By Bryan Daylor, Vice President, Ancillary & Support Services, Eden Medical Center
In my previous posts, I described how our “user” team approach to planning the new hospital Those of us who head up different functional areas at Eden worked in teams (consisting of managers, supervisors, staff and physicians) to determine the best way to improve the delivery of patient care in the new hospital by implementing industry best practices.
Our focus all along has been on patient safety and quality of care, efficient patient flow and effective use of skilled resources. This work has been an important opportunity to design a building that supports the process of care and enhances the experience for patients and caregivers. We were challenged with the puzzle of creating work space and flow in a new building, but in the end we feel we have achieved an excellent design for the new hospital.
While the construction teams are busy working on the visible sign of progress, we are planning for what goes inside the new building. Our teams are working with the project engineers and architects and some of the key users on what fills the space that we have so carefully designed: the structures and equipment that will be in each room of the new hospital. This space planning includes reviewing the elevations of casework, cabinets, counter tops and work surfaces to ensure that the work areas and surfaces align with work flow and support functions.
Although we have not selected the final medical equipment, we must plan for the equipment that goes into every room. We are taking inventory of the equipment needed and documenting the space allocation and utility needs (electrical, plumbing, data, cooling and ventilation) required for every piece of equipment in every room. There are more than 8,500 pieces of equipment inventoried for the new hospital that must be accounted for in the room-by-room layouts. Over the past four weeks, the team has worked together to review each floor to ensure the drawings are accurate and inclusive of the specific details required to support the equipment and functionality of the space.
The group is also researching and evaluating technological advancements in every discipline to anticipate changes and ensure that, when the new hospital opens, we will have the most up-to-date equipment for our staff and our patients.
I welcome you comments and questions.
By George Bischalaney, President & CEO, Eden Medical Center
Health care reform is on the agenda, again. The stakes are high, but our President is determined to make some significant changes. As the discussion moves from general to specifics, special interests are staking out their positions. None of the stakeholders—hospitals included—wants to feel the impact or be at a disadvantage.
Amidst the demand for cost reduction and health care coverage for all, there is and must be continued investment in care. Physicians demand it. They expect to be able to practice with state-of-the-art equipment and facilities to produce outcomes that meet national, state and local quality standards. Patients demand it. They want to know that their local hospital has the right number of well-trained staff as well as the latest diagnostic and treatment equipment, and contemporary facilities.
With this backdrop of conflicting needs, Eden Medical Center is about to begin a three-year project that will result in the replacement of the Castro Valley hospital. The project cost is estimated to be $320 million. The current 55-year-old building is anything but contemporary. With few private rooms, small operating rooms and inadequate support space for clinical services, a new hospital is very much needed.
Eden Medical Center has served the community well, but it was not designed for patient comfort and needs, more for staff needs and functionality. While our project may seem ill timed given the uncertainty of hospital reimbursement, we are required to meet California legislated standards for seismic safety in hospitals. And it truly is needed.
We’ll celebrate our long sought goal with a ground-breaking ceremony on July 1st. Then we’ll spend the next three years continuing the investment in the new buildings and equipment, while observing and hoping that decision makers do not enact legislation that essentially penalizes us for the commitment we are making. When we celebrate the grand opening and our new beginning early in 2013, it should be with the same hope and dreams as those who celebrated the first ceremony in 1954.
We could really use your support! The Alameda County Board of Supervisors will meet this Tuesday, June 9th, at 1:00 p.m. to make the final decision whether or not to build the new hospital to replace Eden Medical Center and pass the FEIR (Final Environmental Impact Report). We all know the value of having a hospital in our own backyards.
The meeting starts at 1:00, but Sutter Medical Center Castro Valley is on the agenda at 2:00 p.m. The meeting will be held at the Administration Building, Board Chambers, 1221 Oak Street, 5th Floor, Room 512, in Oakland. If you would like to read the Board’s agenda in advance, please click and download the PDF file here (see page 2).
We are also still taking signatures on the online petition, if you want to add your name and comments there. Additionally, your comments are always welcome here on this blog.
By Cassandra Clark, Project Communications Director
To follow up on the May 12, 2009 Alameda County Board of Supervisors meeting, the decision to certify the final Environmental Impact Report (EIR) has been delayed to June 9th to address concerns raised about San Leandro Hospital, which is leased and operated as part of Eden Medical Center, but owned by the Eden Township Healthcare District (the District). For more information, please see our previous blog post.
In the days prior to the May 12th meeting, after many rounds of public commentary, and after the EIR and related land use entitlements were approved by the Castro Valley MAC (Municipal Advisory Council) and the Alameda County Planning Commission, several community members and labor representatives raised last minute concerns about parts of the EIR. Those opposed to the EIR certification claim that there was not an adequate assessment of the impact of any possible closure or change of services at San Leandro Hospital, despite the fact that the EIR consultant and County planning staff have stated that the EIR is complete and the issues around San Leandro Hospital, while not related to the project, have no impact on the project. Supervisor Nate Miley made a motion for the Board to meet again to make the decision on June 9, 2009, which would provide attorneys for Alameda County an opportunity to examine these claims in more detail.
Supervisors Miley and Haggerty voiced their concerns about speakers making false or misleading allegations as a political tactic, in order to delay the EIR approval process, thereby “holding the Sutter Medical Center Castro Valley project for ransom,” which he and the other Supervisors warned could endanger the future of both Eden and San Leandro Hospitals. While there has been no decision by Sutter Health or the District on the future of San Leandro Hospital, the issue remains a topic of community discussion.
Eden Medical Center President & CEO George Bischalaney and other Sutter and Eden project team members emphasized the urgency of not going beyond June 9th to approve the EIR, as the delay of even a month could significantly hold up construction and may cause Sutter Health to withdraw its support from both hospitals. Sutter Health has already promised the $320 million to pay for the completion of the new Sutter Medical Center Castro Valley.
At the conclusion of the May 12th meeting, the four Supervisors present, with Supervisor Keith Carson absent, voiced their support for the new hospital project and the need to rebuild Eden Medical Center. They also are concerned about the future of San Leandro Hospital, and that concerns over San Leandro should perhaps be discussed in another forum, unrelated to the land use entitlements for Eden.
As our project team discussed in previous articles and blog posts and at the hearing, any delays in approvals and construction have serious repercussions, in terms of meeting state deadlines to rebuild, in creating a safe environment for patients and staff, and in funding this major project. The new hospital must be rebuilt, or it will close as an acute care facility effective January 1, 2013. We now have before us a fully funded hospital project—without public funding or taxes—that will secure the future of Eden Medical Center, preserve jobs and bring nearly 1,000 construction jobs to the region at a time when the economy is depressed and construction is drying up.
As I stated before, the issues around San Leandro Hospital are complex and important. The community has a right to know what is happening. But the information being discussed now is no different that it has been for the past several years: the hospital is struggling and must be reinvented to bring value to the community and ensure that it can sustain itself over time. It is clear to me that the residents of San Leandro desire a full service community hospital, yet the majority of them will never use it. The community and local elected officials have known that this is a concern, and yet this last minute effort to stop the EIR based on what some claim to be “new information” is not justified. San Leandro Hospital, its employees, physicians and patients need to be part of the solution for the hospital, to be discussed in its own forum with regional providers who can bring truth and substance to the discussion. It should not be used as a political maneuver to stop Sutter Health from rebuilding Eden.
Please speak up, let our Board of Supervisors know they must not delay any further. These delays put both hospitals in jeopardy. I encourage you to stand up and let your voice be heard on this issue. Don’t just wait for the next hearing, but instead pick up the phone or send a letter to the Board and let them know you support the new hospital project, and encourage them to certify the EIR so the project can move forward before it’s too late.
Supervisor Nate Miley — 510-272-6694
Supervisor Alice Lai-Bitker — 510-272-6693
Supervisor Gail Steele — 510-272-6692
Supervisor Keith Carson — 510-272-6695
Supervisor Scott Haggerty — 510-272-6691
By Digby Christian, Project Team Leader
FIATECH is an industry consortium within the building industry. Its primary mission is to get all the “players” involved in capital projects to adopt new ways of thinking and new technologies to deliver higher value for the funders and end-users of construction projects.
Here is why our team won the award…
As most of our readers know, California’s deadline for retrofitting or building earthquake-proof hospitals from scratch is 2013, less than four years from now. The hospital project in its current form was validated as viable in August 2007, and design work was authorized to start in October of that year, leaving us just over five years to have the building be ready and open for business. Typically, in California, it takes at least seven years for a project of this magnitude.
So the team had to throw out all historical concepts of how design is done and come together as a wide-ranging, multi-company team involving the owner, the designers and the builders, and transform the design and construction process to drive two years out of the schedule. The team is now on track to achieve just that and did it primarily by redesigning the design process in a rigorous and unrelenting fashion, so that it no longer bears any real resemblance to tradition!
If you are familiar with the classic design process, you’ll know that it’s typically abbreviated as “SD-DD-CD”: Schematic Design (broad concepts typically discussed and agreed to by the owner and the architect exclusively); Design Development (often a General Contractor might have some involvement in this); and Construction Drawings (some trades might be brought on board to inform how these are put together). Then, the work goes out to the building community and those companies develop what are known as Shop Drawings. These drawings show in detail how every little and large item in the building will be fabricated, i.e., the structural elements, including steel, metal, glass, concrete, etc.
On the SMCCV project, all of the people who typically are brought in at the end are already on board, and most of them have been on board since August 2007. By the time this project completes its approval process through the County and State we will already be at the Shop Drawing stage. The building is being designed for fabrication now, while the design approval process is underway.
While this concept has been discussed for the last few years within the industry, and parts of the above have been implemented on other projects, no project has implemented this concept as broadly and as deeply as the SMCCV project; certainly not on a project this large and this complex. It is one of the reasons our project won the FIATECH award!
The other primary reason we won the award is because of how thoroughly the building has been designed in three dimensions (as opposed to the typical two dimensional paper drawings we are used to seeing). There are many very attractive shots of 3D design that you can find on websites, and in trade magazines but you can’t tell if the designs are any good—all you know is they look “cool.” But on the SMCCV project, we bring the entire team together at least every two weeks to work through the coordination effort. It’s painstaking and difficult, but utterly critical to a successful outcome in a shorter timeframe.
What is not often understood outside the industry, and to some extent even within the industry, is that different design disciplines use different software, and they can’t see each other’s work in real time while they are designing. Each company has to either import a converted file of each other’s work or send both files to a third package, such as Autodesk Navisworks, to see both designs at the same time. So it’s all too easy to have a poorly coordinated, unbuildable, three dimensional design—no different in fact than having a poorly coordinated, unbuildable, two dimensional design.
In addition, we have focused the team on the larger goal of designing for fabrication rather than the industry convention of designing to produce the construction documentation, which is then coordinated by the construction team. The team’s goal to design for fabrication means we are swimming against the tide. We are allowing our companies to each use their own best-in-class software and then developing a process that allows a high level of coordination and constructability to ensure that what is being designed is actually what we will build.
The above might seem dry and technical; however, by a) having a multi-company team involving all the construction trades from day one; b) throwing out the baggage of a poor design process and starting from scratch to build a better one; and c) having a goal of designing for fabrication will allow us to build a new hospital on schedule, within budget, and without any last minute compromises on the finished product.
On the Sutter Medical Center Castro Valley project, we are breaking new ground ahead of any other project in the country in the way such projects are handled. That, in essence is the reason why the team that is building your hospital won the 2008 FIATECH CETI Award.
In addition to the Sutter Health project team, I want to personally thank The Devenney Group, DPR Construction, Capital Engineering, The Engineering Enterprise, TMAD Taylor & Gaines, GHAFARI Associates, J W McClenahan, Morrow Meadows, Superior Air Handling, MPS Project Management, Navigant Consulting, Greenwood & Moore Engineering, Herrick Steel, Otis Elevators, Strategic Project Solutions, Royal Glass, Clark Pacific, Candela, Sparling, and numerous other specialty trade vendors for making it possible to receive this award—and to meet our 2013 deadline!
For all you construction buffs, or for anyone who is interested, check out FIATECH at http://www.fiatech.org/.
I welcome your questions and comments!
By Cassandra Clark, Project Communications Director
This week, the Alameda County Planning Department presented the final Environmental Impact Report (EIR) for Sutter Castro Valley Medical Center and related documents to the Castro Valley Municipal Advisory Council for review and approval. The Council is an advisory board of seven community members who work on behalf of the unincorporated town of Castro Valley and serves as advisor to Alameda County Supervisor Nate Miley.
This is one more essential step toward approvals to allow the new hospital project to move forward. The meeting drew a large crowd interested in the future of Eden Medical Center and in health care in the region. Many audience members spoke highly of the project and showed their support for Eden and the new hospital.
There were several members of the audience in attendance who voiced their concerns about the future of San Leandro Hospital, located 4.5 miles from Eden and struggling to survive in these tough economic times. The 93-bed hospital is part of Eden Medical Center and provides services to the San Leandro community.
There has been much discussion about the future of this hospital due to significant financial losses and decreased utilization. While the future of San Leandro Hospital is still unknown, it is clear that it cannot continue as it is today. Sutter Health and the Eden Township Health Care District (the owner of San Leandro Hospital) are working toward a solution for the hospital so that it continues to provide health care services in a way that meets the needs of the community.
While members voiced their concerns about San Leandro Hospital, they moved forward and approved the issue before them: the land use entitlements and EIR for the Castro Valley project. There was no opposition based on the merits of the project, the land use, nor the environmental impact. What the Council did ask was for the Board of Supervisors, in their approval process, to consider if San Leandro Hospital’s future has an impact on this project.
The next step in the approval process is the Alameda County Planning Commission (April 6) and the Board of Supervisors (April 28)—and both of these are opportunities for us to address how this project will serve the region’s health care needs. But without these land use approvals, the Castro Valley project cannot move forward. And, as we have stated so many times before, this essential project must advance on an accelerated timeline in order to meet the state-mandated deadline of January 1, 2013. After that date, the existing hospital can no longer function as an acute care hospital and must close its doors.
Solving health care problems requires intensive and collaborative efforts. It’s a regional issue, not one that can be solved by one organization alone. What is certain is that we have a new hospital project before us that is fully funded, without tax or public funds, and the first to come forward in Alameda County to meet the State’s earthquake safety standards. It is an amazing project, and one that should not be held back while health care providers in the region work toward a viable solution for San Leandro and other hospitals that are struggling to survive.
We’ll have more information on these issues as they evolve, from experts far more experienced than me. So, in the meantime, I encourage you to view the video prepared for the Castro Valley Municipal Advisory Council by our architects, the Devenney Group. The animation is a fly-over and fly-through of the new hospital and campus. Enjoy!
By Todd Peterson, Vice President of Information Technology, Eden Medical Center
My name is Todd Peterson and I’m Vice President of Information Technology at Eden Medical Center. Castro Valley has been my home for the past 26 years, and I’ve worked for Sutter Health for ten years, joining Eden 2 ½ years ago.
My team is responsible for making sure all computer systems are up and fully functioning 24/7; and while computer repair is a significant part of our business, we are responsible for implementing new technologies that are now vital to many aspects of our patients’ care.
One major project underway that will be a cornerstone of the new Sutter Medical Center Castro Valley hospital is Electronic Health Records (EHR), a project conceived when I was still at Sutter. Basically the new hospital is being designed with minimal use of paper. That’s right… no more clipboards and illegible handwriting.
The EHR will facilitate all clinical documentation and reporting; all medical disciplines will be recorded. What does this mean? Our physicians will get a full view of a patient’s care at any given time, from any location, once their patient has been admitted to the hospital. So the patient’s medical history as it relates to diagnostics, drug therapy, procedures, diet, rehabilitation and notes generated by physicians and nurses will all be available online. This also includes previous visits to any Sutter Health-owned facility or physician office.
The EHR will ultimately be integrated with biomedical technology. That means much of the clinical equipment in patient rooms—heart monitors, blood pressure cuffs, IV pumps, and even the beds themselves—will feed information directly into the patient records. With real time monitors of the patient’s vitals, a physician can be alerted if a trend in their medical condition warrants medical attention well before a critical threshold is met. So the EHR will be a documentation system and much more; it will provide clinicians with a wider view of what is happening with a patient at all times so they can quickly take action.
Patient records will also show a correlation of clinical events, a true cause and effect. For example, a physician may order medications in response to laboratory test results. Subsequent laboratory tests can then be correlated to the timing of the medication and will demonstrate the degree of effectiveness. This constant correlation gives the entire care team the information they need to deliver the best care at the right time.
The critical exchange between the doctor who is on call and the nurse on duty will also be enhanced by EHR. Without delay, a physician can access the patient’s record from home, while the nurse views the same information from a workstation in the patient’s room so rather than just rely on a verbal exchange they are both viewing the patient’s record.
One of the key benefits of EHR is patient safety. In the area of medication management, physicians will use computerized order entry to address legibility issues and alert the physician to any contra indications, such as allergies, food or other medications that the patient is on. The process of administering the drug involves the nurse scanning the barcodes on the patient’s wristband and medication bottles. The system will confirm the patient’s name, medication name, correct time, correct dose and proper route (oral, or otherwise).
We will provide full accessibility to patient data. All this information, all images, reports, etc. will be available at the patient’s bedside. Every patient room, alcoves between rooms and nurses’ station will be furnished with a computer workstation so patient records can be accessed throughout the hospital. Physicians will also have wireless devices such as PC tablets to provide the most flexibility and mobility throughout the hospital.
Down the road, our patients who see Sutter Health physicians will be able to see their own clinical results online; they’ll be able to email their doctors and arrange appointments, and more importantly, track their own history and take responsibility for their own health. We may even use EHR to work in concert with our county and state health departments to track health trends in the community.
The prospects for EHR are endless. Our patients and clinicians become real partners in the delivery of care over the long term.
Your input is very important to us. I invite you to ask me any questions about the EHR system by either commenting beneath this post (click on the title of the post, if you are on the blog’s front page, and you’ll see the comment box below), or by emailing me.
Sidney Wanetick, M.D.
My name is Sidney Wanetick. For 26 years, I was in practice as an OB-GYN in Castro Valley, and I delivered more than 3,000 babies at Eden Medical Center.
In 2008, I retired from practice to accept the position of Vice President of Medical Affairs at Eden Medical Center. Today, I serve as the administrative liaison between the medical staff and administration, helping to support our physicians as they provide high quality care to our patients now and as we look to the future of Eden.
In addition to other duties, I am actively involved in assisting our physicians in recruiting new physicians to the community.
I’m very excited about the new Sutter Health hospital that is replacing Eden. Several major benefits stand out. In particular, having all private rooms for patients will make a huge difference, bringing more services to their bedsides and giving them more quality time with their doctors.
From the physician’s standpoint, this is a much better way to take care of patients and have important conversations with family members in private, as well as offer patients the privacy and rest needed for recuperation. The nurses’ stations will have a view of every patient’s room for faster response to patient needs.
The whole atmosphere of the new hospital will feel less institutional and more supportive, soothing and restful.
Today, even though Eden has 176 beds, we are unable to utilize all of these beds. Most rooms are semi-private, with very few private rooms and even a few four-bed wards. Yet, we can’t put men and women together, and we can’t mix patients with infections in with the general patient population. So even though Eden is larger, the Sutter replacement hospital will end up with a much better capacity for utilization of services.
Moreover, we are seeing a steady decline in the number of patients admitted to the hospital for more extended periods of time. When I first started my practice we admitted twice as many patients for surgery as we do today. My patients stayed in the hospital for five days or more! Also, if patients were scheduled for surgery, they would be admitted the night before. Today patients often have surgery and are discharged the same day, or, if they are admitted, the average length of stay is much shorter.
In addition to the 130 acute care beds, we’ll have a 34-bed, multi-purpose Universal Care Unit (UCU), which also supports the shorter hospital stay. Let’s say an Emergency Room patient has been treated and needs to stay for observation, but not necessarily be admitted. He or she can rest comfortably in the UCU. Or, if a patient is recovering from same-day surgery, we could have him assigned to a UCU bed where he’ll get the attention he needs.
There will also be vast improvements in our information technology systems that just aren’t possible at Eden; our current system has reached capacity. With the new electronic medical records system, our clinical staff will have access to lab reports, x-rays, medication, etc., right at their fingertips. Recent studies have demonstrated improved outcomes and fewer errors in centers that have electronic records, and the new hospital will have innovative, secure electronic records and data systems.
I welcome your comments and questions. Please feel free to leave a comment by clicking on the title of this post (if you are on the front page of the blog), and a comment box will appear below.
By George Bischalaney, President & CEO, Eden Medical Center
Yesterday, one of Eden Medical Center’s neurosurgeons, Dr. Dickinson blogged about what’s in store for neuroscience at the new Sutter Castro Valley hospital. Coincidentally, Eden was also mentioned in an article in the AARP Bulletin on February 2, which it picked up from the Contra Costa Times.
The article basically said that the State of California through its Office of Statewide Health Planning and Development (OSHPD) had released statewide data on “hospital death rates.” This data has been collected for some time and the most recent release includes data for 2007.
Eden was identified as having a “Better-Than-Average” rating for patients who undergo craniotomies, which is a procedure for removing brain tumors. The statewide average was 6.7%, while the rate at Eden was measured at 0.7%. We were one of 25 hospitals, among 400 hospitals statewide, with better than average results, and one of only three in the Bay Area. These results do not come about by accident or good fortune.
Eden has been a designated trauma center in Alameda County for over 20 years. The experience and training of our trauma center staff has helped strengthen the services we offer in surgery, critical care, diagnostics, rehabilitation and general medical care. The methods used by the trauma center surgical team have carried over to every patient treated at Eden.
Building upon the trauma center’s effectiveness and with the support of Sutter Health, Eden established the Sutter East Bay Neuroscience Center several years ago. One of the mainstays of these programs is neurosurgery (brain surgery). Eden is blessed with a core of very highly regarded and skilled neurosurgeons as part of its medical community. It is because of their expertise and our joint commitment to excellence in neurosciences that we have been able to have such outstanding results with this critically ill patient population.
OSHPD has a website with a link to all of the recently released data (go to www.oshpd.ca.gov and click on AHRQ). OSHPD points out that this data is risk adjusted, to ensure that all hospitals are treated fairly and that evidence suggests that high mortality may be associated with deficiencies in the quality of hospital care provided.
Public reporting of hospital data will become more common, and its use by consumers greater over time so that they can be better armed when making important decisions about where to seek their health care services.
Many of you may be wondering why we chose the existing site of Eden Medical Center to build the replacement hospital. In Chapter V of the Environmental Impact Report, the project architect and environmental impact report consultant (ESA) prepared and analyzed alternative sites and concluded that 20103 Lake Chabot Road was still the best choice for building Sutter Medical Center Castro Valley, an affiliate of Sutter Health.
However, building a new hospital next to an existing one presents some interesting challenges. The construction and design teams had to come up with a multi-phased approach to building the medical campus while keeping the existing Eden Medical Center in full operation. The construction of the hospital is to occur in seven main phases. So, it is necessary to provide seven sets of civil construction drawings where one set is normally provided!
For example, phase one begins with the demolition of the Pine Cone Apartments at 20004 Stanton Street, and four existing medical office buildings located next door to Eden. Right now, we have no access to portions of the site because certain structures are in the way. Demolition of existing buildings is a logical and intuitive start to the construction process.
Phase two consists of what is referred to as “make ready” work. This is work that must be completed before construction on the main hospital can even begin. A good example of “make ready” work is the relocation of the existing helistop (helicopter landing pad, used for the emergency transport of trauma patients). The existing helistop is located next to the new hospital. Helicopters cannot land safely at the existing helistop location during construction of the new hospital. Therefore, the helistop must be moved just 150 feet before work can start on the new hospital. In order to move the new helistop, we need to level a hill, provide drainage, provide flight path clearance, ensure adequate lighting, etc. And remember, full access to the new or existing helistop must be maintained at all times during the construction process!
Other types of “make ready” work include:
- Construction of a large retaining wall to surround a portion of the site. The wall supports a critical roadway around the new hospital site.
- Construction of a temporary path from the new helistop to the existing Eden Trauma Center so that patients can have access to the existing Trauma Center
- Build a new bridge from the new road to the existing parking garage (where handicap parking will be relocated during construction)
- Finally, demolition of the current helistop.
These are just a few examples of “make ready” work that will need to be performed. As you can see, it can get pretty complicated. The need for significant construction phasing is what creates a lot of the site design complexity.
We estimate that phases one and two will take six to eight months to complete! Hospital construction can begin in earnest upon completion of the “make ready” work.
Where are all the pipes & wires?!
Even more complex than all the preparation to erect the new hospital is figuring out where all the underground utilities are. We’re talking about 50-plus years of modifications of pipes, wires and sewers, some of which have been abandoned and no one knows exactly where they are. The contractor needs to know where all critical utilities are located so they can abandon or re-route them to fit the needs of the new construction. In order to locate them, the contractor needs to “pothole” (dig them up) to make sure that they are located where we think they are. This is an expensive and time-consuming process. We’ll also have to build a temporary storm drain system to capture rainwater during construction. The final storm drain system will not be completed until 2012, with the completion of the new hospital.
Taking Down Eden—It’s Not a Quick Good-Bye!
Demolishing the existing hospital—a process we call deconstruction because of the selective, targeted work involved and the recycling process—won’t take place until the new hospital is up and running and all patients have been safely transferred. Since the main entrance road to the new hospital is just ten feet away from the existing hospital building we can’t exactly get in there with a wrecking ball or explosives! So special safety precautions will be provided by the contractor to ensure that the hospital is removed safely and efficiently. We are all concerned about getting things done safely, so deconstruction will be slow and methodical over a six month period.
Being in compliance with environmental safety laws also presents challenges during deconstruction. Eden’s ripe old age means that there will be a certain amount of hazardous material that needs to be removed and properly disposed of before demolition and recycling of the old materials can begin.
When the deconstruction is finally completed, the bottom basement floor will most likely be left in place (to save money) and stay intact since it will be located underground. So you could say, a little bit of Eden will remain forever!
If you have any questions, concerns or comments, please feel free to leave them in the comment box below this post. (Click on the title of the post, and the comment box will appear below it.) We will respond as quickly as possible. We want to hear from you.