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Currents To Medical Center Employees: Improvement of Information Management is one of the “critical issues” included in the Medical Center’s tactical plan. At the June 21 communication meeting Mark Daniels, Manager, Patient Support Systems, and John Waller, M.D., interim director of Medical Informatics and Professor of Anesthesiology and Perioperative Medicine, gave an impressive update on progress being made with the Advanced Point of Care system implementation. This is a major initiative and will have a positive affect upon an array of priorities such as patient safety and service improvements, enhancement of employees’ work environments and operational efficiency. Highlights of their presentation are outlined below in this newsletter.   John Franklin, director of Support Services, also gave the management team an update on a wheelchair management plan as explained in this newsletter. Tracking and maintenance of wheelchairs has long been a thorny issue. We expect the improvements being made will positively affect patient safety and service and relieve the burden many of us have experienced with access to properly maintained wheelchairs.    In the near future plans are to revamp patient transport services. In recent years we have relied upon the University Public Safety Department to accommodate patient and visitor transportation needs, but now the volume has exceeded Public Safety’s ability to serve with its current staff and resources.  In the near future a central dispatch center will be relied upon to ensure for the most suitable and timely means of patient transportation. We will also be encouraging local hotels to provide more shuttle services for visitors. An implementation plan will be announced soon.   Finally, an updated schedule for “First Impressions” (customer service) training has recently been issued. (See the Medical Center Intranet for additional details). We initially kicked off this training program in the Spring of 2002. Among other things the goal of this training is to enhance patient satisfaction and employee morale. As we move forward we plan to include “Hardwiring Excellence” highlights, as mentioned in recent Currents newsletters, in the training.    We have had some instances in which employees reported to the training sessions without being given proper advance explanation about the purpose of the training. Anyone who has questions should contact their respective manager, director or administrator. Attendance by those who have not had an opportunity to participate is encouraged.   Thank you very much. Sincerely, W. Stuart Smith Vice President for Clinical Operations and Executive Director, MUSC Medical Center   Retirement system changes explained Janet Browning, Medical Center Human Resources manager for employee benefits, highlighted updates to the S.C. Retirement Systems resulting from the passage of Senate Bill 618.   A point-by-point comparison of the former statute and the present one signed by Gov. Mark Sanford on June 10 can be found on MUSC’ s intranet home page: http://www.musc.edu/medcenter/index.html or on the SCRS Web site http://www.retirement.sc.gov   Touching key points of the bill, Browning explained the following changes: Working retirees (SCRS, PORS, and TERI) effective for those hired on or after July 1, 2005 Elimination of second annual leave/PTO payout payment for retireees rehired on or after July 1, 2005, or those entering the TERI program on or after July 1, 2005. Employer and employee contribute to SCRS regardless of employment status (temporary, permanent, part-time or full-time) of retired member or TERI participant. 15 day break required in order to rehire  non- TERI retirees No earnings limitation for employed retirees Employed retirees and TERI participants gain group life insurance of one year’s budgeted salary Employed retirees and TERI participants are considered ‘at-will employees’ Contribution rates Employee contribution rates increase .25 percent, from 6.0 to 6.25 percent effective July 1, 2005 Employer contribution rates increase .5 percent, from 7.55 percent to 8.55 effective July 1, 2006 Investment Commission was created to accept fiduciary responsibility for fund investments   Browning said that current MUHA working retirees and TERI participants will receive a notification letter from SCRS regarding the changes. New Director of Clinical Effectiveness   Hospital medical director John Heffner, M.D., introduced Stacey Lindbergh as the Medical Center’s new director of clinical effectiveness to oversee case management functions. She will work with Medical Center clinical care managers, home health and social workers. Lindbergh comes to MUSC from Bay Care Health System in the Tampa and St. Petersburg, Florida, area. Wheelchair Management John Franklin announced that the Department of Support Services has assumed accountability for a Wheelchair Management Program for the Medical Center.   Departments missing a wheelchair should contact the Equipment Distribution Center (EDC) at 792-3986. Using “Quickfind” tracking software they can assist in locating a wheelchair within the Medical Center complex.   Those with an immediate need for a wheelchair to transport a patient should call the EDC at 792-3986. They will deliver a wheelchair to the location.   Regarding a wheelchair that requires service, repair, or replacement of parts, call Biomedical Engineering at 792-3984.   Support Services will standardize purchasing of wheelchairs for the Medical Center. Individual Medical Center departments no longer are required to purchase wheelchairs.   Contact Shirley Brown at 792-8741 for further information. APOC Update Mark Daniels and John Waller, M.D., covered the Medical Center Tactical Plan on Information Management’s Advanced Point of Care system implementation.   The project includes: Operating Rooms: Replace existing OR management/surgery scheduling system and add clinical documentation for nursing and anesthesia: Pre-op, Intraop, PACU modules. Approximately 12 to 18 months. Emergency Department: Add tracking board, clinical documentation. Less than 12 months. Pharmacy: Replace existing system. Less than 12 months. Inpatient Clinical Documentation. TBD Computerized Physician Order Entry (CPOE). TBD Inpatient Medication Administration: Closed loop—orders to medication administration, barcode at bedside. TBD Retire Oacis: Once data are converted and equivalent functionality is implemented in the APOC system (this could take a year or more). TBD Extend the functionality above to the new hospital to the degree that it is implemented in the existing hospitals by then. Waller stressed that the Advanced Point of Care system in not an “IT” project. “Waller’s rule is that no broken process has ever been repaired by automating it,” he said.   He said that questions the APOC project teams must consider are: People: Are the right people engaged? Processes: What processes will or should the new system support or enable? How is or should these be redesigned to improve safety, effectiveness, efficiency, etc? What functions will the system perform, manual or automated, and will it eliminate overlap and duplication of functions? Structures: Are the current ones okay? What changes need to be made? Systems: The last step—This is the IT part.   Friday, June 24, 2005 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.