Project Vision Statement

To create an advanced healthcare campus for MVHS through design that promotes the health of patients, optimizes the work environment for caregivers, and serves as a catalyst for the revitalization of downtown Utica.

A New Health Campus

Location: Downtown Utica

Hospital Size: The new hospital is expected to be 702,000 square feet (this includes the Central Utility Plant square footage)

Height: Ten stories (the top floor is for heating and air conditioning equipment).

Inpatient Unit: Total of 373 beds. Eight beds for Pediatric patients.

Project Hospital is a strategy game created by independent studio Oxymoron Games. Your task will be the manage a hospital. Your task will be the manage a hospital. The game features also a mechanic of sending the patient for examination and to determine the treatment of the patient.

• Open-core nursing unit allows for close patient/staff adjacency, good staff visualization/connection to the patients on the floor and includes easy access to frequently used support functions.
• Each inpatient unit has 30 private rooms (current estimate).
• Two rooms on each unit can be converted to semi-private as census levels increase.
• Same-handed rooms and standardized unit organization from nursing unit to nursing unit, which supports patient safety, reduces the risk of errors, provides greater efficiency and promotes same access points for staff when working in different areas.
• Dialysis support in each patient room for all Critical Care beds and isolation room beds. Reduces patient movement.
• Inpatient Dialysis Unit conveniently located on high-use, Intermediate Care floor and adjacent to patient elevators.
• Critical Care beds co-located on one floor to optimize use and flexibility with quick connections to and from the Emergency Department and Interventional areas such as Imaging.

Inpatient Views: Unobstructed north- and south-facing views for patients on inpatient floors.

Emergency Department (ED):

• Designed with 47 ED treatment spaces (ED exam, quick turn, trauma), six Behavioral Health ED treatment rooms and 10 Observation beds.
• Modular organization allowing efficient flexing to respond to changing volume needs over a typical day.
• Dedicated access to the Medical Imaging room and CAT Scan with direct and easy access to other imaging modalities.
• Sited and organized to allow for easy expansion opportunity to the west of the site.
• The new design will support the care of 90,000 visits annually. Combined, St. Elizabeth and St. Luke’s campuses now have more than 80,000 ED visits a year.

Imaging/Cardiology:

• Centrally located with easy inpatient and outpatient access allows for efficient patient movement, staff support and connection to ED.
• Appropriate internal flows, adjacencies and segregations to provide for optimal use and safety.

Interventional Platform:

• HOSPITAL MANAGEMENT SYSTEM A Project work submitted to the DEPARTMENT OF COMPUTER APPLICATIONS Guided.
• Project Completion: July 2019 Al Sabah Hospital is to act as a general secondary care facility providing general and specialised clinical services. It will also support the Al Amiri Hospital in providing general secondary care services to the residents of Capital Governorate.

• Fully integrated Surgical Services, Interventional Services and Endoscopy Platform.
• Flexible perioperative area allowing easy changes to dynamically respond to case mix and pre/post procedure needs.
• Standardized modular design to allow for flexible use.
• Provision of “soft” spaces provided to allow for incremental expansion.
• Siting of perioperative and procedure space to allow for easy, long-term expansion to the west on the site.

Birthing Center:

• Quick-access elevator connection from Emergency Department which allows rapid movement for presenting mothers.
• Continuous flow from early labor/triage to Labor, Delivery and Recovery (LDR) or cesarean section (c-section) surgical suite.
• Direction connection from LDR to c-section suite.
• Easy flow from c-section suite to Special Care Nursery.
• Co-located Special Care Nursery and Nursery with direct access to Postpartum suite.
• Distinct Postpartum suite from delivery area provides a more relaxed environment for recovering mothers and family.

Building Circulation:

• One primary entrance into facility with easy drop-off, garage parking and building entry connections.
• Separate emergency walk-in, ambulance and decontamination entrances.
• On-stage/off-stage building organization aiding in wayfinding, security controls and supporting patient dignity.
• Separate patient, service and visitor elevator cores providing for safe, efficient movements that help ease patient, staff and family stress.
• Dedicated, rapid-access elevator pulled from general use for quick movement of patients from ED to Intervention, ED to Birthing Center, ED to Behavioral Health, inpatient connection to intervention. Elevator sized to accommodate patient plus team and necessary patient transit equipment.
• Dedicated supply and food elevators; these will be used for all deliveries and will be separate from patient and visitor elevators.
• Service flows separated on lower, heavy-use floors considering dirty/clean flows.

Conference/Meeting Spaces:

• Located on edges of departments to allow for shared use.
• Main education/auditorium rooms located near building entry and Nutrition to allow for multiple meeting formats, easy staff access and convenient community use for wellness and other programs.

Nutrition:

• Room service model to be incorporated with quick turn-around times enhanced by adjacency to dedicated food/medication elevator.
• Easy cafeteria access for visitors and staff with location off of main lobby by visitor elevators.
• Adjacency to Education Center allows for efficient support of meetings and functions.
• Easy access to loading dock area for deliveries of hospital supplies.

Parking Garage:

• Partnership with Oneida county and the city of Utica.
• Access to parking garage at multiple points to make it convenient for patients, families and visitors.
• Parking for hospital patients and visitors, staff, volunteers as well as the community for non-hospital related events.

Campus:

• Pedestrian-oriented.
• Designed as an urban park with enhanced lighting, trees, flowers, walkways and seating areas.

Helistop:

• Conveniently located at ED ambulance entrance.

The International Network of Health Promoting Hospitals and Health Services (HPH) is a nonprofit, non-governmental organization that was initiated by the World Health Organization (WHO) in 1988. It is also known simply as HPH, or 'Health Promoting Hospitals.' HPH is based on the settings approach to health promotion philosophy of the WHO as outlined in the WHO Ottawa Charter for Health Promotion (WHO 1986). The organization's main aim is to improve the health gain of hospitals and health services by a bundle of strategies targeting patients, staff, and the community.

History[edit]

Based on the Ottawa Charter for Health Promotion, the first conceptual developments on HPH started in 1988. A first model project 'Health and Hospital', was initiated in 1989 at the Rudolfstiftung Hospital in Vienna, Austria, and successfully finished in 1996. 10 model documents (in German language) summarise the learnings from the pilot project and are available online to guide hospital projects related to health promotion.

In 1990, the WHO International Network of Health Promoting Hospitals was founded as a multi-city action plan of the WHO Healthy Cities Network. In 1991, the HPH network, which was in the beginning an alliance of experts, launched its first policy document, the Budapest Declaration on Health Promoting Hospitals. This document introduces the HPH concept and target groups - patients, staff, community - as well as related HPH strategies and action areas.

In order to implement HPH on a broader basis, a European Pilot Hospital Project of Health Promoting Hospitals was initiated in 1993, and finished in 1997. 20 hospitals from 11 European countries participated, 19 of which finished the project successfully. Also in 1993, the first
international HPH conference was organised, and the first international HPH Newsletter was published.

Since 1995, national and regional networks of HPH, all coordinated by their own national or regional coordinating centres, are being implemented and developed in order to disseminate HPH to as many hospitals and health care institutions as possible. The development of the HPH networks called for a new policy document: The Vienna Recommendations on Health Promoting Hospitals were launched in 1997.

In 2009, HPH has become a global movement with national and regional networks, individual member hospitals and health promotion initiatives on all continents. There are currently around 600 member hospitals in the HPH network from over 20 countries.

Concept[edit]

HPH combines a vision, a concept, and a set of 18 core strategies and 5 standards.

In accordance to health promotion theory, the HPH standards and strategies are based on the principles of the settings approach to health promotion, empowerment and enablement, participation, a holistic concept of health (somato-psycho-social concept of health), intersectoral cooperation, equity, sustainability, and multi-strategy. ^[1] This reflects a salutogenic approach.

In order to realise the full potential of the comprehensive HPH approach for increasing the health gain of hospital patients, staff, and the community, HPH needs to be supported by an organisational structure: Support from top management, a management structure that embraces all organisatial units, a budget, specific aims and targets, action plans, projects, and programs, standards, guidelines and other tools for implementing health promotion into everyday business. This needs to be supported by evaluation and monitoring, professional training and education, research and dissemination.

One way to implement HPH in a hospital or other health care organisation is by linking HPH aims and targets with quality management, thus understanding health promotion as one specific quality aspect in hospitals and health care. Ideally any managerial or professional decision in an HPH should also consider the health/ disease impact of that decision, together with other decision criteria (e.g. effectiveness, sustainability).

Core Documents[edit]

The concept of health promotion in hospital and health services is based on 6 policy documents:

• Budapest Declaration of Health Promoting Hospitals (1991)^[2]

• Ljubliana Charter on Reforming Health Care (1996) ^[3]

• Jakarta Declaration (1997)

• The Vienna Recommendations on Health Promoting Hospitals^[4] (1997)

• The Bangkok Charter (2006)

Structure & Organization[edit]

The International Network of Health Promoting Hospitals is steered by a Governance Board composed of 7 members who are experts in the field of health promotion. In addition to the governance board, 2 standing observers (including Jürgen Pelikan) are responsible for organizing a yearly international conference, and the HPH International Secretariat, promote and assist the advancement of the concept of health promotion in hospitals and health services.

In an open tender process in May 2019, the General HPH Assembly awarded the International Secretariat to the team of Dr. Oliver Grone at OptiMedis AG. The new International Secretariat has grown the HPH membership base to include health institutions other than hospitals and has broadened the objective of the network in line with the Sustainable Development Goals.

Since the end of 2019, the HPH network is become officially known as the International Network of Health Promoting Hospitals & Health Serivces.

Activities[edit]

Standards[edit]

Project Hospital - Hospital Services

The HPH network promotes the use of standards developed for implementing health promotion in hospitals. This manual includes self-assessment forms and is available in 6 other languages, including Chinese, German, Russian, French, Japanese, and Persian.

The HPH Network is working to develop a broader set of umbrella standards by the end of 2020. HPH members, as well as external experts in the field of health promotion are co-developing the new standard set.

Task Forces and Working Groups[edit]

Several task forces and working groups develop specific HPH concepts, strategies and tools on specific subjects or for specific clinical areas:

• The environment
• Migration, equity, and diversity
• Age-friendly health care
• Implementation and monitoring of HPH standards
• Children and adolescents
• Patient and family engaged health care
• Health literate health care organizations

International Conference[edit]

The HPH Network hosts a yearly, international conference for its members to exchange ideas and advancements in health promotion.

References[edit]

Project Hospital Hospital Services Dlc Download

Groene O, Garcia-Barbero M (ed). Health promotion in hospitals: evidence and quality management. WHO Regional Office for Europe, Copenhagen 2005

Groene O, SJ Jorgensen. Health promotion in hospitals—a strategy to improve quality in health care. The European Journal of Public Health 2005: 15 (1), 6-8

Groene O (ed). Implementing health promotion in hospitals: Manual and self-assessment forms. World Health Organization, Copenhagen 2006

Groene O, Alonso J, Klazinga N. Development and validation of the WHO self-assessment tool for health promotion in hospitals: results of a study in 38 hospitals in eight countries. Health Promotion International 2010: 25 (2), 221-229

Dietscher C, Pelikan JM, Schmied H. (2014): Health Promoting Hospitals. In: Oxford Bibliographies in Public Health. Last modified: 07/30/2014. DOI: 10.1093/OBO/9780199756797-0131

Graham, R., Boyko, J. A., & Sibbald, S. L. (2014). Health Promoting Hospitals in Canada: a Proud Past, an Uncertain Future. Clinical Health Promotion 4(2): 70–75.

1. ^'Health promotion'.
2. ^World Health Organization. 'Budapest Declaration on Health Promoting Hospitals'(PDF). International Network of Health Promoting Hospitals and Health Services.
3. ^World Health Organization. 'Ljubliana Charter on Reforming Health Care'. World Health Organization.
4. ^'The Vienna Recommendations on Health Promoting Hospitals'.

External Links[edit]