Guest blog from Ken Hinck
Eden’s Director of Physical Medicine and Rehabilitation
and Disaster Preparedness Coordinator
We’re all aware of the devastating events happening in Japan. News updates are available around the clock, and we can’t help but focus on the dramatic images of destruction, heroics, despair and hope. The events in Japan remind us again of the immense power of our planet. And we’re witnesses to the ability of the people of Japan, arguably the most earthquake-prepared people in the world, to cope in the earthquake’s aftermath.
Our focus rapidly shifted as events unfolded. Initially, we focused on the news of one of the world’s largest recorded earthquakes and, soon after, the destruction caused by the tsunami. As the tsunami raced across the Pacific, we awaited the arrival of the tsunami surge upon our shores, amazed by the strength of a surge generated 5,000 miles away. And now our focus shifts to Japan’s nuclear disaster and to the presence, no mater how unlikely, of any increased radiation here at home.
Chile, New Zealand, Indonesia, China, and now Japan, I’ve heard it said that the faults of North America are the only “Ring of Fire” faults not to have ruptured in the past decade. Although there is some small comfort in knowing that the type of faults we live on won’t generate an earthquake of Japan’s magnitude, given Bay Area soil, a significant earthquake can cause violent shaking in some areas. Depending on the location of an Alaskan earthquake, a tsunami could affect our coast and could raise concerns about California’s nuclear power plants located on or near active faults and the coastline.
So what do we do?
We take this as a wake up call and prepare! Our focus should shift from current events to our own preparation. It is not a mater of if, but when, a major earthquake will hit the Bay Area. Ben Franklin said it best, “By failing to prepare you are preparing to fail.” If we fail ourselves, we fail our family, and we can not help our community. And as we have seen, a strong community will be needed to respond and be resilient.
Our ability to provide assistance begins with individual preparedness. Studies indicate that responders first need to know that their families are safe so they may fully respond to an event. At Eden, we offer our staff classes in individual and family preparedness so they are confident in their family’s safety and are better able to focus on serving our community. I believe we need to increase the number of prepared families in our communities so that we are all able to take care of ourselves in times of disaster. When we are confident in our own family’s safety and well being, we are better able to reach out and assist others.
Make sure you have a “Family Disaster Plan,” that you have disaster supplies at home to provide for your family and pets for at least 3-5 days, that you have a disaster kit in your workplace and in your cars and never allow your gas tank to fall below half a tank. Find out your employer’s disaster plans for evacuation and shelter-in-place and how you will be contacted after an event. Contact your local fire service and inquire about Neighborhood Emergency Response Teams (NERT) in your area. If they do not exist, ask about training and how you can form one. You can also visit the American Red Cross web page and enroll in their emergency preparedness classes.
Eden Medical Center and Sutter Health continuously prepare to respond to disasters, and we work closely with Alameda County Public Health and other health care and emergency services partners. Our coordinated efforts greatly improve our ability to provide for the healthcare needs of our community. I’ll write more about how we prepare for disasters at Eden and within the community to ensure we are here when you need us most.
“It takes a lot of unspectacular preparation to produce spectacular results.” – Roger Staubach, Hall of Fame Football Player
Cassandra Clark, Project Communications Director
We recently held an Open House for employees to learn more about the new hospital construction and explore the layout of the new facility and campus. It was at this event that many staff members learned for the first time that, when the new hospital opens in 2013, the campus will be smoke free.
A smoke-free campus means that smoking will not be allowed anywhere on the hospital property, including the grounds, gardens and parking areas, by any person – including employees, physicians, volunteers, patients and visitors.
We are taking this bold step because the new hospital brings a renewed and heightened commitment to our mission to improve the health of the individuals and communities we serve. Without a doubt, smoking is the leading cause of preventable death in the United States. We believe that we have a responsibility to take a leadership role on this major health issue and promote a healthier environment.
Eden Medical Center has offered an array of smoking cessation programs for many years to help decrease tobacco use in our community. Looking ahead, we will multiply our outreach efforts and use coaching and support to address staff and visitors using tobacco on hospital grounds. Tobacco-free initiatives have the potential to improve the health of thousands, reduce health care costs, improve workplace safety and contribute to community health improvement.
Hospitals across the country are adopting smoke-free campus policies successfully by reaching out to staff, patients and visitors with effective alternatives to smoking to reduce stress. As a leader in improving health care in our community, we believe this effort is well worth undertaking.
This is just the beginning of this conversation about a smoke-free campus. We welcome suggestions from you and leading health experts on the most effective ways to reduce tobacco use and boost our outreach efforts.
“There is no safe level of exposure to secondhand smoke. Tobacco smoke is deadly.”
Dr. Richard H. Carmona,
U.S. Surgeon General Report, July 2006
by George Bischalaney, President & CEO, Eden Medical Center
A recent article about the new hospital construction asked readers the question, “Is the hospital too lavish, or is the new hospital just a reflection of modern times?” The reason the question was raised, from what I can gather, is because the new hospital will have all private rooms. This is a marked difference from our 1950s-era hospital that has mostly two-bed and some four-bed wards, shared bathrooms and a curtain for privacy.
When we began designing the new hospital, one of the first questions we asked ourselves was whether or not there would be all private rooms. It wasn’t a long discussion, and the answer was quickly determined to be yes.
The existing hospital, with its multi-bed rooms, is how hospitals were designed in the late 1940’s and early 1950s when Eden Hospital first opened. Sixty years later, the thinking regarding rooming of patients has evolved, just as every other aspect of hospital medical care has evolved.
There are compelling clinical reasons why hospitals across the country are converting to private rooms. Highest among these reasons is infection control. One can pick up any magazine or medical journal and read about the growth of bacterial adaptation to antibiotics over the past decade. In hospitals, there is an ever-increasing need to isolate infectious conditions that create a risk for other patients. Any such high risk patient requires a private room for better management of their illness and also for the safety of other patients and protection of hospital staff. This happens daily in our hospital, and it means that a two-bed ward then becomes a private room, decreasing the number of actual beds available for use. (See previous articles about the effects on comfort, efficiency and increased capacity.)
There are equally significant social needs for private rooms. Patients who are critically ill, injured or at the end of life often have many family and friends who want and need to visit for extended times. It is appropriate that these patients have privacy for the comfort of the family as well as for other patients and visitors.
Privacy and comfort are also compelling reasons for private rooms. Federal regulations to protect a patient’s privacy have changed how we design interiors and how we communicate with patients and other caregivers. But aside from being a regulatory requirement, privacy is a practical consideration every patient should have. This is very challenging to maintain in a room with two or more patients who are separated by nothing more than a thin curtain. In fact, across the country, the demand for private rooms isn’t driven by the perception of “luxury,” but by the need for privacy, dignity and respect.
There seems to be an outdated and misguided view that a private room is only for VIPs, those who can pay more, or those looking for luxury accommodations. There was a time when this may have been the case, but it is no longer true. At Eden, there is no added cost burden to a patient in a private room. And when the new hospital opens, there will be no fee or increased cost to any patient to be in a private room.
I can fairly assume that those who raise a concern about all private rooms have not been hospitalized themselves, or have never experienced a loved one at end of life in a patient room with one or more other patients. In talking with patients and families in the hospital, I have never been told that the single room was not preferred. It’s clear that people prefer privacy (see Washington Post article).
Our patients will benefit, and I believe they will be much happier as a result of the new hospital having all private rooms.
Some health insurance executives claim, and some news media have recently reported, that large provider systems like Sutter Health make health care more expensive by demanding higher-than-average reimbursement from insurers. To clarify Sutter Health’s position and shed more light on Sutter’s priorities, we’re posting this recent Q&A with Sutter Health’s leadership.
What is Sutter Health’s perspective on claims that hospitals’ demands for higher reimbursement from insurers drive up the cost of health care?
Sutter Health believes its reimbursements from insurers are fair, and reflect the high-quality and readily available health care that our doctors and hospitals provide to patients. Insurers contract with us for services of their own free will. There’s plenty of competition in Northern California — from Kaiser, Catholic Healthcare West, Adventist Health, John Muir and the UC hospitals, and from many independent hospitals and physicians. Sutter Health has held annual overall average price increases for commercial health plans to single digits in the past several years. Of course we have no control over whether health plans reflect our single-digit rate increases in what they charge consumers. Recently some health plans announced premium increases in excess of 20 percent, more than double the increase in reimbursement to our providers.
The reimbursement we receive from health insurance companies help fund Sutter Health’s commitments to ensuring our communities have adequate access to physicians, as well as fund our commitments to quality, safety, convenience and free care for the poor. While we continue to focus on meeting our community commitments over the long term, the for-profit health insurance companies focus on short-term profitability goals for their stockholders. For them, that means spending less for patient care, which represents the largest part of their budgets. The U.S. Congress found that the large for-profit insurers paid on average only 74 cents per dollar of premium from individual policies to doctors, hospitals and other providers, keeping the other 26 cents for their costs of administration and profits.
Certain health insurance plans maintain web-based pricing tools for members. Some of these tools post prices that the plans pay doctors and hospitals. Why hasn’t Sutter Health participated in these tools?
We want to provide consumers with fair and reliable information that is easily understood. Although several insurance companies have begun providing what they believe to be comparable data on prices between providers, Attorneys General of multiple states have disagreed with the approaches taken. Until they work the bugs out, we prefer not to add our data to the postings. We strongly believe a patient is best served by talking with a professional who can walk them through their personal health care needs, treatment options/choices and the estimated treatment costs of those options. Staff members at our hospitals and clinics regularly work with patients to answer questions about their estimated costs, and we plan to make estimates of our costs for common procedures available on our web site as soon as we can reliably do so.
Why are health care costs increasing at such a high rate?
The government pays less than the cost of care, so any inflation in health care costs must be borne by those who actually pay a market price. Since government-sponsored patients consume about 50 percent of the care in a typical health system, the cost-shifted to everyone else is double what it would otherwise be. For example, if inflation is 4 percent, a health system’s prices have to go up 8 percent to cover the increased costs of caring for government-sponsored patients when the government keeps its payments to doctors and hospitals arbitrarily low. Improvements in technology, drugs, and seismically-safe facilities all tend to drive the cost up faster than in other industries.
Health care providers, especially those like Sutter Health that invest in their communities (rather than giving that money to shareholders), have significant financial commitments. For example, we are replacing paper records with electronic systems and replacing hospitals at a time when per-bed construction costs have more than doubled, from $1 million about a decade ago to more than $2.5 million today. The other big cost driver is the success modern medicine has had in saving lives. Health problems that were once untreatable can now be treated, so we’re seeing more and more people living with chronic conditions. We’re absolutely committed to saving and extending patients’ lives, and we all need to be mindful that the costs of chronic care continue to be part of the nation’s overall health care bill.
How will health insurance reform impact your costs and affordability goals?
Our affordability imperative becomes even more important given cuts in reimbursement under health care reform. For Sutter-affiliated physicians and hospitals, Medicare cuts will likely total an estimated $124 million each year for the next 10 years – adding up to more than $1 billion in reduced Medicare reimbursement.
The United American Nurses Union/California Nurses Association has questioned Sutter Health’s commitment to “communities of working class people” and diverse populations. What’s Sutter’s response?
Counties including Del Norte (the north state’s poorest county), Lake, Merced, Sutter, Yolo and Yuba have some of the highest poverty levels in Northern California – and Sutter Health facilities serve each of them. In many small and rural communities such as Los Banos, Tracy, Novato, Jackson, Davis, Crescent City and Lakeport, Sutter Health is the sole provider of emergency medical services. Also, Sutter Health hospitals together serve more MediCal patients in our Northern California service area than any other health care provider. Sutter Health is building or has a continuing presence in diverse urban areas as well, such as downtown Oakland, San Francisco’s Mission District, midtown Sacramento and Stockton. Ironically and unfortunately, the nurses union formally opposed Sutter Health’s plans to construct new, seismically safe hospital facilities in urban Oakland, downtown San Francisco,Santa Rosa and right here in Castro Valley.
Photo of the collapsed Cypress Overpass, courtesy of U.S. Geological Society.
by Cassandra Clark, Project Communications Director
This week we are commemorating the 20th anniversary of the Loma Prieta earthquake. The media will cover the remembrances, the progress we have made since then, the victims, the heroes.
Those of us who were around then have memories of this momentous event. My memories are perhaps much more vivid than most. That single event changed my life, changed my career, and ignited in me a passion for health care and the important work we do.
I had worked at Eden Hospital only 2 months when the earthquake hit. My boss was on vacation, camping in the desert far away from news of the quake, and I was a newbie just learning the ropes. I left work that day just before 5 to get home to meet some friends to watch the World Series. I was driving my VW convertible down Castro Valley Blvd. when the ground started shaking and the road before me started moving like a snake. I thought my tires were falling off and that the street lights above would fall on me! I drove the few minutes to get home, only to find the power out and the phones dead. So I headed back to the hospital to check in, as per our protocol
I didn’t leave the hospital for two days.
We had 42 patients from earthquake-related injuries that night in Emergency and Trauma. The worst were from the Cypress structure collapse in Oakland, brought to our Trauma Center. Not knowing the details, I went first to the Emergency Room, where I sat and listened to one young man talk about leaving his car on the collapsed upper portion of the freeway, climbing down the side of the concrete rubble, and then calling his mom to pick him up. He had an injury to his mouth and was shaken, but he told us the details of what happened. I still remember his face, his name, the shocking details of his story. The TV in the corner of the waiting room was showing news coverage from Oakland and San Francisco, and I got word out to the hospital staff so they would know what was happening.
We set up the Command Center sometime later. Soon, the reporters started showing up and the media calls poured in from all over the country, all over the world. Gloria, my co-worker, and I gathered information from every department, and talked to patients and families. As the spokesperson for the hospital, I conducted interviews for the next two days and, as it turned out, for many months that followed. I was so tired at 4 a.m. when Harry Smith from CBS New York called that I could hardly get the words out. It wasn’t my best interview, but I was new at this! We tried our hardest to keep all the information straight: how many patients, where they were from, what their injuries were. We had calls from families trying to find loved ones. We had calls from local residents wanting to know how to help. Reporters from other parts of the country were under the impression that the entire SF Bay Area was reduced to rubble, and they wondered how we could even take care of patients.
Over the next several days, I got to know so many of the patients and their stories. Some did interviews, some just wanted to talk privately. Some couldn’t talk, their injuries were so severe the nurses didn’t think they would survive. Two patients from one van on the Cypress freeway were the most severely injured, but they survived, and I remember them and their stories as if it were yesterday. I met their families and got to know them over the next six months or so. And I saw the incredible care that Eden Medical Center’s staff provided. The doctors, the nurses, the respiratory therapists, physical therapists, social workers: all of them played such an important role in their medical and emotional care.
It was because of this experience that I knew that I was in the right place, that the mission and purpose of our organization was alive and carried out in the most complex, and the simplest, ways. We all made a difference, and we were all here for one reason: to take care of the people who need us in the most critical times. It didn’t matter what our role was, we all had a responsibility to take care of them and their families. I didn’t check vitals or change dressings, but i could spend time with each of them, help them process what had happened, help them tell their stories if they wanted. I could help their families and our staff with simple things to make their lives there easier.
A year later, we held a press conference with a couple of the patients who survived, along with their doctors and nurses. It was an emotionally charged event, before and after the conference, for one patient in particular. The memories were so vivid and frightening, but she wanted, or perhaps needed, to talk about it, to see the trauma surgeon and staff, to process what had happened. Years later I saw her and her colleague on a PBS special, talking about their lives since the earthquake. My heart ached, and still does, for the pain they endured. Their lives were never the same. I don’t know where they are now, but I still think of them, pray for them, and wonder if they were able to persevere.
Five years after the earthquake, I met a woman who came into the hospital to give birth to twin boys. She, too, was severely injured in the earthquake and came to our trauma center that night. She had such severe abdominal injuries that she was told later by her doctor that she would not be able to have children. But life had other plans for her. On this day, October 17, 1994 — the 5th anniversary of the quake — she gave birth to her “miracle” boys. The trauma surgeon who saved her life 5 years earlier assisted in the delivery. They are 15 now, and I wonder if they know how incredible their story is.
These stories, and many others, are on my mind as we approach the 20th anniversary of the quake. It amazes me how much our lives are intertwined by such an event. And how each person I met has their own memories, and their own scars.
I am also grateful for the experience, for all that I learned as a result, and for finding my passion in my career. Today, as I work with the Project Team to build a new hospital, I am reminded why this project is so important. I am proud of the tradition of care at Eden, and proud to be working toward construction of a new hospital so that the tradition can continue for many years to come.
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
Among my mail is an envelope addressed to the CEO and marked “confidential.” It is handwritten, obviously not from a business partner or one who hopes to be. Someone has taken the time to write and make sure it gets read by me and not screened or redirected. It has my attention.
As I expected, it is a letter from an individual who wants to tell me about the care delivered to a family member. As I begin to read, there is a moment of apprehension. Will this be the grateful letter that praises the care of doctors, nurses and other staff members encountered during the stay? Or is this the letter that expresses concerns and expectations not met? Actually, I look forward to either. An individual in a position to assess our performance has taken the time to tell me about it.
I receive letters several times a week, and they are often the most instructive of a given day’s activity. Patients and their families have much to teach us about what we do and how we do it.
I am still surprised at how often it is the little things that make a difference. We put so much effort into providing the highest quality of care and avoiding mistakes that we often overlook the obvious. Those entrusted to our care need the human touch. A moment of compassion, a word of support, encouragement or just someone to listen can provide a sense of healing equal to many more clinical interactions in a patient’s mind. Letters rarely praise the well-placed IV or express gratitude for the timely administration of medication. What many patients remember are the kind words of the nurse, the cheerfulness of the dietary worker delivering the meal, or the respectful nature of the person who comes to clean the room.
There is much that we can do to improve the health care system in our country. Even as the debate continues, there is much that is working well – and it hasn’t been legislated. It is the commitment of countless individuals to go about their work with an understanding of the impact they can and do have on the people they care for. It is remembering the little things that help a patient through the day or a family member find relief in knowing that the caregivers are more than clinicians completing rounds and performing tasks. We create moments every day that will be remembered forever.
As I open the next letter, regardless of the message, I know it will help me remain connected to our purpose and be a reminder of what health care really needs.
Sutter Medical Center Faces Costly Delay, Loss of Construction Jobs as State Deadline Looms
The California Nurses Association (CNA) has filed a lawsuit that threatens the future of the new Sutter Medical Center Castro Valley now under construction.
“That the nurses union would sue to stop us from building our new hospital after a decade of planning is extremely frustrating to our employees, physicians, volunteers and patients who have worked so hard and so long for this,” said Eden Medical Center President & CEO George Bischalaney. “This political action by the union hurts everyone, puts thousands of jobs in jeopardy, threatens the future of the hospital and could cause irreparable harm to the community.
“This type of action drives up the cost of health care for everyone. After an exhaustive and inclusive public process, the union’s lawsuit could mean will not be able to meet the State’s 2013 deadline to replace the Eden hospital. Not meeting the deadline could result in closure of current hospital before the new hospital is completed and certified for occupancy.”
The Environmental Impact Report and land use entitlements were approved by the Castro Valley Municipal Advisory Council, the Alameda County Planning Commission and Alameda County Board of Supervisors. The first phase of construction has been approved by the Office of Statewide Health Planning and Development. Alameda County granted necessary permits and construction started July 1.
The new medical campus will create more than a 1,000 union jobs during the three years of construction and pump millions of dollars into the local economy benefiting many local businesses.
Construction crews demolished the vacant Pine Cone Apartment complex and began relocating the helipad and are readying the site for the foundation of the $320 million, seven-story, 130-bed hospital and regional trauma center. The new medical center will expand needed emergency and urgent care services. A new 80,000-square-foot medical office building for physicians is also planned. Sutter Health is financing the entire project with no public taxes or funding.
Sutter has invested more than $200 million in capital in Eden Medical Center’s facilities since acquiring the hospital from the Eden Township Healthcare District in 1998. The new hospital and medical office buildings would bring this investment in the regional medical campus and trauma center to more than $600 million by 2013.
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.
By Jack Alotto, President & CEO of Eden Medical Center Foundation
My name is Jack Alotto. I am the President & CEO of Eden Medical Center Foundation. I’ve been raising money for non-profit organizations for more than 20 years in health care as well as the arts and social services. At Seton Medical Center Foundation in Daly City, we raised more than $1 million and increased Seton’s employee giving campaign by 600% in my first year.
I also started the first planned giving program for the City Library of Santa Clara, California. We even created a used bookstore and café called Friends of the Library—we made great cappuccinos!
For the past two years now, I’ve been steering the ship at Eden Foundation, and we are fortunate to have a very active board with 17 members, including Lawrence Dickinson, M.D., one of the top neurosurgeons in the East Bay and our board chairman.
All the money we raise helps ensure that patients and the community we care for have the most technologically advanced, highest quality care available. We pay for medical equipment, clinical training and continuing education for our staff, plus health education seminars for our community, and health care for our uninsured residents.
I’m proud to say that in the last two years we’ve raised more than $4,000,000, while keeping our costs surprisingly low. We owe our highest admiration and heartfelt gratitude to you, our patients and members of the community for your generous donations and participation in our special events. And a special thank you to our physicians and employees who give the Foundation tremendous support.
Take a look at the prolific list of equipment and community service programs your donations paid for last year. Donor Gifts Have Gone a Long Way in 2008…
With contributions from individuals, physicians and staff, corporations and foundations, Eden Medical Center Foundation has made the following gifts to Eden Medical Center:
Tools to Enhance Patient Care
• A new CT Scanner for San Leandro Hospital provides improved diagnostic services to inpatients and outpatients
• Laerdal Airway Management Training equipment for trauma nurses to sharpen their airway management skills through realistic practice
• Two blood pressure/pulse ox/temperature monitors keep triage equipment up-to-date
• Four new trauma monitors providing state-of-the-art monitoring of trauma patients to enable health care providers to have immediate and ongoing assessment of trauma patients
• An exercise bicycle at Laurel Grove Hospital helps rehabilitation patients recover more quickly
• A golf cart for Food and Nutritional Services provides prompt service to patients and reduce the risk of injury to employees
• New IV poles and wheelchairs help nurses and department staff to provide better patient care
• A new LCD/DVD supports ongoing training for Emergency Room and trauma staff
• Bladder scanners allow the neurology/medical/surgical unit and 5th floor surgery department to perform noninvasive monitoring for postoperative patients
• A JUZO Perometer in Rehabilitation Services enhances the level of patient care provided to lymphedema patients
• X-ray imaging is performed during vascular and orthopedic surgical procedures through the use of a radiolucent surgical table
• A pediatric bronchoscope is life-saving equipment trauma surgeons use to address breathing problems of children in the trauma center, thus saving a trip to the operating room.
• Radiology techs underwent training on the best use of the Toshiba Fluoroscopy and Multi-Purpose room to facilitate better patient care.
• Free senior flu clinics were held at San Leandro Hospital and Eden Medical Center
• A Women’s Health Symposium at Eden Medical Center provided an evening of free education on the health risks women face
• Eden Medical Center hosts five cancer support groups for patients and families facing cancer, caregivers and for people mourning a loss.
• Continuing education for nurses keeps Eden’s nurses up-to-date on the latest in health care
• Students at Skyline High School, San Leandro High School and Castro Valley High School go through the anti-alcohol and drug program, Every 15 Minutes
• Social Work Services provides shelter for transients recovering from a wound
• Support for Spiritual Care volunteers working in Social Work Services department
• GE Medical Systems Bone Densitometry Screening equipment allows Eden provide free screening at health fairs and community events
• Community members and Eden employees can take part in smoking cessation programs
• Emergency First Aid Guidelines assist local school staff members in responding to emergencies until medical staff can arrive.
Besides funding projects for our two hospitals in Castro Valley and San Leandro, we have taken on raising money for Sutter Medical Center Castro Valley, the hospital that will replace Eden Medical Center.
My vision is that once the doors open, our Foundation will pay for anything the new medical center needs! We have already started our fundraising efforts; last year’s Golf Tournament, which netted more than $60,000, was the first fundraiser on behalf of the new buildings.
So here is our wish list for Sutter Medical Center Castro Valley:
The Need: $25 million
Your generous contribution could provide technological and equipment updates so doctors and nurses can provide patients at the new Sutter Medical Center Castro Valley with the best in medical care. Advancements in technology for medical tools and equipment mean patients can experience less pain and discomfort, and doctors can perform less invasive procedures. This can translate into shorter recovery times and decreased hospital stays so patients can go home sooner. We constantly strive to improve a patient’s health care experience and state-of-the-art equipment and technology helps us to meet this goal.
Intensive Care, Critical Care and Trauma Center Upgrades
The Need: $15 million
Consider making a gift to help patients in intensive care, critical care and trauma comfortably and safely recover from surgery and other medical procedures. New beds, patient monitors, bedside equipment, and state-of –the-art nurse call systems will improve a patient’s stay and help doctors and nurses better attend to the needs of each patient.
Medical and Surgical Floor Enhancements
The Need: $6 million
Philanthropic support will help us purchase beds and other patient room equipment for Labor and Delivery, the Neuroscience Center and Medical and Surgical Units.
Outpatient Surgery Enhancements
The Need: $3 million
Higher image quality and patient comfort are combined in the newest tools used by physicians and nurses. Your generous gift will enable the Outpatient Surgery Department to replace older, outdated equipment with the latest technology at the new hospital.
We have many giving programs and named gift opportunities available to our donors. If you would like more information about our work at the Foundation and how you can support the new hospital, please call me at the Foundation office at 510-889-5033, or email me.