![]() ![]() Being late in the day and needing little encouragement to see technology in action anyway, I breezed over to 14 East to see how I could help. Rush hospital Pc#Much like the PC application Skype, FaceTime is becoming popular along with the devices it runs on: the Apple Macintosh, iPhone and iPad. Can you help with this situation?”įaceTime is an Apple application I was familiar with that allows people to participate in a videophone call over a wireless network. She reported to the nursing staff that she is unable to use FaceTime again. “The patient we were discussing has returned for her prolonged stay. Then I got a phone call from Sharon Allen, unit director on 14 East. Over 22,000 network jacks and 1,200 wireless access points were operational, and all telephonic and system network activity was working seamlessly throughout the building. Information Services had successfully managed no fewer than 35 projects, all designed to run on over 4 million feet of cable with 5,000 end user devices. Two weeks after the Tower move-in in mid-January, I was exhausted but pleased. He played a critical role in the early planning for the 10-year comprehensive renovation of our campus. In this role, he was responsible for the day-to-day operations of the hospital. Rush hospital professional#8, Bob personally greeted the first patients as they were transferred from other units.Įarly on, Bob was influenced to become a dedicated health care professional by his father, a retired professor of medicine, and his mother, a registered nurse.įollowing success in leadership positions for Tenet Healthcare Corporation, a Dallas-based hospital company, and Duke University Medical Center and Duke University Hospital in his hometown of Durham, North Carolina, Bob joined Rush in November of 2005 as senior vice president of hospital affairs. Always a hands-on leader, when the new hospital opened on Jan. His leadership and vision were essential in the planning and opening this past January of Rush’s new Tower. Bob played an essential role in Rush’s Transformation over the past seven years. Passionate about his work in health care, Bob was a tremendous leader at Rush and a good friend to many. As you may know, Bob had been on a brief medical leave following his diagnosis in March 2012 with pancreatic cancer.īob’s death is a great personal loss to those of us who knew him well and a great loss to Rush as an institution. Robert (Bob) Clapp, Jr., MHSA, FACHE, executive vice president and executive director of Rush University Hospitals, passed away on Thursday, Aug. It is with great sadness that we inform you that J. But in times like these, we’re glad to know it’s there.Īnthony Perry, MD, is vice president of ambulatory transformation at Rush University Medical Center.įrom a note to Rush University Medical Center staff from Larry Goodman, MD, CEO, and Peter Butler, president and COO: It stands as an important component of preparedness for Chicagoans and one of those things that you build thinking (and hoping) that you may never need it. In fact, if you look at the butterfly-shaped top half of that building, a quarter of that building at a time can be converted from the normal, everyday air handling of typical hospital units to special, large-scale isolation capacity to again provide an environment that maximally protects both patients and staff. The sophisticated air-handling control continues in the hospital’s bed tower. And in the Brennan Pavilion, columns can turn into patient care locations in the case of a true emergency scenario. Surge isolationĬomputerized controls allow physicians and nurses to alter the airflow in the emergency room to create special surge isolation capacity if a serious contagion was identified. ![]() In the emergency department, the ambulance drop-off bays can convert into a large-scale decontamination zone, and the emergency room itself was built to expand its bed capacity by more than two and a half times its normal capacity. One of the many aspects of the design is the preparedness for pandemic scenarios that might lead to large surges in potentially infected patients and provide an environment that protects both patients and the staff working in the building. But they don’t often get to see much of the functionality that we designed into it. People often reflect on the interesting design of the building. It was 15 years ago that we first crafted the strategies that led to the opening of the iconic hospital building at Ashland and the Eisenhower in 2012. At a time when people across Chicagoland are feeling anxiety about the coronavirus spread, we find ourselves reflecting on work to design a hospital that would stand ready to support Chicago in times of great need. ![]()
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