BC Reviews

Question:

In an age of capitated managed care, one might ask: "Why should White Plains Hospital make major capital investments in its physical plant?"

Answer:

This project was conceived long before managed care was a serious issue in anyone's mind. It was conceived because there were clear trends in the development of Healthcare, real needs to resolve in the existing buildings, and a sincere commitment by the hospital board, medical staff and administration to keep this institution in the forefront of healthcare delivery.

Interestingly enough, the judgments and decisions made then achieve precisely the goals and objectives one would seek to achieve if they were planning with managed care in mind.
 

Question:

What were the hospital's strategic objectives in creating the new wing?

Answer:

There were four major objectives:

First, to vastly increase outpatient capacity to deliver the highest quality care at the lowest practical cost with maximum patient convenience and comfort.

Second, to consolidate operations for maximum efficiency and lowest possible operating unit cost.

Third, to develop state-of-the-art inpatient facilities that respond appropriately to patient needs, minimize patient transfer; provide secure and economical nursing coverage and offer convenient accessibility for the medical staff.

And fourth, to build in the information highway infrastructure that paves the way for better medicine, more efficient operating patterns, improved communications, greater integration of the educational and patient care functions.
 

Question:

How does the design of the new wing help the hospital achieve those objectives?

Answer:

The hospital renewal program reflects sound principles of prudent investment in this institution, in the improvement of patient care and in the advancement of medicine.

In terms of increased outpatient capacity, the modernization program provides a total of 32,000 square feet of outpatient treatment space. This reflects approximately 35% increase in outpatient capacity.

A separate Family Health Center with four examination rooms and associated support space was added for lower cost, and more convenient patient care.

Three endoscopy and ambulatory surgical rooms have been added to the main operating suite for the more complex surgical procedures that can now be performed on an outpatient basis but require more sophisticated teams and support services.

The new consolidated imaging center for radiographic and other imaging services is planned to accommodate the increased outpatient services volume, provide convenient outpatient access and separate outpatient and inpatient traffic while functioning as a single unit.
 

Question:

How have operations been consolidated for improved efficiency and lowered cost?

Answer:

Currently the imaging services are fragmented in four (4) separate and remote locations, which negatively affects delivery efficiency. The building program consolidates and expands these services.

The new unit increases capacity without adding a single technical or support staff position. In fact, because of the consolidation there will actually be staff reduction (accommodated by attrition). The life cycle cost savings of those staff positions are enormous and offset considerable capital investment.

The new facility vastly improves operational efficiency and offers greater flexibility in accommodating peaks and valleys in demand.
 

Question:

How have the inpatient facilities been changed?

Answer:

The original inpatient facility built in the late 1930's had become obsolete for its intended usage and needed to be revamped.  Many of the rooms did not have private toilet or shower facilities, several rooms were remote, and the layout offered little control from the nursing station.

However, the new wing places the nursing work areas at bridge points between the unit access and the patient rooms. This strategic positioning controls access to the unit and offers visual observation from one single point. It also provides an ideal location for nursing/physician interaction, with nearby consultation areas for more confidential discussions.

New elevators have been added to help segregate outpatient traffic, as well as to isolate materials and staff transport.

In addition to the creation of new Physical Therapy space in the Flanzer Pavilion, Physical Therapy space has been provided on patient floors so patients can receive more frequent rehab and exercise treatments without having to be transported off the floor, improving patient care in less time and at reduced cost.

Patient areas and nursing stations are equipped with data connection contacts to allow electronic charting in real time. This also facilitates access to patient records, accommodates bedside consults with colleagues in remote locations, and paves the way for a host of education, training and medical care opportunities.

In the process of achieving these functional and economic gains, the patients are offered a milieu that abets rather than merely accommodates the therapeutic process.
 

Question:

How will the hospital utilize its new information technology?

Answer:

When this project is completed, the Flanzer Pavilion will be wired for high-speed data communications for instantaneous transmission of data, sound and images. In addition to bedside charting, admissions and discharges can be handled at bedside.

Physicians can consult with their colleagues about outpatient diagnosis and treatment regimens, even though they may be located in different parts of the building, facilitating integration of patient care, research and educational functions. And with the capability to connect to regional, national and international information networks, vast opportunities for teleconferencing and consulting are opened for the improvement of operations. Patient care is thus provided better, faster and at less expense.