Elaine S. Larson Surgical Center Campaign - Allina Health

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4 dan foley, Md, Vice President Medical Affairs Bob Plaszcz, Vice President operations needed piece of equipment but hampers movement and, in some cases, creates hazards. This storage solution also means that equipment is manually moved, sometimes across great distances, which increases the possibility of equipment damage, as well as injury to staff. A third issue is turnover. When everything must be moved into and out of each room, it takes longer following one procedure to remove equipment, clean the room and bring in what is needed for the next procedure. Surgeons want to be efficient and will go where they can be assured of doing more cases. Fourth is technology. Architects who designed United’s operating rooms 40 years ago could not have foreseen the technological advances typical in today’s surgical procedures. The rooms do not have the technological infrastructure needed, thus creating inefficiencies, as well as hazards in the form of cables on the floors, physical restrictions to staff and other safety problems. Research has shown that for today’s surgical procedures, operating arenas should have: • 600 – 650 square feet for general, orthopedic and cardiac procedures • 750 square feet for neurosurgery and robotics • 200 square feet of storage for each operating room The United Hospital Foundation is spearheading the campaign to rebuild- United Hospital’s operating rooms. The project includes: • Reconfiguring 15 operating rooms. Operating suites will be at least 600 square feet in size. • Ceiling mounted booms for equipment to eliminate floor cabling and reduce the need for equipment carts or towers. • Multispecialty functionality for improved patient and surgeon access. • Technology integration for connectivity issues, making it easier to display data on one flat panel monitor, and integrate technological platforms, systems and power outlets. • Improved lighting. • Improved storage space. • Improved flow for both patients and staff. • Remodeled Doctor’s lounge. • Sterile processing will be moved to the surgical area from the basement. “The cost of this remodeling project will be $18.5 million says Bob Plaszcz, vice president of operations at United Hospital. “When completed, United Hospital’s operating rooms will meet the needs of our community, our surgeons and surgical staff.”
Surgery A hospital’s Economic Engine Surgery is the economic engine of any hospital. Most hospital programs and services that are needed to ensure a community’s continued health and well being are not economically viable and must rely on income from surgery to survive. The bottom line of any surgery department has far-reaching effects on all other programs. In an era of diminishing reimbursements for most medical services, the need is even greater for hospitals to ensure that their surgery department is strong, efficient, well-run and healthy. This includes upgrading surgical processes and facilities as technology and other advances are made, a goal that is even more imperative given that every other east metro hospital has invested in their surgical facilities over the past few years. To continue to meet the needs of our community, and our physicians and staff who provide the surgical service, United Hospital must completely rebuild its operating rooms. These facilities were last updated in the 1970s and were state-of-the-art for that time. Open surgical procedures have been replaced with minimally invasive techniques that require more equipment, training and personnel, all crowded into spaces that are too small and too antiquated. The fact that our physicians and staff have continued to provide quality, exceptional health care in undersized and antiquated facilities is a testimony to their knowledge, expertise and dedication. Scheduling and turnover Costs “When you are limited to certain rooms because of space considerations, access difficulties arise,” says Jerone Kennedy MD, a neurosurgeon with United Neurosurgery Associates. He also serves as medical director of Neurosurgery and Bentson Neuroscience Chair at United Hospital. “Such difficulties mean delays in scheduling and slower turnover.” “Scheduling is one of the biggest problems with our operating rooms configuration,” says Pam Berg, RN, surgical patient care manager at United. “There are only a limited number of rooms that are large enough for the technology needed today.” In addition, she cites that with the increase in equipment is an increase in the number of staff in the room. “The more complex the procedure, the more staff are in the room.” SURgICAl CENTER CAMPAIgN hospital Economics United hospital’s undersized operating rooms slow down procedures as equipment is moved into and out of each room, thus increasing surgical time and reducing the number of procedures that can be completed in a day. 5
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Elaine S. Larson Surgical Center Campaign - Allina Health

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