The 26,900 square foot, $1.7 million renovation provides a warm and comforting atmosphere to families and their new additions.
The unit is comprised of:
The project incorporated new casework, equipment, finishes and furniture throughout the entire unit. Waiting rooms that double as spaces for nursing mothers were added to the space. A quiet space and new circumcision room were added to the Newborn Nursery. The administrative control center (ACC) was remodeled to provide additional security for the staff and doors were added to the patient and public elevator lobbies to provided security measures in the evenings when staffing levels are lower.
With over 6,000 babies delivered per year at Good Samaritan Hospital the Mother Baby Unit is a busy place. Phasing was an intrinsic part of the design and construction process. It was mandatory that the unit remain operational during the construction project. From the start of the project the staff and design team discussed annual patient census and peak occupancy to understand how to construct the space with minimal disruption. The project was planned for a maximum of 20 phases with a minimum of two patient rooms being given to the construction team at a time. Flexibility with the schedule by the construction team was key.
The unit is comprised of:
- 39 Patient Rooms (49 beds)
- Newborn Nursery
- 4-bed Neonatal Nursery
- Waiting Rooms
- Staff Support Spaces
The project incorporated new casework, equipment, finishes and furniture throughout the entire unit. Waiting rooms that double as spaces for nursing mothers were added to the space. A quiet space and new circumcision room were added to the Newborn Nursery. The administrative control center (ACC) was remodeled to provide additional security for the staff and doors were added to the patient and public elevator lobbies to provided security measures in the evenings when staffing levels are lower.
With over 6,000 babies delivered per year at Good Samaritan Hospital the Mother Baby Unit is a busy place. Phasing was an intrinsic part of the design and construction process. It was mandatory that the unit remain operational during the construction project. From the start of the project the staff and design team discussed annual patient census and peak occupancy to understand how to construct the space with minimal disruption. The project was planned for a maximum of 20 phases with a minimum of two patient rooms being given to the construction team at a time. Flexibility with the schedule by the construction team was key.
