Relocating to a New OR Suite: Practical Observations.

Operating room renovation projects usually involve updated technology and processes that can create challenges for administrative leaders (eg, maintaining a surgery schedule during a move) and require staff member adjustments. The perioperative team of a large tertiary care and trauma center relocated from a 35-year-old suite to a new suite, which required years of planning, months of training, and weeks of organizing. This article discusses the processes and observations that helped ensure a smooth transition to the new space. Early planning allowed time for leaders to make equipment decisions, develop and test new processes, and train staff members. The actual move required detailed planning, thorough execution, patience, and flexibility to ensure a safe transition. Perioperative leaders balanced operational needs with relocation plans to maintain patient and staff member safety. Open, multidisciplinary communication combined with staff member participation and buy-in contributed to an efficient, safe move at this facility.

Challenges and factors likely to promote coping as anticipated by nurses preparing for a merger of intensive and intermediate care units.

OBJECTIVE: To describe challenges and factors that support coping as anticipated by nursing staff preparing for a merger of intensive and intermediate care units. RESEARCH METHODOLOGY: The method of empathy-based stories was employed to collect data from staff. The stories (n=20) were analysed using inductive content analysis. SETTING: Nursing staff from the cardiac observation and evaluation, intensive care and surgical observation units in a central hospital in Finland. FINDINGS: Participants anticipated challenges related to personal factors that affect coping at work, challenges in co-operation among nursing staff and problems associated with the new work context. Participants expected to need informational, concrete and social support from colleagues in future clinical nursing situations. CONCLUSION: Fostering peer support and team spirit is important to ensure staff co-operation and smooth care processes following restructuring.

Development of an Evacuation Tool to Facilitate Disaster Preparedness: Use in a Planned Evacuation to Support a Hospital Move.

OBJECTIVES: Our institution relocated to a new facility 3.5 miles from our original location in Chicago on June 9, 2012. We describe the tools we developed to prepare, execute, and manage our evacuation and relocation. METHODS: Tools developed for the planned evacuation included the following: level of acuity and team composition classification, patient departure checklist, evacuation handoff tool, and a patient tracking system within the electronic health record. Incident Command structure was utilized. RESULTS: Monthly census tracking exercises were held beginning 12 months before the evacuation. Simulation drills began 6 months before the evacuation. The entire evacuation took less than 14 hours and there were no safety issues. A total of 127 patients were transported to the new facility: 45 patients were moved via the Neonatal/Pediatric Critical Care Transport Team, and the rest were moved with various team configurations. CONCLUSION: Documents developed for a planned evacuation can be used for any planned or unplanned evacuation. We believe the tools we used to prepare, execute, and manage our evacuation and relocation would assist any health care facility to be better prepared to safely and efficiently evacuate patients in the event of a disaster, or to create surge capacity, and relocate them to another facility. (Disaster Med Public Health Preparedness. 2017;11:479-486).

Moving technology into your new hospital: top 10 things to know. Advice for maintaining a sound strategy during a complex expansion.

Rush University Medical Center started planning for its 14-story patient tower--the largest capital project in the organization's history--well in advance of the actual construction, to make sure technology implementation went as smoothly as possible.

How to move a psychiatric facility.

A special challenge for the transition of Menninger/Kansas to Menninger/Texas was the preparation of suitable facilities for the relocated operations in Houston. The vice president of Facilities & Property Management recounts the tasks that were his responsibility and the process he went through to assure a successful move not only to Houston, but also within Houston planning for two major moves in less than a decade, an unprecedented challenge.

Los viajes de los «dementes» del Provincial de Madrid durante la Guerra Civil (1936-1939) / The journeys of «mental illness» from Provincial Hospital of Madrid during The Spanish Civil War (1936-1939)

El objetivo de este trabajo es conocer los traslados de pacientes psiquiátricos desde el Hospital Provincial de Madrid a diversas instituciones durante la Guerra Civil española (1936-1939). El material utilizado procede, fundamentalmente, del fondo documental del Archivo Regional de la Comunidad de Madrid (XII-1936 a IX-1938). La necesidad de evacuar la Clínica Provincial de Madrid de enfermos crónicos les llevó a largos viajes hasta establecimientos psiquiátricos en la costa mediterránea como los de Alicante, Murcia o Almería, donde quedaron internos los dementes. Sin embargo, estas medidas no fueron suficientes y, posteriormente, se realizaron traslados al Instituto Psiquiátrico de Alcalá de Henares y a Saelices (Cuenca) e, incluso, fue preciso utilizar instituciones religiosas como en Almagro o un balneario real como La Isabela en Guadalajara (AU)

The aim of the paper is to know the movements of psychiatric patients from the Provincial Hospital of Madrid to different psychiatric and no-psychiatric institutions during the Spanish civil war (1936-1939). The documental material referred to patients' movements was found in the Regional File of the Community of Madrid (XII-1936 a IX-1938). First, mental patients must travel long distances to the Mediterranean coast to Psychiatric institutions in Alicante, Murcia or Almería. They also went to Psychiatric Institute of Alcalá de Henares or to Saelices (Cuenca), along 1937 and 1938. It was also necessary to use, enclosed religious institutions as Almagro's one and a real resort as The Isabela in Guadalajara (AU)

Estudio del caso del traslado del Hospital Esperi Sant de Santa Coloma de Gramenet / Case study of the transfer of Esperit Sant Hospital in Santa Coloma de Gramenet

Este trabajo trata de describir los principios fundamentales utilizados en la fase de planificción del trasado como guía metodología, en el caso del Hosital del Esperit Sant de Santa Coloma de Gramanet, que contribuyeron a cubrir las expectativas planteadas por el equipo de dirección (AU)

This paper seeks to describe the fundamental principles used in the planning phase of the transfer as a methodological guide in the cae o the Sant Esperit Hospital in Santa Coloma de Gramanet, which helped to cover the expectations held by the management team (AU)

Instalaciones Sanitarias Desplegables Multinacionales. Modelos de Colaboración / Multinational Deployable Medical Treatment Facilities. Types of cooperation

This article presents the general framework for the multinational deployable medical treatment facilities. This framework has as a reference the NATO medical doctrine, routinely utilized in the Spanish deployments abroad. The different options of this mode of medical support are likewise discussed, in accordance with NATO medical doctrine, as it represents an up-to-date solution to improve the effectiveness of the medical support with a simultaneous decrease in the contribution of national medical assets. An important conclusion is that roles 1 and 4 will usually be national, while the composition of roles 2 and 3 will depend on the mission, medical situation in the area of operations and agreements with other countries. In the case of high intensity conflicts, although there will always be mutual supports among nations, it is necessary to resort to all national resources (AU)

El presente artículo expone el marco en el que se basan las instalaciones sanitarias desplegables multinacionales, marco que toma como referencia a la doctrina sanitaria OTAN, que es esencialmente la que se utiliza en las misiones exteriores españolas. Asimismo se analizan, con base a lo anterior, las diferentes posibilidades de esta modalidad de apoyo sanitario, que representa una solución actual para mejorar la eficacia de la acción sanitaria disminuyendo simultáneamente el aporte de los recursos sanitarios nacionales. Una conclusión importante es que normalmente serán nacionales los escalones primero y cuarto, mientras que la composición de los escalonessegundo y tercero dependerá de las misiones, situación sanitaria en el área de operaciones y acuerdos con otras naciones. En caso de conflictos de alta intensidad, aunque siempre habrá intercambios de apoyos entre naciones, será necesario recurrir a la implicación de todos los recursos nacionales (AU)

Moving a hospital--a once in a lifetime experience.

It is a hugely complex task to move a 525-bed acute tertiary health facility to a new building whilst continuing to provide services to the public--a task that was undertaken at Brisbane's Princess Alexandra Hospital in March/April 2001. There were complex issues to manage, ranging from clinical unit interdependence across a split campus to the development of detailed plans for transferring telephone extensions/personal computers in a "live environment". The success of the Princess Alexandra exercise is shown by there having been no adverse effects on patients, the lack of negative media attention and the occurrence of only two staff injuries during the move. Meticulous planning and good communication with staff and stakeholders (other hospitals, general practitioners) supported this success. The decision to reduce clinical services where possible during the shift was helpful. Understanding the complexity and richness of the information technology, the work environment and the human elements on campus was also critical to success. One major error was the initial decision to schedule the move within weeks of receiving practical completion of the new building. It became all too clear in November 2000 that further time was required to commission the building. The Transition was therefore rescheduled from January to March 2001. This decision was critical to the success of the move.

Moving your laboratory? 10 keys to a successful transition.

We all have been there. Moving, whether it is from one state or town, or just across the street, can be chaotic and exhausting. Our possessions are placed in a box, loaded with our furniture into a big truck, and transported from one site to another. Most of us use this opportunity to sort through old papers, drawers, and cabinets, cleaning and throwing out items we no longer will use. If we are well organized, things can go smoothly. However, even for the most organized person, items get lost or misplaced, tempers get short, and we are disoriented for a few days or weeks until everything gets into place and we can reestablish our routines. In the summer of 2001, Cleveland Clinic Florida moved their laboratory. This article outlines the clinic's experience, offering suggestions for when you face your own moving day.