Basic HTML Version
dialogue
24
NOV / DEC 2014
I
Healthcare Journal of new orleans
need to kind of spread ourselves out a little
bit more. Whether we do that on the other
side of the street and those things move
across the street, or whether they stay here
and the cafeteria and the purchasing and
central storage move across the street, we’ll
see. That’s what the architects are going to
help us do.
The other thing that’s happened over time
is an operating room used to be 200 square
feet. That’s not true anymore, the ORs are
huge. We have these 10 ORs that are sized
as they were when they were built. We need
to modernize and expand that entire periop-
erative area and recovery roomwith the cath
lab attached and so that footprint will kind
of move out and shove many of the other
physical locations around. So again, do we
spread some things out here? Do we move
them across the street? That’s why we’ve
hired planners. Because some things need
to be next to something else…it’s always help-
ful for the x-ray department to be close to the
emergency room for obvious reasons.
So as we think about all this, as all of the
caregivers talk about how they work and they
develop some sort of functional program, the
architects, who’ve seen and designed many
children’s hospitals, will put that together in
something that says this is howmuch square
footage we need for this department and it
needs to be next to this one, and then that
needs to be here, and now we need to move
this one down the road a little bit.
Editor
Can you talk a little bit more about
LCMC? Can you characterize this partner-
ship and governance for us?
Mary Perrin
LCMC is our parent corporation
and it has its own governing board. For-
tunately for me they happen to be located
at our campus across the street. We’ve
just remodeled some space for them over
there. We are developing all of those system
or corporate offices that will help provide
continuity and governance for the individ-
ual hospitals. For instance we have a CFO at
the corporate level, we’ll have a CIO at the
corporate level, we’ll have somebody who
helps us with marketing at the corporate
level, and then those corporate policies will
kind of trickle down to the member hospitals
and we’ll deploy ourselves with somewhat
consistent methodology. We’ll have the addi-
tional support of having somebody at cor-
porate who’s an expert as well as being able
to tie the hospitals together and say well, if
we do this on a larger scale there are some
real economies or efficiencies that we can
realize. So that’s going to be very true for us
as we move forward. It’s so important now
as everybody is trying to hold down cost.
Our IT infrastructure will be kind of tied
together so instead of duplicating that sort
of infrastructure at three or four different