F O R T H E E M P L O Y E E S O F C I N C I N N AT I C H I L D R E N ’ S
FALL 2014
BEHIND THE SCENES
WHAT’S INSIDE
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Materials Management Has the Right Stuff
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Information Services Powers Productivity
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Grounds Crew Shines, Even in Snow and Rain
BEHIND THE SCENES. We come to work by the thousands every day—each doing our part to give patients and families the best outcomes, experience and value Cincinnati Children’s has to offer. We proudly promote the end result of our efforts—successful surgeries performed, new programs launched, buildings constructed, research discoveries made—but we don’t always see what’s behind it all. Who are the people whose individual contributions make our successes possible? In this issue, we peel back the layers a bit to get a glimpse of the foundational work we do that often goes unnoticed. You’ll get acquainted with experts in Information Services, Materials Management and Grounds. These frontline staff are also often the ones who find efficiencies and improve how work gets done. This isn’t a comprehensive study—not by any stretch. But it’s an honest attempt to give credit where credit is due. Our design team came up with an engaging way to illustrate this issue’s theme on our front cover. At first glance, it’s a montage of images related to surgery. But behind those images is another one—of someone whose role, though not as visible, is crucial to every surgical procedure performed here. To see the picture behind the pictures, you’ll need to look through a red filter—either a transparent piece of red plastic (like the kind found in cereal boxes or kids’ decoder glasses), or you can download a free app to your smartphone called Hide ‘n See, available at http://www.hidesee.com. To paraphrase our board chairman, Tom Cody, in this season of thankfulness, we offer this issue as an appreciation of all that you do—and everything you’ve yet to do—on behalf of our patients, families and each other.
Cindy Duesing, editor
Volume 2 , Issue 4 | 360° is an employee
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Editor: Cindy Duesing
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or fewer copies of this newsletter, email us at
Contributors: Kar yn Enzweiler and Kate
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360@cchmc.org.
of Marketing and Communications, MLC 9012,
Harold Senior Art Director: Anna Diederichs
Cincinnati Children’s Hospital Medical Center,
Designers: Elyse Balster and Gina Johnston
3333 Burnet Avenue, Cincinnati, OH
Contributing Photographers: Cindy Duesing,
45229-3039, 513-636-4420.
Karyn Enzweiler and Mark Lyons
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theknow O N T H E C A M PA I G N T R A I L
This fall, Cincinnati Children’s is engaged in several important campaigns, aimed at protecting the health of our patients and staff, as well as raising funds for critical research and programs that strengthen our community. Here’s a summary of each:
To learn more about the campaign, visit www. cincinnatichildrens.org/campaign or contact the Department of Development at 513-636-4561.
S A F E T Y, H E A LT H A N D I N T E G R I T Y C A M PA I G N
Friday, November 7, is an important date to remember. That’s when all employees must complete the following requirements of the 2014 Safety, Health and Integrity Campaign: • Flu vaccination • Safety College • Annual Tb symptom survey and risk assessment (and Tb skin tests for some employees) • I ntegrity and compliance education You are automatically enrolled in each requirement on MyHub (accessible from the CenterLink home page). If you haven’t done so already, log in, launch and complete each of the four modules. For more campaign details, go to CenterLink. C H A N G E T H E O U T C O M E—T H E C A M PA I G N F O R C I N C I N N AT I C H I L D R E N ’ S
This summer, Michael Fisher, president and CEO, announced the launch of the medical center’s largest-ever comprehensive campaign: Change the Outcome…the Campaign for Cincinnati Children’s—a $250 million endeavor, led by Tom Cody, chair of the Board of Trustees and Kevin Kabat, vice chairman and CEO of Fifth Third Bank. This important initiative has two primary goals— helping the children of Cincinnati become the healthiest in the nation and advancing research discoveries and partnerships to impact children everywhere.
CONNECT TO A CAUSE
One of Cincinnati Children’s primary focus areas in the next era is helping the children in our own community be the healthiest in the nation. As we pursue this aim, we are realizing that health is about more than the absence of disease. It’s affected by the physical environment, income and education levels, family stability and much more. The United Way of Greater Cincinnati supports local agencies dedicated to improving these social determinants. And you can connect to a cause by participating in Cincinnati Children’s 2014 United Way campaign, which runs through October 31. Give a monetary donation, advocate for a cause or volunteer your time and talent. There’s more information about how you can get involved on the CenterLink home page under CCHMC Fundamentals, including a list of United Way agencies, volunteer opportunities and a link to ePledge. The life you change may be your own.
As a nonprofit hospital and research center, Cincinnati Children’s relies on the suppor t of our corporate partners and private donors to accelerate research, forge partnerships and improve outcomes for children— here in Cincinnati and beyond. And in this time of unpredictable changes in the healthcare landscape, philanthropy will be more important than ever. There is a role for everyone in this campaign. From your own personal investment to working with the Department of Development to open doors with potential donors to advocating for Cincinnati Children’s within your circles, every member of the Cincinnati Children’s family can help us achieve our goals.
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Materials Management Has the Right Stuff
You could be the top surgeon in your field or the most insightful nurse who ever cared for a patient. But if you don’t have the tools to do your job—the correct size catheter, suturing thread or syringes—you won’t have much success in using your talents and skills to their greatest potential. Nobody knows this better than the Materials Management team. They handle the distribution of all disposable medical supplies for Cincinnati Children’s. They work on the receiving docks in Location B, Location S, 3430 Burnet and Liberty Campus. They staff the Service Centers on B1, B6 and next to the Liberty Campus Emergency Department. They also run three storerooms, the mailroom and four materials routes that carry supplies to all offsite locations, including neighborhood locations and Home Care.
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Materials Management’s mission is to fulfill caregivers’ needs reliably and without interruption. That can be a big challenge, given there are roughly 2,500 items in the main storeroom from 190 suppliers. The Materials Management team completes 550 stocking location refills every day. These include: • Nurse servers • Supply Pyxis machines • Crash carts • Airway carts • Trauma and procedure carts (some of which are re-supplied multiple times a day) • Procedure totes and trays “We’re behind the scenes on the front lines, making sure the clinical teams who are providing critical care have what they need,” says Mark Potticary, director of Logistics.
David Lazyan, lead technician III (l), takes pride in knowing that the work he does directly affects patient care. Willa Hocker, supply chain associate (r), stocks shelves in the Research Storeroom.
That includes maintaining a presence in the ED when there is a trauma. Staff in the B1 Service Center are paged, and one of them will come to the trauma bay and hand supplies to the trauma team. “Staff who’ve worked at other hospitals say they’ve never seen this done,” says Potticary. “This is a unique example of the critical services we offer.” The Materials Management team is also responsible for checking expiration dates on all supplies they stock to make sure we are in compliance—a big focus of Joint Commission surveyors when they are onsite. During the H1N1 epidemic in 2009, Potticary and his team set up an offsite storage facility (now located in Norwood) that housed our pandemic supply stockpile—150 pallets of gowns, gloves, masks, goggles and other personal protective equipment. “Supply availability throughout the nation was an extreme challenge for us when H1N1 hit,”
he recalls. “Based on that experience, senior leadership decided we should always maintain a 30-day stockpile of key medical supplies that would be needed during a pandemic.” Last year Materials Management issued $23.5 million worth of inventory. And as Contracts and Value Analysis has consolidated vendors and worked with clinical teams to determine the best quality and cost-effective products to use, Materials Management provides a critical service. They go to all CCHMC locations to swap out products, reprogram supply Pyxis machines and dispose of old product or phase it out in a way that overlaps with the new product coming in. “It’s a lot to keep track of,” says Potticary, “but we’re dedicated to providing caregivers with what they need in the most efficient way possible.”
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Sterile Processing Instrumental to Our Success “Cincinnati Children’s could not operate without us.” When David Lazyan, a second-shift lead technician in Sterile Processing and Distribution, makes that statement, he’s not being cocky. He is speaking the truth—literally. Lazyan and his team are responsible for cleaning and sterilizing every instrument that is used to care for patients—in the operating rooms and all of the clinics, at Burnet Campus, and every other David Lazyan Cincinnati Children’s location. They work around the clock, processing an average of more than 7,800 scalpels, forceps, scopes and the like each day. Tucked away on the R level of Location B, Sterile Processing is a compact but bustling hive of activity. Staff dressed in green scrubs and disposable caps sit at workstations and assemble trays of instruments for the next day’s surgical cases. Others run the sterilizers or stand at the sink in the decontamination area, preparing the soiled instruments to be placed in the washer. The hum of machinery provides a steady backdrop that muffles conversation. You have to speak up to be heard down here. Lazyan has lived in the US since 2007. He has worked at Cincinnati Children’s for 6½ years, starting out in Environmental Services as a contract employee, delivering medical equipment to patient rooms. In 2010, he landed the job in Sterile Processing and signed on with the medical center. He has a mechanical engineering degree from Stavropol State Agriculture Academy in his native Russia. “The language barrier was hard at first,” he recalls. “I studied English in high school and college, but when I got here, I realized I wasn’t as good as I thought. I could understand what people were saying better than I could express myself.” Today, Lazyan has no trouble communicating and making sure his team is on top of the day’s workload. RISING TO THE CHALLENGE
To a layperson, the racks and rows of medical instruments are an intimidating array of strange gadgets, whose use is cloaked in mystery. But the Sterile Processing techs know
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the name and purpose of every item. Before he started in the department, Lazyan went through training to become a certified registered central service technician. “The training gives you a foundation,” he says. “Then our long-term techs give new-hires hands-on training. It takes three to six months before you feel comfortable enough to do the job properly.” Sterile Processing management works with the surgeons to determine what instruments are needed for a procedure. Some have individual preferences for certain tools, so trays are customized for them. “Every tray has a barcode, and when we scan it, a list comes up with all the items that particular doctor has requested,” says Lazyan. “When new surgeons come on board, we ask for their preferences, as well.” The Sterile Processing techs consider themselves indirect care providers because what they do directly affects the patients. “If we aren’t diligent about our work, a patient could develop an infection or the surgery could take longer. We are focused on providing instruments that are sterile and safe to use,” says Lazyan. Stress is a factor as they work to keep up with scheduled and unscheduled surgical cases. When the OR calls with an urgent request, the techs double down to fulfill it as quickly as possible. They have emergency carts prepared for all of the surgical services—The Heart Institute, Neurology, Orthopaedics, etc. They also get advance notice if a trauma patient is coming in and can put a case cart together in short order. The pace used to be less hectic on weekends, but on a recent Saturday, six or seven big surgeries were scheduled. “We stay busy from early morning until 10 or 11 at night,” says Lazyan. “Sterile Processing is the base of the pyramid, supporting the doctors and nurses throughout the medical center,” says Lazyan. “We may not be as visible to others, but that doesn’t stop me from wanting to be at the top of my game. Our goal is to provide the best service, the best product we can because we know it directly affects children’s lives. What’s more important than that?”
Sterile Processing at a Glance Sterile Processing and Distribution consists of five main areas: Decontamination. This area is partitioned off from the rest of the department to isolate soiled instruments from the OR and clinics. Says Lazyan, “This is our highest risk area. We wear special gloves designed for this environment that are puncture-resistant. We wash each instrument by hand with detergent and load them into the washer. One of our golden rules is, ‘If it’s not clean, it’s not sterile.’” Prep/pack. After the instruments have been washed, they must be packaged for sterilization. Perioperative Inventory Control Center (PICC). Technicians here prepare instrument trays and disposable items and pack them into case carts for the following day’s surgeries.
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Sterilizers. There are three methods of sterilization: Steam—which reaches a temperature of 270 o F Low temperature—which uses hydrogen peroxide plasma and is best for instruments that would be damaged by high heat Gas—a method where ethylene oxide (EO) is released in the sterilizing chamber. It is used for flexible scopes and other delicate equipment. “Manufacturers’ recommendations, based on validated studies, determine which method we use for sterilization,” explains Lazyan. Scope area. Located upstairs next to the operating rooms, this room is where scopes used for gastroenterologic and other procedures are cleaned.
Willa Hocker Builds Community in Research If you venture down to the R level of Location S and hang a couple of lefts off the elevator, you will eventually find your way to the Research Storeroom. It’s a nondescript space, with white walls, blue trim and concrete floors. Rows of cardboard boxes are piled neatly on skids and steel shelving. Along one wall are several upright freezers that hold bottles Willa Hocker of cow serum, enzymes and other perishables. A brown metal cabinet protects light-sensitive chemicals
from the strips of fluorescent bulbs overhead. Across the hall is a small receiving dock with an open doorway that offers the only glimpse of sunlight you’ll see on this level—with the exception of Willa Hocker, that is. Hocker, a supply chain associate, has been a bright spot for the CCHMC community every Monday through Friday for the past 38 years. With a warm smile and soft-spoken voice, she answers the phone, greets researchers and lab techs at the walk-up window and sees to it that they have what they need to do their work. “When I arrive at 6:30 am, I go into PeopleSoft and run an auto requisition that shows the minimum and maximum number of items we should have,” she explains. “The
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application tells me what I need to order to bring inventory up to the maximum level. The goal is to never run out of any one thing so our researchers always have the supplies they need.” She says “our researchers” in an affectionate, almost motherly tone. She knows who uses what, and she knows exactly where it’s located in the Research Storeroom. “Everything we have here is what researchers have indicated they want and use,” Hocker says. “Some items are basic, like certain types of cell media or stains. But others are unique to one researcher or lab. If we find that an item isn’t moving over time, we delete it, because it’s not cost-effective for us to keep stocking it.”
researchers who are private investigators with their own labs. “When I first started, there weren’t so many,” she says.
“More than anything, Hocker wants people to know that the Research Storeroom exists and that ordering from it can save them time and money.”
A N E Y E T O S U S TA I N A B I L I T Y
Cost effectiveness is important, especially now, when research funding is tight. Hocker credits contracting agent Kevin Brown with negotiating special pricing for research supplies and working out details related to product availability and delivery. “It benefits employees to order supplies through us because they will get the price break,” says Hocker. “We work hard to save money for our researchers.” P L A N S F O R E X PA N S I O N
Funding isn’t the only thing that’s tight. Space is also at a premium for the Research Storeroom, which serves all of Locations S and R, some clinical labs, and eventually Location T. “When the new clinical science building is finished in 2015, we will be moving to a bigger space there,” says Hocker. “We will have about 30 percent more room and will be able to carry more inventory. It can’t happen too soon, because the Research Foundation and our clinical labs just continue to grow.” In spite of that growth, Hocker has managed to establish a personal connection with her clients. Not only does she maintain inventory and process orders, she walks the halls making deliveries. “I love to work with people,” she says. “I love to see them happy, to make them happy. I enjoy the diversity of the research community and all of Cincinnati Children’s. I’ve gotten to meet nice people from all over the world.” Hocker makes herself available as a resource, especially for new employees who are still learning their way around. She especially loves seeing the increase in women
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With such an important role to play, it’s hard to imagine what the Research Foundation would do without Hocker. Fortunately, she always plans ahead. “I let my boss know well in advance when I schedule PTO,” she says. “And I can pretty much anticipate who is going to need what while I’m away, so I make sure we’re stocked accordingly. I also get help four hours every day from Stacey Lyons, a supply chain associate who divides her time between here and the clinical storeroom. There are also other Materials Management team mates who can fill in for me if I’m out.” Hocker recalls a Level 3 snow emergency when she couldn’t get in at all. “For situations like that, I’ve written a how-to manual so someone could figure out how to get supplies to those who need them,” she says. More than anything, Hocker wants people to know that the Research Storeroom exists and that ordering from it can save them time and money. “We also stock items for people on the clinical side that you can’t get from the Med/Surg Storeroom, like specialty gloves and certain chemicals,” she says. Search for the Research Storeroom catalog on CenterLink. You can order supplies online through the ePro system, call 6-4923 between 8 am and 4 pm, or come down to Room 502 with a Materials Management requisition form and pick them up in person at the express pickup window. Hocker will be there to greet you with a smile.
snapshots
Department Protective Services Role Supervisor, Command Center What I love most about what I do is the chance to help someone have a great day when they are having a rough one. When I’m not here, you can usually find me on my patio with a good book and my pups. A phrase that describes me Loyal What I love about CCHMC are all the great people that I come in contact with—the families, the employees, the patients. I was born at Whiteman Air Force base in Missouri (Air Force brat), so I was born to serve. The guiding principle of my life is to treat people as I would want to be treated. Person I admire most My mother. She was my best friend, and I miss her to this day. People would never guess that I can sing. What’s on my bucket list To watch a game from the diamond seats at Great American Ballpark
Department Food Services Role Soup chef What I love most about what I do is satisfying our employees and guests and getting feedback about how my soups taste. When I’m not here, you can usually find me cooking at home, but when I get some free time, I bowl, walk my dog Sadie and tend to the yard. A phrase that describes me Don’t worry, be happy! What I love about CCHMC It’s an awesome place to work. I’ve always wanted to work here, love the hours and all my coworkers. I was born in Cincinnati, and born to cook. The guiding principle of my life is Nothing comes before God, my wife and my children. Person I admire most My parents. They raised me right, with good morals, and kept me well grounded. People would never guess that I saw Hank Aaron play the game before his 714th homer. What’s on my bucket list I want to go to Egypt or hit the lotto!
Department Pharmacy Role Pharmacy technician What I love most about what I do is knowing we are helping patients even though we don’t give direct patient care. When I’m not here, you can usually find me with my husband and kids at a ball field or sporting event. A phrase that describes me A hardworking pharmacy tech, Army wife and Supermom! What I love about CCHMC Everything. This is an amazing hospital. I was born in Cincinnati on January 2. The guiding principle of my life Life’s a dance; you learn as you go. Person I admire most My husband People would never guess that I am an adrenaline junkie. I love roller coasters and race cars. My lifelong dream is to have a top fuel dragster! What’s on my bucket list I really want to go skydiving.
Department Building Maintenance Role Lead facilities technician What I love most about what I do is that every day brings a new challenge and there is always something new to learn. When I’m not here, you can usually find me with my daughter watching her play high school soccer or with my other children or grandchildren. A phrase that describes me Hard working What I love about CCHMC is that people here are like my second family. I was born to work with my hands and repair things. The guiding principle of my life is Treat people the way you want to be treated. Person I admire most My grandpa, because of all the things he taught me. People would never guess that I have been employed by CCHMC for 33 years. What’s on my bucket list Buy a Corvette.
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Information Services
P PO OW WE ER RS S PRODUCTIVIT Y
One of the hallmarks of a pro is the ability to make the most difficult challenge look easy—so easy that no one notices the tremendous effort it takes to pull off a flawless performance. The people who work in Information Services fit that description. Their stage is the entire medical center where they implement, support and maintain the network, including all hardware and software necessary for Cincinnati Children’s business, clinical and research applications. They are “on” every minute, every hour, every day. They revel, not in applause, but in the satisfaction that comes when anyone who logs onto the network is able to connect and complete the task they need to do. MAKING SOLID CONNECTIONS
Scott Meadows is a network architect who plays a big part in seeing that the show goes on, no matter what. “My job is to make sure the computers and servers talk
to each other,” he says. “It’s all about connectivity— wired and wireless.” Cincinnati Children’s has a 15,000 square-foot data center that houses clinical, business and research systems designed with redundancy, so if one system component fails, there is a backup to prevent any unscheduled downtime. “If we had a disaster here at Burnet Campus, we could switch the system over to our offsite disaster recovery data center,” he explains. Keeping systems up and running 24/7 without interruption is Meadows’ biggest challenge. The combination of wired network equipment, remote connectivity, server load balancing and wireless access equipment complicates the task. He has the added responsibility of securing the system’s perimeter from inside and outside intrusion. There are 2,500 wireless access points spread throughout all CCHMC locations. Says Meadows, “People expect to be able to work from wherever they are. Whether it is in an operating room, the Emergency Department Shock Trauma Suite, Transport, or at our many offices or neighborhood locations, the CCHMC staff is dependent upon our many systems, including Epic, being available for use when they need to use them.” A N E P I C U N D E R TA K I N G
Epic is one example of the scope of Information Services’ impact and their collaborative spirit. Cincinnati Children’s launched the electronic medical record (EMR) platform on July 1, 2008. It consists of applications for scheduling, registration, billing, ordering, clinical documentation, medication administration and data reporting. Scott Meadows, network architect, checks connections in the Data Center.
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The first modules to go live were Revenue Cycle and Patient Management. Then came Epic rollouts in three ambulatory divisions every four months up through last
year. Multiple areas have adopted Epic since its debut here. Scheduled for April 2015 is a module for liver, small bowel and kidney transplant patients. A heart and lung transplant module will be introduced later. C R E AT I N G A C U S T O M F I T
The basic Epic software is called “Foundation,” says Terri Price, assistant vice president—clinical systems. “It’s an adult-based system, which means we’ve had to do a lot of customization to make it useful for our pediatric population. Our goal is to match the clinician workflow for efficiency and to meet the needs of our pediatric patients for safety.” Doing this level of customization takes a lot of resources. Information Services has over 100 staff dedicated to supporting Epic. Christina Lillich, RN, an EMR specialist, explains, “I work with clients in different clinical areas to identify how they do their work. Then we configure the application so it makes sense. Every division does patient intake and discharge differently. We want to enhance what they’re doing.” Lillich’s background as a nurse is helpful, especially when inputting order sets. “I understand what the doctors and advanced practice nurses are talking about, and I can question something if it raises a red flag for me. There are over 600 order sets in Epic. We are constantly adding new ones and retiring those that are no longer relevant,” she says. Meadows supports the Epic team by managing connectivity to the internet and Virtual Private Networking (VPN). This is critical since Epic has to interface with a lot of other platforms, including Cerner (for lab and pathology work), HealthBridge (our local health information exchange for community providers) and MedAssets (a payment clearing house that enables us to process credit cards). This integrated approach works well in providing a comprehensive build for the end user. Says Price, “The EMR analyst staff are skilled in the clinical and technical arena so they can identify and comprehend what the care providers need from Epic, or our other clinical systems, and then develop and implement solutions that best meet that need.” M A I N T E N A N C E , O P E R AT I O N S A N D I N N O V AT I O N
The healthcare field is constantly changing, as are the needs of patients, families and staff at the medical center. Advances in treatment, renovations to clinical spaces and improvements to Epic capabilities mean there is a regular call for system updates, upgrades and further customization. In fact, our contract with Epic requires us to stay current on updates and implement an upgrade within 18 months of a new version release.
Christina Lillich, RN, EMR specialist (l), and Terri Price, assistant vice president—clinical systems, are all about configuring Epic to optimize care for patients and improve workflow.
It takes seven months to complete an upgrade, Price explains. This includes planning, doing the new build, months of testing and then cutting over to the new system. When it’s time to launch, the Epic team sets up a command center, staffed with about 100 people. The command center remains staffed around the clock until the call level returns to normal. “You can’t just turn one version of an application off and turn another one on,” says Price. “Leading up to the launch, it’s like you’re running a marathon. Once the cutover begins, it’s more of a sprint—you’re trying to do everything as fast as you can. It’s not a stress-free moment.” Lillich remembers the first time she was part of an Epic upgrade. “I was shocked to see how much goes on behind the scenes to make it happen seamlessly,” she says. “If you’re just seeing the user end of it, you don’t realize what it takes to make even the smallest change in the system. That’s the goal.” Price agrees, saying, “There is hardly anything people do that doesn’t touch Epic in some way. That’s why I encourage people—if you’re thinking of starting a new program or changing your workflow, these innovations need to be reflected in Epic. So please engage us at the beginning of the process. Ultimately, that will help us do a better job of serving you, as well as our patients and families.” To learn more about all the ways Information Services can help you, visit CenterLink and click on the Information Services link on the CCHMC 101 tab under “How Do I Get Help?”
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GROUNDS CREW SHINES, EVEN IN SNOW AND R AIN John Martini and DeMaurae Benton raise the Mexican flag in the circle drive in front of the main hospital building.
Ever wondered who paints our crosswalks when the white lines start to fade? Restocks the maps in our parking garages? Picks up stray scraps of paper from the elevator floor? These tasks all fall under Cincinnati Children’s Grounds Department. They’re likely most known for carefully tending our landscaping in the summer and spending long hours removing snow in the winter. Those responsibilities make up a good deal of their work, but this crew of 16 does much more than that. Their jobs range from keeping walkways clear and safe to maintaining garages, parking lots, and all of the medical center’s flags. And they do this not only for all of the areas surrounding Burnet Campus, but also for the campuses of Vernon, Oak, College Hill, Mason and Liberty. “The exterior of the hospital is the first impression visitors get when they come here,” says Eric Stambaugh, who’s in his fourth year as manager of the Grounds Department. “We want families to have a good feeling that we take care of things outside, and that we’ll take good care of their children inside too.”
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MUCH MULCH
Landscaping is one of the biggest and most visible parts of the job for the Grounds crew. That includes taking care of the lawns, garden beds, outdoor play areas and rooftop gardens. In late winter and early spring, that means prepping garden beds for the warm weather, pruning plants, and spreading about 700–800 yards of mulch annually. Mowing, weeding and watering occupy their time throughout the summer. Another large task is garage and parking lot maintenance. Year-round, a garage crew comes in as early as 4 am to clean the high-traffic areas before employees and families start arriving for the day. This maintenance includes sweeping up all the dirt, soot and salt tracked in on car tires. Part of the crew uses large, industrial vacuums, while others on foot police the areas to pick up garbage, replace maps, clean the elevators and stairwells, wipe down windows and ledges, and empty the garbage cans. Stambaugh points out that people may not often think about vacuuming a parking garage. “But cleanliness is a big responsibility to have,” he says. “People would notice immediately if these areas weren’t clean.”
CHECKING THE R ADAR
Another critical component of the job is being prepared for the weather. When it rains, the crew knows the problem areas where mulch, mud and gravel wash down onto walkways. As soon as the rain stops, they’re out there addressing those areas immediately. This isn’t just for aesthetics. “Slip, trip, and fall prevention is an important part of our job regardless of time of year,” Stambaugh explains. “We are constantly working to keep walkways and high-traffic areas free of debris.” Winter brings with it a whole host of other duties, the most obvious being snow removal and laying salt. A sidewalk crew maintains areas that need to be cleared by hand or with snow blowers. A truck crew drives nonstop, plowing the parking lots, garage rooftops, and keeping the main traffic ways around the hospital open. “The ED’s drive has to be clear no matter what weather we’re having,” Stambaugh says. “It has to be flawless for the ambulances.” ADDITIONAL ASSIGNMENTS
Special projects are another undertaking of the Grounds Department. They often partner on such projects with others, including Building Maintenance, construction crews and volunteers. Grounds has been instrumental in creating the CARES Spirit garden (between Location E and the South Garage), the healing garden for TIP, the Therapeutic Interagency Program (at 2850 Winslow), and the redesign of the landscaping for the outdoor cafeteria at Burnet Campus. Location T’s rooftop garden will come under their purview once it opens next summer. The Grounds Department’s lead technician, Hyra Johnson, notes the frequent media coverage the hospital receives. Often the media shots are of the hospital’s exterior. “When you take care of the outside, it gives the impression you take good care inside as well,” she says.
Hyra Johnson and John Nicholas weed the garden beds at Burnet Campus on a warm summer day.
With backgrounds in horticulture and experience in landscape architecture, the employees who make up this crew prefer digging in the dirt to eyeing a computer screen all day. And, yes, it’s great to be on the Grounds crew when the weather is beautiful. But this team also endures plenty of sweaty days and buzzing bees, as well as pelting rain and bitter cold, when the rest of us escape indoors. It’s evident the Grounds Department feels a big responsibility to keep people safe and to present the medical center in the best way possible—no matter if it’s 92 degrees out or 32.
And That’s Not All! The Grounds Department has charge of more than just snow-and-mow detail. Some of their lesser-known responsibilities include: • Maintaining the horse arena at College Hill for the horse therapy program • Sign maintenance for all exterior free-standing and wall-mounted signs • Flag detail, including changing the international flags in the circle drive in front of Locations A and B, as well as lowering the US flag to half-mast when called for • Painting and line-striping of the garages, parking lots and crosswalks • Animal calls (now you know who to call if you see a possum in a garage)
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thebuzz “I would be 7 or 8 years old. It was a problem-free time when I felt safe and had no worries. I played ball and enjoyed being out in nature.”
IF YOU COULD BE
ANY AGE FOR A WEEK ,
Julie Ventus, health unit coordinator III, Specialty Resource Unit
visited the beach for the first time. My dad and I swam out and saw dolphins a short distance away. I cherish that special time with him.”
WHAT AGE WOULD YOU BE AND WHY?
“I would like to be 13, when my family
“I’d like to be 6 years old and in kindergarten. Your imagination runs wild, and you can
Rhonda Russell, executive secretary, Medical Staff Services
get away with anything.” Destiny Thomas, patient escorter, Patient Escort
“I’d like to be three weeks younger than I am now. We had our first child two weeks ago, and we’re thrilled, but babies are a LOT of work.”
“I’d go back to late December when
“I’d like to be 30 again. Then I’d have time to finish
I was 8 years old—playing with my brothers in the snow,
college and all the other things
sitting by the fire and listening to
I want to do.”
my mom’s mix tape of the
Jeffery Sanders, specialist, Parking and Transportation
360°
Kiran KC, research assistant III, Allergy and Immunology
Carpenter’s Christmas album.” Jason Feldmann, web associate, Marketing and Communications
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Congratulations to the following employees who celebrate milestone ser vice anniversaries in O C T O B E R , N O V E M B E R and D E C E M B E R !
Kimberly Maxey, Information Services Carol McGee, Occupational Therapy/Physical Therapy Frank Menke, Information Services
Deborah Elsbernd, B4/Newborn Intensive Care Unit Lisa Flanigan, Human Genetics
Michelle Meyer, Drug and Poison Information Center Troy Myers, Operating Room Deborah Purdy-Brown, College Hill Rober t Randolph, Building Maintenance Carrie Romano, RN, Same Day Surgery
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Colleen Scott, RN, Vascular Access Team Jean Steichen, MD, Neonatology and Pulmonary Biology Frank Thomas, Food Services
Joyce Bush, RN, Supply Chain Contract and Value Analysis Lisa Dorriere, Strategy and Growth Denise Ferguson, RN-CNP, Advanced Practice Nurses Peggy Hendricks, RRT, Respiratory Care
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Barbara Liedhegner, RN, Liberty Campus/Surgery Becky Reder, Therapy Services Catherine Strunk, RN, Psychiatric Intake Response Center
Jason Addison, Periop Materials Management Walter Blower, RRT, Pulmonary Diagnostics Carla Curr y, RN, Vascular Access Team Dorris Grace, Managers of Patient Services
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Paul Hake, Critical Care Lorrie Klaserner, Drug and Poison Information Center Michelle Meyer, Drug and Poison Information Center
Monica Borell, RN, Home Care Blake Gustafson, RN, Vascular Access Team Barb Kaetzel, Clinical Engineering Debra Schoborg, RN, Ambulatory Care Pamela Thompson, RN, Same Day Surgery Laura Trimboli, RN, College Hill Theresa Vogelsang, Radiology
Eugene Minevich, MD, Pediatric Urology Laura Caminiti Pace, Infectious Diseases Barbara Rengering, Drug and Poison Information Center Jody Robinson, Orthopaedics Deborah Sanlorenzo, RN, Liaison Resources Tracy Shook, RN, Developmental and Behavioral Pediatrics Kimberly Smith, General and Community Pediatrics Kerr y White, RN, B4/Newborn Intensive Care Unit
25 Kimberly Bailey, RN-CNP, Advance Practice Nurses Melanie Baker, RN, Same Day Surgery Tracy Brennan, RN, Green Township Partial Hospital Program Mar tha Coen-Cummings, PhD, Speech Pathology Mar y Dunn, Pharmacy Mattie Dunn, Child Life and Integrative Care Eddie Hudson, Accounting Tony Johnston, Information Services
See a complete list of milestone service anniversaries online in this week’s edition of CenterNews.
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3333 Burnet Avenue, MLC 9012 Cincinnati, OH 45229-3039
Volunteer in the Spotlight Shirley Kantor is a world traveler. Fortunately for Cincinnati Children’s patients, families and staff, she ended up here. Kantor volunteers for two hours every Friday morning during the school year. She tutors patients at the bedside and in the classroom on A7. “I love working with children. They are funny, curious and always honest about their feelings,” she says. “They teach me a lot.” Born and raised in South Africa, Kantor graduated from the School of Radiography and Radiology there and spent the next 18 years working in oncology and nuclear medicine at a hospital in Johannesburg. A career change to computer programming eventually led to a transfer to the United States in 1996 and ultimately to Cincinnati, where she did some consulting for P&G. After her retirement last year, she looked for opportunities to help the community.
Shirley Kantor “I am comfortable in a hospital environment, which isn’t true of everyone,” she says. “That and my love for children led me to volunteering at the medical center.” Kantor speaks Afrikaans and Hebrew, in addition to English. Those skills came in handy earlier this year when she tutored a patient from Israel. But Kantor’s perspective as a cancer survivor may be the key to her ability to connect with patients. Just 18 months after coming to the US, she was diagnosed with breast cancer, which required surgery, radiation and chemotherapy. “I remember what it was like enduring all the testing and not knowing what was going to happen or whether I was going to get well or not,” she says. “It’s very scary. You don’t always want to talk. Sometimes, it’s just another intrusion. I can empathize with the children and the parents.” She adds, “Having cancer changes your perspective on life. I take the opportunity to give and get as much as I can. I enjoy life, and I love making people happy.”
a moment in history Gus Reif, seen here weighing out medicine, was chief pharmacist in the 1940s. In today’s pharmacy at Cincinnati Children’s, a robotic device compounds medicines more quickly and accurately than ever before. The number of medications available has dramatically increased since the 1940s, as have the educational requirements for pharmacists. Today many pharmacists at Cincinnati Children’s have doctoral degrees and complete a residency before practicing at the hospital.
1940s