GBGH Renovations

Ralph introduced Sheree Noon, manager of Emergency and ICU since 2006 who has overseen a 40% reduction in wait times and Dr. David Bayfield, Chief of Emergency Medicine, winner of an emergency medicine research award, implementer of software for medical apps on handhelds and one of the planning team working on the new Emergency Dept.

Sheree presented a video tour introducing the See and Treat area which takes the 50% of emergency department patients that are mobile and moves them through quickly, the Sub Acute area that takes the severe pain and stroke patients etc. into the 6 bays that are equipped with cardiac monitors, the Communications Centre which is a very tight space for the up to 5 people that have to be there at different times, the Acute Care area which has 14 beds with cardiac monitors which is not enough and the Trauma Centre which has 2 bays and which is very crowded and short of the high end equipment it needs to deal with patients in crisis.

All these areas are essentially open or divided only by curtains which means there are privacy issues with people overhearing doctor patient conversations, isolation problems as there are no areas to close off to hinder the spread of pathogens and security issues as there is no way to keep people in or out.  The renovations are aiming to address all these issues as well as space requirements and traffic flow problems.  The plan is to expand into the space currently occupied by ambulance functions and then, eventually, enclose the ambulances so the transfer of patients will take place out of the weather.

David said that while he is proud of the people who work in emerg and proud of the job they do with the resources at hand he is excited by the prospects of doing better.  In 1997 emerg saw 25,000 visitors with 8 beds.  In 2000 there was an expansion but now the hospital sees 45,000 a year with only 17 beds.  The move to the See and Treat concept has helped and there have been some renovations and reorganization but a major renovation is needed to deal with the problems Sheree highlighted.  The overal cost of the project is $12.7 million but it has been divided into phases and the first phase will cost $5 million which the hospital already has.  There will be more fundraising and more help from the Province as they move into the next phases. 

The Hospital has been in the top 10 in the Province for wait times for facilities that serve over 35,000 since 2009 and is in top 10 in all measures which helps when applying to the government for funding.  He thanked Rotary for its ongoing support and the hard work and dedication that has gone into raising $170,000.00 over the last years.

Phase one will develop the most important spaces - triage, communications and decontamination as well as see the purchase of much needed equipment.  There has been a lot of work in the planning - incorporating all legislated requirements and grouping services to assist with ease of traffic flow and supervision.  He responded to Fred's question about getting infections in hospitals by saying there are guidelines which they must subscribe to and they are installing handwashing stations everywhere but the new space will have systems for reverse isolation air flow and hardwalls instead of curtains.

As a result of their meeting or exceeding standards they have been awarded new positions so now they have a pharmacist technician in emerg part time, a ward clerk has had hours expanded and more nurses and doctors hours have been approved.

Ron thanked them both for coming and making their presentation.