May 2014 | Volume 1 . 1
update NEWSLETTER Keeping the ABM Healthcare Support Services Team Connected and Informed
Welcome to the new ABM Healthcare Support Services Update This is the premier edition of our internal newsletter. It is our goal to get our team better acquainted through the distribution of this Healthcare Support Services correspondence called the Update. It is essential for any company, big or small, to have a sense of connection. Logistically, we aren’t able to visit with each other or cross paths daily in the scope of the many different services we deliver, so having this digital periodical is our vehicle to build that connection. It will help us familiarize, enlighten, enhance communication effectiveness, and help connect us together as a team. We are still in the developing stages and will soon roll out information about how your involvement can assist with future issues. We look forward to your input and hope the Update becomes a useful team-building tool for all of us.
Inside this Issue
Building a Strategy. . . . . . . . . . . . . . . . . 2 In the News . . . . . . . . . . . . . . . . . . . . . . . . . 3
ABM Healthcare Support Services Announces New Mission, Vision and Strategic Theme By Dan Bowen, President ABM Healthcare Support Services
ABM Healthcare Support Services was created on November 1, 2013 as the consolidation of three industry-leading companies, HHA Services, HPSA and ABM Health. Our goal is to be the nation’s leading single source provider of support services to the new healthcare ecosystem including: Clinical Engineering & Technology, Environmental Services, Food Service, Facilities Management, Hospitality & Valet, Parking & Shuttle, Patient Transportation, Patient Sitter/Companion, and Laundry. As a milestone in our strategic planning process, ABM Healthcare Support Services is proud to announce our new Mission, Vision and Strategic Theme. Combined, they emphasize our company’s overall focus, reflecting our collective goals and how we articulate what we hold to be of the highest importance— people, quality, and value.
New mission and vision announced at the corporate office February 2014.
Mission To provide our partners with leadership and innovation that enhances healthcare outcomes and advances their mission. Our Mission highlights that we view our clients as partners, that we recognize they are mission driven and that they have a special role in their communities. We emphasize that we are not just a vendor or contractor, but rather an important partner committed to providing them valuable insight and leadership enhancing their success.
Vision To be the leader in healthcare support services providing inspired service every day.
• Our partners will see us as integral to their success
Team Member Recognition . . . . . . . 4
• People will be proud to be part of our team
Tech Talk. . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
• Communities will regard us as responsible and responsive
Health & Wellness Insights . . . . . . . . 7
Our new Vision recognizes that our service ethos needs to be inspiring and sustainable. We take pride in our work as a team. Importantly, we recognize that our goal is to improve the lives of patients, residents and families in the communities we serve.
Calendar of Events . . . . . . . . . . . . . . . . 8
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Strategic Theme Committed people. Innovative solutions. Exceptional results. Our new Strategic Theme empathizes in a simple way—who we are, what we provide and what our partners can expect from us. In the development of our new company, we have worked diligently on best aligning ourselves to take a leadership role in serving hospitals,
health systems and senior living communities and to best meet the diverse needs of our ever changing and challenging health care marketplace. Our new Mission, Vision and Strategic Theme demonstrate our commitment to our industry, our customers and ourselves. They are an integral part of our strategy to be the leader in healthcare support services.
Building a Strategy Focused Organization By Melissa Cipriani, Corporate Quality Manager, ABM Learning and Quality
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They can’t DESCRIBE their Strategy They don’t MANAGE their strategy They haven’t made strategy EXECUTION a core competency Through Balanced Scorecards, organizations are given the tools and process to overcome these three hurdles. How does it work? Balanced Scorecards have three main components: Strategy Map – This is the 3- to 5-year plan of an organization that describes its strategy. It includes the Strategic Theme, Mission and Vision Statements and Strategic Objectives in each balanced perspective: Stakeholder, Customer, Internal Process and Organizational Learning and Growth Measures and Targets – Defines specific measurable areas in each objective and the target for each Initiatives – The process by which measures and targets are met and thus strategic objectives are executed In most cases, organizations also choose to implement the use of Personal Scorecards to empower employees in their efforts to contribute to the organization’s overall strategy in their own roles and spheres of influence. In November 2013, Healthcare Support Services embarked on the implementation of SFO through BSC by developing and publishing its first Strategy Map. The intensive session was attended by the
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M A P
ABM Healthcare Support Services
O B J E C T I V E S
In their research and consulting efforts, they found that most organizations struggle with three main things when it comes to Strategy:
S T R A T E G Y
Stakeholder Perspective
S T R AT E G I C
uilding a Strategy Focused Organization (SFO) is easier said than done. There are many ways to try but none has proven more effective for most organizations than the use of Balanced Scorecards (BSC), a concept developed by Drs. Kaplan and Norton of the Harvard School of Business.
Internal Process Perspective
Customer Perspective
Maximize labor and purchasing management
Maximize operating efficiency
Drive organic growth
Improve contract retention
Increase performance metrics
Provide guaranteed cost models
Learning and Growth Perspective
Promotion of service value
Provide a professional and stable management team
Enhance communication effectiveness
Leverage technology and initiatives to differentiate
Support accountability and ownership
Attract and retain top talent Develop training content and delivery
Management development and succession planning
Implement organizational performance plan Create combined organizational culture
Strategic Theme: Committed people. Innovative solutions. Exceptional results. Vision
Mission
To be the leader in healthcare support services providing inspired service every day.
leadership and innovation that
• Our partners will see us as integral to their success • People will be proud to be part of our team • Communities will regard us as responsible and responsive
To provide our partners with enhances healthcare outcomes and advances their mission.
ABM Learning and Quality | Perpetual results. EASI adoption.
March 2014
healthcare leaders during last year’s Executive Team Meeting in Detroit, and moderated by Senior Vice President of ABM Learning and Quality, Greg Lush. Using exercises and learning content provided during the session, healthcare’s leaders successfully collaborated to produce their first Strategy Map. continued on page 5
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In the News BEST PRACTICES:
Reducing the risk of healthcare associated infections (HAIs) through effective environmental cleaning processes By Gary Pollack, Senior Vice President of Operations Published by MED on the Web, www.midwestmedicaledition.com
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he healthcare physical environment plays a critical role in the transmission of disease causing germs. These can include methicillin-resistant Staphylococcus aureus (MRSA), Vancomycin-resistant Enterococcus (VRE), Clostridium difficile, carbapenem-resistant Enterobacteriaceae (CRE), norovirus and others. Research published during the past few years demonstrates the critical importance of effective environmental cleaning along with appropriate disinfection practices in breaking the chain of infection transmission in the healthcare setting.(1-3) The reality of the research is that lapses in cleaning and disinfection processes used routinely in healthcare have been identified. In fact, multiple studies have shown that less than 50 percent of hospital room surfaces tested were cleaned effectively upon terminal room cleaning, despite having the appearance of being cleaned and prepared for the next patient admission.(4-6) Never before has the importance of the role of the Environmental Service staff been recognized in healthcare as it is today. No longer is “hotel clean” acceptable in the healthcare environment. In December 2010, the CDC launched a new expectation of evaluating the effectiveness of environmental cleaning in the healthcare arena with the publication of the “Options for Evaluating Environmental Cleaning.” As leaders in the healthcare environmental services profession, we are called upon to redefine what the “norm” of daily cleaning of patient rooms should be. The good news is that in the intervention studies conducted in numerous hospitals, it has been shown that providing environmental service staff with feedback about the results of such monitoring and educating them about the importance of their activities has led to significant improvements in the proportion of surfaces that are cleaned by the front line staff. With the widely reported outbreak of the “superbug” bacteria CRE at the National Institutes of Health in Baltimore in 2011, it became increasingly clear to all of us working in healthcare that despite environmental cleaning, the problem of persistent contamination of healthcare surfaces with invisible pathogens was one that we all shared across the country. www.abm.com/healthcare
Our goal should be to reduce the environmental bioburden in patient care areas. Our goal should be to reduce the environmental bioburden in patient care areas. This reduction in the count of invisible organisms on patient care surfaces is the critical key to reducing the HAI risk to patients from environmental pathogens. Key to reducing the risk of disease transmission is to reduce the number of environmental organisms and to promote enhanced hand hygiene opportunities for healthcare workers and patients. What are the best practice recommendations for environmental surface monitoring as we move forward? The first step is the continuation of using “visual inspection” at the point of service and supplementing it with new technology such as fluorescent marking or ATP measuring devices. These additional tools utilized by the EVS supervisors and Infection Preventionists are quickly becoming the gold standard in the industry. These enhancements allow the EVS supervisors the ability to evaluate how effective the cleaning practices of the front line staff are in the removal of contaminants on healthcare surfaces. Providing this feedback to the frontline staff can lead to improved effectiveness of cleaning practices. continued on page 9
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Team Member Recognition
A New Tradition of Celebration By Gigi Oleson, Sr. Human Resources Manager, St. Clair Shores office
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he first Employee Recognition Banquet, bringing the three legacy divisions together, took place on February 25th in Tampa, Florida. The Awards Banquet celebrated the award winners from 2013.
Right: Dan Bowen welcomes attendees
The Customer Service Award recognizes a member for the corporate support services team who “behind the scenes” demonstrates best-in-class customer service. Recipients of this award go above and beyond to meet the needs of their customers. The 2013 recipients of the Customer Service Award are: Jim Watson, Cost Analyst Mark Claffey, Application Analyst Lisa Raplee, Finance and Account Specialist Manager The Operational Excellence Award recognizes a member of the management team from each service-line, who, through their high quality work, demonstrates a consistent and sustained commitment to excellence and goes beyond what is expected. Awardees are also creative and adaptive to situations as they arise and place the well-being of the customers, fellow associates and the company as a priority. The 2013 recipients of the Operational Excellence Award are: Jillyan Morano, MHA, BSE, Account Manager and Director of Clinical Engineering at Women and Infants Hospital in Providence, Rhode Island Irene Hunt, System Director, Food and Nutrition Services at the Mount Carmel Health System in Columbus, Ohio Craig Fitt, Director of Environmental Services, Laundry, Patient Transport, Patient Companions and Valets at Wyoming Medical Center in Casper, Wyoming Dan Harrison, Director of Building Services (Engineering, Laundry and Clinical Engineering) at DeKalb Medical in Decatur, Georgia Troy LeBouef, Area Manager for Healthcare Support Services Parking and Guest Services and ABM Parking in Louisiana The Sales Director of the Year Award recognizes the Sales Director who generated the most new profit for the company during the year. The 2013 recipient of the Sales Director of the Year Award is Jason Fabbri, Regional Director Business Development. continued on page 5
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Executive Team, from left: Paul Monahan, Rob Scheffer, Gigi Oleson, Bobby Mitchell, Dan Bowen, Mike Argir, Kevin Dearth, Kevin Bray, Rick Abele, and Gary Pollack. (Not shown are Robert Eakin and Patrick Carron.)
Congratulations to the 2013 award winners and a sincere THANK YOU from those that you touch every day through your dedication and hard work!
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Romie Coursey, Regional Director of Operations, Environmental Services Gordon D. Lawson, Regional Director of Operations, Clinical Engineering Michael Blanchard, Regional Director of Operations, Parking Services To view more photos of this event, follow these steps to visit our Company Photos link on eSource. 1) Go to abm.com/healthcare 2) Click on the Associates button 3) Select eSource 4) Choose Company Photos from the left navigation bar. President’s Award winners (from left): Romie Coursey, Gordon D. Lawson and Michael Blanchard
The President’s Award recognizes a regional director or executive team member that exemplifies leadership and excellence through team building, customer service and leading by example, so that ABM Healthcare Support Services is recognized as a leader in the industry for its customer service. The 2013 President’s Award recipients are:
Additional Team Member Recognition Robert Eakin recently received an advancement from the position of Vice President Facility Management to Vice President of Safety & Compliance. Please join in the support by offering your congratulations to him.
Building a Strategy continued from page 2
The Healthcare Support Services Strategy Map has since been distributed and socialized as a vehicle of describing and communicating the strategy to the rest of their employees. It gives everyone in the healthcare vertical an understanding of where the division is headed and the goals everyone should be supporting. When asked how the strategy mapping session experience was, here’s what Bobby Mitchell, Healthcare Support Services VP, had to say: “The [session] has provided me the opportunity to rethink our approach to ongoing communication to the field on a more consistent basis. This has led to a series of interactive real time video conferences with the field on varying subjects. These videos are now being archived for future use as new associates come on board. The sessions have been well received from the field and have provided them with vital information to enhance the performance of their roles with the firm.” Today, and more so in the coming months, when a Healthcare Support Services employee is asked what their Mission and Vision Statements are, or what strategic objectives the organization has, the answers received should at least be consistent across the board. So what’s next for the healthcare team? To take the process a step further, Personal Scorecards are now being implemented starting with
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“Less than 10% of strategies effectively formulated are effectively executed. Most organizations don’t know how to execute strategy.” — Fortune Magazine healthcare leaders and managers. This is a major milestone in their journey toward a Strategy Focused Organization. It provides each employee with the tools and confidence that his/her efforts matter and can contribute to the organizational strategy. Congratulations Healthcare Support Services! Kudos to your leaders and their commitment to Strategy Execution. For more information regarding SFO and BSC, please visit our EASI Community at www.abmlq.com/sfobsccollateral. To take a closer look at the Healthcare Support Services Strategy Map, please visit www.abmlq.com/hssstrategymap.
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Tech Talk
ECS—The Cutting Edge By Jacob J. Pollack, BSHA (TSR Support Services)
There are many different types of technology that are being used today in the medical field. Such technologies are being used to eliminate and prevent infectious diseases that remain in rooms during cleaning processes known as ATP testing. However, how does one guide oneself through a facility accurately collecting data to give full control and data analysis back to the user, executive team and the client? EC Solutions is the answer.
eSource—The Center of It All By Cheryl Sokolowski, Corporate Support Services Administrator
EC Solutions (ECS) is a one-of-a-kind software so cutting edge that not even our closest competitors have anything comparable. ECS is an online web-based software that allows the user to access his or her facility anywhere, anytime, on any device with Wi-Fi or Cellular Data. Whether you’re at home on the couch or physically standing in the main corridor of your facility, you have the capability to view their entire facility and see where their cleanliness quality scores at that moment.
EC Solutions (ECS) is a one-of-a-kind software so cutting edge that not even our closest competitors have anything comparable. ECS tracks many aspects of a facility. Such tasks include holding personnel employee data, Quality Inspections and Project Work. A few of our newest additions include our reporting section. ATP data is imported directly into ECS to be analyzed by our Infectious Control officer. HCAHPs are recorded at a site level and are immediately able to be reviewed by our executive team. ECS also offers total hospital management. The system will essentially work for you, telling the user or users where to go next in their facility to keep cleanliness at its max. Based on a scheduling system of frequency ratings, the program deploys project work to its management team based on the frequency to which it is maintained. Six years ago ECS started as a program with one task that would track QI’s within a facility. Today ECS has more than 13 different tasks for daily management. The vision of EC Solutions has expanded the program over the past six years and hasn’t stopped yet. Stayed tuned for more and exciting new features.
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eSource is where employees, either at our facilities, on location, or in their offices, may access many needed forms. We also post important announcements along with photos from various events on this site. eSource has the links to many important sites that you may need to access such as United Healthcare, Doculivery paystubs, 401ks with Merrill Lynch, etc. This site also has a list of “who’s who” at the corporate office to assist you in contacting the correct person to help you with whatever matter you may need handled.
eSource also has a list of “who’s who” at the corporate office to assist you in contacting the correct person to help you with whatever matter you may need handled. Many of the facilities are using EC Solutions and Neogen as well. The information regarding these sites and how to use them are also managed in eSource. If at any time you have any suggestions or need anything posted on eSource please feel free to contact me at the corporate office (586.771.3040) or via email Cheryl.Sokolowski@abm.com.
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Health & Wellness Insights
A Spoonful of Sugar By Mary Jo Kurko, MPH, RD, LDN, Regional Director of Operations, Nutrition Services Director, St. Clair Shores office
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or years sugar was criticized as an “empty calorie” (sugar adds no other nutritional value to food than as a source of calories), but wasn’t viewed as inherently bad.
But times have changed. Some experts single out sugar as the driving force behind the epidemic of obesity in the United States. Additionally, sugar has been implicated as a risk for diabetes and cardiovascular (heart) disease.
How Many “Spoonfuls” Should I Have? The American Heart Association guidelines recommend that women have no more than six teaspoons of added sugar (about 25 grams or 100 calories). Men are advised to keep added sugars to no more than nine teaspoons (about 37 grams or 150 calories). This recommendation amounts to about 8 percent of total calories from sugar; but, the average American consumes more than twice this amount. Recently, the World Health Organization lowered its recommendation to no more than 5 percent of calories from sugar.
Some experts single out sugar as the driving force behind the epidemic of obesity in the United States. Most of the sugar Americans consume comes in the form of sweetened beverages: soft drinks, fruit drinks, sweet teas, and energy drinks—there are about eight teaspoons of sugar in a 12-ounce can of soda. But added sugar is everywhere: A tablespoon of ketchup contains about a teaspoon of sugar! You have to count sugar that manufacturers add to food, not just the teaspoons you add yourself.
Read the Nutrition Facts Label to Find Sugars Total Carbohydrates: includes complex carbohydrates, starches, dietary fiber, natural sugars, non-digestible carbohydrates, and added sweeteners.
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Dietary Fiber: number of grams of dietary fiber per serving . Sugars: natural and added sugars. Natural sugars are found in 100% fruit juice and milk products. Other sugars are the sugars and syrups added to foods and beverages, including white sugar (sucrose), honey, high fructose corn syrup, molasses and other sugars. Other carbohydrates: the complex carbohydrates found in foods such as cereals and breads and added stabilizers and thickeners (not including dietary fiber). Generally, the closer the grams of total carbohydrates are to the grams of sugar, the more sugar the food contains.
New Nutrition Facts Label Will Include Added Sugars The Food & Drug Administration has proposed a change in the Nutrition Facts label—the first change in 20 years—reflecting research over the last decade. One of the changes includes listing added sugars as a separate category under the total carbohydrate category. It will take about two years for approval and implementation of the new label.
Bottom Line
Proposed new FDA Nutrition Facts label
It would benefit your health to reduce your sugar intake. If you choose sugar-sweetened beverages, cut down and give water a chance. If it’s the carbonation you crave, try club soda. And, don’t forget other sugary foods: cut down on candy and desserts.
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Calendar of Events
The Healthcare Road Show By Connie Day, Marketing & Communications Director, St. Clair Shores office
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he popularity of attending a trade show is similar to the intrigue of the television program, the Antiques Road Show. Many people are drawn to attend them. People visit trade shows for many reasons and there are equally as many reasons why our company benefits from exhibiting at these type of expositions. Trade shows are the only marketing medium where people actually pay to come see you. As an exhibitor, we have the opportunity to display and achieve brand recognition while we can use teachable moments to share about who we are, what we do, and why we love doing it; all with face-to-face interaction. We are able to build relationships and interact with prospects at a level impossible to obtain with print and electronic media. In addition, trade shows are a fantastic place to generate
qualified leads. Our annual healthcare show plan is our guidepost to continuous business development to expand leads for joint ventures. This type of marketing is an integral part of the marketing mix. It’s a component of four main promotional treasures—advertising, leads & sales, public relations, and brand awareness. Another comparison to the hit antiques program is that we also have found that we have something that is much more valuable than one might have anticipated. The 2014 healthcare ‘road show’ planned for our team is mapped out below. Some of the events we will participate together with other ABM verticals. To view ABM’s corporate trade show and event schedule, you can visit www.abm.com/pages/events.
2014 Trade Show Schedule DATE
EVENT
CITY, STATE
January 31
Mass. Hospital Association –Mid Winter Meeting Framingham, MA
Feb 13–14
Texas Hospital Association
San Antonio, TX
Feb 23–27
HIMSS 2014 Annual Meeting
Orlando, FL
Mar 31–Apr 2
Novation Supplier Summit
Las Vegas, NV
April 22 -24
MedAssets
Las Vegas, NV
April 27-29
Novation’s –VHA forum
Las Vegas, NV
May 15-17
Becker’s Hospital Review
Chicago, IL
June 25–27
Michigan Hospital Association
Mackinac Island, MI
July 16–18
NCHA Summer Meeting
Asheville, NC
Sept 19
Mass. Hospital Association Women in Healthcare Framingham, MA
Sept 24
SDAHO Annual Convention
Rapid City, SD
Sept 24
Wyoming Hospital Association
Cheyenne, WY
Oct 16–18
FHA Annual meeting
Orlando, FL
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Reducing the Risk continued from page 3
Future considerations for improving the cleaning efficacy of the EVS staff include enhancing the fundamental cleaning disinfection practices with no-touch decontamination technology such as Ultraviolet Light and Hydrogen Peroxide Vapor processes. The infection prevention experts recommend that this type of cutting edge technology be considered when challenges with environmental pathogens continue despite adherence to the regular processes of the environmental cleaning program.
the performance of the role of environmental services in healthcare, we are leading the way to improving the cleaning efficacy of the patient care areas, reducing the HAI risk to patients and staff and reducing costs to the healthcare system through these efforts.
REFERENCES 1. Martinez JA, Ruthazer R, Hansjosten K, Barefoot L, Snydman DR. Role of environmental contamination as a risk factor for acquisition of vancomycin-resistant enterococci in
Quality EVS Programs include: Employing a workforce of highly trained and competent Environmental Service managers, supervisors and front line staff. Assuring that your program is providing effective surface cleaning and disinfection. This includes providing staff with the appropriate tools for the job including microfiber technology and use of tools to measure cleanliness of high-touch surfaces such as fluorescent marking gel or ATP technology. Following the recommendations of the Centers for Disease Control and Prevention (CDC) in the “Options for Evaluating Environmental Cleaning” publication, 2010. Forming collaborative partnerships between EVS, infection prevention and control and nursing leadership. Promoting enhanced hand hygiene awareness programs facilitywide for all members of the healthcare team. Through re-evaluating the current processes in place in our healthcare organizations and the addition of new technologies and processes in
patients treated in a medical intensive care unit. Arch Intern Med. 2003;163:1905-1912. 2. Huang SS, Datta R, Platt R. Risk of acquiring antibiotic-resistant bacteria from prior room occupants. Arch Intern Med. 2006;166:1945-1951. 3. Drees M, Snydman DR, Schmid CH, et al. Prior environmental contamination increases the risk of acquisition of vancomycin-resistant enterococci. Clin Infect Dis. 2008; 46:678-685. 4. Carling PC, Briggs JL, Perkins J, Highlander D. Improved cleaning of patient rooms using a new targeting method. Clin Infect Dis. 2006;42:385-388. 5. Carling PC, Parry MF, Von Beheren SM, Healthcare Environmental Hygiene Study Group. Identifying opportunities to enhance environmental cleaning in 23 acute care hospitals. Infect Control Hosp Epidemiol. 2008;29:1-7. Abstract 6. Goodman ER, Platt R, Bass R, Onderdon AB, Yokoe DS, Huang SS. Impact of an environmental cleaning intervention on the presence of methicillin-resistant Staphylococcus aureus and vancomycin-resistant enterococci on surfaces in intensive care unit rooms. Infect Control Hosp Epidemiol. 2008;29:593-599. 7. Evaluating hygienic cleaning in healthcare settings: What you do not know can harm your patients. Philip C. Carling, MD, and Judene M. Bartley, MS, MPH, Am J Infect Control 2010;38:S41-50.
The ABM Healthcare Support Services Update is published quarterly. For more information about content or submissions, contact Connie Day, Director of Marketing and Communication, connie.day2@abm.com.
About ABM Healthcare Support Services ABM Healthcare Support Services joins together three healthcare services leaders — HHA Services, Healthcare Parking Systems of America (HPSA) and ABM Health to provide each of the services needed to support healthcare’s entire ecosystem—from hospitals to ambulatory surgical centers and medical office buildings. Services provided include clinical engineering & healthcare technologies, environmental services, facilities management, food service, hospitality, parking, patient observation & transportation, and security.
About ABM ABM (NYSE: ABM) is a leading provider of facility solutions with revenues exceeding $4 billion and 100,000 employees in over 350 offices deployed throughout the United States and various international locations. ABM’s comprehensive capabilities include facilities engineering, commercial cleaning, energy solutions, HVAC, electrical, landscaping, parking and security, provided through stand-alone or integrated solutions.
www.abm.com/healthcare
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