tion program will provide such areas and equipment and will enable the hospital to effectuate affiliations with medical schools, attract interns and residents, and establish programs in paramedical training skills. Through this construction program, it is intended to establish a program in multiphasic screening, renal dialysis, pulmonary function, and other programs which will extend the scope of the hospital's health care capabilities. 2. Extended Care.-Project 2 of Phase II provides for the construction of a multi-story building providing 100 extended care beds with supporting and ancillary areas and provision for rehabilitation services to include: (1) Vocational therapy (2) Occupational therapy (3) Physical therapy (4) Activities of daily living (5) Psychological counselling This project is estimated to cost $4,200,000. The objectives of the proposed extended care and home care programs are: To furnish comprehensive medical, nursing, casework and related care in the home to patients whose medical needs can be satisfactorily met in this milieu ... To restore patients to normal family living and useful functional activity . . . To shorten the hospital stay of selected patients. . To release acute patient beds for those who need them To furnish an adequate quality of care at lower cost than in the hospital by using the patient's home as the locale of treatment . . To train professional and technical health personnel to work as a team in an extramural setting . To furnish field experience for students in the health professions Phase II facilities will thus enable Rogers Memorial to provide a broader range of inpatient and ancillary services as well as general, medical-surgical care with intensive and coronary care units. Obstetrical inpatient care will be referred to area hospitals equipped to care for these patients. Phase II provides facilities for preventive and restorative type care which is so needed by the patients within the service area. Additionally, Phase II will provide educational and training facilities for medical and para-medical programs. Participants in allied health manpower training programs, conducted by the hospital, would be recruited from the community served by the hospital, thus proving mutually beneficial to the economy of the community, while reducing current shortages in allied health manpower. Completion of Phase II of the master plan will enable Rogers Memorial Hospital to attain its stated goal of providing total comprehensive health care within the innercity, Capitol Hill area. Without the funding of Phase II, however, the hospital will be severely restricted in the delivery of health care. Total funds required: (1) Grants (2) Loans $6,300, 000 $6,300, 000 Total $12, 600, 000 RAY V. TERRY, Executive Director. and to provide for the more effective utilization of the training school modernization of its ancillary and service areas of existing hospital Fr. COLLINS. Sibley Memorial Hospital plans to provide for the building, and its training school program. Its representative is Mr. Rogers. Mr. ROGERS. Cary Rogers, Executive Director. Mr. Cree Sandefur was going to be here but he had to go out of town. (The document referred to follows:) SIBLEY MEMORIAL HOSPITAL AND LUCY WEBB HAYES NATIONAL TRAINING SCHOOL WASHINGTON, D.C. The Lucy Webb Hayes National Training School for Deaconesses and Missionaries operating Sibley Memorial Hospital was originally chartered August 8, 1894 and as amended March 2, 1955, states that, "The particular business and object of said Corporation is to maintain and conduct a hospital for the care and treatment of the sick and distressed and the teaching and training of nurses". In 1958 the Hahnemann Hospital and the Sibley Memorial Hospital combined and the new Sibley Memorial Hospital at 5255 Loughboro Road, NW., was opened May 30, 1961. The hospital offers medical care and training to all without regard to race, creed, color, or national origin. The Diploma School of Nursing was closed in 1966 and the nursing school transferred to American University where a Bachelor's Degree in Nursing is provided. Sibley Memorial Hospital is nevertheless directly involved in the training of nurses as students from American University and Georgetown University Schools of Nursing regularly receive teaching and training at Sibley Memorial Hospital. In addition, Graduate Students in Nursing at Catholic University train at the hospital, as do students from the Hannah Harrison School of Practical Nurses. Since 1961 only minor changes have been made to modernize and update the medical services provided at Sibley Memorial Hospital to allow it to fulfill its service to the community it serves. Since the closing of the School of Nursing, Hayes Hall, the former student nurses' dormitory, has been extensively studied by the Planning Committee of the Board of Trustees and by professional consultants to determine a proper use for the building. It has been determined that this building can not be economically renovated for any type of in-patient care because of its not meeting proper building codes. Presently this building is only partially used. We are using some of the space for nurses' in-service education, the department of personnel and the tarining area for our hospital chaplain's training program. In addition, space is made available to the Groome Child Guidance Clinic and the International Eye Foundation at nominal cost. This leaves a large portion of the building unused at this time. The Planning Committee of the Board of Trustees, with proper consultants, has proposed that the hospital building and the Hayes Hall building be connected by an all-weather corridor as originally proposed. Then to move out of the hospital building into Hayes Hall building all functions possible that are not necessary to the care of in-patients, thus converting Hayes Hall building into an administrative out-patient care building and relieve space in the present hospital building for modernization and up-dating of patient care areas. This would mean moving offices, medical records, locker rooms and out-patient services thereby developing areas within the hospital for development of some of the following services: 1. In and Out Surgical Service which will reduce the cost to the patients for medical care. 2. Development of a new urological opearting room for a service that has greatly expanded since 1961. 3. Allow for expansion of our radiology services, particularly for out-patient examinations and in return reducing patient cost. 4. Allow for expanding our Ophthalmology out-patient clinic in conjunction with the International Eye Foundation. 5. Allow for expansion of the physiotherapy department for better treatment for our large load of over-65 patients and also enable us to properly give out 70-995 0-72- -6 patient therapy to these patients and in many cases, permit earlier discharge from an in-patient status. 6. Space for development of other out-patient services as our service to the Metropolitan Area, as is warranted. This renovation and modernization of other areas can be done without large sums being expended for new construction and will allow an estimated 25% increase in out-patient services, 11% increase for in-patient services, as well as supply a new service for In and Out Surgery, giving services for 1800 to 2200 cases per year at reduced cost inasmuch as they will not require hospitalization. The cost of this program is approximately $7,000,000. HAYES HALL (Former Nurses' Dorm.) SIBLEY MEMORIAL HOSPITAL PROPOSED CORRIDOR Fr. COLLINS. Washington Hospital Center will provide for a neighborhood Health Center, expansion of nuclear medicine, out-patient and emergency departments, and to provide for expansion and relocation of the ancillary services, represented by Richard Loughery, representative of Judge Samuel Sterrett, Chairman. STATEMENT OF R. M. LOUGHERY, ADMINISTRATOR OF WASHINGTON HOSPITAL CENTER IN REGARD TO EXTENSION OF PUBLIC LAW 90-457 As part of the total request being made on behalf of the hospitals of the District of Columbia, I should like to present the needs of the Washington Hospital Center for expanded capabilities in rendering ambulatory care and patient teaching programs. 1. Expansion of Physicians Office Building-The purpose of our facility has been to provide proximity of physicians to the hospital in order that they could better serve the needs of the immediate community and have ready access to the complete diagnostic and treatment facilities in the adjoining hospital. In addition to serving some 50 physicians of our own medical staff, we have also provided one half of one floor to the Group Health Association as a satellite clinic to provide outpatient care to a large number of their subscribers in this immediate area, as well as an OEO-funded project to provide care for some 1,000 families. Another one-half floor provides an ambulatory care center which serves the needs of the police and firemen of the city. Both Group Health Association and the Police and Fire Clinic need to double their spice, and we currently have a waiting list of seven physicians who desire office space in the building. All of these requests are legitimate and indicate the growing need of physicians' offices adjacent to a major hospital with its complete diagnostic and treatment facilities. These programs have already proven to be an effective means to make better use of the physicians' time as well as a convenience to the patients. Although the hos pital financed the original construction of the present building, it is not possible for this to be done again as the hospital has used its own funds plus made loans for commercial money for the current twelve million dollar construction program that is in progress. 2. Neighborhood Health Facility Recently our Board of Trustees has directed that we investigate the possibilities of creating a neighborhood health center in an area of the District of Columbia where there is currently a shortage of physicians for a population with demonstrated health needs which are not currently being served. A special committee composed of trustees, physicians, and management personnel is investigating how this service could be accomplished. They have arrived at the conclusion that we have the medical competence, the management staff, and the interest to undertake this challenge. However, for the reasons cited above, we do not have the capital funds to acquire the site, construct or remodel a building and equip such a facility. 3. Expansion of Nuclear Medicine Department-Two years ago we opened a Department of Nuclear Medicine with a fulltime physician in charge. At this time the workload has increased to the point that a second fulltime specialist in this field has been employed. The service is operating on a 12-hour schedule, with a skeleton staff for the other 12 hours. The number of patients referred for the diagnostic tests from this Department has exceeded all expectations, and from information received from other institutions which have been in the business for some years, it would indicate this service will continue to grow at a rate of 20% plus per year. We are currently performing about 12,000 procedures per year, and 50% of this work is for outpatients. As our present space is totally utilized, we now need to expand into quarters which will permit the addition of additional equipment and staff, if we are to fulfill the short range future demands. 4. Expanded Outpatient and Emergency Departments-Our present construction program calls for expansion and renovation of these basic facilities. Our immediate neighborhood looks to this hospital as its family physician. As our medical skills and diagnostic facilities have grown, we have attracted and helped more and more of these people each year. The current construction program involves the borrowing of commercial money in the amount of $2.5 to $3 million. If this project could be funded through an extension of PL 90-457, the community would be saved the cost of amortizing the commercial loan applicable to the cost of expanding the clinics and the Emergency Department. We anticipate this load to grow at 5% per year. 5. Closed-Circuit Television-Our educational programs for the physicians, nurses and paramedicals have grown to the point that our educational effort now represents approximately 10% of our costs. The media of closed-circuit television is being advocated by leading educators as a more economical means to teach. An additional area which we recognize as a tremendous need is in the teaching of both inpatients and outpatients. Because of the scattered location of these patients the conventional teacher-classroom modality is not economically feasible. Thus we are proposing the use of specially prepared tapes and/or film cassettes which can be used for teaching ambulatory patients in many areas— from the activities of daily living program for the heart patient, to a dietary program to a laryngectomized patient as well as prospective new mothers and many other types of patients. One of the most effective methods of helping to reduce the cost inflation of health care is to teach the consumer the principles of good health maintenance so that he won't have to use expensive hospital facilities. 6. Relocation of Central Service Department and Added Space for the Laboratories-A relocation for Central Service to a new structure more centrally located would release the present space for acute patient treatment (non-bed) facilities, would also be in proximity to our Extended Care Facility and would make possible an independent labor-free, thus cost saving, materials handling system. Our Laboratory is the most active hospital laboratory in the whole Metropolitan area, and it is performing work for many of the other hospitals in the city and as far away as Culpepper, Virginia. It provides a full 24-hour, 7-day week operation. Because of the total and speedy services rendered, the growth of the Laboratory volume of work has exceeded all expectations. We have continued to add labor-saving devices in order to expedite work flow, reduce payroll costs, and save space. However, we are now in a position where we will have to start refusing requests, and this is particularly unfortunate in view of the fact that we could do some work for Children's Hospital as well as expand services to other hospitals in the area. Also the physicians in our Physicians Office Building need |