Our Plans for the Future
Good Samaritan Hospital—What the Future Looks Like
Just as the hospital’s founders began with a vision of locally-provided health care services, Good Samaritan Hospital has an ambitious vision of the future. Our employees, physicians and volunteers are engaged on a Journey to Excellence with pathways of compassionate care, advanced technology and clinical quality. The months ahead will see significant new programs and services at Good Sam:
- Neurosciences ICU—Good Sam will soon open the only community-based neurosciences ICU in northern California. In addition to enhancing the hospital’s core stroke services and laying the groundwork to qualify as a Comprehensive Stroke Center when national standards are established, the Neurosciences ICU will provide specialized care to patients with a wide range of neurological disorders and/or those recovering from exquisitely nuanced brain and spine surgeries.
- Enhanced medical and surgical services—Completion of the build-out of the North Tower third floor will provide step-down care from the Neurosciences ICU as well as all private medical/surgical rooms dedicated to female patients. This will allow women more privacy and comfort than is often found in "coed" units, as well as improve patient flow, infection control and provisions for family involvement in healthcare.
- Heart Rhythm Center—Our new specialized cardiac electrophysiology clinic adjacent to the main campus will give patients easy access to leading edge diagnostic capacities plus enhanced EP treatments correcting heart rhythm irregularities. These irregularities have life-threatening consequences on their own and contribute to risk of stroke, heart failure and other cardiovascular disease.
In looking beyond projects that are already underway, community needs assessment tells us that patterns of aging, longer life expectancy and emerging technologies allowing treatment of chronic diseases will continue to transform the delivery of health care services locally and nationally.
Important issues of infection control and privacy (For bedside procedures and for physician:patient communications) mean there will be a higher priority on providing all private rooms. Before the hospital can expand its footprint, however, the contemporary issue of parking has to be solved first with a new parking garage.
Then we can construct a new tower, expand and renovate our surgery suites to reflect modern surgical practice including robotic-assisted and other minimally invasive techniques and transform our CV and Medical/Surgical Intensive Care Units. Designed in the 1970s, the ICUs need to incorporate additional equipment for monitoring and procedures, as well as changes in approach to the involvement of family in the ICU.
For many, the Emergency Department is the front door of the hospital. We have made important improvements in service, including use of Rapid Medical Evaluation to reduce the time patients with less than life-threatening conditions spend in the waiting room. Now we want to improve the overall environment of care, making it easier for clinicians to examine and treat patients and providing more privacy for patients while they are in the ED.
We continue to focus on the patient experience and have made significant improvements in patient perception of their stay with us, according to the national patient experience survey. We are intensifying our use of evidence-based medicine and our commitment to transparency in our performance. The Joint Commission recently named Good Samaritan Hospital as a top performer on key quality metrics for the treatment of heart attack, heart failure, pneumonia and surgical site infection, placing the hospital in the top 14% of the nation. Even as the bar is raised higher with tighter standards and better compliance by other hospitals, we hope to maintain that position at a minimum and with additional focus improve that performance.
Our vision today shares much with the original vision of the hospital’s founders. We want our West Valley neighbors—and those in surrounding counties—to value the hospital as a community asset, providing compassionate, high quality clinical care when they and their families need us most.
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