eighth floors to be further expanded to include up to 180 additional private patient rooms in what was referred to at the hearing as a “mirror image” of the tower being built as part of the North Expansion. Third, the ER includes shelled-in space for future expansions as well as adjacent open space into which the ER could be further expanded in the future. There is no current plan to finish the shelled-in space on the eighth floor, but Holmes’ facility manger testified that he expected that to occur as soon as funding is available, and perhaps prior to the completion of the North Expansion. The beds added on the eighth floor will not increase the licensed capacity at Holmes, but rather they will come from the conversion of 36 additional existing semi-private rooms to private rooms. There is also no current plan to construct the “mirror image” side of the fourth through eighth floors of the North Expansion. That construction will be done in conjunction with the renovation of the core area of the hospital and will initially be used to locate the services from the core area that are displaced by the renovation. After the renovation of the core area, however, the "mirror image" will be used for patient rooms. In conjunction with the construction of the North Expansion, HRMC expects to relocate some of its ancillary and support services from the core area into the space where the existing ER is located, which in turn will open up space in the core area for other purposes. The space created by the construction of the new OB unit will also be available for other uses after it is no longer needed as "swing space" during the construction of the North Expansion. Additionally, Holmes recently purchased a building directly behind HRMC into which it will likely locate other ancillary and support services. Currently, less than 40 percent of HRMC’s general acute care beds are in private rooms. After the North Expansion, almost 80 percent of those beds will be in private rooms. Ultimately, Holmes wants all of the beds at HRMC to be in private rooms. Private rooms are beneficial because they offer the patients and their families more privacy and a more restful environment, and they can also help reduce the spread of infections. However, private rooms can also create operational inefficiencies for nurses who have to visit more rooms (often on longer hallways) than they would to serve the same number of patients in semi-private rooms. High quality care can be provided in semi-private rooms, and HRMC and Wuesthoff-Rockledge each do so. Although patients may prefer private rooms and most new hospitals are being designed with only private rooms, private rooms are still best characterized as an amenity, not a necessity. As a result, and Holmes’ desire to convert all of HRMC’s semi-private rooms to private rooms does not justify the building a new hospital based upon alleged capacity constraints at HRMC. Indeed, if Holmes chose to do so, it could increase the bed capacity at HRMC with little or no additional cost by adding the 36 beds in the shelled-in eighth floor of the North Expansion and/or by not converting as many semi-private rooms into private rooms. Moreover, after the North Expansion, HRMC will have approximately 50 observation beds (as compared to 20 currently) in private rooms that can be used for inpatients as needed. Indeed, as a result of the 2004 amendments to the CON law, some of those beds could be converted to licensed acute care beds at any time without CON review. Even if the beds are not converted to licensed beds, they will still help to decompress HRMC because observation patients will not need to be placed in inpatient rooms while they are being observed and evaluated for possible admission to the hospital. Several Holmes’ witnesses testified that even if Holmes wanted to add bed capacity to HRMC by converting fewer semi-private rooms to private rooms or other means, it could not do so because of limitations on the space available to provide the support services necessary for those additional rooms. That testimony was not persuasive because the witnesses conceded that Holmes has not undertaken a thorough analysis of what it intends to do with the space created in the existing building by the relocation of services as part of the North Expansion, which as noted above, will free up additional space for support services in the core area. The evidence was also not persuasive that the alternative presented in the CON application for adding 84 beds to HRMC is realistic. That alternative, the cost of which is presented in Table 23 of the CON application, was prepared after the decision was made to seek approval of a CON for VMC; it was not an alternative actually considered by Holmes and, indeed, it was characterized by the Holmes’ witness who prepared the cost estimate as a “theoretical solution” and not a viable solution to adding beds. The cost estimate in Table 23 is based upon a plan that would require the acquisition of additional land across the street from HRMC and the construction of a new bed tower on that land and an adjacent parcel on which Holmes currently owns a medical office building. The bed tower would be connected to HRMC by a two-story bridge over the street. The plan also includes the construction of a new parking garage and an office building to replace the existing medical office building. The land and building costs of the plan were approximately $86.2 million, which is approximately $18.3 million more than the land and building costs of VMC. When the equipment costs are added, the total cost of the plan is approximately $120 million. Not only was the plan not a viable solution, its cost was clearly overstated. For example, the $450/SF cost of the new bed tower was irreconcilably higher than the $278/SF cost of VMC and the $2.5 million that Holmes represented to the Agency in October 2003 that it would cost to add 50 beds to HRMC. In sum, the evidence fails to support Holmes’ claim that the only way to add bed capacity to HRMC is through the $120 million plan presented in Table 23 of the CON application. The evidence also fails to support Holmes’ claim that VMC is the only viable option to decompress HRMC. Indeed, the evidence establishes that HRMC could be decompressed if PBCH was better utilized. Holmes contends that PBCH is too far away from Viera to be a viable alternative to HRMC for patients from the Viera area. The evidence supports that claim, but that claim ignores the fact that better utilization of PBCH by Palm Bay patients will help to decompress HRMC. PBCH is currently an underutilized facility, and it has been ever since it opened in 1992. According to the SAAR, PBCH's annual occupancy rate for the 12-month period ending June 2003 was only 51.5 percent. Its annual occupancy rate is projected to be only 60.1 percent in 2008 and 65.4 percent in 2010, which are well below the 75 to 80 percent optimum utilization level. Approximately 25 to 30 percent of HRMC’s patient volume comes from the Palm Bay zip codes. If those patients were redirected to PBCH, the utilization rate at HRMC would go down and the utilization rate at PBCH would go up. Redirecting Palm Bay patients to PBCH has the potential to decompress HRMC more than redirecting Viera patients to VMC because HRMC has approximately 7,000 admissions from the Palm Bay area, as compared to approximately 6,000 admissions from the Viera area. Holmes did not present any persuasive evidence as to why patients from the Palm Bay zip codes could not be redirected to PBCH as a means of decompressing HRMC. On this issue, there was credible evidence presented by Wuesthoff that virtually no elective cases are being done at PBCH and that PBCH is essentially being used as a triage facility for HRMC. Finally, the expansion of the Wuesthoff hospitals (particularly Wuesthoff-Melbourne) will help to decompress HRMC because the Wuesthoff hospitals will be able to serve more patients. As the Wuestoff hospitals' market share grows, HRMC’s market share (and patient volume) will decline.8 Enhanced Homeland Security and Disaster Planning Brevard County is susceptible to hurricanes because of its location on the east coast of Florida and the length of its coastline. The evidence was not persuasive that Brevard County is more susceptible to hurricanes than are the other counties on the east coast. The three major storms that affected the county in the summer of 2004 were not the norm. Brevard County has a comprehensive emergency management plan to prepare for and respond to hurricanes, as do all of the existing hospitals in the county. Those plans were tested in the summer of 2004 when the county was directly impacted by three of the four major storms that hit the state Florida. The hospitals’ hurricane plans include securing the building, discharging as many patients as possible prior to the arrival of the storm, and canceling elective surgeries scheduled around the time the storm is expected to hit the area. The plans also provide for the evacuation of some of the hospitals during particularly strong storms, i.e., Category 3 or above. Cape Hospital is particularly prone to evacuation when a strong hurricane threatens the area because it is located close to the ocean on a peninsula in the middle of the Intracoastal Waterway. Cape Hospital was evacuated twice during the summer of 2004. None of the hospitals in Brevard County were evacuated during the first storm, Hurricane Charley. Cape Hospital and Wuesthoff-Rockledge were evacuated prior to the second storm, Hurricane Francis. That was the first time that Wuesthoff-Rockledge was evacuated since it opened in 1941, and its ER remained open and staffed even though the remainder of the hospital was evacuated. Cape Hosptial’s patients were taken to HRMC, and Wuesthoff-Rockledge patients were taken to Wuesthoff-Melbourne. The evacuated patients were accompanied by physicians and nurses and were transported to the receiving hospitals by ambulance. The evacuation of Cape Hospital and Wuesthoff- Rockledge placed strains on the receiving hospitals and their staffs. At one point during the evacuation, HRMC had more than 700 patients in its 514-bed facility and Wuesthoff-Rockledge had 156 patients in its 65-bed facility. By all accounts, despite the strains placed on the receiving hospitals, the evacuations went smoothly and there were no adverse patient outcomes attributable to the evacuation. Indeed, the director of Brevard County’s Health Department testified that all of the hospitals in the county responded and performed “great” during the hurricanes, and that sentiment was echoed by physicians and administrators affiliated with both of the hospital systems involved in this case. Cape Hospital was evacuated again prior to the third storm, Hurricane Jeanne. Wuesthoff-Rockledge was not evacuated during that storm, and approximately 15 of Cape Hospital’s patients were taken to Wuesthoff-Rockledge. None of the Health First or Wuesthoff hospitals suffered any significant damage from the hurricanes. The approval of VMC will not eliminate the possibility that Cape Hospital, Wuesthoff-Rockledge, or some other hospital in Brevard County may have to evacuate during a future hurricane. VMC may provide a more convenient (or at least an additional) place to evacuate some of the patients from Cape Hospital during a future hurricane because VMC is closer to Cape Hospital than is HRMC. VMC will also be more inland than HRMC and it will be designed to withstand 165 mile per hour winds. Holmes conditioned the approval of its CON application on the inclusion of a "suitable parcel, fully equipped and designed to support temporary staging of Disaster Medical Assistance Teams (DMAT)" at VMC. A DMAT is essentially a mobile emergency room set up by the federal government after a natural disaster to help serve the medical needs of those affected by the disaster. The DMAT staging area at VMC will be an open field adjacent to the hospital that is “pre-plumbed” with water, electricity, and communication lines. In some situations, it is beneficial for a DMAT to be set up proximate to a hospital, and in that regard, VMC’s inland location and proximity to I-95 may make it an attractive location to set up a DMAT in the future. It is not necessary, however, for a DMAT to be set up proximate to a hospital. DMATs are fully self-sustaining and they can be set up anywhere, including a Wal-Mart parking lot. Indeed, in some situations, it is more beneficial for the DMAT to be located closer to the persons in need of its services than to a hospital. For example, after Hurricane Jeanne, a DMAT was set up near the Barefoot Bay community in southern Brevard County, which is miles from the closest hospital. VMC’s central-county location and proximity to I-95 would also make it a good point-of-dispensing (POD) for vaccines and medicines in the case of a severe biological emergency. However, like DMATs, PODs can be set up anywhere and it is not critical for a POD to be proximate to a hospital even though proximity might allow for greater medical oversight of the dispensing process. There are high-profile, “Tier 1” terrorist targets located in Brevard County, including Kennedy Space Center, Cape Canaveral Air Force Station, Patrick Air Force Base, and Port Canaveral. There is also a nuclear power plant in Indian River County, just south of the Brevard County line. The nature of these targets is somewhat unique because they involve the country's space program, but the presence of multiple “Tier 1” terrorist targets is not unique to Brevard County and is not, in and of itself, a special circumstance that justifies approval of a new hospital. Brevard County has developed emergency management plans in conjunction with the state and federal governments to prepare for and respond to terrorist attacks on those targets. Those plans have been in place for many years, but they have been significantly strengthened since September 11, 2001. VMC will include decontamination areas and other design features to facilitate the treatment of victims of bio- terrorism. The existing hospitals in Brevard County have similar design features as well as comprehensive plans for dealing with bio-terrorism. The evidence was not persuasive that VMC, as an 84- bed, non-tertiary satellite hospital, will materially enhance County’s ability to deal with a large-scale terrorist attack, whether biological or otherwise. Similarly, the evidence was not persuasive that Brevard County’s emergency management plans for hurricanes and/or terrorism are deficient in any way or that the approval of VMC would result in material enhancements to those plans. Any enhancements attributable to VMC would be marginal, at best. The DMAT staging area and other design elements included at VMC to facilitate the hospital’s participation in the Brevard County’s response to hurricanes, terrorist attacks, or other contingencies are positive attributes. Inclusion of those features in VMC (or any new hospital for that matter) is reasonable despite the infrequency of those contingencies, but it does not follow that VMC should be approved simply because it will include those features. IT Innovations and Design Features The evidence was not persuasive that VMC will provide a higher quality of care than is currently being provided at the existing hospitals serving central and south Brevard County as a result of the “innovative” IT systems and the other design features that will be incorporated into VMC. See Part F(1)(b) below. Accordingly, the approval of VMC is not justified on that basis. Enhanced Access to Care for the Uninsured Holmes’ contention that VMC will enhance access for the uninsured implicates the issue of “financial access.” Financial access concerns arise when there is evidence that necessary services are being denied to patients based upon their inability to pay or their uninsured status. Holmes’ health planner acknowledged at the hearing that VMC was not intended to address any financial access concerns for patients in the Viera area and, indeed, there was no credible evidence of any financial access concerns in PSA and SSA targeted by VMC. As discussed in Part E(2) above, VMC’s PSA include a higher percentage of insured patients than Brevard County as a whole, and as discussed in Part F(1)(g) below, the existing hospitals are adequately serving the medically indigent patients in central and south Brevard County, both at the hospital and through outreach efforts such as the Holmes’ HOPE program and Wuesthoff’s free clinics. Accordingly, the evidence failed to establish that VMC will enhance access to care for the uninsured, and approval of VMC is not justified on that basis. Subsection (3) -- Applicant’s Quality of Care Holmes, the applicant, provides a high quality of care at HRMC and PBCH, and it is reasonable to expect that it will provide the same high quality of care at VMC. The Wuesthoff hospitals also provide a high quality of care, and Holmes' witnesses acknowledged that VMC was not proposed to address any problem with quality of care in central or south Brevard County. The evidence was not persuasive that the quality of care at VMC will be materially better (or worse) than that provided at Wuesthoff-Melbourne, which has a similar range of services that will be provided at VMC. The award-winning IT systems in place at the Wuesthoff hospitals are materially the same as those proposed for VMC except for e-ICU at VMC. The evidence was not persuasive that the e-ICU significantly enhances quality of care, and because the e-ICU is being used at the existing Health First hospitals in Brevard County, VMC will not be providing any new technology or service that is not already available to physicians and patients in the county. Thus, the "innovative" IT systems proposed for VMC do not provide an independent basis for approving the CON application. The evidence was not persuasive that VMC would exacerbate nursing or physician shortages in Brevard County thereby negatively affecting quality of care in the county. See Part F(1)(c) below. Subsection (4) -- Availability of Personnel and Resources for Operations Holmes and Health First have the management resources necessary to establish and operate VMC. Holmes’ CON application projects that VMC will have 241.4 full-time equivalents (FTEs) in its first year of operation, and that by its third year of operation, it will have 355.7 FTEs. Nursing positions -- registered nurses, licensed practical nurses, nursing aides, and nursing directors -- account for 123.1 of the FTEs in the first year of operation, and 189.2 of the FTEs in the third year of operation. According to the CON application, a significant number of the initial FTEs at VMC are expected to be filled by persons who transfer from Holmes’ existing campuses, HRMC and PBCH. The parties stipulated that the projected number of FTEs needed by position and the projected salaries contained in Holmes’ CON application are reasonable for the census projected at VMC. However, Wuesthoff disputed whether Holmes will be able to adequately staff VMC due to nurse and physician shortages in Brevard County and/or that VMC will exacerbate those shortages and make it more difficult to staff the existing hospitals in the county. There is a nursing shortage in Brevard County, as there is around Florida and across the nation, but the situation in Brevard County is improving. Wuesthoff was able to fully staff Wuesthoff-Melbourne prior to its opening in December 2002, even though the nursing shortage was more severe at that time. Additionally, Wuesthoff is currently in the process of adding beds at Wuestoff-Melbourne and Wuesthoff-Rockledge, and it expects to be able to recruit and retain the nurses necessary to staff those additional beds despite the current state of the nursing shortage. Holmes received “magnet designation” from the American Nurses Credentialing Center, which is a recognition of its excellence in nursing. No other hospital in Brevard County has magnet designation, and that designation helps Holmes attract and retain nurses. The evidence establishes that Holmes will be able to recruit and retain the nursing and other staff needed for VMC, and the evidence was not persuasive that the staffing of VMC will exacerbate the nursing shortage or otherwise significantly impact Wuesthoff. There is a shortage of physicians in Brevard County with certain specialties, including neurosurgery, neurology, orthopedics, dermatology, and gastroenterology. Like the nursing shortage, this problem is not unique to Brevard County and it is not as severe in Brevard County as it is elsewhere in the state. The shortage of physician specialists in Brevard County is to some extent hospital-specific. For example, there is only one neurosurgeon covering Wuesthoff-Rockledge and Cape Hospital, and Wuesthoff-Melbourne only has part-time coverage neurosurgical coverage, but Holmes has several neurosurgeons. Holmes has recently had success in recruiting new physicians to Brevard County, including specialists. One of the largest multi-specialty physician groups in Brevard County, whose physicians are on staff at Holmes’ and Wuestoff's hospitals, has also been successful recently in recruiting new physicians to the area. That group, Melbourne Internal Medicine Associates, will be adding more physicians whether or not VMC is approved. The evidence establishes that Holmes will be able to attract the necessary physician staff for VMC, just as Wuesthoff-Melbourne was able to do when it opened. Indeed there are a number of physicians who have offices in the Viera area that are closer to VMC than the existing hospitals where they have privileges. Holmes and Wuesthoff require physicians with privileges at their hospitals to provide coverage for ER calls on a rotational basis. Physicians with privileges at more than one of the hospitals are required to provide ER call coverage at multiple hospitals, which can create a problem if the physician is on-call at two (or more) hospitals at the same time. Physicians who choose obtain privileges at VMC will be required to provide ER call coverage at VMC. ER call coverage is a problem in Brevard County, but the evidence was not persuasive that the problem is as significant in Brevard County as it is elsewhere in the state or that VMC would seriously exacerbate the problem. More specifically, the evidence was not persuasive regarding the extent to which VMC would cause physicians to be on call at more than one hospital at the same time. Nor was the evidence persuasive regarding the likelihood that physicians would relinquish privileges at other hospitals in Brevard County to obtain privileges at VMC in such numbers that ER call coverage problems would be created for the other hospitals. Subsection (6) -- Financial Feasibility The parties stipulated that VMC is financially feasible in the short-term and that Holmes has sufficient availability of funds for VMC's capital and operating expenses. The long-term financial feasibility of VMC is in dispute. Generally, if a CON project will at least break even in the second year of operation, it is financially feasible in the long-term. If, however, the project continues to show a loss in the second year of operation it is not financially feasible in the long-term unless it is nearing break-even and it is demonstrated that the hospital will break even within a reasonable period of time. Agency precedent (e.g., Wellington, supra, at 73-74) and the evidence in this case (e.g., Exhibit W-57, at 22) establish that in the context of a satellite hospital project that is expected to “cannibalize” patients from the applicant’s existing hospital, it is important to consider the impact of the project on the entire hospital system in evaluating the long- term financial feasibility of the project. The net operating revenue projected on Schedule 7A of the CON application, which is the starting point for the net income/loss projected on Schedule 8A, is reasonable.9 On Schedule 8A of the CON application, in the column titled “VMC only,” Holmes projects that VMC will generate a net loss of $5.71 million in its first year of operation, but that it will generate net profits of $1.48 million and $5.11 million in its second and third years of operation. Thus, as a stand-alone entity, VMC is financially feasible in the long-term. However, the “VMC only” figures do not provide the complete picture of the financial feasibility of the VMC project because of the significant percentage of its patients that will be cannibalized from HRMC and PBCH. In evaluating the long-term financial feasibility of the VMC project, it is also important to consider the “incremental difference” column in Schedule 8A. That column reflects VMC’s net financial benefit (or burden) to Holmes after taking into account the patients that VMC is cannibalizing from HRMC and PBCH. The “incremental difference” column in Schedule 8A shows a net loss of $695,000 in the VMC’s first year of operation, and net profits of $605,000 and $983,000 in the second and third years of VMC’s operation. The incremental figures presented in the CON application identify the profit/loss that will be generated by the patients treated at VMC that are new to the Holmes’ system, but they do not take into account the fact that the patients treated at VMC that were cannibalized from the other Holmes’ hospitals would have generated a different profit/loss for the Holmes’ system if they were treated at one of the other Holmes’ hospitals. When incremental profit/loss associated with treating the cannibalized patients at VMC rather than HRMC or PBCH is factored in, the “incremental difference” generated by VMC will be net profits of $498,000 (year one); $720,000 (year two); and $252,000 (year three). Included in the “incremental difference” column on Schedule 8A (and embedded in the revised figures in the preceding paragraph) are negative figures on the “depreciation and amortization” line and the “interest” line. Those figures are intended to reflect the depreciation, amortization, and interest expenses that Holmes will “save” by building VMC rather than by adding 84 beds at HRMC. A critical assumption underlying the “savings” shown on those lines is that it would cost $120 million to add 84 beds to HRMC. To the extent that cost is overstated, then the depreciation, amortization, and interest expense “savings” on Schedule 8A are also overstated, as is the incremental net profit of the VMC project. The extent to which the net profit is overstated depends upon the extent to which the $120 million cost is overstated. For example, if the cost of adding 84 beds to HRMC is the same as the cost of VMC (i.e., $106 million rather than $120 million), then the depreciation, amortization, and interest expense shown in the “incremental difference” column on Schedule 8A would be $0 (rather than a negative number) because the depreciation, amortization, and interest expenses in the “with this project” and “without this project” columns would be the same. If, on the other hand, there was no cost associated with the addition of 84 beds at HRMC, then the depreciation, amortization, and interest expense shown in the “without this project” column would be $10.662 million lower in 2010 (see Endnote 10) and that amount would appear as a positive number -- i.e., expense -- rather than a negative number -- i.e., “savings” -- in the “incremental difference” column. The evidence was not persuasive that it will cost $120 million to add beds to HRMC, which is the amount underlying the projected “savings” in depreciation, amortization, and interest expense shown on Schedule 8A. Indeed, as discussed in Part F(1)(a)(iii) above, the evidence establishes that the alternative that gave rise to the $120 million cost estimate was not a viable option and that Holmes could add 84 beds at HRMC with little or no cost if it chose to do so by reducing the number of semi-private rooms that it converts to private rooms as part of the North Expansion and/or by finishing the shelled- in space on the eighth floor of the North Expansion. Accordingly, the “savings” embedded in Schedule 8A are grossly overstated as is the incremental net profit shown in that schedule. Specifically, in the third year of operation, when VMC is at a near-optimal occupancy level of 76 percent, the incremental net profit generated by VMC will be no more than $234,000 and, more likely, will be a net loss between $497,000 and $10.41 million.10 A net profit of $234,000 is a very marginal return on the $106 million cost of VMC, and is well below the three percent return that Holmes' seeks to achieve for its capital projects. However, according to Holmes' chief financial officer, the return generated by a project is not Holmes' paramount concern as a not-for profit organization, and at that level, the project would be considered financially feasible in the long-term. A $497,000 to $10.41 million incremental net loss would mean that the project is not financially feasible in the long-term. The “including this project” column on Schedule 8A projects that Holmes will have net income of approximately $31.1 million in 2010. Thus, even if VMC actually generated an incremental net loss in the range of $497,000 to $10.41 million in 2010, the Holmes' system would still be profitable. Subsection (7) -- Fostering Competition that Promotes Cost-Effectiveness Generally, competition for hospital services benefits consumers because it leads to lower prices and it creates incentives for hospitals to lower costs. It is not necessary for hospitals to be equal in size to compete, but the beneficial effects of competition will be greater if the hospitals are more equal. As explained by Dr. David Eisenstadt, Wuesthoff’s expert economist, “competitive constraints are a matter of degree” and “while it is true that a small hospital can pose some competitive constraint, it’s not correct that a small hospital can impose the same competitive constraint . . . as a large hospital could.” (Transcript at 1571-72). Holmes is, and historically has been, the dominant provider of hospital services in south Brevard County, with market shares exceeding 80 percent prior to the opening of Wuesthoff-Melbourne. Holmes still has a market share in excess of 70 percent in south Brevard County. A dominant hospital has the ability to set prices above competitive levels by commanding higher prices in negotiations with commercial payors. Holmes has done so in the past and, based upon the comparison of the commercial average net inpatient revenues reported by the Health First hospitals and the Wuesthoff hospitals in 2003 and 2004, it continues to do so. Holmes ability to set prices above competitive levels is enhanced by the fact that the largest managed care plan in Brevard County, HFHP, is operated by Health First. The original approval of the CON for Wuesthoff- Melbourne was based upon the Agency’s determinations that there was at that time a “compelling” need for competition for hospital services in south Brevard County; that the entry of a new, non-Health First provider into the market would give commercial payors and, ultimately, patients an alternative to Holmes, which because of its relationship with HFHP, had no incentive to negotiate competitive rates with other providers; and that competition would have the effect of reducing prices paid by the commercial payors to the hospitals and, ultimately, the premiums paid by patients. Wuesthoff-Melbourne’s entry into the market in December 2002 has not yet resulted in any material price reductions. Indeed, notwithstanding Wuesthoff-Melbourne’s presence in the market, HRMC increased its charges by 15 percent in 2003-04 and by an additional five percent in 2004-05. A hospital’s charges do not necessarily correspond to the prices that the hospital negotiates with commercial payors. However, in this case, there appears to be a correlation because Holmes had an 11.6 percent increase in net revenue per admission between 2003 and 2004 and it also had significant increases in the commercial average inpatient revenues per admission at HRMC and PBCH between 2003 and 2004. Moreover, the significant increase in charges at Holmes over the past two years is a strong indication that Holmes is not feeling any significant competitive pressure as a result of Wuesthoff-Melbourne’s presence in the market. Wuesthoff-Melbourne will be able to exert more competitive pressure on Holmes as its market share increases, particularly if Holmes’ market share continues to decline at the same time as is projected. As a result, Wuesthoff-Melbourne’s ability to expand and increase (or at least maintain) its market share in the growing Viera market is particularly significant to achieving price reductions (and/or minimizing price increases) in Brevard County.11 Holmes contends that even if VMC is approved, there will be sufficient competition in Viera because, according to Table 33 in the CON application, in 2010 the Health First hospitals will have a 50.5 percent market share of the PSA targeted by VMC and the Wuesthoff hospitals will have a 44.3 percent market share of the PSA. However, the approval of the VMC will have the effect of dramatically slowing the upward trend in Wuesthoff’s market share and corresponding downward trend of Health First’s market share in the PSA targeted by VMC because according to Tables 28 and 33 of the CON application, without VMC, the market share of the Wuesthoff hospitals in the PSA is projected to increase from 43.3 percent (in 2003) to 52.3 percent (in 2010), and the market share of the Health First Hospitals in the PSA is expected to decline from 51.2 percent (in 2003) to 42.5 percent (in 2010). Moreover, if VMC is approved, it is less likely that there will be sufficient need for additional acute care beds in the area to justify expanding Wuesthoff-Melbourne beyond 134 beds. That, in turn, will limit the competitive pressure that Wuesthoff-Melbourne will be able to exert on Holmes in the future. The evidence was not persuasive regarding the extent of the competitive pressure and/or price reductions that would result from the expansion of Wuesthoff-Melbourne rather than the approval of VMC.12 However, the fact remains that VMC will strengthen Holmes’ market position in central and south Brevard County, which will not foster competition that promotes cost effectiveness. Not only will the approval of VMC negatively affect the evolution of competition in south Brevard County, but it will effectively preclude the construction of another hospital in the Viera area until 2029 when the exclusivity provisions and restrictive covenants discussed in Part D(2) above expire. The evidence was not persuasive that there was an anticompetitive motivation underlying Holmes’ decision to propose VMC, but the evidence does establish that the approval of VMC will have anticompetitive effects. As a result, the criteria in Section 408.035(7), Florida Statutes, strongly weigh against the approval of Holmes’ CON application. Subsection (8) -- Costs and Methods of Construction The parties stipulated that the costs (including equipment costs), methods of construction, and energy provision for VMC are reasonable; that the architectural drawings for the VMC satisfy the applicable code requirements; and that the construction schedule for VMC is reasonable. Thus, VMC satisfies the criteria in Section 408.035(8), Florida Statutes. Subsection (9) -- Medicaid and Charity Care Holmes conditioned the approval of its application on VMC providing the following levels of Medicaid and charity care: At least 3.0 percent of inpatients at [VMC] will be covered by Medicaid and/or Medicaid HMOs. At least 2.3 percent of the gross revenues of [VMC] will be attributable to patients who meet the guidelines for charity care. The Medicaid and charity commitments are lower than the averages for Brevard County, but they are reasonable and attainable in light of the demographics of the area that will be served by VMC. Holmes has a history of providing considerable services to Medicaid and charity patients, both at its existing facilities and through community programs such as HOPE. Wuesthoff also has a history of providing considerable services to Medicaid and charity patients at its existing facilities and through community programs such as its free clinic in Cocoa. Wuesthoff-Rockledge is a Medicaid disproportionate share provider, which entitles it to a higher Medicaid reimbursement rate from the State as a “reward” for serving more than its fair share of Medicaid patients. Holmes' hospitals and Wuesthoff-Melbourne are not Medicaid disproportionate share providers. Wuesthoff-Melbourne has not been open long enough to qualify. The Wuesthoff hospitals have a contract with Well Care, which is the only Medicaid HMO in Brevard County. Holmes' hospitals do not have a contract with Well Care. On a dollar-amount basis, Holmes provides considerably more Medicaid and charity care than any other hospital in Brevard County, including the Wuesthoff hospitals. In fiscal year 2003, for example, Holmes’ Medicaid gross revenues were $53.7 million (as compared to $39.7 million for the Wuesthoff hospitals) and its charity care gross revenues were $27.8 million (as compared to $10.9 million for the Wuesthoff hospitals). The larger dollar-amount of Medicaid and charity care provided by Holmes is due, at least in part, to Holmes being almost twice the size of the Wuesthoff hospitals. On a percentage basis, Holmes provides approximately the same level of charity care as Wuesthoff-Rockledge, but it provides less Medicaid care than Wuesthoff-Rockledge. In fiscal year 2003, for example, 2.8 percent of Holmes’ gross revenue was charity care (as compared to 2.5 percent for Wuesthoff- Rockledge) and seven percent of Holmes’ patient days were attributable to Medicaid patients (as compared to 10.9 percent for Wuesthoff-Rockledge). According to Mr. Gregg, the Agency gives more weight to the percentage of Medicaid and charity care provided by a hospital than it does to the dollar amount of such services. However, Mr. Gregg acknowledged that Holmes satisfies the criteria in Section 408.035(9), Florida Statutes, based upon its history of providing services to the medically indigent and its Medicaid and charity commitments at VMC. Holmes' satisfaction of the criteria in Section 408.035(9), Florida Statutes, is not given great weight in this proceeding because the medically indigent in central and south Brevard County are currently being adequately served by the existing facilities and, more significantly, zip code 32940, in which VMC will be located and from which it is projected to draw the largest percentage of its patients, has a lower percentage of Medicaid/charity patients and a higher median household income than Brevard County as a whole. Subsection (10) -- Designation as a Gold Seal Nursing Homes The parties stipulated that Section 408.035(10), Florida Statutes, is not applicable because Holmes is not proposing the addition of any nursing home beds. Rule Criteria The Agency rules implicated in this case -- Florida Administrative Code Rules 59C-1.030(2) and 59C-1.038 -- do not contain any review criteria that are distinct from the statutory criteria discussed above. The “health care access criteria” and “priority considerations” in those rules focus primarily on the impact of the proposed facility on the medically indigent and other underserved population groups, as well as the applicant’s history of and/or commitment to serving those groups. Holmes satisfies those rule criteria, but they are not given great weight for the reasons discussed in Part F(1)(g) above. Impact of VMC on the Wuesthoff Hospitals As discussed above, VMC is projected to take patients that are currently being served by, or would otherwise be served by one of the existing hospitals in central or south Brevard County. Approximately 30 percent of VMC’s patient volume will come at the expense of the Wuesthoff hospitals. As a result of the projected population growth in central and south Brevard County over the planning horizon, the Wuesthoff hospitals are projected to have more admissions in 2010 than they currently have, whether or not VMC is approved. However, if VMC is approved, the Wuesthoff hospitals will have fewer admissions in 2010 than they would have had without VMC. The health planners who testified at the hearing agreed that in determining the impact of VMC on the Wuesthoff hospitals it is appropriate to focus on the number of admissions that the Wuesthoff hospitals would have received but for the approval of VMC. The Agency’s precedent is in accord. See Wellington, supra, at 54, 109 n.13. Holmes’ health planner projected in the CON application that the approval of VMC will result in the Wuesthoff hospitals having 1,932 fewer admissions in 2010 than they would have had without VMC, 998 at Wuesthoff-Rockledge and 934 at Wuesthoff-Melborune. Wuesthoff’s health planner projected that the approval of VMC will result in the Wuesthoff hospitals having 2,399 fewer admissions in 2010 than they would have had without VMC, 1,541 at Wuestoff-Rockledge and 858 at Wuesthoff-Melborune. The projections of Wuesthoff’s health planner are more reasonable because they are based upon more current market share data and, as to Wuesthoff-Melbourne, the projections may even be understated because its market share is still growing in the areas targeted by VMC. On a contribution-margin basis, the lost admissions projected by Wuesthoff’s health planner translate into a loss of approximately $3.9 million of income at Wuesthoff-Rocklege and a loss of approximately $2 million of income at Wuesthoff- Melbourne. Using the lost admissions projected by Holmes’ health planner, the lost income at Wuesthoff-Rockledge would be $2.51 million and the lost income at Wuesthoff-Melbourne would be $2.15 million. Thus, impact of VMC on the Wuesthoff system would be a lost income of at least $4.66 million and, more likely, $5.9 million. A loss of income in that range would be significant and adverse to the Wuesthoff hospitals, both individually and collectively. Even though the Wuesthoff system has a net worth of approximately $70.95 million, its net income (i.e., “excess of revenues over expenses”) was only $971,000 in 2003 and $1.1 million in 2004. The system is still recovering from a “devastating” financial year in 1999 when it reported a loss of almost $12 million. Wuesthoff-Melbourne reported a $4.1 million net loss in 2003, and as of June 2004, it had yet to show a profit. The significance of the projected lost income at the Wuesthoff hospitals is tempered somewhat by the increased patient volume that the hospitals are projected to have in 2010 even if VMC is approved. However, the evidence was not persuasive that the increased patient volumes will necessarily result in greater profits at the Wuesthoff hospitals in 2010.13 The approval of VMC will also likely result in a loss of outpatient volume at the Wuesthoff hospitals. However, there is no credible evidence regarding the amount of outpatient volume that would be lost or the financial impact of the lost outpatient volume on Wuesthoff.
Recommendation Based upon the foregoing findings of fact and conclusions of law, it is RECOMMENDED that the Agency issue a final order denying Holmes’ application, CON 9759. DONE AND ENTERED this 17th day of June, 2005, in Tallahassee, Leon County, Florida. S T. KENT WETHERELL, II Administrative Law Judge Division of Administrative Hearings The DeSoto Building 1230 Apalachee Parkway Tallahassee, Florida 32399-3060 (850) 488-9675 SUNCOM 278-9675 Fax Filing (850) 921-6847 www.doah.state.fl.us Filed with the Clerk of the Division of Administrative Hearings this 17th day of June, 2005.
Conclusions THIS CAUSE comes before the Agency For Health Care Administration (the "Agency") concerning Certificate of Need ("CON") Application No. 10131 filed by The Shores Behavioral Hospital, LLC (hereinafter “The Shores”) to establish a 60-bed adult psychiatric hospital and CON Application No. 10132 The entity is a limited liability company according to the Division of Corporations. Filed March 14, 2012 2:40 PM Division of Administrative Hearings to establish a 12-bed substance abuse program in addition to the 60 adult psychiatric beds pursuant to CON application No. 10131. The Agency preliminarily approved CON Application No. 10131 and preliminarily denied CON Application No. 10132. South Broward Hospital District d/b/a Memorial Regional Hospital (hereinafter “Memorial”) thereafter filed a Petition for Formal Administrative Hearing challenging the Agency’s preliminary approval of CON 10131, which the Agency Clerk forwarded to the Division of Administrative Hearings (“DOAH”). The Shores thereafter filed a Petition for Formal Administrative Hearing to challenge the Agency’s preliminary denial of CON 10132, which the Agency Clerk forwarded to the Division of Administrative Hearings (‘DOAH”). Upon receipt at DOAH, Memorial, CON 10131, was assigned DOAH Case No. 12-0424CON and The Shores, CON 10132, was assigned DOAH Case No. 12-0427CON. On February 16, 2012, the Administrative Law Judge issued an Order of Consolidation consolidating both cases. On February 24, 2012, the Administrative Law Judge issued an Order Closing File and Relinquishing Jurisdiction based on _ the _ parties’ representation they had reached a settlement. . The parties have entered into the attached Settlement Agreement (Exhibit 1). It is therefore ORDERED: 1. The attached Settlement Agreement is approved and adopted as part of this Final Order, and the parties are directed to comply with the terms of the Settlement Agreement. 2. The Agency will approve and issue CON 10131 and CON 10132 with the conditions: a. Approval of CON Application 10131 to establish a Class III specialty hospital with 60 adult psychiatric beds is concurrent with approval of the co-batched CON Application 10132 to establish a 12-bed adult substance abuse program in addition to the 60 adult psychiatric beds in one single hospital facility. b. Concurrent to the licensure and certification of 60 adult inpatient psychiatric beds, 12 adult substance abuse beds and 30 adolescent residential treatment (DCF) beds at The Shores, all 72 hospital beds and 30 adolescent residential beds at Atlantic Shores Hospital will be delicensed. c. The Shores will become a designated Baker Act receiving facility upon licensure and certification. d. The location of the hospital approved pursuant to CONs 10131 and 10132 will not be south of Los Olas Boulevard and The Shores agrees that it will not seek any modification of the CONs to locate the hospital farther south than Davie Boulevard (County Road 736). 3. Each party shall be responsible its own costs and fees. 4. The above-styled cases are hereby closed. DONE and ORDERED this 2. day of Meaich~ , 2012, in Tallahassee, Florida. ELIZABETH DEK, Secretary AGENCY FOR HEALTH CARE ADMINISTRATION
The Issue The basic issue is whether the applicant meets the relevant statutory and regulatory criteria for award of a CON. In its prehearing statement and in its proposed recommended order, HRS stipulates that the following criteria are met: Section 381.705(1)(a), F.S., regarding compliance with the district health plan; Section 381.705(1)(c), F.S., regarding the applicant's capability and record of providing quality of care; Section 381.705(1)(h), F.S., regarding the sufficiency of applicant's resources; Section 381.705(1)(m), F.S., regarding the reasonableness of proposed costs and methods of construction; and Section 381.705(2)(c), F.S., regarding the consideration of alternatives to new construction. The following statutory criteria are deemed by HRS to be inapplicable to the proposed project: Section 381.705(1)(f), F.S., regarding the need for special equipment or services not available in an adjacent district; Section 381.705(1)(g) and (h), F.S., relating to the need for research, educational and training facilities; Section 381.705(1)(j), F.S., regarding the needs of health maintenance organizations. Section 381.705(1)(k), F.S., regarding entity providing most of its services to individuals residing beyond the service district; and Section 381.705(2)(e), F.S., regarding nursing homes. HRS also concedes the numeric need formulae found in the rules do not apply, and that no HRS rule is applicable to the need in this case. (HRS proposed Recommended Order, p. 2; transcript, pp 13-14.) The remaining criteria which HRS contends are not fully met relate to accessibility, efficiency, financial feasibility and cost effectiveness. HRS states in the SAAR and argued at the hearing that Holmes' application lacked information, and that attempts to supply the information were improper amendments to the application.
Findings Of Fact The Applicant Holmes Regional Health Care Systems, Inc. is a nonprofit corporation having among its subsidiaries a 528-bed acute-care, tertiary care non-profit hospital: Holmes Regional Medical Center (HRMC) located in Melbourne, Brevard County, Florida. HRMC is the largest hospital in the Brevard subdistrict of HRS planning district 7. It employs approximately 1900 full and part-time staff; approximately 210 physicians serve on the medical staff. It offers a wide range of services, including comprehensive cardiovascular programs, pediatrics, psychiatry, all specialties in internal medicine and surgery, and a high-risk neonatal intensive care unit. HRMC is the oldest hospital in Brevard County. It opened in 1937 with 27 beds. Although the figure fluctuates frequently, at the time of hearing approximately 480 of its licensed beds were in service. Holmes is governed by a 13-member board comprised of local business professionals who serve without compensation. The Project Holmes proposes to reduce the licensed capacity of HRMC by 60 beds and to transfer those beds to a satellite facility to be constructed south of Melbourne in Palm Bay, still within Brevard County. Total project costs for the new facility, including land (already purchased), construction and equipment is $11,656,812. The 60 beds will be acute care, "medical/surgical", in 36 private rooms and 12 semi-private rooms. Pediatric, obstetric, intensive care, and other speciality services will remain at HRMC. Access Melbourne, the site of HRMC, is in the southern end of Brevard, an elongated county on Florida's central east coast. The satellite hospital is proposed for a site approximately seven miles south and slightly west of HRMC. Palm Bay is a city which grew from five square miles to sixty-five square miles in the 1960's, when General Development Corporation (GDC) platted and began developing vast subdivisions west of the once-sleepy village lying along the Indian River. Wuesthoff, the next nearest hospital in the planning district is located north of HRMC, in Rockledge, in central Brevard County. The GDC development currently includes 74,000 or 75,000 platted lots throughout the city, although only approximately 15,000 have been built. The estimated population at full build-out in the year 2050 is projected at 257,000. In the meantime, the City of Palm Bay is the second largest city in Brevard County, population-wise, and is projected to be the largest city in the county by 1992. In 1980 the city had 18,560 persons; in 1988, the population is over 53,000. A water and sewer service agreement between Brevard County and General Development Utilities is contributing to the sprawl, as the agreement limits buildout to thirty percent of the lots on a block with wells and septic tanks. This has pushed growth from the northern and eastern boundaries of the subdivisions into the southern and western reaches of the city limits, and farther away from HRMC in Melbourne. The Palm Bay area suffers with congested traffic, as does most of South Brevard. The labyrinthine system of roads throughout the new section (the GDC development) is characterized by circles and dead end lanes calculated to promote residential integrity. An elaborate system of canals further limits access to a few through streets. The only planned major improvement to road capacity in Palm Bay is the four-laning of an approximate mile and a half strip of Babcock Street, a major north-south artery. Dr. Stanley K. Smith, an Associate Professor of Economics and Population Program Director at the University of Florida Bureau of Economic and Business Research, was qualified, without objection, as an expert in demographics, including population studies and projections. Dr. Smith and William Tipton, Holmes' traffic and transportation engineering expert, compiled data establishing that by the horizon year 1992, 14.4 percent of Palm Bay's population would live beyond a thirty minute drive to HRMC. Utilizing trips from HRMC in peak afternoon traffic, Mr. Tipton's traffic study found four 30 minute drive time points in the Palm Bay, South Brevard area, fanning out southward from HRMC along the primary roadways. Using census data and population projections developed by Brevard County planning staff, Dr. Smith calculated the population in Palm Bay that will be living beyond the 30 minute drive times in 1992. Although the drive times were established at peak hours, those hours in Palm Bay are unusually long because of the staggered work hours for Harris Corporation, which with 9,000 employees, is the largest industrial employer in Palm Bay. The Tipton study is also considered a reasonably conservative predictor of accessibility in 1992. By that horizon year the population will have expanded, and the 30-minute drive points will be closer to HRMC as a result of increased congestion and deterioration of traffic conditions. HRS' position that access to HRMC was not a problem for Palm Bay residents was based on a personal visit to the area by its staff CON reviewer, Dennis Halfhill. Mr. Halfhill drove from his motel, north along US1 to HRMC, around midmorning, and determined that his drive time was only twenty-five minutes. U.S. 1 runs north-south along the Indian River on the eastern edge of Palm Bay and South Brevard County. Unlike most of the main roads in South Brevard, US 1 is four-laned. It also is in the old established section of Palm Bay, rather than in the newer population center in the south and west. Mr. Halfhill did not travel in the southwest area and erroneously believed he was in the center of Palm Bay along its eastern edge. He estimated the circumference of the main part of the city to be approximately five miles and believed the western city limits were east of Interstate 95, when, in fact, a vast portion, approximately 80 percent of the city's 65 square mile area, lies west of Interstate 95. Geographical access by Palm Bay residents is decidedly enhanced by the creation of a satellite hospital in that community. Efficiency Holmes can provide acute-care services in its proposed 60 bed satellite more efficiently than another free-standing facility could, and more efficiently than Holmes is currently providing those same services in its large facility. The proposed facility will share with HRMC various support and ancillary services as purchasing, patient accounts, dietary, plant engineering, data processing, pharmacy, laboratory and radiology. All of Holmes' management systems will be shared with its satellite. Some equipment and staff will be transferred to the new facility. Because some wings of HRMC are old and outdated, the relocation to a newer, better-designed facility will result in improved utilization of nursing staff and a slightly lower staffing level overall. Holmes is considering converting the transferred beds into an observation unit for outpatient surgery and increasing its number of private rooms. In addition, if the beds are transferred, Holmes anticipates the ability to move back into the hospital certain activities for which it is paying over $100,000 per year in outside rent and utilities. Financial Feasibility/Cost Effectiveness Based on its long range planning conducted in 1981, Holmes determined there would be a future need for an acute care facility in Palm Bay. It purchased land for $315,800, and is currently operating an ambulatory care center and diagnostic center at the site. The total funds required for completion of the satellite facility will come from reserves established from the operation of Holmes, the corporate holding company. No borrowing will be necessary. Initially, in the first two years of operation of the satellite, there will be a slight negative impact on HRMC, but not on Holmes, the parent company, as the negative impact will be offset by the revenues at the satellite and by the cost savings shared by the two facilities. Holmes anticipates net revenue at the satellite will be $404,891 the first year of operation and $2,052,911 for the second year. Rick Knapp, a health care consultant, was qualified without objection as an expert in hospital and health care finance. In his opinion, the pro- forma/operating statement is realistic and achievable and the financial management of the existing facility is good. This latter opinion is based on his experience that relatively low-charge hospitals which generate an attractive bottom line, such as HRMC, are well managed hospitals. HRS has acknowledged that HRAC has done well in serving medicaid patients and indigents, typically considered chronically underserved. Holmes has committed that it will continue that service with the satellite facility. John Stephen Eavenson, Vice-President of Finance at HRMC and chief operating officer for Holmes, was qualified without objection as an expert in hospital and health care finance, hospital financial administration and hospital business venture analysis. In his opinion, the Palm Bay satellite hospital proposed by Holmes represents a sound financial decision. Holmes considers South Brevard, including Melbourne and Palm Bay, as its service area. Approximately 92 percent of the population of the service area in need of hospitalization currently utilize HRMC. This figure is likely slightly lower for Palm Bay, alone, as some patients in that area use a hospital in Sebastian, in Indian River County, south of Palm Bay, and beyond the HRS planning district VII. Other patients go to Orlando. Aside from the economies already discussed relating to the new streamlined facility, Holmes' willingness to expend $11 million to transfer beds is motivated by a desire to preserve its market share by enhancing access to an expanding community. Application Content The principal reason for HRS' denial, perhaps 75 percent, according to HRS Supervisor Reid Jaffe, was the lack of documentation in Holmes' application to support the proposed transfer. This reason is reflected in the cover latter to the SAAR and in comments throughout the SAAR. HRS objected throughout the formal hearing to the introduction of evidence relating to access, arguing that transportation studies were not part of the original application and would be an inappropriate amendment to the application. Holmes provided all information requested on the CON application form; in addition it responded in full to the three brief questions in HRS' May 15, 1987, omissions letter. Holmes' application was deemed "complete" by HRS, effective June 29, 1987. With regard to availability and access, the SAAR states: ...the applicant did not present any information about the future traffic and growth management plans to determine if accessibility to services would be impaired.... Yet, the SAAR found enough information to determine compliance with the following priority of the District 7 Health Plan: Priority 4 Priority for needed acute care services should be given to those applicants who transfer unutilized beds/or establish hospital facili- ties in regions of the District where access to service can be substantially improved by at least 25 minutes for 10 percent of the popula- tion of the subdistrict or a minimum of 35,000 residents. Joint Exhibit #1, p. 3 The SAAR comments provides: Priority 4-Applicant complies, Holmes Regional proposes to transfer underutilized beds. Although the area might now be within 25 minutes of Holmes and Humana Sebastian, increased congestion is expected as Palm Bay and the area along US1 are developed. Joint Exhibit #1, p. 4 The foregoing comment possibly reflects Mr, Halfhill's personal tour of Palm Bay, a tour which the record amply reveals missed the truly congested and developed areas of this deceptively vast community. An HRS reviewer with personal knowledge of a geographical area will bring his or her experience to the application review process and will not question the lack of such information in the packet, according to Reid Jaffe. In other instances the reviewer uses the omissions process to question presumptions or to flesh out the necessary information. For example, in March 1988, HRS approved a CON for the transfer of 100 beds from Martin Memorial Hospital in Martin County to create a satellite facility in Port Salerno. Prior to that approval Martin Memorial submitted a revised application, responding to at least 17 omission questions, including such questions as: Omission #10 What accessibility problems were experienced by residents of the proposed satellite area in obtaining acute inpatient services? How far is it to Okeechobee and Stuart? Northern Palm Beach County? and Omission #11 What is the breakdown of the 100 med/surg beds to be transferred from Martin Memorial and the breakdown established at the satellite facility; i.e. ICCU, pediatrics, OB, etc.? How will the transfer affect health services at Martin Memorial? How will vacated space be utilized? Petitioner's Exhibit #15 In another similar case involving a transfer of beds by Lee Memorial Hospital, which CON application was in the same batching cycle as Holmes, HRS permitted the applicant to submit an extensive packet of information in March 1988, addressing the questions and issues raised by the SAAR. The packet included a travel time study completed well after the SAAR was issued. The Lee Memorial project was approved. Holmes also attempted to present additional information, including its travel time study prepared in December 1987. It was told that additional information would be considered an inappropriate amendment to the application. Although the travel time study was not included in Holmes' application, access was discussed throughout the application with references to the high growth portions of the service area, the inadequate roads and traffic congestion, and Dr. Smith's projections of population increases. The application was complete, as its narrative, tables and attachments sufficiently addressed the relevant criteria of the statute and rules. Weighing the Criteria The parties agree that numerical need is not an issue when no net increase in beds is proposed. HRS has no rule specifically governing the transfer of beds and, according to Sharon Gordon-Girvin, the HRS Administrator of Community Health Services and Facilities, the agency policy was still under consideration at the time that Holmes' current application was being reviewed. A policy framework had been discussed, but HRS conceded that the policy required patient origin data that was not available to the applicant or the department. In the absence of a specific rule or policy, HRS' review and comments on the Holmes application reflect a general concern that, if no additional services are being offered, and no additional beds are needed or proposed, there must be some direct, positive health care benefit to be derived from the expenditure of $11 million to transfer beds. Concomitantly, there should also be no negative effect on the existing services. These general concerns must still be translated into the statutory criteria found in section 381.705, F.S. The SAAR found that Holmes' proposal at least partially met every relevant criteria. In its evidence explaining and supporting its application, Holmes proved that its satellite project will significantly improve access to the population of a phenomenally fast-growing community. The reduction in beds at HRMC will increase the utilization rate at that facility, which, although underutilized at less than 80 percent, is experiencing a constant increase and a better rate than the other area hospitals. The loss of revenue will not negatively impact HRMC in the long-term and will positively impact the parent company, Holmes. HRMC and Holmes have a reputation for quality care, reasonable costs and a commitment to serve the indigent and underserved patients in South Brevard. The same management will assure these attributes are maintained at the satellite facility. Holmes' forecasts for patient mix and utilization rates are based on a long experience in providing wide range health care services in South Brevard. Its management decision to utilize $11 million of on hand resources to create the satellite is a sound business decision based on a projected need for the horizon year 1992, the growth patterns in the south west county, and a calculated desire to maintain its market share. The shared services and resources make the satellite facility economically preferable to a new separate free-standing facility of 60 beds. The removal of beds from HRMC will result in more efficient use of space in that hospital. In summary, there is a need for the facility proposed by Holmes.
Recommendation Based on the foregoing, it is, hereby RECOMMENDED: That HRS award a Certificate of Need to Holmes Regional Healthcare Systems Inc., for a 60-bed satellite hospital in Palm Bay, Florida, by virtue of a transfer of 60 licensed beds from Holmes Regional Medical Center in Melbourne, Florida. DONE and RECOMMENDED this 8th day of November, 1988, in Tallahassee, Florida. MARY CLARK Hearing Officer Division of Administrative Hearings The Oakland Building 2009 Apalachee Parkway Tallahassee, Florida 32399-1550 (904) 488-9675 Filed with the Clerk of the Division of Administrative Hearings this 8th day of November, 1988. APPENDIX TO RECOMMENDED ORDER, CASE NO. 88-0394 The following constitute my specific rulings on the findings of fact proposed by the parties. Petitioner's Proposed Findings Adopted in paragraphs 1 and 5. Adopted in paragraph 22. 3-7. Rejected as unnecessary. 8. Adopted in the background statement and in summary in paragraph 21. 9-10. Rejected as unnecessary. 11-13. Adopted in substance in paragraph 26, although the fact that the Lee application was originally denied was not clearly established. 14-15. Addressed in the background statement. 16. Addressed in the statement of issues. 17-18. Adopted in paragraph 31. Adopted in paragraph 9. Adopted in substance in paragraph 7. Adopted in paragraph 8. 22-24. Adopted in substance in paragraph 9. 25. Adopted in substance in paragraph 23. 26-28. Adopted in paragraph 10 and paragraph 24. Rejected as argument. Rejected as unnecessary. Addressed in the statement of issues. Adopted in paragraph 31. Addressed in the statement of issues. Rejected as unnecessary. Adopted in substance in paragraphs 15 and 18. 36-37. Rejected as unnecessary. 38. Adopted in paragraph 16. 39-40. Rejected as unnecessary. Adopted in substance in paragraph 20. Rejected as cumulative and unnecessary. Rejected as unnecessary. Adopted in substance in paragraphs 12 and 13. Adopted in paragraph 21. 46-47. Rejected as unnecessary. Adopted in substance in paragraph 22. Rejected as unnecessary. Adopted in paragraph 25. 51-52. Rejected as argument. 53-55. Rejected as unnecessary. 56. Adopted in part in paragraph 26, otherwise rejected as unnecessary. 57-59. Rejected as argument. Respondents Proposed Findings 1. Adopted in Paragraphs 1 and 3. 2-3. Addressed in background statement. 4-5. Addressed in statement of issues. Rejected as unnecessary, although the access issue is addressed in paragraphs 6-11 and paragraph 23. Rejected as unsubstantiated by the evidence. Rejected in part as unnecessary. No criteria requires proof that the population is not predominately located within an average 30-minute drive time. Also rejected as inconsistent with the evidence. The study involved two-way drives (see transcript pp 309-310). The cited portion of the transcript does not support the finding suggested, that the study was manipulated. 9-10. Rejected as unnecessary. Rejected as unnecessary. This was not an issue in the proceeding. Adopted in part in paragraph 5. 13-19. Rejected as unnecessary or irrelevant. 19-21. Rejected as contrary to the weight of evidence. 22-23. Rejected as unnecessary. Rejected as immaterial. The application was not amended at hearing. Addressed in conclusions of law, paragraph 4. Rejected as immaterial. Occupancy rates are not at issue. 27-28. Rejected as contrary to the weight of evidence. Rejected as unnecessary. Rejected as cumulative and unsupported by the evidence. Rejected as immaterial. The witness was credible. 32-34. Rejected as unnecessary. 35. Rejected as contrary to the weight of evidence. 36-39. Rejected as immaterial. 40. Rejected as contrary to the weight of evidence. COPIES FURNISHED: Lee Elzie, Esquire MacFarlane, Ferguson, Allison & Kelly 215 South Monroe Street Tallahassee, Florida 32302 E. G. Boone, Esquire Jeffrey A. Boone, Esquire Boone, Boone, Klingbeil & Boone, P. A. Post Office Box 1596 Venice, Florida 34284 Sam Power, Clerk Department of Health and Rehabilitative Services 1323 Winewood Boulevard Building One, Suite 407 Tallahassee, Florida 32399-0700 Gregory L. Coler, Secretary Department of Health and Rehabilitative Services 1323 Winewood Boulevard Tallahassee, Florida 32399-0700 John Miller, Esquire Acting General Counsel Department of Health and Rehabilitative Services 1323 Winewood Boulevard Building One, Suite 407 Tallahassee, Florida 32399-0700
The Issue The issue is whether South Broward Hospital District's (District) application for a certificate of need to build and operate a satellite facility in southwest Broward County by transferring 100 beds and retiring 25 medical/surgical beds from its existing facility should be granted. STIPULATION CONCERNING APPLICABLE STATUTES A prehearing stipulation was filed in which the parties agree that criteria found in Sections 381.494(6)(c), Florida Statutes (1985), apply in determining whether the satellite facility should be built. Not all of these criteria are in dispute, however. By stipulation the criteria found in Section 381.494(6)(c)3., 6., 7., 11. and 13. 381.494(6)(d)3. and 5., Florida Statutes (1985), are inapplicable or are not in dispute. Section 381.494(6)(c)8., Florida Statutes (1985), is not in dispute as it relates to the availability of resources and capital or operating funds. The criteria set out in Section 381.494(6)(c)1., 2., 4., 5., 9., 10. and 12. apply and Humana contends the application of South Broward Hospital District does not meet them. Humana maintains that the application does not meet the criteria of Section 381.494(6)(d)1. 2. and 4., while the District maintains those are inapplicable because the District proposes no new services. STIPULATED FACTS The parties have also stipulated to the following facts: The District's application was timely filed; The petition for a formal hearing on the agency's intent to deny the certificate of need was timely filed; The donated services expense, operating expenses and Hospital Cost Containment Board assessment found in the financial statements are reasonable; The site preparation costs contained in Table 25 of District Exhibit H are reasonable, even in the event of any cost increase due to delays in commencement of the project; The findings, opinion and data contained in District Exhibit 1 are reasonable; The construction costs reflected in Table 25 of Exhibit H are reasonable, provided any increase in costs from delaying the opening of the satellite 17 months would not exceed 5 percent of the total construction cost; the construction figures include a contingency factor of 5 percent.
Findings Of Fact General Procedural Background Following the Department's expression of its intention to deny the application of the District to construct a new satellite hospital in southwest Broward County, the District requested a formal administrative hearing which became Case No. 84-0235. On February 8, 1984, Humana Hospital Bennett moved to consolidate the District's case (DOAH Case No. 84-0235) with Cases No 84-0265 and 84-0266 (certificate of need applications to transfer beds from Humana South Broward to Humana Bennett) and Case No. 83-3944 (a certificate of need application to transfer beds from Humana South Broward to southwest Broward County). These three "Humana" cases were consolidated with South Broward Hospital District's application on February 23, 1984. On February 24, 1984, Pembroke Pines General Hospital (Pembroke Pines) moved to intervene in Case No. 84-0235, the South Broward Hospital District application. The motion was granted on March 15, 1984, and final hearing was scheduled for June 20, 1984. On April 11, 1984, Pembroke Pines moved for a continuance based, in part, on the need to consolidate Case Nos. 84-0235, 84-0265, 84-0266 and 83- 3944. The motion was granted on May 29, 1984. On April 20, 1984, Humana South Broward moved to intervene in DOAH case No. 84-0235 (the South Broward Hospital District application) and the motion was granted. The final hearing was set for August 1, 1984, but was subsequently continued to October 15, 1984, and then to February 25, 1985. Ultimately, the cases mentioned in the preceeding paragraphs were consolidated with an application for a certificate of need filed by Pembroke Pines to offer obstetrical services, which was Case No. 84-0610. On July 23, 1986, Humana South Broward announced that it would not pursue the applications involved in Case No. 83-3944, its application to transfer beds from Humana South Broward to a southwest Broward County location. In 1985, the South Broward Hospital District filed its application for a certificate of need to develop and operate a 100-bed satellite hospital in southwest Broward County by transferring 100 beds from the facility it operates in eastern Broward. The Department of Health and Rehabilitative Services Indicated its intent to deny that application. The district requested a hearing, and the case was assigned DOAH Case No. 85- 3940. On April 11, 1986, South Broward Hospital District updated its two applications to permit the transfer of 100 beds from an existing facility to a satellite facility which would be composed of 92 medical/surgical beds and 8 intensive care beds. Subsequently, South Broward Hospital District agreed to retirement off an additional 25 medical/surgical beds upon the opening of a satellite facility, which would remove those 25 licensed beds from its present facility in eastern Broward County and reduce the county's overall inventory of acute care beds. Department of Health and Rehabilitative Services agreed to support this application at the final hearing. On September 9, 1986, after the hearing had begun, Pembroke Pines, South Broward Hospital District, and the Department of Health and Rehabilitative Services entered into a written agreement, part of which was that Pembroke Pines would withdraw its opposition to the District's application for approval of the satellite hospital. Humana South Broward and Humana Hospital Bennett were, thus, the only parties objecting to the application at final hearing. The Parties South Broward Hospital District (the District) was created in 1947 by the Florida Legislature in Chapter 24415, Laws of Florida, Special Acts of 1947, as an independent taxing authority. It assures access to health care services by the residents in its geographical area by constructing and operating health facilities serving the need for all types of health care within the District. It provides services without regard to the ability of District residents to pay for them. The District's geographic boundaries generally cover the southern 1/3 of Broward County and includes about 1/3 of the county population. The remaining portion of the county is served by a separate public entity, the North Broward Hospital District. The District established Memorial Hospital of Hollywood (Memorial) in 1952 as a 100-bed hospital facility. Memorial has been expanded in 1957, 1962, 1967 and 1974. Memorial is now a 737 bed full-service hospital accredited by the Joint Committee on Accreditation of Hospitals. It is the only provider in south Broward County of the following services: cardiac surgery; cardiac catheterization; physical rehabilitation within a distinct comprehensive unit; psychiatric services; pediatric surgical programs; pediatric intensive care; full-service neonatology; newborn intensive care/progressive care; high risk obstetric maternity care; residential substance abuse programs. Some of these services are operated at a loss. Uncompensated care is 18.7 percent of the District's total operating budget. $14.8 million will be spent in the current year on services to indigents who use 6.7 percent of Memorial's patient days. Medicaid patients account for 6.3 percent of Memorial's patient days. Operating revenues and the District's power to levy and collect property taxes pay for the service to indigents. It is the most important provider of services to the indigent and medically underserved in South Broward County. Memorial Hospital is located east of State Road 441 in a fully developed and matured area of Broward County. Since 1976 the District has operated a 24-hour walk-in center in Pembroke Pines, in southwest Broward County, approximately 8 miles west of Memorial Hospital. It treats emergencies and provides routine unscheduled care. In 1985, that center experienced over 24,000 patient visits. Of the twenty hospitals in Broward County, only three had more patient visits than the District's walk-in center. The center also has a residential substance abuse treatment center of 14 beds, 12 of which are occupied on any given day. In 1982, HRS granted the District a certificate of need far $1,000,000 authorizing the District to purchase the land upon which the proposed satellite hospital would be built, on Flamingo Road, between Johnson Street and Pines Boulevard. Humana South Broward is a 282-bed acute care hospital located at 5100 West Hallandale Boulevard, Hollywood, Florida. It serves the southern portion of Broward County and is a wholly owned subsidiary of Humana. Humana Hospital Bennett is a 204-bed acute care hospital located in West Broward County. It is a wholly owned subsidiary of Humana. Factual Findings Concerning The Criteria Against which The Application Must Be Evaluated General Applicability of Chapter 10-5, Florida Administrative Code Under Rule 10-5.003, Florida Administrative Code, certificate of need applications are processed and reviewed under the provisions of Chapter 10-5. These rules implement the statutory criteria enacted a Section 381.494(6)(c) and (d), Florida Statutes (1985). The project at issue involves the relocation reduction of licensed acute care beds The methodology for determining the need for new beds found in Rule 19-5.011(1)(m)6., Florida Administrative Code, is inapplicable, because no additional beds will be added to the inventory of the HRS service district. Central Florida Regional Hospital v. Daytona Beach General Hospital, 475 So.2d 974 (Fla. 1st DCA 1985). Similarly, the other standards found in the rule besides the need methodology also do not apply. Because no batching cycle is involved, no planning horizon is set involved. The Department's Non-Rule Policy On Bed Transfer And Relocation. The Department of Health and Rehabilitative Services has promulgated no rule governing the circumstances in which applications to transfer or relocate beds within a service district will be approved. The Department's policy on the approval of such transfers and relocations has evolved over time. An early, large hospital relocation decision by the Department involved the application of St. Luke's Hospital in Jacksonville, Certificate of Need #1487, which was granted in 1981. The Rule methodology for computing need for new beds had not been adopted then. The Department approved that ultimately unopposed application in order to improve geographic access to care for residents in a fast growing area, and due to life safety problems in the old facility. Later, in 1982, Orlando Regional Medical Center applied for Certificate of Need #2868 to build a satellite facility by relocating 150 beds to a fast growing area in southeast Orange County. This application also pre- dated the need methodology. The project was unopposed and was approved due to increased accessibility of medical services to a fast growing area and the hospital's plan to more efficiently use the vacated space at the existing facility. Lee Memorial Hospital in Lee County received Certificate of Need #2851 in 1984, permitting the construction of a satellite facility and the renovation of an existing facility. That project was approved because: The hospital needed to demolish obsolete buildings constructed in 1939. The construction of a satellite facility, which would be made up of 81 beds from the demolished main campus and 19 new beds, would have been no more costly than construction of a new facility on the current location. Projected growth in the 65 and older population justified the additional beds according to the need methodology which had been adopted by rule. Moving the existing and new beds to the satellite would decentralize the service district's concentration of beds in the City of Fort Myers. The Department granted Beaches Hospital in Duval County Certificate of Need #352-6 in 1985 to transfer its 82 bed facility to a new location. That small public hospital provided vital medical services to Medicare and indigent patients. It would be forced to close in about 10 years if it did not relocate, due to deteriorating physical plant and inefficiencies in its physical layout. Beaches Hospital had been located in a decaying area. Physicians were locating away from the hospital's immediate area. Relocation was necessary for that public facility to remain financially viable. In reviewing various State Agency Action Reports and Final Orders of the Department of Health and Rehabilitative Services concerning applications analogous to the one at issue here, the Department has looked at five factors in determining whether to approve applications for the relocation of beds: whether the relocation is predicated upon the need for additional beds based on the need methodology of Rule 10-S.011(1)(m)., Florida Administrative Code, or the reduction of excess capacity within a district (or a subdistrict, if one has been established); whether the proposed project improves geographic access to a sufficiently large segment of the population which is expected to experience serious problems in obtaining in-patient care; whether the project improves availability of in-patient care to all residents of the community, especially Medicaid and indigent patients; whether the relocation corrects life safety deficiencies that could not otherwise be resolved through less costly facility renovations, or replaces obsolete or deteriorating and inefficient public hospital facilities; and whether the project will result in an increase in hospital costs and charges at a rate above the state average for hospitals of similar size, offering similar services. The Department has formulated a draft policy with respect to standards for evaluating applications to transfer beds or convert facilities. This policy was first written on August 7, 1986, and is based on the agency's prior experience in health planning. The Department's general policy for transfers and conversions is to try to "work off" any overbedding in a service district when approving transfers by requiring bed retirement as a condition to the approval of transfers. This strategy is the Department's attempt to reduce the excess of licensed and approved medical/surgical beds. The Department does not believe it possesses statutory authority to de-license acute care beds or to retire acute care beds. Voluntary reduction of surplus beds in conjunction with applications to transfer beds or convert facilities provides one means for reduction of the number of beds in a service district. When the Department reviews applications for transfers or conversions of beds, it seeks to assure there will be no adverse effect on a public facility which has traditionally provided services to indigents, providing access to medical services without regards to a patient's ability to pay. This insures low income groups access to health care facilities. Another element of the Department's incipient policy is a review of the efficiency of the facility proposing the transfer, and examination of the applicant's historic cost per discharge, gross revenue per adjusted admission, and the general cost effect of the proposal, to assess whether the transfer or conversion would lead to higher patient charges. The incipient policy is designed to promote price and non-price (service) competition among providers. Changing bed complements at facilities by transfer allows providers to compete for larger market shares, which fulfills the Department's statutory duty to promote competition among providers. The Project's Consistency With The Department's Non-Rule Policy On Bed Transfer and Reallocation The District's project will reduce the number of medical/surgical beds located in the service district (District X) by 25 beds. In the service district there are 5,770 medical/surgical beds, an excess of approximately 80 medical surgical beds as of the last calculation done by the Department. In the letter of denial attached in the State Agency Action Report, Humana exhibit N, there were 447 unused acute care beds available to the southwest Broward County population within reasonable access on a daily basis in 1984. The delicensure of 25 beds will only minimally advance the goal of reduction of excess capacity. The proposed project does not improve geographic access to a sufficiently large segment of the population expected to experience serious problems in obtaining in-patient care. There is no persuasive evidence that any significant segment of the population in Broward County now has a serious problem in obtaining in-patient care. To the extent that a satellite facility in southwestern Broward County would bring an acute care hospital to that area, those living in that area would have enhanced or more convenient access, but that is a far cry from demonstrating that a population has a serious access problem. This project would not significantly improve the availability of in- patient care to Medicaid and indigent patients who are now served at the District facility (Memorial Hospital) in east Broward. This situation might be different if there were subdistricting in Broward County, but none now exists. In fact, subdistricting has been considered by the Local Health Council, but rejected for lack of adequate data. Ad hoc subdistricting is inappropriate here. There is no evidence of deterioration of the facilities of the District or the necessity to correct life safety deficiencies by building the satellite facility. This case is not like the Lee Memorial Hospital situation. Here, the District is in the process of a significant $50 million renovation of Memorial Hospital, including construction of an eight floor patient tower. With respect to the effect on patient charges, the District has sufficient cash on hand to build the satellite. If the project is approved, it would have no effect on the charges to patients at the District's current hospital. It would, however, allow improvements in the use of space at the current hospital by relocating and retiring 125 beds from Memorial Hospital. Approximately 15,000 square feet of space will become available at the current facility. Data processing, management systems, engineering, billing and collection clerks are presently housed away from Memorial in 20,000 square feet of rented space. Consolidating these operations at the main campus would allow the District to save approximately $100,00 per year in lease payments. Statutory Criteria For Evaluating The Application Under Section 381.494(6)(c), Florida Statutes A. Consistency With The State Health Plan And the Local Health Plan Related To Occupancy Levels. Section 381.494(1)(6)1., Florida Statutes. The Florida State Health Plan and the Local Health Plan set as goals occupancy levels for surgical and acute care beds of 80 percent. State Plan, Goal 8, Objective 8.1; Local Plan, Goal 3, Objective 3.1. The Local Health Plan recommends that there should be no new hospital construction until there is an average annual occupancy in the District equal to 80 percent. Local Plan, page 227. Pembroke Pines General Hospital is the closest hospital to the proposed satellite, and now serves most of the area the satellite would serve. Pembroke Pines operates at below 50 percent occupancy for its medical/surgical beds. Excess or underutilized bed capacity contributes to higher health care costs. According to the Institute of Medicine, the cost of an empty bed is 50 percent of the cost of an occupied bed, made up largely of the overhead assigned to that empty bed. State Plan, page 70. There had been a great growth in the number of acute care beds in Florida before the need methodology of the certificate of need program was developed. According to the Department of Health and Rehabilitative Services, there were 4,800 excess acute care beds in Florida as of July, 1986. The State Health Plan sets the appropriate ratio of medical/surgical beds to the population as a ratio of 4.11 to 1,000. State Plan, Goal 6, Objective 6.1. The overall medical/surgical bed ratio to population in District X is approximately 5.1 to 1,000, in excess of the State Health Plan goals. The Local Health Plan encourages the reduction of licensed beds to achieve a ratio of 4.5 medical/surgical beds to 1,000 population by 1988 and seeks to achieve an 85 percent occupancy rate by that time. Local Plan, Page 226. District X (Broward County) is significantly overbedded. The proposal from the District would reduce the total inventory of acute care beds by 25 beds. In return, it would cost the health care system in the District approximately $15,965,500 to build the satellite. Such a cost for a rather modest reduction of 25 beds is unwarranted. Availability, Utilization, Geographic Accessibility And Economic Accessibility of Facilities in the District Section 381.494(6)(c)2., Florida Statutes The area that the District proposes to serve in the satellite facility includes census tracts 702-706, 1102, and 1103. These have a younger population and age distribution than Broward County as a whole. This younger population has a lesser need for hospital services than older populations. District's exhibit, 1 table 2, shows that the elderly population in the satellite service area will decrease over time, so that by 1990 the elderly will comprise about 7 percent of that population. The elderly will be 23.7 percent of the total Broward County population in 1990. The satellite facility does not propose pediatric services. The age group from 0-14 will achieve second highest population of growth in the service area, but the pediatric population will not benefit particularly from the proposed satellite, because licensed pediatric beds, pediatric and pediatric surgery will remain at the current facility. The age cohort with the highest growth is that of ages 30-44. This group demands in-patient services at a smaller rate than the elderly and tend to use such services as obstetrics, nursery services, psychiatric services, substance abuse services, cardiac catheterization and cardiac surgery which will not be available in-house at the satellite. The District does not propose to offer any service at the satellite not now available at existing hospitals in its service area. Other hospitals now serving the area which the satellite proposes to serve have additional capacity to serve population growth in western Broward. Pembroke Pines is the closest hospital to the proposed satellite, and now operates at below 50 percent occupancy for medical/surgical beds. There is sufficient unused capacity to accommodate projected demands in the HRS service District X. The majority of the population growth will be experienced in the area between Humana Bennett and Pembroke Pines Hospital. These facilities and other hospitals can meet projected demand from that population growth. There is no geographic access problem for residents of the satellite service area in receiving in-patient hospital services at existing hospitals. There is no significant indigent or medicaid populations in the west and southwestern areas of Broward County, which has a younger population and is a more recently developed part of the county. Typically older sections of the county have more medically indigent persons. The current establishment of the satellite facility is not necessary to ensure the financial viability of South Broward Hospital District or to maintain its indigent care commitment. In the fiscal year 1985, the District made $19.2 million from hospital operations at Memorial and was the most profitable hospital in the State of Florida. In the fiscal year 1986, the District made $13 million from the operation of Memorial. The District is not in any financially dangerous situation and has unused additional taxing authority available to it. There is no evidence that the District will not remain financially viable through 1990. Other Facilities and Services which may serve as Alternatives to the Facilities and Services Proposed. Section 381.494(6)(c)4., Florida Statutes. The residents of the District requiring in-patient services will continue to do so. There are no less expensive alternatives to in-patient care which the District has failed to consider. Probable Economies from Joint, Cooperative or Shared Services or Facilities. Section 381.494(6)(c)5., Florida Statutes. The uncompensated case load of the District is such that it is unlikely other hospitals would jointly operate a service or facility with the District. No such alternative has been proposed by Humana. If the satellite is built, the District will be able to use space vacated at the main campus for administrative operations now housed away from the Hospital in rented space. The District would be able to handle many administrative matters, e.g. accounting, purchasing, risk management centrally if the satellite is built. The District would experience improved physical efficiency and save approximately $100,000 per year in rental payments. Availability of Resources Including Health Manpower. Section 386.494(6)(c)8., Florida Statutes. The District has the financial and human resources to operate the satellite. There is no evidence that approval of the project will have an adverse effect on training programs or divert human or financial resources from other needed health care. The satellite would be economically accessible to residents of the District, due to the statutory mandate that care be provided without regard to ability to pay. Financial Feasibility. Section 381.494(6)(c)9., Florida Statutes. The project is financially feasible in the short and long terms. The District has the ability to fund the project in the short-term without borrowing. The total projected cost for the project is $15,965,50. This total cost is also reasonable. For the first two years of projected operations, fiscal years 1990 and 1991, the facility would have an excess of revenue over expenses of $1,154,800 and $2,147,900, respectively. In the long-term, based on historical patient origin and marketshare data that is available, the project is financially feasible. The breakeven point from a financial basis is achieved at a 44 percent occupancy rate, and on a cash flow basis, at a 35 percent occupancy rate. Even if the District only achieved a 16 percent share of the southwest Broward market by 1992, the facility would still be financially feasible. By servicing existing patients alone, the satellite would have an immediate 20-30 percent occupancy rate. Needs of Health Maintenance Organizations. Section 381.494(6)(c)10., Florida Statutes. The District is an efficient provider of health services and has attracted health maintenance organizations to contract with it due to its low costs. There is no evidence, however, that unless the satellite is approved, health maintenance organizations will not be able to obtain adequate services for their members at a reasonable price. Probable Impact of the Proposed Satellite on the Cost of Health Services Proposed by the District. Section 381.494(6)(c)12., Florida Statutes. Because the project can be built with cash on hand, it will have no adverse effect on patient charges at Memorial Hospital. Construction of the satellite would, however, draw patients from Humana Bennett and Humana South Broward, which now draw patients frown the area the satellite would service. The net financial loss to Humana Bennett in the first two years of satellite operation would be $1 million, and to Humana South Broward $1/2 million.
Recommendation It is RECOMMENDED that the application of the South Broward Hospital District to build a satellite facility in southwest Broward County be denied DONE AND ORDERED this 4th day of August, 1987, in Tallahassee, Florida. WILLIAM R. DORSEY, JR. Hearing Officer Division of Administrative Hearings The Oakland Building 2009 Apalachee Parkway Tallahassee, Florida 32399-1550 (904) 488-9675 Filed with the Clerk of the Division of Administrative Hearings this 4th day of August, 1987. APPENDIX TO RECOMMENDED ORDER Petitioner's proposed findings of fact are addressed as follows: 1. Covered in Finding of Fact 1. 2. Covered in Finding of Fact 8. 3. Covered in Finding of Fact 9. 4. Covered in Finding of Fact 10. 5. Covered in Finding of Fact 12. 6. Covered in Finding of Fact 12. 7. Covered in Finding of Fact 12. 8. Covered in Finding of Fact 13. 9. Covered in Finding of Fact 14. Covered in Finding of Fact 15. Rejected as cumulative. Covered in Finding of Fact 15. Covered in Finding of Fact 15. Rejected as unnecessary. Covered in Finding of Fact 15. Covered in Finding of Fact 15. Rejected as cumulative and unnecessary. Covered in Finding of Fact 62. Covered in Finding of Fact 16. The evidence is not persuasive that western migration is leaving a concentration of patients without the ability to pay for medical services in the eastern portion of Broward. Indeed, there is no satisfactory north-south dividing line to make an east-west Broward comparison. Covered in Finding of Fact 17. Covered in Finding of Fact 18. Covered in Finding of Fact 14. Covered in Finding of Fact 20. Covered in Finding of Fact 21. Covered in Finding of Fact 22. Covered in Finding of Fact 23 Covered in Finding of Fact 24. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as cumulative to findings of fact 12 and 15. Covered in Finding of Fact 45. Rejected as inapplicable to Broward County since beds are accessible to the entire population of the county. Covered in Finding of Fact 46. Rejected as unnecessary. Rejected as unnecessary. To the extent necessary covered in finding of fact 42. Rejected for the reasons stated in 37 above. Covered in Finding of Fact 44. Rejected as unnecessary. Covered in Finding of Fact 38. Covered in Finding of Fact 47. Rejected as an improper attempt to use U.S. 441 for ad hoc subdistricting. See Finding of Fact 47. See Finding of Fact 47. Rejected because the cited portion of the Local Health Plan only states that a study may indicate that special consideration should be given to the western portion of the county. Covered in Finding of Fact 47. Covered in Finding of Fact 25. Covered in Finding of Fact 26. Covered in Finding of Fact 27. Covered in Finding of Fact 28. Rejected because the portion of Exhibit F related to Saxon General Hospital did not appear to support the findings proposed. See also the Final Order in Halifax Hospital Medical Center vs. Department of Health and Rehabilitative Services, 8 FALR 2038 (1986). Covered in Finding of Fact 29. Covered in Finding of Fact 30. Covered in Finding of Fact 31. Covered in Finding of Fact 32. Rejected because there is no "maldistribution problem" in this case. Because Broward has no subdistricts. Covered in Finding of Fact 33. Covered in Finding of Fact 33. Rejected as an unnecessary characterization. Covered in Finding of Fact 34. Rejected as unnecessary. Covered in Finding of Fact 35. Covered in Finding of Fact 36. Covered in Finding of Fact 37. Rejected because there is no need in west Broward for an additional facility. 72-75. Rejected as list persuasive and the evidence adopted in Findings of Fact 48-56. Covered in Finding of Fact 49. Rejected because there is no division point from which to compute a maldistribution; to attempt to do so is to engage in ad hoc subdistricting. Covered in Finding of Fact 16 concerning location. The second sentence is rejected as unsupported insofar as it implies that those living in areas other than southwest Broward lack the ability to pay for medical services. Rejected because there is no method by which to determine lessor or greater need in a district which is not subdistricted. Rejected because the assumptions regarding payor mix are speculative Rejected as speculative. Covered in Finding of Fact 15. Rejected as speculative. Rejected because there is no need to follow the private pay patient population in the absence of a need for additional beds or expenditures to move existing beds. Rejected for the reasons stated in Conclusions of Law Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Sentence one is covered in Finding of Fact 52 to the extent appropriate. Sentence two is rejected as unpersuasive. Rejected because the evidence in support of the findings is not persuasive. Rejected because, although true, the implicit inference that the contrary is true is not sustained by the evidence. Covered in Finding of Fact 57. 97-98. Covered in Finding of Fact 57. Rejected as unnecessary. Rejected as unnecessary. 101-102. Rejected because no true efficiency is increased the increase in occupancy rate and efficiency is merely a paper gain. 104. Rejected as unnecessary because tertiary services will continue to be provided at the current facility. 105-111. Rejected as unnecessary, that Memorial is an efficient, low cost provider is true. 112-114. Rejected as unnecessary. Rejected as unnecessary. Rejected because it is not shown that the ongoing renovations at Pembroke Pines account for its occupancy rate being as low as 50 percent. Rejected as unnecessary. 118-122. Rejected because notwithstanding those factors, Humana Bennett still has additional functional capacity. Rejected as unnecessary. Rejected as unnecessary. 125-126. While these factors may affect the occupancy rates at Humana South Broward they do not justify ignoring the occupancy goals set in the Local Health Plan that no new construction will take place until there is an average annual occupancy equal to 80 percent in the District. Rejected as unnecessary. Covered in Finding of Fact 57. Rejected as unnecessary. 131-132. Covered in Finding of Fact 58. 133-134. Rejected as cumulative. 135-136. Covered in Finding of Fact 59. 137. Covered in Finding of Fact 60. 138-150. Rejected as cumulative to the finding that the project is financially feasible. Covered in Finding of Fact 61. Covered in Finding of Fact 61. Covered in Finding of Fact 61. 154-158. Rejected as cumulative to the finding that the project is financially feasible. Covered in Finding of Fact 61. Rejected as unnecessary. Rejected as unnecessary. 162-165. Rejected as unnecessary. Covered in Finding of Fact 63. Rejected as unnecessary. Rejected because the impact on Humana South Broward will be approximately $1/2 million in the first two years of operation. See Finding of Fact 63. 169-172. Rejected as unpersuasive. Rejected for the reasons stated in Finding of Fact 63. Rejected as argument rather than a Finding of Fact. 175-181. Rejected as unnecessary. 182. Rejected because the construction of an entiresatellite hospital does appear to constitute "newhealth services to in-patients." The Final Order in Halifax Hospital Medical Center vs. Department of Health and Rehabilitative Services notwithstanding. Humana's proposed findings of fact are addressed as follows: Covered in Finding of Fact 15. Covered in Finding of Fact 40. Rejected as unnecessary. Covered in Finding of Fact 8. Rejected as unnecessary. Covered in Findings of Fact 9 and 10. Covered in Finding of Fact 52. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Covered in Finding of Fact 48. Covered in Finding of Fact 49. Covered in Finding of Fact 49. Rejected as unnecessary. Covered in Finding of Fact 49. Covered in Finding of Fact 49. Covered in Finding of Fact 50. Rejected as unnecessary. Covered in Finding of Fact 51. Covered in Finding of Fact 51. Covered in Finding of Fact 52. Rejected as cumulative to Finding of Fact 52. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Covered in Finding of Fact 52. Covered in Finding of Fact 52. Covered in Finding of Fact 52. Covered in Finding of Fact 53. Rejected as cumulative to Finding of Fact 53. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected because quality of care is not an issue by stipulation of the parties. Covered in Finding of Fact 54. Covered in Finding of Fact 54 Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. Covered in Finding of Fact 55. Covered in Finding of Fact 55 Covered in Finding off Fact 55. Covered in Finding of Fact 55. Rejected as unnecessary. Rejected as unnecessary. 49-85. Rejected because the criticism of the District's financial projections provided by Mr. Baehr was not persuasive, and the proof of the District on financial feasibility was persuasive. See Findings of Fact 59. 86-92. Rejected because the project can be built with cash and have no adverse impact on patient charges at Memorial Hospital or at the satellite. Rejected as unnecessary. Rejected as unnecessary. Rejected as unnecessary. 96-103. Rejected as cumulative to the finding made in Finding of Fact 63. Covered in Finding of Fact 63. Rejected because the characterization of the impact of the loss of $1/2 million on Humana South Broward as "tremendous" is not persuasive. Covered in Finding of Fact 42. Rejected as irrelevant because it would not be expected that a new satellite hospital would begin with an occupancy rate equal to 80 percent. Rejected as unnecessary. Covered in Finding of Fact 43. 110-111. Covered in Finding of Fact 62. COPIES FURNISHED: F. Phillip Blank, Esquire 241 East Virginia Street Tallahassee, Florida 32301 Ursala Mancusi-Ungaro, Esquire AmeriFirst Building One S.E. Third Avenue Miami, Florida 33031 Douglas L. Mannheimer, Esquire Post Office Drawer 11300 Tallahassee, Florida 32302 John H. French, Jr., Esquire James C. Hauser, Esquire Post Office Box 1876 Tallahassee, Florida 32302-1876 Sam Power, Clerk Department of Health and Rehabilitative Services 1323 Winewood Boulevard Tallahassee, Florida 32399-0700 Gregory L. Coler, Secretary Department of Health and Rehabilitative Services 1323 Winewood Boulevard Tallahassee, Florida 32399-0700 John Miller, Acting General Counsel Department of Health and Rehabilitative Services 1323 Winewood Boulevard Tallahassee, Florida 32399-0700 =================================================================
Findings Of Fact Introduction Petitioner, Leesburg Regional Medical Center ("Leesburg"), is a 132-bed acute care private, not-for-profit hospital located at 600 East Dixie Highway, Leesburg, Florida. It offers a full range of general medical services. The hospital sits on land owned by the City of Leesburg. It is operated by the Leesburg hospital Association, an organization made up of individuals who reside within the Northwest Taxing District. By application dated August 13, 1982 petitioner sought a certificate of need (CON) from respondent, Department of Health and Rehabilitative Services (HRS), to construct the following described project: This project includes the addition of 36 medical/surgical beds and 7 SICU beds in existing space and the leasing of a CT scanner (replacement). The addition of the medical/surgical beds is a cost effective way to add needed capacity to the hospital. Twenty-four (24) beds on the third floor will be established in space vacated by surgery and ancillary departments moving into newly constructed space in the current renovation project. A significant portion of this area used to be an obstetric unit in the past; and therefore, is already set up for patient care. The 7 bed SICU unit will be set up on the second floor, also in space vacated as a result of the renovation project. Twelve additional beds will be available on the third and fourth floors as a result of changing single rooms into double rooms. No renovation will be necessary to convert these rooms into double rooms. It is also proposed to replace the current TechniCare head scanner with GE8800 body scanner. Based on the high demand for head and body scans and the excessive amount of maintenance problems and downtime associated with the current scanner, Leesburg Regional needs a reliable, state-of-the-art CT scanner. The cost of the project was broken down as follows: The total project cost is $1,535,000. The construction/renovation portion of the project (24 medical/surgical and 7 SICU beds) is $533,000. Equipment costs will be approximately $200,000. Architectural fees and project development costs total $52,000. The CT scanner will be leased at a monthly cost of $16,222 per month for 5 years. The purchase price of the scanner is $750,000 and that amount is included in the total project cost. The receipt of the application was acknowledged by HRS by letter dated August 27, 1982. That letter requested Leesburg to submit additional information no later than October 10, 1982 in order to cure certain omissions. Such additional information was submitted by Leesburg on October 5, 1982. On November 29, 1982, the administrator for HRS's office of health planning and development issued proposed agency action in the form of a letter advising Leesburg its request to replace a head CT scanner (whole body) at a cost of $750,000 had been approved, but that the remainder of the application had been denied. The basis for the denial was as follows: There are currently 493 medical/surgical beds in the Lake/Sumter sub-district of HSA II. Based upon the HSP for HSA II, there was an actual utilization ratio of existing beds equivalent to 2.98/1,000 population. When this utilization ratio is applied to the 1987 projected population of 156,140 for Lake/Sumter counties, there is a need for 465 medical/surgical beds by 1987. Thus, there is an excess of 28 medical/surgical beds in the Lake/Sumter sub-district currently. This action prompted the instant proceeding. At the same time Leesburg's application was being partially denied, an application for a CON by intervenor-respondent, Lake Community Hospital (Lake), was being approved. That proposal involved an outlay of 4.1 million dollars and was generally described in the application as follows: The proposed project includes the renovations and upgrading of patient care areas. This will include improving the hospital's occupancy and staffing efficiencies by reducing Med-Surg Unit-A to 34 beds and eliminating all 3-bed wards. Also reducing Med-Surg Units B and C to 34 beds each and eliminating all 3-bed wards. This will necessitate the construction of a third floor on the A wing to house the present beds in private and semi-private rooms for a total of 34 beds. There is also an immediate need to develop back-to-back six bed ICU and a six-bed CCU for shared support services. This is being done to fulfill JCAH requirements and upgrade patient care by disease entity, patient and M.D. requests. Another need that is presented for consideration is the upgrading of Administrative areas to include a conference room and more Administrative and Business office space. However, the merits of HRS's decision on Lake's application are not at issue in this proceeding. In addition to Lake, there are two other hospitals located in Lake County which provide acute and general hospital service. They are South Lake Memorial Hospital, a 68-bed tax district facility in Clermont, Florida, and Waterman Memorial Hospital, which operates a 154-bed private, not-for-profit facility in Eustis, Florida. There are no hospitals in Sumter County, which lies adjacent to Lake County, and which also shares a subdistrict with that county. The facilities of Lake and Leesburg are less than two miles apart while the Waterman facility is approximately 12 to 14 miles away. South Lake Memorial is around 25 miles from petitioner's facility. Therefore, all three are no more than a 30 minute drive from Leesburg's facility. At the present time, there are 515 acute care beds licensed for Lake County. Of these, 493 are medical/surgical beds and 22 are obstetrical beds. None are designated as pediatric beds. The Proposed Rules Rules 10-16.001 through 10-16.012, Florida Administrative Code, were first noticed by HRS in the Florida Administrative Weekly on August 12, 1983. Notices of changes in these rules were published on September 23, 1983. Thereafter, they were filed with the Department of State on September 26, 1983 and became effective on October 16, 1983. Under new Rule 10-16.004 (1)(a), Florida Administrative Code, subdistrict 7 of district 3 consists of Lake and Sumter Counties. The rule also identifies a total acute care bed need for subdistrict 7 of 523 beds. When the final hearing was held, and evidence heard in this matter, the rules were merely recommendations of the various local health councils forwarded to HRS on June 27, 1983 for its consideration. They had not been adopted or even proposed for adoption at that point in time. Petitioner's Case In health care planning it is appropriate to use five year planning horizons with an overall occupancy rate of 80 percent. In this regard, Leesburg has sought to ascertain the projected acute care bed need in Lake County for the year 1988. Through various witnesses, it has projected this need using three different methodologies. The first methodology used by Leesburg may be characterized as the subdistrict need theory methodology. It employs the "guidelines for hospital care" adopted by the District III Local Health Council on June 27, 1983 and forwarded to HRS for promulgation as formal rules. Such suggestions were ultimately adopted by HRS as a part of Chapter 10-16 effective October 16, 1983. Under this approach, the overall acute care bed need for the entire sixteen county District III was found to be 44 additional beds in the year 1988 while the need within Subdistrict VII (Lake and Sumter Counties) was eight additional beds. 2/ The second approach utilized by Leesburg is the peak occupancy theory methodology. It is based upon the seasonal fluctuation in a hospital's occupancy rates, and used Leesburg's peak season bed need during the months of February and March to project future need. Instead of using the state suggested occupancy rate standard of 80 percent, the sponsoring witness used an 85 percent occupancy rate which produced distorted results. Under this approach, Leesburg calculated a need of 43 additional beds in 1988 in Subdistrict VII. However, this approach is inconsistent with the state-adopted methodology in Rule 10- 5.11(23), Florida Administrative Code, and used assumptions not contained in the rule. It also ignores the fact that HRS's rule already gives appropriate consideration to peak demand in determining bed need. The final methodology employed by Leesburg was characterized by Leesburg as the "alternative need methodology based on state need methodology" and was predicated upon the HRS adopted bed need approach in Rule 10-5.11(23) with certain variations. First, Leesburg made non-rule assumptions as to the inflow and outflow of patients. Secondly, it substituted the population by age group for Lake and Sumter Counties for the District population. With these variations, the methodology produced an acute care bed need of 103 additional beds within Lake and Sumter Counties. However, this calculation is inconsistent with the applicable HRS rule, makes assumptions not authorized under the rule, and is accordingly not recognized by HRS as a proper methodology. Leesburg experienced occupancy rates of 91 percent, 80 percent and 73 percent for the months of January, February and March, 1981, respectively. These rates changed to 86 percent, 95 percent and 98 percent during the same period in 1982, and in 1983 they increased to 101.6 percent, 100.1 percent and 95.1 percent. Leesburg's health service area is primarily Lake and Sumter Counties. This is established by the fact that 94.4 percent and 93.9 percent of its admissions in 1980 and 1981, respectively, were from Lake and Sumter Counties. Although South Lake Memorial and Waterman Memorial are acute care facilities, they do not compete with Leesburg for patients. The staff doctors of the three are not the same, and there is very little crossover, if any, of patients between Leesburg and the other two facilities. However, Lake and Leesburg serve the same patient base, and in 1982 more than 70 percent of their patients came from Lake County. The two compete with one another, and have comparable facilities. Leesburg has an established, well-publicized program for providing medical care to indigents. In this regard, it is a recipient of federal funds for such care, and, unlike Lake, accounts for such care by separate entry on its books. The evidence establishes that Leesburg has the ability to finance the proposed renovation. HRS's Case HRS's testimony was predicated on the assumption that Rule 10-16.004 was not in effect and had no application to this proceeding. Using the bed need methodology enunciated in Rule 10-5.11(23), its expert concluded the overall bed need for the entire District III to be 26 additional beds by the year 1988. This calculation was based upon and is consistent with the formula in the rule. Because there was no existing rule at the time of the final hearing concerning subdistrict need, the witness had no way to determine the bed need, if any, within Subdistrict VII alone. Lake's Case Lake is a 162-bed private for profit acute care facility owned by U.S. Health Corporation. It is located at 700 North Palmetto, Leesburg, Florida. Lake was recently granted a CON which authorized a 4.1 million dollar renovation project. After the renovation is completed all existing three-bed wards will be eliminated. These will be replaced with private and semi-private rooms with no change in overall bed capacity. This will improve the facility's patient utilization rate. The expansion program is currently underway. Like Leesburg, the expert from Lake utilized a methodology different from that adopted for use by HRS. Under this approach, the expert determined total admissions projected for the population, applied an average length of stay to that figure, and arrived at a projected patient day total for each hospital. That figure was then divided by bed complement and 365 days to arrive at a 1988 occupancy percentage. For Subdistrict VII, the 1988 occupancy percentage was 78.2, which, according to the expert, indicated a zero acute care bed need for that year. Lake also presented the testimony of the HRS administrator of the office of community affairs, an expert in health care planning. He corroborated the testimony of HRS's expert witness and concluded that only 26 additional acute care beds would be needed district-wide by the year 1988. This result was arrived at after using the state-adopted formula for determining bed need. During 1981, Lake's actual total dollar write-off for bad debt was around $700,000. This amount includes an undisclosed amount for charity or uncompensated care for indigent patients. Unlike Leesburg, Lake receives no federal funds for charity cases. Therefore, it has no specific accounting entry on its books for charity or indigent care. Although Leesburg rendered $276,484 in charity/uncompensated care during 1981, it is impossible to determine which facility rendered the most services for indigents due to the manner in which Lake maintains its books and records. In any event, there is no evidence that indigents in the Subdistrict have been denied access to hospital care at Lake or any other facility within the county. Lake opines that it will loose 2.6 million dollars in net revenues in the event the application is granted. If true, this in turn would cause an increase in patient charges and a falling behind in technological advances. For the year 1981, the average percent occupancy based on licensed beds for Leesburg, Lake, South Lake Memorial and Waterman Memorial was as follows: 71.5 percent, 58.7 percent, 63.8 percent and 65.7 percent. The highest utilization occurred in January (81 percent) while the low was in August (58 percent). In 1982, the utilization rate during the peak months for all four facilities was 78 percent. This figure dropped to 66.5 percent for the entire year. Therefore, there is ample excess capacity within the County even during the peak demand months.
Recommendation Based on the foregoing findings of fact and conclusions of law, it is RECOMMENDED that the application of Leesburg Regional Medical Center for a certificate of need to add 43 acute care beds, and renovate certain areas of its facility to accommodate this addition, be DENIED. DONE and ENTERED this 15th day of December, 1983, in Tallahassee, Florida. DONALD R. ALEXANDER Hearing Officer Division of Administrative Hearings The Oakland Building 2009 Apalachee Parkway Tallahassee, Florida 32301 (904) 488-9675 Filed with the Clerk of the Division of Administrative Hearings this 15th day of December, 1983.
