It’s a tough but exciting world out there for the cath lab manager. If you’re short on staff, funds (or both), and suffering from low morale, you’re the one who must keep up your own spirits and those of your staff by providing positive leadership. Managers have the difficult task of keeping an eye on the future while fixing problems in the here-and-now.

        In this issue, we provide a few pointers and stories to help you in your daily struggles. And even if you’re not in management, what we have to share this month will help you strengthen your team.
        (For those of you looking for our annual salary survey, we will be publishing results soon — it will be in our Cath Lab Digest Career and Employment Guide, a supplement to Cath Lab Digest that you’ll receive in early January.)
        Starting from the ground up is Marsha Knapik’s discussion of how to construct a new cath lab. Marsha offers layout and equipment considerations, as well as criteria for both physical location of equipment and choosing the best options available.
        Having trouble maintaining a healthy staff level? Greg Holtz uses Abraham Maslow’s hierarchy of needs as well as a close look at the contemporary workforce to uncover some of the best ways to retain and attract staff.
        Jerry Williams shares the rags-to-riches story of Baylor Dallas’ inventory management transformation, as well as some of the decisions made during that transformation that affect how Baylor Dallas’ cath lab manages its vendors.

       Enjoy!

        Rebecca Yospyn
        Managing Editor
        cathlabdigest@aol.com