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Mid Coast asks state to OK expansion plan

Expansion, continued from Page 10

the state because of the efficien- cies and savings it was able to achieve with the opening of our new facility in December 2001. The expansion will ensure that we remain as efficient and competitive as we can be, and that the healthcare value residents of our service area have come to expect from us is not eroded.

Looking forward

“The real bottleneck,” says Mid Coast President and CEO Herbert Paris, “is in the availability of Medical/Surgical beds.” And that has ramification throughout the hospital.

“What we’re seeing here is the ripple effect,” says ED Nurse Manager Holly McCole, RN. “The increase in OB (obstetrical) patients means the six-bed mini Med/Surg pod in Maternity Care needs to return to maternity beds. And the increase in surgical procedures—while many are now being done on an outpatient basis—means an increase in inpatient Med/Surg admissions from Surgical Care.”

That makes for a jam-packed Medical/Surgical unit and that in turn affects the ED. “When a quarter to half of our ED beds are being occupied by inpatients waiting for a bed in Med/Surg, it places an extreme limitation on how we can function and how many new patients we can take in.”

While ED space constraints will always be with us, the proposed expansion will provide some breathing room. There will be a psychiatric suite—several adjacent rooms co-located with security offices, not just one specialized

ED Visits

18,438

21,455

3,017

16.36

Inpatient Admissions

4,347

5,136

789

18.15

Births

402

604

202

50.25

Surgical Procedures

3,958

7,084

3,126

78.98

CT Scans

3,966

9,094

5,128

129.30

AREA

Growth in Key Areas Since 2000

2000

2006

INCREASE

PERCENTAGE GROWTH

room and a back-up that isn’t adjacent. There will be a dedicated x-ray station and a nurses’ station situated so all rooms and waiting area can be viewed.

All of these improvements will mean greater patient safety. And, with the addition of 18 beds in Med/Surg, there will be the ability to move patients through the ED and into Med/Surg when necessary without “the musical chairs of moving patients from hallway to room for examination and then to hallway again to wait,” said McCole.

technologies, such as hybrid CT/ PET scanners in support of such growing specialties as oncology.

The new ED, Quill said, will also have its own filmless direct radiology equipment so ED patients will not have to be brought into Diagnostic Imaging for x-rays.

This new equipment in the ED will feed directly into the hospital’s digital Picture Archival and Communications System (PACS) for the computerized storage and review of diagnostic images.

Solving Med/Surg and the ED’s problems will go a long way toward solving Diagnostic Imaging’s.

“Overall we’re gowing 10% a year now,” says Paul Quill, manager of Diagnostic Imaging. That growth to-date has been absorbed by adding staff and extending hours.

In the future, however, the department will need to optimize its throughput. “Our bottleneck has been having the patients ready to keep a constant flow moving through the various scanning procedures,” Quill explained. “The equipment is costing us whether it is in use or not.”

The new space resulting from ED moving to its new area will allow the construction of changing and waiting areas for patients. It will also provide space for future

Managing the flow

One of the first projects that will be undertaken will be the construction of additional parking above and west of the current upper parking area off Medical Center Drive.

This will provide additional employee parking for those displaced from the south parking lot by construction and the need for extra patient parking.

In the meanwhile, senior management continues to meet with its boards, corporators, legislators, community officials, EMS leadership, and other stakeholders to ensure that the flow of information and services remains efficient, smooth, and unimpeded during the next four years of the expansion.

Annual Report 2005

15

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