New theatre suite in progress at Croom Orthopaedic Hospital

first_imgLimerickNewsNew theatre suite in progress at Croom Orthopaedic HospitalBy Staff Reporter – September 22, 2020 881 Linkedin Roisin Upton excited by “hockey talent coming through” in Limerick Limerick’s National Camogie League double header to be streamed live WhatsApp Advertisement TAGSCroom Orthopaedic HospitalKeeping Limerick PostedlimerickLimerick Post Previous articleLimerick Senior, Intermediate & Junior Hurling and Football Round UpNext articleWeekly Racing News: Busy week for Limerick contingent as Listowel kicks off Staff Reporterhttp://www.limerickpost.ie Email Limerick Ladies National Football League opener to be streamed live center_img Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash RELATED ARTICLESMORE FROM AUTHOR ONGOING development works at Croom Orthopaedic Hospital have been given a further boost, with additional funding of €10m having been secured for the development of a new theatre suite that will emphatically underscore the hospital’s status as a regional centre of excellence in orthopaedics, rheumatology, pain management and scheduled surgery.The new theatre suite will be established on the first floor of the new bed block at the hospital, on which the equipping process for the 24-bed ward is now underway. The works will include four new theatres, a first stage recovery room and reception area, in addition to a new Sterile Services Department and other ancillary support spaces.Sign up for the weekly Limerick Post newsletter Sign Up With an overall floor area of approximately 1,700 square metres, the works are expected to be substantially complete by the end of 2020. Final works, commission and handover by the contractor, the subsequent equipping of the theatres, will be completed in Q1 of 2021.The development of the new 24-bed block on the site was initiated in Spring as part of the national response to COVID-19. The new beds, and the new theatre suite and Sterile Services Department, grew out of plans already in place to establish Croom Orthopaedic Hospital as the Mid-Western centre of excellence.Margaret Gleeson, Chief Director of Nursing & Midwifery at UL Hospital Group, said the works will modernise and double the current theatre capacity at Croom Orthopaedic Hospital.“This is a high quality development of four state-of-the-art theatres and a modern Sterile Services Department, that is going to allow for a major advancement in orthopaedic services,” Ms Gleeson remarked.“The developments will lead to improved waiting times for patients, and facilitate ongoing advancements in surgical procedures. And of course, the 24 single room en-suite rooms on the ground floor of the development will provide more appropriate and comfortable accommodation for patients,” she said.Lorraine Rafter, Director of Human Resources, UL Hospitals Group, said the new developments would create exciting employment opportunities in the region, particularly for specialist orthopaedic and theatre nurses.“There will also be opportunities for educational development, for all staff grades, as a result of the developments here in Croom, and we welcome any queries about employment opportunities in the hospital in light of this development.”UL Hospitals Group Chief Clinical Director, Professor Brian Lenehan, has been a consultant orthopaedic surgeon at Croom Orthopaedic Hospital since 2009, and he said the new developments had ushered in a “very exciting time” for the hospital, which, he said, will remain “a centre of excellence for elective surgery in the Mid-West for this and future generations”.“I applaud the vision of our CEO, Colette Cowan, and Assistant National Director, HSE Estates for the West, Joe Hoare, and the energy with which they have pursued these plans. The development is progressing well.“It’s an exceptionally high quality build, and I salute all of the main contractors, architects, consultants and sub-contractors involved in it,” Prof Lenehan said. “I also acknowledge the ongoing support of the Mid-West Development Trust.” he added.Croom Orthopaedic Hospital is one of the longest established hospitals in the Mid-West. Opening as the County Hospital in 1924, it has been an orthopaedic hospital since 1956, save for a two month period in the early Summer of 2020, when it cared for its first medical patients in almost 70 years as part of UL Hospitals Group’s strategy for managing a significant surge in non-COVID admissions.Katie Sheehan, Assistant Director of Nursing at Croom Orthopaedic Hospital, welcomed the development as a substantial boost for the community in Croom, as well as for the hospital and UL Hospitals Group.The UL Hospitals Group strategy is to progress future developments for Croom Orthpaedic Hospital, to include a new Day Ward, second stage recovery, a Pre-Operative Assessment and Admissions Unit and a purpose-built outpatients department, including a new radiology suite. WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Twitter Print Donal Ryan names Limerick Ladies Football team for League opener Facebooklast_img read more

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In with the new

first_img Comments are closed. Previous Article Next Article Related posts:No related photos. In with the newOn 1 Jun 2004 in Personnel Today How does the new HSC strategy fit in with preceding government strategies onhealth and safety and how will it influence workplace practices?In February this year, the Health and Safety Commission (HSC) launched itsnew strategy for workplace health and safety in Great Britain to 2010 andbeyond.1 Chairman of HSC, Bill Callaghan, says the strategy sets out what the HSC wantsto achieve through the contributions of HSE and local authorities (LAs), andconfirms the HSC’s intentions to understand and value the contribution ofothers in improving health and safety. OH departments within companies have grown as the complexities andlegislation surrounding the subject have developed and people become more awareof the intricacies of employment and the effects it can have on health. Butdoes this new document offer any hope, help or support to the OH professionalor even the hard-pressed employers? Background Many government strategies for occupational health and safety have been putforward over the past 40 years. In Tunbridge’s 1968 report on the care of hospital workers, it wasrecommended that all NHS staff should have access to OH services.2 Today, that is still not completely the case. The first document on OH, asopposed to safety, from HSC/HSE was published by EMAS in 1977.3 It suggestedthat small occupational health services run by nurses should be tested. Nothing was done after this original document to pursue this aim, and it wasalmost 20 years before OH was mentioned again, when the HSE launched its GoodHealth is Good Business (GHGB) campaign to raise awareness of OH issues in theworkplace and to improve employers’ competence in the management of healthrisks.4 The evaluation research of the campaign said that the report had led to somesignificant changes, but that the content and delivery of such campaigns neededto be improved and further research was necessary to explore why someorganisations were aware of the campaign and others were not.5 Other government departments produced documents focusing on the impact ofwork on health, such as Health of the Nation in 1993,6 later updated by achange in government to Saving Lives, Our Healthier Nation in 1999.7 This wasclosely followed by the Department for the Environment’s Revitalising Healthand Safety: Strategy Statement in 2000,8 and the HSC’s Securing HealthTogether, also in 2000.9 In 1998, the Department of Health producedOccupational Health Nursing: Contributing to Healthier Workplaces,10 and lastyear it brought out Taking a Public Health Approach in the Workplace.11 But is this all just government rhetoric or have there actually been anypositive changes in the delivery of OH services or the health of the workforceas a result of all these strategies and documents? The second biggest cause of sickness absence for longer than three days isdue to stress.12 It is arguable that the pressure of all the health &safety legislation is a contributing factor to this stress, especially forsmall and medium-sized enterprises (SMEs) trying to keep up with theever-increasing and demanding legislation. Moving forward The new HSC strategy says its mission is “to work with LAs to protectpeople’s health and safety by ensuring that risks in the changing workplace areproperly controlled”, a concept that was first enshrined in the Health andSafety at Work Act 1974. While it is indisputable that the HASAW Act has played a key role inreducing accidents and fatalities at work over the past 30 years, the workplacehas changed since then. In the UK today, the majority of businesses employ fewer than 10 people,most of whom struggle with the mountain of health and safety legislation theyhave to cope with. It seems, therefore, that the HSC’s strategy is more gearedtowards large companies with professional HR, health and safety and OH departments,but the majority of small employers don’t have that sort of expertise availableto them and trust on maintaining good relations with their few employees. Only when the public may be involved with their undertakings, or insurancecompanies ask for policies and risk assessments, may health and safety rear itshead. So the new aims for both the HSC and HSE outlined in the document will bea tall order for these smaller organisations. The document says that the strategy has been developed through a process ofconsultation. However, despite the outline of the consultation process and thenumbers involved, many of the small businesses have no idea about health andsafety, let alone any new strategy or how it may relate to them. Strategy themes The strategy is divided into themes, with key points to support them: Developing closer partnerships In this section, occupational health is acknowledged as a rising challengenow that “causes of safety failure” have been brought under some sortof control. It identifies that OH offers a proactive approach to the management ofhealth risks at work. But is this sufficient, especially with a NHS gearedtowards treating the sick and injured. Such proactive occupational health iscostly and is not available on the NHS. And even if there is a cost saving tobe made in preventing sickness absence, rehabilitation programmes and gettingpeople back to work after sick leave, there may not be enough manpower to putOH into practice. Helping people benefit from effective health and safety management and asensible health and safety culture The setting up of a free, independent health and safety advice centrefocusing primarily on occupational health, promoting rehabilitation and gettingpeople back to work more quickly would be a good move, provided that it is welladvertised to small businesses. SMEs could then receive help and advice on how to deal with these matters,especially as they can’t always afford to employ a dedicated OH member ofstaff. Focusing on our core business and the right interventions where we arebest placed to reduce workplace injury and ill health. This theme reiterates what the HSE and LAs are all about and have beeninvolved with for many years. It really concerns enforcement of the ‘big boys’in significantly harmful environments, such as the chemical, nuclear andrailways industries. The inclusion of the views of stakeholders is at least apositive move forward. Communicating the vision Communication is key to realising any vision, and stating that the HSC andHSE need to do this effectively for their new strategy to work should be takenas given. This, after all, was the conclusion from the evaluation research ofthe GHGB campaign. The HSC says that its goal is not to create a risk-free society. Indeed, TheRoyal Society states that ‘risk is ubiquitous and no human activity can beconsidered risk-free’.13 Rather, the new strategy is working towards a society where risk is properlyappreciated, understood and managed, defending the system against those who areover zealous and cannot recognise the appropriate balance between risk andbenefits. If this can be achieved, then the strategy will certainly have madesome advances in this litigious age. It will be interesting to see the business plans and developments thatemerge from the HSE’s strategy, and to read the evaluation report after 2010 tosee how its results compare with the strategies of the past. References 1. A Strategy for Workplace Health and Safety in Great Britain to 2010 andBeyond, HSC (2004) 2. The Care of the Health of Hospital Staff: Report of the Joint Committeeof the Central and Scottish Health Services Council, Tunbridge (1968), London:HMSO 3. Occupational Health Services: The Way Ahead. (Prevention and Health Series),HSC (1977), London: HMSO 4. Good Health is Good Business campaign, HSE (1995) 5. Evaluation of the Good Health is Good Business Campaign, ContractResearch Report 272/2000, HSE (2000) 6. The Health of the Nation: a Strategy for Health in England, DoH (1992),London: HMSO 7. Saving Lives: Our Healthier Nation, The Stationery Office, DoH (1999) 8. Revitalising Health and Safety: Strategy Statement, The StationeryOffice, DETR (2000) 9. Securing Health Together: A Long-Term Occupational Health Strategy forEngland, Scotland and Wales, HSC (2000) 10. Occupational Health Nursing; Contributing to Healthier Workplaces, DoHand the English National Board for Nursing, Midwifery and Health Visiting(1998), London: ENB 11. Taking a Public Health Approach in the Workplace; a guide forOccupational Health Nurses, DoH (2003), London: DoH 12. www.hse.gov.uk/stress 13. Risk: Analysis, Perception and Management: Report of a Royal SocietyStudy Group, The Royal Society (1992), London: Royal Society last_img read more

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