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Currents To Medical Center Employees: Hurricane season is upon us and everyone’s attention is needed to ensure a high level of preparedness. All managers should be familiar with our policies that address weather emergencies and staffing including, Medical Center Staffing During Emergencies and Disasters Policy, #A-42; Medical Center Weather Emergency Plan, #A-64; and Medical Center Human Resources Hazardous Weather Policy #13. These policies can be found on the Medical Center Intranet and should be communicated to everyone.  During weather emergency periods, designated employees (teams) will be required to remain at work while others will be expected to check on when they should report to work to provide relief or otherwise to resume their work schedule. One of the communication tools that we have used for employees to get work-related instructions is the Employee Weather Emergency Information line operated by the Marketing Referral Call Center. This line enables employees to call department/area-specific number(s) for information updates for return-to-work instructions. Plans are being made at this time to ensure all concerned parties are well informed on how to use this system. Additional details will be widely communicated soon. Thank you very much. W. Stuart Smith Vice President for Clinical Operations and Executive Director, MUSC Medical Center Initial findings for replacement hospital presented A recommendation on whether to rebuild our existing campus or relocate the clinical facility of the Medical University of South Carolina is expected to be submitted to the MUSC Board of Trustees in December.  The Clinical Facilities Plan Steering Committee, which was appointed to oversee the study, will base its recommendations on consultant findings that have evolved during the past six months. According to Hal Currey, member of the Steering Committee, the on-going evaluation and assessment process for the clinical facilities plan has involved more than 40 individual interviews and meetings of 24 user groups. “The point is to get as many people involved in the process as possible,” he said.  The Steering Committee consisting of faculty and staff of the Authority and the University was charged with: Resolution of identified critical issues Reviewing implications of data analysis  Maintaining consistency of the consultant’s conclusions with MUSC’s mission and vision The study now under way has been built upon the Medical Center Strategic Plan completed in December 2000.  That plan identified four options: Rebuild/renovate the current campus; Partially relocate key service lines to new sites off the peninsula; Totally relocate entire clinical enterprise off the peninsula; and Build a series of centers along the coast while pursuing the renovation or relocation plan It was clear upon completion of the strategic plan that a dedicated study was needed to determine where the Medical Center should go. Accordingly, in August 2001, the Medical Center issued a request for qualifications for consultants to develop a comprehensive clinical facilities plan. In December 2001, the team of NBBJ (architects) and Kurt Salmon Associates (health care strategists) was chosen for its extensive experience working with other academic medical centers across the country. Currey cited several examples of work the combined team had done for medical centers that had undergone extensive renovation and examples of institutions that had completely relocated. The project approach is a three-phase process that began in February  with discovery, a process that included an assessment of MUSC’s market and organization situation, a site audit, existing spaces assessment, benchmark capacity and identifying user groups. Phase two process, analysis, included market-based demand analysis, evaluation of strategic initiatives, future scenarios, optimal service locations, broad scenarios, financial and operational implications. The last phase, which will be accomplished between August and October, will be to refine the preferred scenarios, finalize financial and operational implications, and establish short- and long-term action plans. Initial impressions, given current and projected population dynamics, show that rebuilding on the current site or locating to a new site within 12-14 miles of the peninsula are not substantially different with regard to patient population. “Relocating will not change our patient mix,” said Currey, administrator for capital projects. “Our patients will follow us.” Studies show that of the projected 495,000 growth in population in South Carolina expected by 2020, more than half is forecasted to occur in the Tri-County and secondary markets. Nearly one-quarter of South Carolina’s senior population (65 and older) resides in this area. As a population, seniors require the most medical care. Existing facilities cannot meet this projected growth in population. Preliminary studies indicate a need for an additional 150 beds just to meet population growth. Site location considerations include: Good proximity to geo-demographic center; Reasonable proximity to key residential communities (30 - 40 minutes); Proximity to major transportation arteries; 100 - 200 acres of flat fields; Minimal zoning; and Attractive, safe location. “I believe, as do the consultants,” Currey said, “we have a very, very difficult decision ahead of us.” For information about the clinical facilities plan refer to the Web site at http://www.musc.edu/cfp. Details of the project are in the process of being posted. Staffing effectiveness update given  Human Resources Director Helena Bastian gave an overview of the Joint Commission HR standard 2.1, which addresses staffing effectiveness. Bastian explained that as an organization, MUSC is required to select four screening indicators (two clinical services and two human resource indicators), collect and analyze the data to determine any correlation between the indicators and develop a plan action as appropriate.  A multi-discipline committee proposed two sets of screening indicators applicable to all inpatient units to Medical Center leadership.. In June, the Quality Council approved these indicators.  Rosemary Ellis, Quality director presented the two sets—Medication Errors vs. Turnover and Patient Satisfaction vs. Worked Hours. Ellis explained the rationale for selecting each set of indicators, identified the direct/indirect caregivers and described the process for the collection, analysis and communication of the data. The data will be used to determine necessary actions to improve staffing. Ellis also reminded the group that although these were the indicators established organizationally, each area has the opportunity to individually select indicators specific to issues relevant to the area. Questions or concerns may be directed to either Bastian or Ellis. Child Life week coordinator recognized Child Life director Sandra Oberman was recognized by Carol Dobos, director, Children’s Services, for her excellent work in organizing Child Life Week. Child life specialists at MUSC Children’s Hospital devote themselves to making a child’s hospital experience as understandable and close to normal life as possible. Professionals trained in the child life field were honored by children, families and staff at Children’s Hospital during the second annual Child Life Week, July 8 - 14. Catalyst Online is published weekly, updated as needed and improved from time to time by the MUSC Office of Public Relations for the faculty, employees and students of the Medical University of South Carolina. Catalyst Online editor, Kim Draughn, can be reached at 792-4107 or by email, catalyst@musc.edu. Editorial copy can be submitted to Catalyst Online and to The Catalyst in print by fax, 792-6723, or by email to petersnd@musc.edu or catalyst@musc.edu. To place an ad in The Catalyst hardcopy, call Community Press at 849-1778.