MBS Moves into New, Larger Home on Lakeland Drive

On March 28, Mississippi Blood Services (MBS) started a long-awaited new chapter.

The not-for-profit organization that manages the state’s blood supply moved into its new 52,000-square-foot facility off Tree Tops Boulevard and Lakeland Drive in Flowood, not far from where the blood center got its start in 1978 as the result of a merger between Family Blood Assurance Program and Mississippi Regional Blood Center.

Operations began in an old A&P grocery store (now Rainbow Food Cooperative) at the end of Lakeland Drive on Old Canton Road, and several years later, MBS moved down the street into the former Ethan Allen furniture store located on the Hinds County side of the Pearl River. After squeezing office space out of closets, and spilling over into another building, MBS finally has room to maneuver in a new, gleaming building with an octagonal 2-story atrium with 12-foot banners created by a local artist, a transparent child care center for donors’ children, self-service check-in kiosks and high-tech equipment that makes donating blood easier.

“We’ve had so many people tell us how attractive the new building is, and how comfortable they feel in it,” said David Allen, MBS CEO since 1988. “Our volume and service lines had grown to the point that we definitely needed more space. This move was overdue.”

Entering the Maze

When donors enter the new facility, they check in via a self-service touch screen kiosk in the donor reception area. As visitors arrive, the receptionist gives them an iPad to register the specific reason for their visit, and directs them to octagonal-shaped seating for roughly 20 people in the lobby. In the center of the wall behind the receptionist, an electronic Wall of Fame on a 55-inch flat screen monitor lists donors who have given eight or more gallons of blood. “We have some who have donated over 50 gallons,” said Allen. “We want to make sure they’re recognized for their contributions.”

Electronic message boards throughout the center communicate special notices, such as elementary school groups arriving for a tour or urgent local weather alerts. In March, donors were excited to see flashes announcing that every donor was entered into an April 1 giveaway (no fooling!) for a car sponsored by Watson Quality Ford.

As donors complete their electronic registration, the linked information system places them immediately in the appropriate queue and alerts staff. Depending on donation—whole blood or platelets—donors are escorted to exam rooms, where their blood pressure, temperature and pulse are automatically checked.

The Next Step

The donation process is faster at the new facility, thanks to the jump from 14 to 23 beds—10 in the apheresis department; 10 in the whole blood department; and three beds for autologous donations. High tech equipment such as a vein viewer makes the needle injection process more comfortable for small-veined donors.

“This is where our state-of-the-art equipment shines, and really shows how medicine has changed in just a few years,” said Allen. For example, if a patient needed blood not too long ago, he received whole blood—red cells, platelets, plasma and other components—via transfusions. Component therapy is now the norm. 

“Sometimes, a patient needs only red cells or platelets or plasma,” said Allen. “With this equipment, we can take just that component from the donor so we can better utilize the products that our hospitals need. Hospitals hardly know from one hour to the next what they’re going to need, so we try to make sure all products are available.”

Timing is a tricky factor. It takes a day and a half to complete the testing process of blood and blood components. Red cells or whole blood are stored for up to 42 days, platelets may be stored for five days, and plasma may be frozen for up to a year.

“One of our autologous rooms is dedicated to cellular immunotherapy, specifically initially for prostate cancer patients,” said Allen. “The cellular immunotherapy eliminates the need for chemotherapy. We’re going to be getting into more and more cellular therapies that use the patient’s own cells to help them heal.”

Patient Comfort

To make the process the least disruptive as possible, the entire building has wireless internet so donors may conduct business on their laptops as their blood or components are being drawn. Each bed features a flat screen TV for the donor to choose programming. Adjacent to donation rooms is a play area with glass on two sides for donors to closely monitor their children.

“In the old building, parents couldn’t see their children as they were donating blood, so this is a wonderful improvement we’re delighted to offer,” said Allen. “Already, our business has picked up from stay-at-home moms who feel comfortable knowing they can keep an eye on their children the whole time.”

The playroom features an interactive electronic screen for children. The GestureTek unit project images on the floor to encourage game-playing.

“I found out about this from my granddaughter who lives up in Minnesota,” said Allen. “She took us into this mall where the kids were having just a great time with it, and I thought: this is exactly what we need in our new building to encourage stay at home parents to bring their kids in.” 

After the donation process is finished, donors settle into the canteen area for complimentary juice and cookies, where their names pop up on a special monitor along with all the day’s donors in a note of appreciation. After donors have left the building, MBS remains connected with them via Facebook, Twitter and email.

“We encourage people on social media outlets to talk about their experience—whether donating blood or being on the receiving end—and encourage others to donate,” said Allen. “They know there’s a definite need for it.”

Home Away

MBS leaders put a great deal of consideration for employees into the planning process for the new center. It features a computer training lab where employees learn how to use various programs throughout the center, and a break room with self-monitoring equipment for blood pressure and pulse. An electronic flat screen board flashes motivational messages, alerts for upcoming employee events, safety announcements, notes of appreciation for milestone service, and a “brag board” for employees.

MBS is implementing a Walk About wellness program to coincide with the addition of a fitness room and a walking trail that encircles the property, and hosts internal wellness events year-round. With the Walk About wellness program, employees are given electronic pedometers that track how much they walk. Every time they step into the blood center, a computer automatically updates their personal private file and lets them know how far they’re walked since their last update. As a result of these units, MBS has seen an increase in physical activity.

“We began hiring additional employees in anticipation of the move,” said Allen. “We’re approaching about 200 employees now, and we certainly expect that as our business grows, there will be a need to increase our staffing level. Even during this recession, we’ve never had a layoff.”

Serious Upgrades

Even though the building isn’t LEED certified, MBS took several energy-saving measures, including an HVAC system with pre-determined temperature ranges and humidity control. A high-tech security system ensures no interruption in the healthcare delivery process. Employee badges are programmed for entry into limited areas of the building, with permission required for access to non-approved areas.

“Even though these amenities are impressive, what sets us apart from other blood centers is that we’re open 24/7, 365 days a year,” said Allen. “When a hospital calls us, we’re able to get what they need well over 90 percent of the time.”

With drawing stations, and distribution hubs in Jackson, Oxford and Greenville, MBS supplies blood and blood products to dozens of hospitals in Mississippi, Alabama, Arkansas and Tennessee.

In April, MBS held naming recognition ceremonies for various sponsorships in the new facility. At press time, a grand opening was slated for mid-May.

“So many people have been involved with this process,” said Allen. “It’s just been amazing that my staff has been handling their day jobs while also being involved in the move.  It’s been a yeoman’s task to accomplish it all.”

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