Tag Archives: Banner Thunderbird Medical Center

stroke

8 Banner Health facilities earn stroke quality awards

The American Heart Association (AHA) and the American Stroke Association (ASA) have recognized eight Banner Health facilities in Arizona with the Get With The Guidelines® – Stroke Gold Plus Quality Achievement award. 

These Banner facilities earned the coveted Quality award by meeting certain quality achievement measures and seamlessly implementing crucial programs and procedures such as stroke education, risk-reduction therapies and dysphagia screening:

  • Banner Baywood Medical Center (Mesa)
  • Banner Boswell Medical Center (Sun City)
  • Banner Del E. Webb Medical Center (Sun City West)
  • Banner Desert Medical Center (Mesa)
  • Banner Estrella Medical Center (Phoenix)
  • Banner Thunderbird Medical Center (Glendale)
  • Banner – University Medical Center Phoenix
  • Banner – University Medical Center Tucson

Receiving the highest recognition, Banner Del E. Webb and Banner – University Medical Center Phoenix qualified for recognition on the Target: Stroke Elite Plus Honor Roll. This acknowledgment indicates that the facility’s time to thrombolytic therapy was within 60 minutes in 75 percent or more of acute ischemic stroke patients treated with the clot-buster tissue plasminogen activator, or tPA, (the only drug approved by the U.S. Food and Drug Administration to treat ischemic stroke) AND door-to-needle time within 45 minutes in 50 percent of acute ischemic stroke patients treated with IV tPA.

Banner Thunderbird, Banner Estrella and Banner Boswell gained qualification for recognition on the Target Stroke: Elite Honor Roll which denotes a facility’s time to thrombolytic therapy to within 60 minutes in 75 percent or more of acute ischemic stroke patients treated with IV tPA.

Banner Desert, Banner Baywood and Banner – University Medical Center Tucson qualify for recognition on the Target: Stroke Honor Roll. These hospitals met quality measures developed to reduce the time between the patient’s arrival at the hospital and treatment to within 60 minutes in 50 percent or more of acute ischemic stroke patients treated with IV tPA.

Although patients benefit from the comprehensive list of guidelines, hospitals implementing the program also see value. Each participating facility in the program has access to clinical tools and resources, professional education opportunities and a competitive advantage in the health care marketplace. Since the program was started in 2003, 1,656 hospitals have entered more than 2 million patient records into the Get With The Guidelines-Stroke database, providing thorough research that is also accessible to all participating institutions.

According to the AHA and ASA, stroke strikes 795,000 Americans a year, leading to more than 137,000 fatalities. This translates into a stroke death every four minutes

Headquartered in Arizona, Banner Health is one of the largest nonprofit health care systems in the country. The system owns and operates 28 acute-care hospitals, Banner Health Network, Banner – University Medicine, Banner Medical Group, long-term care centers, outpatient surgery centers and an array of other services, including family clinics, home care and hospice services, pharmacies and a nursing registry. Banner Health is in seven states: Alaska, Arizona, California, Colorado, Nebraska, Nevada and Wyoming.

Get With The Guidelines® is the American Heart Association/American Stroke Association’s hospital-based quality improvement program that provides hospitals with the latest research-based guidelines. Developed with the goal of saving lives and hastening recovery, Get With The Guidelines has touched the lives of more than 5 million patients since 2001. For more information, visit heart.org/quality or heart.org/QualityMap

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Banner Thunderbird celebrates 30th anniversary

Banner Thunderbird Medical Center will celebrate its 30th anniversary with a free community health fair/anniversary celebration from 9 a.m. to 1 p.m. on Nov. 9 on the hospital’s campus, 5555 W. Thunderbird Road in Glendale.

Banner Thunderbird opened in 1983 as a 150-bed-hospital with a single patient tower, eleven Emergency Room beds and six operating rooms. Today, Banner Thunderbird has four patient towers, 561 beds, an acre-size emergency room with 85 beds and 21 operating rooms.

To celebrate three decades of caring for the community, the public is invited to enjoy free food, entertainment and health screenings at a free community health fair/anniversary celebration at the hospital.

Banner Thunderbird Medical Center in Glendale, AZ, specializes in heart care, surgical services, obstetrics and gynecology, orthopedic surgery, emergency care, behavioral health, cancer care and pediatrics including the West Valley’s only pediatric intensive care unit, pediatric Emergency department and Level III neonatal intensive care unit. The hospital is part of Banner Health, a nonprofit health system with 24 hospitals in seven states. For more information, visit www.BannerHealth.com/Thunderbird.

McCarthy - Justin Dent

McCarthy Promotes Justin Dent To Project Director, Education Services

McCarthy Building Companies promoted Justin Dent to project director for the Education Services team of the Southwest Division.

In his new position, Dent will oversee education projects in Arizona and will forge a true collaboration with school districts and schools, design teams and subcontractors; serve as a liaison between the office and field team; champion job-site safety efforts and proactively manage project budgets and schedules. He previously served as project manager at McCarthy.

Dent joined McCarthy in 1999 as a project engineer after graduating college. He has a diverse project background; two of his early projects included the Sandia Casino in Albuquerque and Motorola Buildings 93 and 99 in Tempe.

In 2002, he was promoted to project manager where heoversaw numerous projects including Hayden Ferry Lakeside Phase II Parking Structure, Arizona State Behavioral Health Hospital, the Banner Thunderbird Medical Center lobby, tower and surgery expansions and numerous projects at the Mayo Clinic in Phoenix.

“Justin’s leadership capabilities have been proven with the success of a series of projects he’s recently overseen,” said Justin Kelton, vice president of operations at McCarthy. “His strong project management background, and his respect and discipline to McCarthy’s team approach to construction, has enabled him to build strong client relations, which ultimately lead to successful projects.”

Dent has a bachelor’s degree in Construction Engineering Management from Oregon State University.

hcla-featured

HCL Awards 2012: Medical Center Or Hospital, Banner Thunderbird Medical Center


Medical Center Or Hospital

Banner Thunderbird Medical Center

HCL Awards 2012 - Banner ThunderbirdWhen 2-year-old Caleb Teodorescu was found unconscious at the bottom of a pool, there were fears he would die or suffer permanent brain damage. Thanks to doctors at Banner Thunderbird’s Pediatric Emergency Department, Caleb is alive and showing no signs of disability. Without Thunderbird, Caleb would have lost valuable minutes being transported to a central Phoenix hospital.

Nonprofit Banner Thunderbird’s $290 million expansion project, completed in 2011, represents one of the largest hospital expansion projects ever completed in Arizona. The project has directly led to the creation of several hundred jobs at the expanded facility. More importantly, West Valley residents now have access to a level of care never before available in the region, particularly heart care, medical imaging services, surgical care and pediatric care. The hospital now provides services and has equipment previously only available at hospitals in other parts of the Valley, such as critical care for children who have experienced a near drowning. Having West Valley hospital of this caliber makes the area more attractive to retirees, families with children and potential employers, contributing to a more robust economy. Today, Banner Thunderbird is the largest private employer in Glendale and one of largest in the West Valley.

bannerhealth.com


Finalist

Cancer Treatment Centers of America

HCL Awards 2012 - Cancer Treatment CenterCancer Treatment Centers of America (CTCA) embraces the concept of developing individual treatment plans for each patient. The Patient Empowerment Medicine model works to boosts patients’ immune systems, reduce pain and improve quality of life through new drug therapies. CTCA initially began more than 30 years ago but opened in Goodyear in 2008 and has since doubled their patient volume. CTCA not only focuses on patient services, but assists in community projects and non-profit organizations as well. The medical center also sponsors the Greater Phoenix Chamber of Commerce Athena Awards that honor women who strive toward the highest levels of professional accomplishments.

cancercenter.com


Finalist

Chandler Regional Medical Center

HCL Awards 2012 - Chandler Regional Medical CenterFor more than 50 years, Chandler Regional Medical Center (CRMC) has served as the largest hospital provider in the East Valley area. CRMC was also the area’s first hospital with advanced cardiovascular services with the opening of the Heart and Vascular Center and first in the West to install a broadband MRI. They were voted “Best Place to Work” among Phoenix metro employers and tiered number one for medium-sized hospitals by Ranking Arizona. CRMC annually co-hosts the Spina Bifida Bike Rally providing free bikes to children with the disease and a Back to School Immunization clinic administering free shots to minors in Chandler.

chandlerregional.org


HCL Awards 2012 Winners & Finalists

AZ Business Magazine March/April 2012

Hospital Construction - AZRE Magazine November/December 2011

Please Do Not Disturb: Hospital Construction Zone

During hospital construction, constant planning and communication are top priorities for healthcare builders

The foremost focus in upgrading or expanding a hospital is keeping the work concealed from the patients. So says Steve Whitworth, Kitchell’s Healthcare Division manager, about hospital construction.

It’s not like adding or enlarging a store in a retail center, which might force shoppers to step around a construction barrier for a few days or have the piped-in music occasionally punctuated by a floor sander.

“In a mall, people will be inconvenienced. In a hospital, a patient’s health is at stake,” Whitworth says. “In every single project we strive to be invisible. The ability to heal depends on the environment a patient is in. It‘s the only thing that matters at the end of the day.”

The dilemma is that hospitals, as much or more than other commercial real estate structures, need to continuously get bigger and better, he says.

“Planning, planning, planning,”  is the key to keeping healthcare facilities humming smoothly while making major renovations, says Jay Stallings, associate administrator at Banner Desert Medical Center, which unveiled a major emergency department makeover in August.

That mantra is echoed by other key players — from hospital administrators to construction engineers — who are continuously upgrading and expanding Arizona’s top hospitals to address medical care’s changing needs and technology advances while keeping the work virtually imperceptible to patients and staff.

Finding solutions

Banner Thunderbird Tower - AZRE Magazine November/December 2011Unlike other types of commercial real estate overhauls or tenant improvements, healthcare property renovations come with a whole host of hurdles, from meeting infection control standards to keeping emergency entrances accessible.

The biggest hurdle — no down time.

“What makes a hospital unique, is that it’s a 24/7 facility. There’s never a good time to do the work,” says Sundt Construction’s Russ Korcuska, who has been piloting hospital construction projects in Arizona for two decades.

To maintain top-notch patient care, innovation and expansion is necessary, but upgrading existing facilities means you can’t turn off the power, the water or other utilities, you can’t block fire escape routes or ambulance entrances, you can’t let construction dust or other contaminants get in the air, and you can’t make a lot of noise or cause other disturbances that could impact patients or staff operations.

“If a surgeon is working on somebody’s brain, you can’t be creating vibrations on the other side of the wall,” Korcuska says. “It’s extremely challenging.”

That’s why planning an entire project and all possible contingencies to the tiniest detail before ever flipping a power switch is so critical, says DPR Construction’s Guy Sanders, who is just finishing up Banner Good Samaritan Medical Center’s three-story expansion of operating rooms and pre/post operative care areas.

Especially in renovating older hospitals where documentation of what’s in the ceiling and under the floor is not always complete or accurate, he says. “Knowledge of a campus is critical,” Sanders says. As is double-checking before digging.

During the Banner Good Samaritan project, he planned for alternative power sources to keep all ongoing operations running smoothly based on detailed building documentation. Still, during the planning process, he flipped a breaker and did a walk-through of the whole hospital to ensure the documentation was correct. It wasn’t.

Sanders found some equipment mislabeled and had to do some rewiring — and re-documenting.

Proper planning is crucial

Chris Jacobson of McCarthy Building Companies is just completing a major project at Banner Thunderbird Medical Center. He added a new six-story tower and emergency department expansion in the spot where the old ambulance entrance stood, and then renovated all the newly vacated space after 25 departments relocated to the tower. The project is slated to wrap in January.

It has been a five-year, multi-phased project, with planning for every phase starting almost a year in advance, he says.

Jacobson and his crew had to design everything from infection, noise and dust control to fire exits — and figure out how to get workers and materials in and out of the construction sites without bringing them through the hospital. They plotted everything, “even down to which tools to use.”

“You have to get creative about how to get the work done without coming in with a wrecking ball,” he says.

The biggest challenge was how to keep the existing emergency department functioning while “de-constructing” the old ER entrance. Jacobson says the solution devised in the planning process — building a covered bridge from a new temporary ambulance entry a short distance from the construction site — was key to McCarthy landing the job.

“It was a big challenge that nobody had figured out,” he says.

And that wasn’t the only temporary structure the construction experts had to design and build before even starting the main event. They crafted fire-rated, sound-insulated  temporary walls, new directional signage,  and a complete hospital kitchen in a trailer.

They even planned and built a temporary super-structure that looked like a massive, free-standing fire escape outside the hospital tower to get workers and materials to upper floors without ever opening a hospital door.

McCarthy used a similar technique for building out Yuma Regional Medical Center’s upper floors, which were pegged for expansion space when the hospital was first built. The engineers planned and built an outdoor elevator and trash chute to keep patients and staff below from commingling with construction workers or debris on indoor elevators.

At Banner Good Samaritan, DPR had to excavate an area between the central power plant and the new expansion. Before bringing in the backhoe, Sanders employed a “vacuum” truck to suck up some of the dirt and expose the utilities.

Among the most interesting planning tools McCarthy engineers use are laser scans of a hospital’s ceilings and floors to find exactly where all the pipes, wires and ducts are located, and 3D modeling software to virtually tuck new utilities amongst the old.

“The old way was you had guys with flashlights and measuring tapes,” Jacobson says.

Sometimes engineers have to detour planned utility upgrades to avoid a virtual collision. That’s much better than having workers face a real utility roadblock and have to rethink routes in the middle of a messy construction site, he says.

If planning is atop the experts’ priority list for minimizing patient disruption during construction, keeping everybody in the loop scores a close second place.

A critical component of both planning and construction stages of any healthcare project is communication with all the stakeholders, says Stallings, whose new triple-sized, state-of-the-art emergency department took seven years from drawing board to debut.

Stallings says involving every hospital department touched by the project from start to finish made the process as painless as possible for them and especially for patients.

“This was a collaborative project with physicians, staff, clinicians, infection control, environmental services,” he says. “All were impacted. We worked hand-in-hand with the architects and construction staff. We had weekly construction meetings, sometimes daily, with all who were impacted.”

“We provide an important service to the community. We couldn’t shut down the emergency department and continue to be a hospital,” Stallings says. “In the moment when somebody needs help, we have to be there. We take that very seriously. Our approach was  transparency (to patients), collaboration, a high level of communication and training.”

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AZRE Magazine November/December 2011