HomeMy WebLinkAboutMinutes - June 13, 2006CITY OF LODI
INFORMAL INFORMATIONAL MEETING
"SHIRTSLEEVE" SESSION
CARNEGIE FORUM, 305 WEST PINE STREET
TUESDAY, JUNE 13, 2006
An Informal Informational Meeting ("Shirtsleeve" Session) of the Lodi City Council was held Tuesday,
June 13, 2006, commencing at 7:00 a.m.
A. ROLL CALL
Present: Council Members — Beckman, Hansen, Johnson, and Mayor Hitchcock
Absent: Council Members — Mounce
Also Present: City Manager King, City Attorney Schwabauer, and Deputy City Clerk Taylor
B. TOPIC(S)
B-1 "Presentation regarding expansion plan for Lodi Memorial Hospital'
Joe Harrington, President and Chief Executive Officer of Lodi Memorial Hospital (LMH),
distributed informational packets detailing the expansion plan (filed) and explained that
there are two forces driving the LMH project. The first is the Seismic Safety Act, known as
SB 1953, passed in early 1994 following the Northridge earthquake in which two hospitals
in southern California crumbled. The purpose is to regulate new building standards to
ensure that hospitals could sustain an earthquake and continue to provide treatment during
and following an earthquake. The first set of standards must be met in 2008, and the
second, more stringent standards go into effect in 2030. Standards are uniform throughout
the state; however, only two seismic zones exist in California. Through lobbying efforts,
revisions to the Act requirements have allowed LMH to receive a delay in 2008 standards to
2012 for both the east campus at Fairmont Avenue and Vine Street and the west campus
at Lower Sacramento Road and Vine Street. The delay was granted because LMH is
located in a less active zone and it is the only hospital facility within the immediate
geographic area. Portions of the original structure will be available for use through 2012,
and additional portions, with upgrades, will be functional through December 31, 2030. The
second driving force for the project is the need for more in-patient beds due to overall growth
in the community, a higher senior population which requires more hospital care, and an
increase in patients from the north Stockton area. In 2001, LMH held, on average, one to
two patients waiting for admission into an in-patient room during peak (winter) season. In
2005-06, LMH is averaging rine patients waiting for beds, so the facility must increase the
number of beds to address service area needs while meeting seismic standards.
Plans have been submitted to the California Office of Statewide Health Planning and
Development (OSHPD) for review of a central plant to be completed in three phases — the
new four story south wing (targeted to begin January 2007), replacement of the west wing
with a new four-story structure, and between now and 2030, replacement of the original
1952 building with a four-story structure.
At the request of Mayor Pro Tempore Johnson, Mr. Harrington shared that consideration
was given to construction at the current site versus searching for open acreage to build a
new facility. It was determined that construction at the current site can occur with minimal
interference by completing the project in stages and that using the existing property was
both cost effective and allowed the facility to remain within the heart of the community. It is
believed that the biggest obstacle will be the availability of parking for staff and patients and
that future plans may include constructing a parking garage on the hospital campus.
Council Member Hansen shared that Sutter Gould may establish an out-patient facility in
Lodi and asked what the industry allows in factoring growth when other medical facilities
locate in Lodi. Mr. Harrington ecplained that LMH reviews the service area, calculates the
number of in-patient admissions that will result from that population, and factors in the
market share numbers from the state (reported voluntarily by California hospitals) to
Continued June 13, 2006
establish a base total. Additionally, in response to Council Member Hansen,
Mr. Harrington shared that the state has issued mandates without funding; however, some
small, rural hospitals may still receive assistance to meet mandates while remaining open
as the only facilities in their service areas available to provide medical care.
In response to Council Member Beckman, Mr. Harrington explained that structural security
has been explored to ensure that protection and safety are key factors while keeping the
building aesthetically pleasing and reflective of a warm and caring environment. He stated
that, while funding is not readily accessible, $3 million in grant funds is available through
the State Department of Health Services and LMH is working to receive a portion of the
funds. Council Member Beckman suggested that, if possible, the City of Lodi might also
be in a position to provide assistance.
In reply to Mayor Hitchcock, Mr. Harrington explained that the state mandates a patient to
nurse ratio of five to one, and like most hospitals, LMH experiences challenges in nursing
staff shortages. He reported that approximately five years ago, LMH embarked on a
campaign to recruit 25 Canadian nurses for a two-year program with a retention rate of 50
percent at the end of the program. With over 300 nursing positions, LMH currently has a
vacancy rate of 12 to 15 nurses and will take advantage of the two-year program again this
year. He shared that most LMH employees are long-term employees and Lodi area
residents and that 68 percent of the nursing staff are San Joaquin Delta College nursing
program graduates. Realizing the importance in supporting the future operation of the
hospital, LMH and other area hospitals have contributed nearly $500,000 to the Delta
College nursing program, which will generate 20 more graduates in the next three years.
Tak Saito, Facilities Director at LMH, thanked City staff for its cooperation and support
during the past year with project plans and explained that, in addition to the hospital, LMH
now operates a number of clinics within the community. The original hospital was built in
1952 with a number of additions to the facility over the years, which have been examined to
ascertain seismic structure conditions in response to SB 1953. Key design points to
update the facility were the need for more in-patient beds to meet the growing needs in the
service area, modernization of the facility, re -location of urgent care adjacent to the
emergency room, and updates to the campus and parking areas.
Mr. Saito shared that the vision for the facility has focused on community access to the
hospital, providing a healing environment, designing a scalable project based on
construction in phases and available funding, accommodating state-of-the-art technology,
improving the quality of care and services, and creating flexibility, adaptability, and support
for dynamic growth. The master plan includes a 136,000 square foot addition slated to
begin construction in early 2007, which will almost double the size of the current hospital
and additionally complete the seismic upgrading and retrofitting of the existing facility. The
new four-story structure will house the emergency and urgent care facilities on the main
floor with connections to the existing three-story structure on levels one through three.
Property has been purchased at the south end of the campus along Cardinal Street in
preparation for construction and parking expansion. Meetings have been conducted with
neighbors of the hospital campus to provide information and open communication regarding
the design and construction.
NOTE: Council Member Beckman left the meeting at 8:00 a.m.
Mr. Saito reported that design elements for the building fagade were created to blend into
the community and a healing garden will be located near the main lobby between the new
and existing buildings. Urgent care will be located adjacent to emergency, and both
centers will be designed to meet emergency room standards and have access to medical
diagnostic equipment. Floors one through three will house in-patient rooms, and nursing
staff will be located throughout the floor rather than the current layout of one centralized
workstation per floor. In-patient rooms will provide 236 square feet of living space for
patients and their families and more functional space for nursing staff to provide care.
2
Continued June 13, 2006
Mayor Hitchcock commented on the beautiful rooms and the overall design of the new
building and asked if there is a possibility that the hospital will draw so many within and
outside the community that it will be too small once it is competed. Mr. Saito noted that a
state-of-the-art facility may provide a continued challenge in service and access to patients
and that consideration will be given to future growth in determining the use of space in the
next phase of construction. At the request of Mayor Hitchcock, Mr. Saito explained that,
while the limited site size provides minimal growth potential, additional levels would not be
aesthetically pleasing to the design. City staff and fire personnel were consulted about the
design and did not support additional floors nor placing the helicopter pad on top of the
facility.
Council Member Hansen commented on the increase in urgent care facilities in the
community and inquired if this were causing additional strain on the hospital.
Mr. Harrington shared that placing the urgent care facility next to the emergency room in
the south wing was done for efficiency reasons. Urgent care closes at 10:00 p.m., so
those seeking care at that point will come to emergency, many times with what would not
be considered an emergency by hospital standards. The new design will allow a triage
nurse to evaluate patients, determine the proper treatment area, and even allow for the
shifting of personnel to where they are needed to deliver care. As part of the planning
process, LMH looks monthly at need, capacity, and ability to afford improvements and new
construction at a current cost of $450 million to do everything. He shared that the future of
the west campus will not be determined at this time, but it is currently providing a great
deal of flexibility in allowing LMH to continue to provide services now and through the first
phase of construction at the east campus. He explained that, under a different licensing
category through the Department of Health Services, 15 acute rehabilitation and skilled
nursing beds have been re -licensed as medical/surgical beds. In that facility, there is a 15
bed medical/surgical unit that takes some of the overflow of the hospital, and without that
the emergency care unit holding area would have not only the current nine patients
mentioned earlier, but another 15 patients awaiting beds.
In response to Council Member Johnson, Mr. Harrington reported that, looking at local
competition activity, Dameron Hospital has received approval to build its central plant for
expansion purposes and that St. Joseph's Hospital is building a new women's and
children's center wing and will re -license and use the current center for medical/surgical
beds in order to increase its capacity. He shared that in looking at LMH, Dameron, and St.
Joseph's, demographics show 78 percent of business generates from within a five mile
radius of each facility; however, ten years ago it was 90 percent. The increase in Lodi is
mainly reflective of recent patient migration from north Stockton.
Council Member Johnson stated that many in the community may be surprised to learn
that LMH is quite an economic engine in the community. Mr. Harrington shared that the
hospital employs 1,250 employees, paying salaries and benefits of almost $62 million. He
added that preliminary estimates indicate that by 2013 the hospital will have 1,700
employees and generate an annual payroll of $100 million. He stated that the vast majority
of employees live in and around Lodi, so the money is being spent locally, providing strong
economic support for the whole community.
C. COMMENTS BY THE PUBLIC ON NON -AGENDA ITEMS
None.
D. ADJOURNMENT
No action was taken by the City Council. The meeting was adjourned at 8:05 a.m.
ATTEST:
Jacqueline L. Taylor, Deputy City Clerk
it
AGENDA
SETING DATE: 06/13/06
Staff has been meeting with representative of Lodi Memorial Hospital to discuss the hospital's plan for
expansion of their rain carpus. The hospital would like to inform the council of these dans. The
hospital is holding informational meetings with the surrounding neighborhood. After neighborhood
meetings are geld and plans finalized, the hospital will formally submit their plans to the City for Planning
Commission review.
Ian
'Randy ch
Community Development Director
A.
King, City Mana01
I R!
Lodi City Council
€ " baa 1 ve"Session
June 1.3, 2006
';y;
* AqijFC 11 iU: 1952, 1961, 1967, 1981,
1989
* Seismic Requirements - SB 1953
Ri; quire nts for additional in-patient
beds - increased Ire -patient iced need and
modernize facilities
The Lodi Memorial Hospital cornus gill be
the leading. pl ce w h re Our coMrr€UPity
wants to come for hea.It'heare, and' where
e
employees gra phy clans rant to work.
This will b accomplished by providing
comprehensive ive health and medical
services with high technology In a
welcoming, easily accessible environment.
:onerts ". ebds and eaants:ef Dr promotes. our mr�sion' Vision. Values
C49stpMees
and Strategic 3nlCia&fives
eflocts a treating onvirOom,ani
Fos[ara' SCeviardship of rMlurces
Cmfa'!r{mjeCt $Cap* "ased On
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Strengthens C®MPetitive-POVIiDn
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ase dads4ons on availoble€etY7cc
informabon today dognot -.re-
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Offers p0rtn4rinp opportunitigS and
c t&cfane abtV a taxr€vdato a hFnP rt
svpp4rts integration strateptes
Rank order of sere#Co linosby Community and 5tdkpholder
LsmrnunitY need, Profkawcity, involvement in plaiining.pracass
e&c creates ffexIbrirty, gdaptab ffty and
Enhances Capital Campaign svport dirnamk growth
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® Modernize the Facility -- "Patient Centered,
Evidenced -Based Design
Expand Bed Capacity
ffi Meet Seismic Safety Standards (SBm193)
Validate the Facilities ,aster Pfau
Update the facilities master plan
Results
o Provide for a 136,000 square foot addition
s Four story addition or) the south side (front) of
the east campus (including a new Central
Plant)
ip Retrofit or seismically upgrade the original
building except for the west wing.
r"al., >i " South
!on
The Phases
Schematic Design phase and Planning (March -
December 2004)
• Detailed layout and mWionshlps between areas
• "Right sizing of depsrnents` that support the new building
• Plan for the upgrade of the existing buildings for seismic mquirernents
ILMHE and 1,M],W}.
• Review the seismic requirements of the west campus
s Provide a seal estimate for the entire project.
r8ty nP F Mi- r;#V r_rfEE HI precenWinn
,WthwAddition
Design Development Phage (7anuary2005
August 200 5)
• Refine layout and determine details for each room
• Develop an equipment pian for the building
• Provide drawings fpr the south -wing and central
plant
• Perform a parking study
• Provide a cast estimate for the entire project.
The.Pha $
Construction Drawing Development Phase
(. ept'ember CICS' - Feb, March 2006)
* Develop the detailed construction drawings for the
south -wing and central plant
* Develop a phasing plan far construction
* Provide a cast estimate.
* Plan for "make "ready projettS."
* Provide a cost estimate for the entire project.
Tits P€ A
OSHPO Pian Revlewr
® Central Plant (Increment 1)., anticipate
buming Br it - January 2007
South Wing (Increment 2)Antfcipate buRdfng
permit -Early 2008
® Plan review of the construction drawings.
® Finalize project and wntract to construct the building
Make any changes required by OS4PD
Construction of the new addition (January
07 - Spring 2010 December 1 )
a Upgrade the Central Plant
a wild the South Wing Addition
m Vacate inpatient beds that are seismical$y nm-i-
ccmpflant
ai Upgrade the existing building for selsrnic
compliance
All Private Beds
improved Vehicular and Pedestrian Access
w Main & ED Entrance at Grade
a New AcceSs from Harn Gane.
Welcoming hobby wJ Community Functions
adapftahj.itvan i cu ports dynamic
row
Increased Floor to Floor Heights
Flexible Structural Bays w/o Braes
Main Elevator Core Planned for Future
Phases
30 Bed Unit Accommodates Charging State
Staffing aridates
Acuity Flexible Room
;Provide ftImage of
t + h p Inommui'tit
ED is Front & Center
Provide a Healing Environment relative to
Architectural. D sigO
I,reates a view o mitunity Standard for
Health Care
Sensitive to Our Neighborhoods
t�; rP��di� n `.ij'
Z,
rW ng Adif*
Ott aaf i.adf- Ct CatrneiF Rre��nt�ioea
" f
• entrai Plant Increment Drawings
Submitted to OS HPD(February, 200 6)
South Wing increment Submission to
QSHPD- April, 2006, Construction to begin
< .�
City Planning Submission, Summer, r, 0
DI MEMORIAL 110SMAL SOUTH WING PROJFZf
A NEW (MMLENGE FOR A NEW CENTURY
LMH HisToRy
More than. 54 years ago farmers, housewives, teachers and other local residents built a community
hospital for residents. of Lodi and the surrounding areas. Since that time, Lodi Memorial Hospital has
.remained private, ;ori -profit and independent — highly unusual in time world of hospitals today. One of
the reasons it s remained so is the tremendous loyalty of community membe. rs and the link to that
initial notion that self determination is a critical component to a well-run hospital -_ one that can
evolve to meet residents' needs.
LMIiGRowTH
The visionary spirit which lead to the conception and construction of this hospital is still very mach.
with Dodi Memorial today. duce .odi Memorial opened its doors in 1952, the community has grown,
and the hospital has added programs and services to mit the increasingly complex medical and social
needs ofresid n . With community support, the hospital has managed to Deep pace with the:
- Growth and the aging ofits eonm city by adding a unit for stroke and joint -replacement
patients at its Fest facility, an adult -day-care anter, a homo-health agency and a durable -
medical -equipment service;
Spiraling costs of medical and information technology and the tech -savvy employees needed to
operate that sophisticated equipment;
Myriad -- and often costly --- load, state and federal regulations, such as nurse -to -patient -
staffing ratios, scismic upgrades of existing buildings, patient -privacy rules, and emergency -
medical treatment for the uninsured,
- Challenges imposed by the need to recruit and retain the lit possible physicians, nurses and
care givers in a competitive market where cages are skyrocketing and supply is difinishiing;
and
- Deed to tighter- security efforts in the wake of September 11, and to prepare for the all -too -
unfortunate -hut -real possibility of a weapons -of ss -destruction event.
CURRENT EXPANSION KIMDS
Yet today keeping pace has reached its most challenging stage ever. The need to significantly expand
can no longer° bepostpoited. Growth and factors € ften beyond the hospital's control impact Lodi
Memorial's ability to meet the community's medical needs_ There is:
ren acute shortage of critical care beds in hospitals in this area and beyond that impedes the
ability of Lodi Memorial Hospital to admit new patients and treat patients waiting its
emergency room because the emergency room is often full with critical -care patients waiting
for beds; and
A. shortage of medieval, surgi l and maternity be and adequate space that will allow the
hospital to expand existing programs to serve a growing community's needs.
The facts are blear:Unparalleled;growth in Lodi and the surrounding areas is expected and
unistoppat le. e hospital and its talented staff are truly UP to the challenge of meeting the
community's medical needs, but current and predicted spare challenges inhibit and will continue to
inMbit the ability of Lodi Memorial's care givers to do what they do best. That is why it is time to
build again_
(3t1` H WiNc,> 'AG'! AT A GLANS
The Dodi Memorial fLQspital>Board of Directors, the Lodi Memorial hospital Foundation Board of
Directors and otter Sd porters hive embarked upon a campaigu to develop and construct critically
needed space, A plan lis been developed to construct rooms for more than 90 new patient beds and a
neer emergency depaa nt. In all, 136,000 square feet mast be added, and a renovation of the existing
space must be.H.Adertown to expand service in the Birt ing center, dia ostia -imaging,
medical-
bulatorymaterials mnagement and food -service anw.
Yet the cast ofconstruction. comes at no small price: $180 million. The hospital hopes to barrow in
excess of $100 million of that mount and will also swk thecontributions of local philantliTopists,
Winemes, phyidans and others, to effectively wve its community, The consequences of not building
are immeasurable,
BF,YoNDHowjTALWALts
In addition to providing health care, Lodi tensorial hospital is integral to the economic fabric of its
co unity. The hospital"s.2006operating budgetis $106 "on. Each dollar of that budget is
judiciously spebt to bring the best p ",ible care, technology, pharmacology, clinical -care givers and
comforts to those Lodi Memorial is privileged to serve. And with 1,250 employees --- most who live and
spend locally . More than hall' of the hospital's budget is allocated to salaries and benefits. Where are
also 219 physicians on staffat the hospital. 'Their specialties run the gamut from pediatric, to oncology
and cardiac care.
Proudly, Lodz Memorial is a nationally recognized center for orthopedic surgery, patient -satisfaction
levels are >among the top in to nation, In. surveys conducted by an independent research firsts, an
overwhelming dumber of Lodi di emorial patients indicate they would be very likely to use the hospital
again if need be... la internal surveys hospital loye consimmdy report they are proud to work at
Lodi Memorial, Lodi Memorial physicians report that the hospital's nursing staffis extraordinary, and
physicians mrvel at their responsiveness to their patients. For the vital reale it plays in its community,
Lodi Memorial Hospiwlhas ben recopind by local cifies, school `c , non-profit agencies, San
Joaquin County, Governor Gray Dam and President George W. -Hush°
This year aloe Lodi Memorial expects to deliver more than 1,400 newborns, care for more than 7,500
inpatients and treat more t 42,000 emergency -room and urgent -care patients. Quality clinical care
is expected in a hospital, and Lodi Memorial excels in this arena. Batt it also eels at treating patients,
their family members, physicians and employees in an extremely personal, dignified way, It was the
mandate of our founders and will arrays be so.
_ �-41
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SOUTH ING PROJECT LANDSCAPE PLANTING PLAN - COURTYARD
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975 S. Fairnint Ave. 4 K0. Box 3004 + Lodi, (A95241 o 209/334-3411 # 209/368-3745(fax) # wwwJodibealth.org
President and Chief Executive Officer: Joseph F. Harrington -7anuary. 2006
Chief of Staff: Harvey Hashimoto, IVID
rt
Lodi Memorial Hospital is a non-profit, acute-care hospital, owned by the Lodi Memorial Hospital Association,
Association membership is open to anyone for a one-time, lifetime fee of $100. Members participate in the annual
election of board members who direct the hospital, For 54 years the hospital's mission has been to provide quality
medical care, education and support services to the community; and to improve the quality of life in the communities
served. The hospital is licensed for 170 acute-care beds. Two hospital campuses and eight satellite clinics are used
to provide a variety of inpatient and outpatient services. The hospital employs 1,250 individuals, about one-third of
which are nurses. There are 124 physicians on the active medical staff,
Hospital services
Services include 24-hour emergency, maternity, nursery, pediatric, intensive care, acute -physical rehabilitation,.
transitional, surgical and medical care, Home -health care and durable -medical equipment are also available. The
hospital operates an urgent -care clinic, four primary-care clinics, a pre -natal clinic, a pediatric clinic and a free elinic
for the uninsured.
Clinical -support services.
These services include a Clinical laboratory, cardiac -catheterization laboratory, ultra sound, CT scan, nuclear medicine,
x-rays, respiratory, pharmacy and dietary services,
Treatment programs.
Physical, occupational, speech, pulmonary and cardiac rehabilitation are among outpatient -treatment programs.:
Community services
Adult -day care, child care, a community -fitness center, primary-care clinics, free physician referral, parish -nurse
programs and a free clinic for the uninsured are among the hospital's community services. Lodi Memorial Hospital
also provides free health screenings at a variety of public events throughout the year and offers speakers to
community groups upon request.
Education
Educational programs include a variety of specializations from maternal/child classes for mothers, fathers and siblings
to diabetes education for djabetics, their family members and professional staff. Continued education is available for
RNs, LVNs, NAs, home-heaith aides, physicians, medical technologists and other professionals. Forums are offered
to community members on wellness, injury prevention and treatment, Medical and health -education libraries are
open to community members.
Fiscal year 2006 Esti'mates
Operating revenue - $105,746,000
Expenses - $100,470,000
Revenue over expenses - $8,315,000
Salaries and benefits - $61,847,000
Capital needs -.$8,059,900