FIGURE 4-7 Selected SCIP results for the Lovell Federal Health Care Center, 2008–2011 (percentage of patients).
NOTE: Results for 2009 are not included because composite measures were used that year rather than individual measures. SCIP = Surgical Care Improvement Project; SCIP-1a = prophylactic antibiotic received within 1 hour prior to surgical incision-overall rate; SCIP-2a = prophylactic antibiotic selection for surgical patients-overall rate; SCIP-3a = prophylactic antibiotics discontinued within 24 hours after surgery end time-overall rate; SCIP-6 = surgery patients with appropriate hair removal; SCIP-CARD-2 = surgery patients on beta blocker therapy prior to admission who received a beta blocker during the perioperative period; SCIP-VTE-1 = surgery patients with recommended venous thromboembolism prophylaxis ordered;SCIP-VTE-2 = surgery patients who received appropriate venous thromboembolismprophylaxis within 24 hours prior to surgery to 24 hours after surgery.
SOURCE: Lovell FHCC.
NHGL was more than $1 million per year. The one-time cost avoidance of constructing the Navy blood processing center in the NCVAMC instead of retrofitting a building on the Navy base was $3.1 million, and the annual operating costs were $370,000 a year less. The Phase II transfer of inpatient medical, surgical, and pediatric services and the ED from the NHGL to the NCVAMC was saving more than $900,000 per year, primarily because the Navy was able to reduce staffing by more than 50 FTEs, most of them active duty servicemembers who were reassigned to other billets in North Chicago or to other Navy facilities. The analysis estimated that building the 201,000-square-foot ACC instead of the 364,000-square-foot facility the Navy had planned to build would save approximately $67 million in construction costs. Operating the combined ACC-NCVAMC facility was