1. BETTER TOGETHER
Our Latest Innovation p. 2
Think Positive p. 3
FROM FOOD TO PATIENT CARE, MORRISON
+ CROTHALL DELIVER A SUPERIOR EXPERIENCE
POWER ONE
SPRING 2015
A QUARTERLY PUBLICATION OF MORRISON AND CROTHALL HEALTHCARE
Client Spotlight p. 4
of
2. WHAT’S NEW
POWER OF ONE2
WELCOME TO A NEW PUBLICATION for our latest innovation:
Compass One-Healthcare. Let me explain. Today’s healthcare
environment demands specialists who are as passionate and
innovative as they are efficient and experienced. When it comes
to extraordinary food, nutrition, and hospitality for hospitals and
health systems, nobody delivers through socially
responsible practices and top customer
service like Morrison. And for truly customized
programs in environmental services, patient
transportation, laundry and linens, healthcare
technology solutions, and facilities
management, Crothall ensures
predictable, auditable processes and
protocols refined to a science.
Individually, these two brands are
experts and proven leaders. Now—
backed by the deep resources of our
parent company—Compass One-
Healthcare has evolved. The powerful
alliance will help our customers thrive in
the fast-moving healthcare landscape.
This inaugural issue of our combined
publication spotlights some of the
people and programs that enable
our partners to excel in the business of well-
ness and healing. You’ll read about our Posi-
tive Impressions program that improves the
patient experience, our world-class services
at University Hospital, and our new Crothall
laundry facility in California, just for starters.
Thank you for joining us, and we
welcome your feedback.
Bobby Kutteh, CEO,
Compass One-Healthcare
CROTHALL'S NATIONAL
PERFORMANCE CENTER is
the only 24/7 call center of
its kind, providing remote
oversight of hospitals’ on-site
transport processes.
High-tech systems give the
NPC real-time visibility into
performance, trend
analysis, and predictive s
taffing. The Knoxville, Tenn.,
facility handles more than 1,800 calls a day, with an
average response time of nine seconds.
Personalized
Patient Transport
THE POWER OF ONE
The NPC is staffed by Patient Flow Coordinators who
understand hospital dynamics and priorities. Through
real-time training and powerful, cutting-edge tools,
coordinators can stay on top of each hospital’s unique
situation during every patient transport, heading off po-
tential complications. It’s another example of precision
teamwork that takes patient care to the next level.
THE TEAMFLOW PROCESS
1
2
3
4
PHONE CALL WITHIN
LOCAL HOSPITAL FOR
PATIENT TRANSFER IS
AUTOMATICALLY
ROUTED TO NPC.
TRANSPORTER WITHIN
THE HOSPITAL RECEIVES
DISPATCH FROM NPC
VIA ANDROID PHONE.
PFC INTERPRETS REPORTS,
TRAFFIC PATTERNS AND
ANALYTICS; GUIDES AND
OVERSEES COMPLETE
TRANSPORT PROCESS.
PATIENT TRANSPORTER
REMAINS CONTINUOUSLY
BY PATIENT’S SIDE FOR
COMPASSION AND
CONSISTENCY.
3. SPRING 2015 3
Experience Matters
COMPASS ONE-HEALTHCARE is the only healthcare provider supported
by a dedicated patient experience team. In fact, Compass invests more than
$7 million each year in a team of patient experience (PE) managers who serve
both Crothall and Morrison. Each of these regional experts supports the local PE
managers to put a powerful set of unit-level strategies (based on national standards)
in place; these strategies were designed to maximize patient satisfaction.
Reimbursement, reputation, and patient satisfaction—these values are now
more vital than ever to our customers. In 2010, Compass began looking at ways to
improve the patient experience by analyzing best practices—not just inside the hos-
pital environment, but in other industries as well. The Positive Impressions strategy
and program was developed to give unit leaders, hourly associates, and clients a
strategy and road map designed to ensure a consistently positive patient experience.
With the alliance of Crothall and Morrison, Dusty Deringer, Vice President
of Patient Experience, is now responsible for leading and guiding the patient
experience across both brands. By April, Compass Group Healthcare will have
dedicated Positive Impression regions throughout the country.
“This program takes four proven strategies and applies them in hospitals in
patient transport, environmental services, and food and nutrition. It gives people
the tools and training they need to succeed,” Deringer said.
VP of Patient Experience Dusty Deringer and Regional
Patient Experience Manager Sophia Troiano share on
their department’s new inclusive structure.
DIGITAL EXTRA
Alliance focuses on improving the patient experience
PROVEN STRATEGIES
FOR PATIENT SATISFACTION
DEFINING MOMENTS
The first two seconds with a patient can
make a lasting, positive first impression. In
particular, patients take note of the following
as it relates to team members:
> appearance
> conversations
> non-verbal cues
> new admission visits
> service recovery
ENGAGEMENT
Passionate, engaged frontline team members
deliver the best results. The following strategies
foster this behavior.
> Keep attitude in mind when hiring team
members.
> Provide ongoing customer service training.
> Reward and recognize positive contributions.
> Engage nursing staff and clinical professionals
to provide a positive patient experience.
TAILORED TO FIT
There is no “one size fits all” in patient
experience. When training team members:
> Develop flexible, customizable programs.
> Put easy-to-use measurement tools in place.
> Work toward unit-specific targets.
> Develop account action plans.
> Focus on digestible data.
EXPERTISE
Patient experience experts are available as a
resource. Examples of available info include:
> multidisciplinary training
> webinars
> patient experience forum
> quarterly best-practice reports
> white papers
> CMS submissions
University Health Care’s “Care Bear” program brightens a patient’s day.
4. 4
CLIENT SPOTLIGHT: UNIVERSITY HEALTH CARE SYSTEM, AUGUSTA, GA
POWER OF ONE
Aligning Efficiencies Across Food & Nutrition, Environmental Services,
Plant Operations & Maintenance, and Laundry & Linen
“THE HEALTHCARE MODEL IS CHANGING
EVERY YEAR. WE HAVE TO LOOK FOR NEW,
CREATIVE WAYS TO DELIVER THE SAME
HIGH-QUALITY SERVICES IN A MORE
EFFICIENT MANNER. THE SYNERGY
PROJECT IS HELPING US DO THAT.”
David McDowell,
Regional Director of Operations, Morrison Healthcare
T
he formal alliance of Morrison and Crothall creates
even more opportunity to innovate and deliver
best-in-class services from both brands while elimi-
nating waste and increasing value. University Hospital, part
of the University Health Care System in Augusta, Ga., is a
perfect example of synergy in action. In February, leaders
from Morrison and Crothall teams kicked off the “Synergy
Project” to identify opportunities to share and maximize
resources, improve productivity, and maintain superior
quality in today’s challenging healthcare environment.
“The healthcare model is changing every year,” said
David McDowell, Regional Director of Operations for
Morrison Healthcare. “We have to look for new, creative
ways to deliver the same high-quality services in a more ef-
SYNERGY SWEET SPOT
At University Hospital, the Food and Nutrition
Services group is looking to leverage the capabilities
of the National Performance Center for Dining-on-Call
services or requests for linens. Kirby Collins, Regional
Director of Operations for Crothall EVS (Environmen-
tal Services), said it all comes down to identifying new
opportunities to work together to maximize resources.
determined that patient transport could stock the nurses’
pantry in the evening, rather than keeping a person on
shift later, just for that task. We all serve the same cus-
creative ways to work together now more than ever.”
Another example? A Crothall team member who
Pamela Corley-Gray (Crothall)
and Bob Halliday
(Morrison) collaborate.
5. cleans at night will also clean and disinfect the kitchen
Morrison department director Bob Halliday. There are
other opportunities to have environmental services team
help bridge gaps in food delivery caused by patients’
are not aware. EVS can increase patient satisfaction by
being the eyes and ears for the other departments.
The Crothall laundry facility for University Hospital is
off-site, but team members work with Linen Distribution
the patient experience, said Joe Chiariello, General Man-
ager for Crothall Laundry Services. The laundry team
cleans Morrison’s kitchen rags, distributes café meal
tickets as employee incentives, recognition, and rewards,
and uses Morrison catering for its hospital meetings.
“We have a good working relationship across the
whole Morrison and Crothall team,” Chiariello said. “We
support each other, and if there’s any issue, we handle it,
regardless of whose ‘area’ it’s in.”
A key strength of Morrison and Crothall is its great
people, and the alignment of the brands will let vital
contributors shine even brighter while maximizing the
expertise of the two brands, Halliday said.
“Over the years, University Hospital has allowed
us to showcase our food and nutrition and support
services capabilities individually. By aligning our
brands, we can take that experience to the next level.”
McDowell agreed, and said when the teams discussed
the alignment, they found a lot of common ground.
“It was amazing to see the ‘sweet spot’ where our
services intersect. By working together across environ-
mental services, food and nutrition, plant operations,
increase value while maintaining the same level of car-
ing, compassion, and excellence for the patient.”
While Morrison and Crothall will be working more
closely than ever, that doesn't mean there wasn’t a
strong working relationship from the start. The deep
respect and unity of mission will only strengthen with
the alliance, said Vince Ball, Laundry Regional Director
of Operations for Crothall. “We’ve always worked to-
gether and supported each other,” said Dennis Primrose,
Crothall Plant Operations and Maintenance (POM)
Director. “We’ve worked out fair fee or cost reductions
in response to clients’ needs, and we work together ev-
ery day to help each other and to jointly help the client.”
For example, if an oven in the Morrison kitchen
Seguin, POM Regional Director of Operations for
Crothall.
“We have a lot of history in taking care of each other
and the client,” Seguin said. “But it’s exciting to see the
opportunities ahead where we can innovate. There’s a
real sense of momentum.”
University Hospital
customers VP of
Professional and
Support Services Scott
Ansede and Infection
Control Coordinator
Penny Shute share their
testimonials about
Compass One-
Healthcare teams.
DIGITAL EXTRA
SPRING 2015 5
AUGUSTA, GA
6. POWER OF ONE6
THE MORRISON MANUAL OF CLINICAL NUTRITION
Management helps dietitians, physicians, and others
throughout acute-care and long-term care hospitals ensure
that each patient receives the proper nutrition. The hard-copy
document is updated annually, and as research in nutrition
and medical nutrition therapy continues to grow and CMS
regulations increase in focus, an updated, easily accessible
version of this tool is more important than ever.
“We’re developing a web-based version of the Manual
that we will be able to update as soon as the information is
peer reviewed by at least four dietitians who specialize in
that area,” said April Rascoe, Corporate Director, Nutrition
& Wellness Programs.
The tool will be customizable for each hospital or system,
as well as for each patient’s diet, and designed for use on
tablets and other portable devices. It will be piloted in
Morrison accounts beginning next fall.
10 STEPS: EACH
ROOM, EACH DAY
THE HIGH-PROFILE CLEANING PROCESS has 10 Steps that are
followed in every room, every day. They’re done in a specific order
for a comprehensive, systematic approach that creates a positive
experience for the patient and measurable, effective results.
➊ Interact with patient or guest.
➋ Empty waste receptacles.
➌ High-dust above eye level, but not
near patient bed area.
➍ Disinfect horizontal and high-touch
surfaces.
➎ Disinfect vertical
and high-touch
surfaces.
➏ Disinfect restroom.
➐ Dust-mop floor.
➑ Inspect all work.
➒ Damp-mop floor.
➓ Engage with patient or guest
before exiting room.
diet manual to go digital
BIG IDEAS
6%
9%
JUMP IN
HCAHPS scores*
when Crothall
takes charge of
environmental
services
Increase*
after the
PATIENT
EXPERIENCE
TEAM becomes
involved
BY THE
NUMBERS
The Patient Experience Team is made
up of 90 people operating throughout
Compass One-Healthcare within Morrison
and Crothall. The team harnesses the power
of people and technologies to maximize
HCAHPS scores for clients. (*on average)
Nutritious food options in acute and long-term care.
7. SPRING 2015 7
AN INNOVATIVE LAUNDRY facility puts a
fresh spin on green and clean. About 80 miles
east of San Francisco, Crothall Laundry
Services is setting the standard for modern
laundry and linen services in healthcare. The
new, high-tech, centralized facility can process
more than 55 million pounds of linens each
year in an environmentally friendly plant that’s
strategically located to serve clients
throughout central and northern California.
The building, at just under 60,000 square
feet, is the second state-of-the-art laundry
built specifically for Crothall; the first was in
Oak Creek, Wisc. The Manteca, Calif., facility
has 116 employees who process linens through
the automated, highly efficient system that
has been certified by LEED as a “green”
operation. Innovations include cameras and
sensors for tracking and efficiency, ultra-low
emissions, motion-activated lighting
optimized for maximum visibility, heat
exchangers for energy transfer and savings,
and filtered wastewater.
FRESH
THINKING
CROTHALL WAS THE FIRST HEALTHCARE ORGANIZATION
to achieve Clean Industry Management Standard “Green Building”
(CIMS-GB) certification. Crothall received its third certification by
ISSA, the worldwide cleaning industry association, by completing
the CIMS requirements with honors in 2013, as well as its second
certification of CIMS-GB with honors, also in 2013. An audit for
re-certification occurs every two years.
CIMS is a rigorous program that sets a standard of excellence for
building service contractors. The program is built around six
universally accepted quality principles: Quality Systems; Service
Delivery; Human Resources; Health, Safety, & Environmental
Stewardship; Management/Leadership Commitment; and Green
Building & Services. Certification establishes Crothall as a
high-performance, customer-focused cleaning organization. The
thorough regulations protect healthcare customers, and CIMS
certification can result in fewer hospital-associated infections and
un-reimbursable events.
clean & green
REMEMBER PAGERS?
They required the trans-
porter to locate and dial
a phone, record patient
location and details, then
respond. Worst of all: The
transporter had to leave
the patient’s side to check
in. Now, Crothall’s Na-
tional Performance Center
in Knoxville, Tenn., serv-
ing 10 hospitals, keeps
transporters with patients
by using Android phones
to streamline the process.
This improves communi-
cation, visibility, response
time, and overall patient
experience.
FAST FACT: TWO MINUTES SAVED
ON EVERY PATIENT TRANSFER
Watch how the laundering
process unfolds at Crothall’s
northern California facility.
DIGITAL EXTRA
