AUGUST 2008 crothall services group CELEBRATIONS A member of Compass Group PLC How to Get Your Linens Their PAGE 8 Top Healthcare Challenges (Second in a 3-Part Series) PAGE 6 More Than Just Transporting Patients PAGE 10 Inside This Issue OUR MISSION group services crothall NS CELEBRATIO AUGUST 2008 A member of Compass How to Get Group PLC Your Linens Their Get Howr Lito nens Their PAGE 8 cover story You PAGE 8 Crothall Laundry Services leads the industry in environmentally friendly solutions. allenges e Chies) althcarart Ser Top He cond in a 3-P PAGE 6 (Se More Than ients ing Pat Just Transport PAGE 8 PAGE 10 in All Directions Top Healthcare Challenges OUR VALUES INTEGRITY. A commitment to forthright, honest communication in all of our encounters. COLLABORATION. An unyielding commitment to consistent teamwork in order to achieve collective goals. ACCOUNTABILITY. As a company and as individuals, we accept full responsibility for our actions and the associated outcomes. features 6Pulled In the markets we serve, we will be recognized as the premier provider of the best quality, customer-focused support services. 6 12 PROFESSIONAL DEVELOPMENT. Providing the right tools, training, and support for professional growth. LEADERSHIP. Displaying the passion to exceed expectations in all that we do. 10More Than a Moving Hospital Experience Beyond Transporting Patients 12A Conversation with Scott Brown, Medi-Dyn CEO crothall services group CELEBRATIONS 13That’s What Friends Are For Nursing Names Crothall Support Departments as New Best Friends A member of Compass Group PLC PRESIDENT AND CHIEF EXECUTIVE OFFICER BOBBY KUTTEH SENIOR VICE PRESIDENT/SALES & MARKETING BART KAERICHER 10 13 EDITOR-IN-CHIEF/PUBLISHER TIM POLIZZI EDITORIAL/CONTRIBUTORS rebecca monroe DESIGN Nathan Billman in every issue 3 From the CEO 4 Crothall Momentum 14 “Make a Difference” Winners Celebrations is published quarterly by Crothall Services Group, a member of Compass Group PLC. © 2008 Crothall Services Group. All rights reserved. 955 Chesterbrook Boulevard, Wayne, PA 19087. 10% Post Consumer Waste 2 CELEBRATIONS AUGUST 2008 Printed in the USA From the CEO “It makes me proud to know that our company is leading the way on environmentally friendly initiatives.” I hope you are enjoying good health and extra time with your family this summer. As we continue to enhance our Green strategy internally and with the support of our parent company, Compass Group, I have asked our teams to further evaluate our programs and what we are currently doing for the environment. We must always be mindful of serving our client communities in the most responsible way. I have been overwhelmed by the amazing things we are doing for sustainability in our Laundry division. Senior Vice President Mike Bailey’s leadership on this front has been visionary, and it makes me proud to know that our company is leading the way on environmentally friendly initiatives. In this issue, we also continue our series on the biggest challenges for you, our clients, and how Crothall’s solutions can help you accomplish your goals. One example of this is our Patient Transportation division, which is constantly innovating. We take a look at how our programs can impact not only trip times, but also safety and clinical staff and patient satisfaction as well. I am proud to announce the recent acquisition of Medi-Dyn. The addition of this Englewood, Colorado-based company will help solidify our leadership position in the industry with 58 new customers and will strengthen our presence in Texas and the western U.S. I am excited to bring new talent into the Crothall family, and I look forward to working with Medi-Dyn’s existing clients to better meet their needs through our network of resources. Every day brings new reminders of why I am so blessed to be part of this company and work with such special people. Feedback from our recent employee engagement survey (to which more than 60% of our employees responded) was 84% positive, a great achievement for which I am most proud. We still have work to do, and I believe our best days are yet to come. All the best, AUGUST 2008 CELEBRATIONS 3 Crothall Momentum a review of our businesses Laundry & Linen Patient Transportation Driving HCAHPS Embracing HLAC Driving HCAHPS scores is an important challenge facing healthcare providers and their service partners today. After an entire year of extensive research, benchmarking, and multiple focus groups with our best operators, Crothall has developed a powerful toolkit called Immediate Strategies for Driving HCAHPS Scores for our EVS leaders. All accounts will have the 7 Immediate Strategies fully in place by September. Crothall will also introduce two hospital-wide strategies that research and pilot testing have proven to decrease non-clinical call light requests and increase patient confidence in the cleanliness of the hospital. Beginning October 1, 2008, Crothall will launch The Crothall Way: Driving HCAHPS Scores for Success. This long-term approach to HCAHPS performance is comprised of 7 Key Drivers with more than 40 proven strategies addressing patient interaction, employee satisfaction, and visual and frequency triggers that directly impact the patient’s perception of hospital room cleanliness. Crothall Laundry Services is proud to share the news that four of our operations have been accredited by the Healthcare Laundry Accreditation Council (HLAC). Beginning with our managed operations at Rappahannock Goodwill Industries (Fredericksburg, Virginia) and Hospital Laundry Services (Wheeling, Illinois), we have recently earned three-year accreditation at Rome, Georgia, and Clermont, Florida. HLAC was formed for the purposes of inspecting and accrediting laundries processing healthcare textiles. Becoming accredited is an entirely voluntary process. HLAC’s mission is to publish high standards for processing healthcare textiles and to provide an inspection and accreditation process recognizing laundries meeting these high standards. Crothall has eight facilities scheduled for HLAC surveys in the upcoming months; however, it is our intention to seek accreditation at all of our operations. An Organizational Model for Decentralized Patient Transport Services Environmental Services 4 CELEBRATIONS AUGUST 2008 In the past six months, we have experienced an increased interest from administrators who recognize the positive impact Patient Transportation has on patient flow and throughput. However, transport services may be decentralized and scattered throughout ancillary and nursing departments, and staff may have other responsibilities besides transport. It sometimes becomes impossible to separate those functions and create dedicated transporters for a centralized Patient Transport service. We have designed an organizational model utilizing decentralized patient transport services that allows us to capture, track, and analyze data from multiple processes that contribute to effective patient flow and throughput. Without dismantling the current staffing structure, the model allows us to provide hospitality services, maintain nursing/patient ratios, standardize and monitor performance, and improve response times. Facilities Team Furnishes Apartment for Needy Family Facilities Management TeamOps Makes Migration of Professional Services Maintenance a Breeze Healthcare facilities depend on functioning plants composed of equipment that requires exceptional care. Scheduling and tracking preventive maintenance on those assets is the focus of Crothall’s proprietary TeamOps* CMMS application. Crothall believes standardization of systems provides increased efficiency and support through peer networking. When Crothall merged with Professional Services last October, it was essential to plan a careful strategy for migrating data from Professional’s Xxpedite maintenance management software to TeamOps.The migration process, which included data migration and system configuration, also involved preventive maintenance scheduling and end-user training. Collaboration of both companies’ managers with Crothall IS and a time-saving feature built into TeamOps that allows data to be uploaded from Excel have made the migration a success. *TeamOps provides management with enhanced functionality, including wireless PDA updates that allow technicians to receive and update work orders in real time. Clinical Equipment Services Certified for Outstanding Service Medical technology is ever changing, and healthcare institutions must maintain their equipment at optimum performance for the most reasonable price. With a core value of Professional Development, Crothall Clinical Equipment Services approaches this challenge by providing technical training and certification to our Biomedical Equipment Technicians. Crothall’s Technical Resource Center has been able to secure manufacturer or third-party training for our associates on various CAT scan units, mammography units, patient monitors and networks, patient beds, and basic radiology service requirements. We have been able to reduce the “downtime” on this equipment, yielding higher customer satisfaction and increased revenue in the institutions we serve. With an aggressive division goal of 60% staff certification, technicians may receive certification from the International Certification Commission (ICC) in general medical equipment (CBET), radiology equipment (CRES), or laboratory equipment (CLES). The Healthcare Technology Certification Commission also offers certification for the Certified Clinical Engineer (CCE). Google Santa Monica Facilities Manager Brady Walters and his team raised money to participate in the “Adopt-An-Apartment” program of “Upward Bound House.” The community-based social service agency provides food, clothing, and shelter to homeless families with minor children. Families who “graduate” are able to take everything with them, creating a need for more furnishings and basic household items. (From L): Danny, Elaine, Anna, Jane, Doug, Brady The team had to (1) raise funds, (2) gather items, and (3) decorate/ furnish the apartment. The team sold belongings on eBay and Craig’s List, competed on “The Price Is Right,” and collected donations from Google employees and Crothall Cares to finally meet its goal! Shopping for and decorating the apartment included cutting out fun pictures from magazines to place in picture frames. “I think we all left the experience wondering who gained the most – the family we were helping or ourselves,” commented Facilities Assistant Anna Simon. For full details of the team’s “fun” raising, go to www.crothall.com/celebrations. AUGUST 2008 CELEBRATIONS 5 feature Pulled in All Directions Part 2 in our 3-part series discussing the most pressing issues facing healthcare executives Healthcare’s 9 most challenging issues identified by industry surveys are listed on the opposite page. These concerns touch all areas of operations and hospital departments, including well-run support services departments that can emerge as part of the solution to these issues. Crothall’s programs contribute to solutions for 8 of these 9 top concerns. In Part 1 of this feature (May 2008), we discussed 2 of the most pressing issues, Financial Concerns and Quality. In this installment, we focus on the next 3 issues, Physician/Hospital Relations, Personnel Shortages, and Patient Safety. Physician/Hospital Relations Without physicians, there would be no hospitals. Keeping these critical and highly sought-after stakeholders satisfied with your facility involves two basic truths: first, they want to be treated with respect; and second, they place the well-being of their patients above all else. Physicians desire to work in an environment that is attractive, clean, and comfortable for themselves and visitors. They want a facility that they can be proud to recommend to their patients. Environmental Services can be used as a differentiator, communicating a high level of excellence and attracting the best doctors. At Lehigh Valley Muhlenberg* (Bethlehem, PA), after Crothall gave the ED floors a complete makeover, Dr. David Richardson, Medical Director 6 CELEBRATIONS AUGUST 2008 for the ED, was so impressed, he sat down and literally ate his lunch off the floor! The frustration for doctors and patients caused by down equipment and rescheduled appointments can be prevented with a proactive Clinical Equipment Services team. And making sure radiology appointments and tests are kept requires an efficient Patient Transportation department that respects the need for on-time patient delivery. At Sinai Hospital of Baltimore*, Crothall’s centralized Patient Transportation department was able to eliminate complaints and unacceptable wait times in the Non-Invasive Cardio Unit. Director Wendy Appler is pleased that wait times have been reduced to under 10 minutes, and the number of cases is on the rise. Top Hospital Concerns for 2007 Modern Healthcare ACHE Care for the uninsured 1 2 Financial challenges 2 1 Quality 3 4 Physician/Hospital relations 4 3 Personnel shortages 5 5 Patient safety 6 6 Governmental mandates/challenges 7 7 Capacity 8 9 Patient satisfaction 9 8 Sources: Modern Healthcare September 17, 2007; www.ache.org/pubs/research/ceoissues.cfm Personnel Shortages For the first time in its 7-year history, group purchasing organization VHA’s 2007 Services Contracting Survey revealed a new #1 reason hospitals outsource:“Resources are not available internally.” (This displaced perennial favorite “Reduce operating costs.”) Outsourcing support services fulfills this key objective in several ways. For those services, it guarantees levels of staffing to meet your facility’s needs. By removing these responsibilities from the hospital, HR can focus instead on recruiting and serving the needs of clinical staff. According to the American Hospital Association (“Trendwatch Chartbook 2008”), graduation from nursing schools has increased slightly in the last few years, but not enough to make up for the drop off in previous years and increases in demand. In fact, by 2020, the AHA projects a shortage of 1 million nurses. Hospitals are realizing that squandering scarce nursing resources on non-clinical tasks, such as transporting patients, cleaning rooms, and even changing bed linens, keeps nurses from clinical patient care. Outsourcing these duties liberates your nursing staff. Increasing patient throughput improves utilization of clinical staff by allowing more patients to be admitted without the need to hire more nurses. According to the Healthcare Advisory Board’s 2002 “Maximizing Hospital Capacity” report, for the average 300-bed hospital, reducing length of stay by just one day is the equivalent of hiring 36 additional full-time nurses. *For the LVH Muhlenberg and Sinai Hospital case studies, please visit www.crothall.com/celebrations. A well-trained Patient Transportation staff will prevent injury to clinical staff, reducing worker’s compensation claims and days out of work, which are often filled by high-cost temporary agency nurses. According to the U.S. Bureau of Labor & Statistics, Nursing is the profession most afflicted by musculoskeletal disorders. Crothall’s Comprehensive Safe Patient Handling program can directly reduce this danger. At Allegheny General Hospital in Pittsburgh, the creation of Mobilization on Demand (MOD) Squads has reduced injury claims by 57% and associated costs by 69% since the program’s introduction. Patient Safety The safety of patients depends on the highest-quality medical care. Outsourced support services provide expertise in the areas outside the hospital’s core competency so clinical staff can concentrate on caring for patients. Additionally, there are several ways support services have a more direct impact on patient safety. Reducing hospital acquired infections (HAIs) is the first priority of Environmental Services, and several studies prove that a healthy environment reduces these risks. Crothall has had success partnering with many clients in the battle against infection. A centralized Patient Transportation staff, trained in processes and tools to safely lift, ambulate, and transport patients, ensures that patient movement from admission to discharge is efficient, hospitality-focused, and safe. The Clinical Equipment Services department has the important responsibility of keeping life-supporting equipment in working order—the failure of one of these devices is unacceptable for your patients. Similarly, Facilities Management ensures that backup power generators supply the power to maintain medical and other equipment to keep the hospital running at all times. This department has primary responsibility to ensure that all Life Safety Code measures are followed throughout the facility. A hospital’s daily operations move at a breakneck pace. Maintaining harmony, satisfaction, and safety among physicians, staff, and patients can be an overwhelming responsibility. Outsourced support services can support the hospital’s mission and assist in solving an administrator’s most pressing concerns, and Crothall offers solutions that are both comprehensive and client focused. AUGUST 2008 CELEBRATIONS 7 cover story How to Get Your Linens Their Crothall Laundry Services leads the industry in environmentally responsible practices. Hospitals can greatly reduce their environmental impact through the decisions they make with regard to laundry processing. In many ways, Laundry is at the forefront of the healthcare industry in Green initiatives, and some technologies, once considered revolutionary, are now standard practice. Standard Laundry Technologies Tunnel Washers Since their introduction 40 years ago, tunnel (or continuous batch) washers have offered a way to significantly reduce water consumption. This technology can reduce the volume of water used to clean one pound of soiled linen from 3.0 (conventional washing processes) to 1.5 gallons. While the purchase price can be expensive, the investment quickly pays for itself in water, energy, and chemical reduction. Heat Reclamation Incoming fresh water enters a laundry facility at a relatively low temperature and must be heated to 150 degrees to effectively sanitize linens. Wastewater from the laundry process can be routed into a heat exchanger, through which incoming water passes, raising its temperature above 100 degrees. This significantly reduces the required energy to heat incoming water. 8 CELEBRATIONS AUGUST 2008 Crothall Innovations Crothall is looking beyond these available technologies and implementing forward-thinking strategies through innovation and capital expenditure. Water Utilization At the Crothall-managed Hospital Laundry Services (HLS) facility in Wheeling, IL, engineers partnered with a chemical vendor to develop a novel approach to water reuse. Several companies offer water recycling systems that take used water, filter it, and bring it back into the wash process as fresh water. At HLS, a system was crafted to take used rinse water and excess water from linen presses and pipe it directly back to the initial wash/bleach zone of the tunnel washer, yet have enough water available for the wet-out process. This is accomplished with no reduction in cleaning quality. This has reduced water usage at the plant by 50%, making an additional 40 million gallons per year available to the community for drinking water and sparing it from the sewer system. HLS currently uses 0.9 gallons of water per pound of linen. The plant is now taking another look at conventional recycling/ filtration systems, which could cut water usage in half again, making HLS the gold standard, operating at one-third of industry benchmarks for water usage. Plastic Recycling Laundry processing produces a surprisingly large amount of plastic waste. Soiled linen collection bags, used to transport linen between the hospital and the laundry facility, are normally made of non-recyclable plastic, which ends up in landfills. To support Crothall Laundry Services’ commitment to recycling, two alternatives are available. First, Crothall offers leak-proof, reusable, non-plastic collection bags. Second, Crothall can introduce a collection bag made from recyclable plastic. At Crothall’s Clermont, Florida, facility, 90% of the waste is comprised of recyclable plastic, which represents 90 tons of material removed from the waste stream per year. The goal is to be the first 100% phosphate- and NPE-free healthcare laundry processor in the U.S. by December 2008. Other Initiatives • Crothall is researching next-generation fabrics with new weaving specifications intended to increase linen life. Early indications show the new blends may increase product life span (reducing waste) by as much as 20%. “My goal is to continue to develop revolutionary solutions…for the benefit of everyone.” Phosphate-Free and NPE-Free Chemicals In the 1960s, it was discovered that NPEs, powerful chemicals used in laundry detergents, were killing or mutating fish and playing havoc with the ecosystem. Producers such as P&G and Unilever voluntarily removed NPEs from home laundry products. In Europe, NPEs are prohibited in all detergents, but there is no legal ban in the U.S. Phosphates are used in alkalis, highly effective surfactants that bond to dirt to help clean linens. They cause harm through a process called eutrophication, which deprives lakes and streams of oxygen and kills aquatic life. Like NPEs, phosphates are still permitted in the U.S. Laundry chemicals without NPEs or phosphates are available, but their higher cost has made industrial laundries reluctant to switch. Crothall is taking the initiative by introducing non-phosphate-based alkalis and NPE-free detergents at all of its facilities. • At University of Alabama at Birmingham, Crothall appointed a “dumpster diver” – someone who spends three hours a day sorting through the hospital’s waste to find discarded linen. In 2005, the program rescued approximately $1.5 million of linen from the trash. As an added benefit, items such as recyclable cardboard and even expensive medical instruments have been recovered from dumpsters. • At HLS, fluid-proof and fluidresistant surgical linens are laundered using state-of-the-art processes. Products are sterilized in Hi-Vacuum steam sterilizers and packaged in puncture-resistant sterility maintenance covers. An average pack of reusable textiles replaces 3 pounds of disposable medical waste, and HLS provides over 1 million packs annually. According to estimates from Practice GreenHealth (formerly H2E), this 1,500-ton reduction in waste also saves about $1.05 million in disposal fees for HLS’s client hospitals.1 • Linen past its usable life with respect to healthcare standards may still be usable for less quality-conscious applications. Crothall is looking for ways to recycle out-of-service linen to second-tier users. 1 As a leader in the healthcare laundry industry, Crothall has a responsibility to be unselfish in its development and sharing of innovations to reduce the environmental impact of its operations. Senior Vice President Michael Bailey has shown true vision in this regard:“My goal is to continue to develop revolutionary solutions, simple enough to share across the industry for the benefit of everyone.” What’s next for Crothall Laundry Services in its pursuit of Green innovations? “We have only scratched the surface,” comments Bailey.“We need to examine every aspect of our business. Just look at the number of diesel trucks in our fleet.” http://cms.h2e-online.org/ee/waste-reduction/waste-minimization/textile/reusedispose/ AUGUST 2008 CELEBRATIONS 9 feature More Than a Moving Hospital Experience Hospitality is not a lost art. It is increasingly embraced as a fundamental part of patient care. Attention is also riveted on high-impact patient satisfaction practices in response to Medicare’s new reimbursement policies. Crothall’s Patient Transportation teams do more than getting a patient from Point A to Point B. They have developed a whole portfolio of optional enhancements, designed to pamper both patients and staff. Many of these innovations have been adopted from the hotel industry and specific client needs. These services also present solutions to hot-ticket issues such as patient throughput, staff and patient safety and satisfaction, and an over-taxed clinical staff. Preserving the Nurses for Patient Care Patient Throughput Zooming Patient throughput issues are usually complex and involve a multiple-department solution. One strategy is Patient Throughput Zooming, which improves patient flow through expedient discharge bed cleaning and availability.“With the use of TeamThroughput and TeamTrip, we are able to automate each phase of discharge and room preparation for a new admission without ever involving a nurse,” says National Director of Patient Transportation Diane McCullough. 10 CELEBRATIONS AUGUST 2008 Elite Discharge Teams and XPDITE Service With these optional enhancements, dedicated, specially trained Patient Transport staff members are stationed strategically on patient care units and designated areas to expedite the discharge transport process. XPDITE Service focuses on 4- to 8-hour peak time windows. At Presbyterian Hospital in Charlotte and Florida Hospital Altamonte, discharge teams were established during peak hours in response to TeamThroughput studies of discharge times. All Aboard: the “Patient Express” Elevator A dedicated elevator operator provides a “patient express” service to expedite trips for patients and those accompanying them. Frustration caused by long waits for an elevator can be completely avoided and satisfaction scores improved. Other smart options that impact nursing time off the unit include Courier Service, Equipment Technician Services, and Portable Oxygen Tank Exchange Services. Safety First Supplementing the basic Patient Transportation program are services designed to minimize dangerous activities for nurses such as lifting, transferring, and ambulating patients.The Safe Patient Handling Program protects both the health and productivity of a hospital’s crucial clinical staff and contributes to staff recruitment and retention. Lift Teams Dedicated transporters, who are trained in proper body mechanic techniques in lifting and transferring patients, work together as a Lift Team. At Mobile Infirmary Medical Center, the two Lift Teams were welcomed with open arms by doctors and nurses alike and now perform over 3,000 lifts per month. Walking Partners When patients need to be ambulated, this enhancement offers specially trained, CPR-certified transporters as Walking Partners to assist the patients. Mobile Infirmary’s Walking Partners program performs over 1,300 walks monthly, allowing nurses to focus on patient care. Hospitality Hospitality must influence the satisfaction of both internal and external customers.These Patient Transportation enhancements put the “icing on the cake” for a hospital’s patients and employees. After all, happy employees = happy patients! Hospitality Resource Center Crothall’s Hospitality Resource Center offers more than a one-number call center for support service requests and follow-up; it serves as a repository of systems that can monitor and measure patient flow and throughput.Through specially-trained dispatchers, Crothall not only tracks requests from service users and patients on response and completion times, but also reports transaction times for patient movement that sometimes causes bottlenecks in patient flow. At Presbyterian Hospital, the HRC manages incoming requests for 3 services and is staffed 17 hours/day, 7 days/week. Dispatchers manage TeamThroughput software centrally, improving accountability for all associates and response time to requests. Custom Care Services for Patients, Guests, and Staff Patients who get a “hallway” pass from their nurses can take advantage of a scheduled trip to the Gift Shop or Chapel or get a breath of fresh air with the Custom Care Service. Similarly, the staff enjoys delivery of preordered, prepaid food from the cafeteria or items from the lobby. Customized services, such as errand running, booking reservations for employees, or assisting with other timeconsuming activities, can be added to the service. Patient Companion “Sitter” Services Specially trained Patient Companions can be used as “sitters” for non-restraint patients.“They are taught to respond to specific conditions based on hospital procedures and protocol and can offer customized services like reading a book to a patient,” explains McCullough. Guest Services At University of Arkansas for Medical Sciences, the Guest Relations Program has greatly increased patient satisfaction. Uniformed greeters welcome arriving patients and visitors, provide wheelchairs, and open car doors. At the information desks, greeters also give directions and find appointments.They control visitor traffic to limited areas such as the ICU and act as the “go to” person for status updates and doctor reports.They also shuttle patients and visitors around the UAMS campus on golf carts! At Presbyterian Hospital, a dedicated PT lobby attendant helps coordinate the smooth pickup of patients leaving the hospital with a valet or personal transportation. To read the full Presbyterian Hospital, Mobile Infirmary, or UAMS case studies, go to crothall.com/celebrations. AUGUST 2008 CELEBRATIONS 11 feature A Conversation with Scott Brown, Medi-Dyn CEO On July 10, Crothall Services Group acquired Medi-Dyn, Inc. CEO Scott Brown sat down with us to share his thoughts. Q: Now that Medi-Dyn is transitioning to its next phase, how did it all begin? A: My father started the company in 1979, cleaning just a single hospital. In 1992, after practicing law in Denver, I joined the company as the VP of Human Resources (actually, I was the entire HR department). We had only 10 clients and 43 employees. Headquartered in Englewood, CO Q: What makes Medi-Dyn special? Provides Environmental Services, Patient Transportation, and Laundry Management A: In virtually all of our competitors, 58 Healthcare contracts in 17 states Strong presence in Texas and western U.S. Became part of Crothall July 10, 2008 Bobby Kutteh has said that he is very impressed by your unique training process. Can you explain? managers have worked in one or more other housekeeping companies during their careers. At Medi-Dyn, we only recruited from outside the industry and developed them internally, teaching them the discipline, the industry, and our culture. This ensured that they were open and receptive to our processes, and it made us a tightly-knit group because we all learned together. Our training process was mandatory for all managers (including me on my first day), and it included 3 phases: Phase 1 – Technical Phase 2 – Administrative: Quality control, regulatory, and industry training Phase 3 – Management: In-depth information for running our business day to day 12 CELEBRATIONS AUGUST 2008 Q: Why did you make the decision to sell, and why was Crothall a good fit? A: It was a very difficult decision. This company has a family feel that we are all so proud of. I am also proud that we created a company with a reputation and values that have been recognized, and in order to grow and provide more opportunities for our people, we needed to go in this direction. But I wasn’t going to entrust my employees to just anyone. Crothall is a company I admire, and I trust and respect its leadership, starting with CEO Bobby Kutteh. I also noticed how smoothly and sensitively Crothall’s recent merger with Professional Services went. Q: What is your message to Medi-Dyn’s clients? A: This is a great opportunity for our clients. In becoming part of a larger organization, we gain a breadth of talent that we can leverage to solve our clients’ operational problems, especially in the disciplines we couldn’t previously offer. I also hope and expect that some of our unique strengths will positively influence our new parent company. I am confident that our clients will be taken care of as we journey forward as part of Crothall. We have turned a page in our history, and I expect great things in the next chapter! That’s What Friends Are For Nursing Names Crothall Support Departments as New Best Friends EVS Director Jerome Williams and the Florida Hospital Altamonte EVS team win the Nursing "S.O.S. Award" “EVS is considered a model department for what it means to be innovative, what it means to reach out and embrace change, see the bigger context, and create a better patient environment.” Rob Fulbright, Administrator/CEO, Florida Hospital Altamonte This year, during Nurse’s Appreciation Week, Nurses recognized other departments that enhanced their work environment and helped them reach their goals.This practice of sharing the spotlight by honoring “friends” is evidence that hard-pressed clinical resources are turning to support services departments for critical help. With success, the resulting relationship finds trust and a new level of respect between departments, paving the way for collaborative innovation. Fulbright, Administrator/CEO,“Our new goal was getting ED patients admitted and up to open patient beds within 90 minutes.” Using data from TeamCHIMES and the TeamCare bed tracking system, Williams found that peak discharge time was from 2 PM to 8 PM, 7 hours after his well-staffed 1st shift started work. He and his staff created a new shift to accommodate the goal. Williams worked with Nursing and Administration to further troubleshoot throughput problems caused by lack of communication and a need for more resources.“A high level of positive communication between EVS, Nursing, and Administration contributed to our initial and ongoing success,” comments RM Mark Giuliani.“This facilitated a clear understanding of expectations and potential barriers for all. Nursing’s willingness to support timely notification of needs remains critical to the success of the overall process.” Having valid data to present to Administration cleared the way for Williams to show logically the need for more resources to meet throughput goals and take some of the burden off Nursing. Administration responded with the support they needed. Nursing Goals at the Forefront Crothall departments at several hospitals were recognized as “Friends of Nursing” for helping them attain Patient Throughput, Infection Control, and Patient Care goals. At St. Vincent Hospital, PT Director Dave Edwards and his team received the award for providing the greatest amount of support in the delivery of patient care. Riverview Medical Center nurses honored EVS/PT with a Galaxy Award for supporting Nursing and improving the cleanliness of the facility. General Mechanic Chris Roper won a “Friend of Nursing” award from Brookwood Medical Center nurses for getting the Women’s OR to Joint Commission standards. The results have been phenomenal. In the year and a half since, the percentage of turnarounds meeting the 60-minute goal has risen 24%, from 54% in March 2007 to 78% in July 2008. Florida Hospital Altamonte: Communication, Innovation, and Sacrifice At Florida Hospital Altamonte, EVS Director Jerome Williams and his team won the “S.O.S. Award” (See It, Own It, Solve It) for helping Nursing achieve infection control and patient throughput goals. According to Client Rob 0 10 20 30 40 50 60 70 80 % Meeting 60 Minutes or Less Discharge Cleaning Time July 2008 March 2007 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 90 100 AUGUST 2008 CELEBRATIONS 13 “Make a Difference” “It is this kind of “You can teach service that brings people right great credit upon from wrong, but your department compassion comes and to this from the heart.” hospital.” Carmen Davis University of Texas Health Center at Tyler Tyler, TX Nominated by Bill Snow It was 8:30 PM, and a woman sat in the ER, holding her 7-month-old child. She had been waiting almost 6 hours since her discharge, unable to arrange transportation home. Carmen Davis overheard the woman’s plight and decided to help. Carmen called one of her relatives who lived 25 miles from the hospital, and paid her gas money to pick up the woman and child and drive them over 40 miles to their home. A police officer who witnessed this act of kindness wrote to express his appreciation:“It is this kind of service that brings great credit upon your department and to this hospital…There are not enough good things said about your department, and I wanted to share one.” Carmen’s supervisor, Scott Strong, commented,“You represent the core of what Crothall is all about!” 14 CELEBRATIONS AUGUST 2008 Kimber Washington Brookwood Medical Center Birmingham, AL Nominated by Kyle Naessig Kimber Washington was performing turndown service one evening, when she heard someone complaining about a visitor who smelled like urine. Kimber stopped what she was doing and went to the room. When she entered, she realized that the visitor was in a wheelchair, and she asked if she could help. The visitor told Kimber that she had been out all day and the undergarments she was wearing had not been changed. Kimber asked the visitor if she would like help going to the restroom to clean up. The visitor embraced this act of kindness and was relieved of any further embarrassment. The only reason Kimber recounted this story was to explain that she might be a few minutes behind on her work. Her supervisor, Frank Danzy, commented,“In my entire career in healthcare I have never seen compassion of this magnitude. It is good to know that there are still some people who care. You can teach people right from wrong, but compassion comes from the heart.” Our Employees “Make a Difference” Meet Crothall employees who demonstrate through their actions what it means to truly “Make a Difference.” Carmen Davis “It is this kind of service Anna Simon & Doug Stoddard that brings great credit “An entire week’s trash upon your department (including dirt and lawn and to this hospital.” clippings) had to be removed to find the box.” Kimber Washington “You can teach people right from wrong, but compassion comes from the heart.” CROTHALL SERVICES GROUP 955 Chesterbrook Blvd. Wayne, PA 19087 www.crothall.com FIRST CLASS PRESORT U.S.POSTAGE PAID PERMIT 286 SEPA 19399
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