BETTER TOGETHER

Our Latest Innovation p. 2Think Positive p. 3

FROM FOOD TO PATIENT CARE, MORRISON + CROTHALL DELIVER A SUPERIOR EXPERIENCE

POWER ONESPRING 2015

A QUARTERLY PUBLICATION OF MORRISON AND CROTHALL HEALTHCARE

Client Spotlight p. 4

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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

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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.

SPRING 2015 3

Personalized Patient Transport

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 MOMENTSThe 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

ENGAGEMENTPassionate, 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 FITThere 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.

EXPERTISEPatient 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.

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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-ficient manner. The Synergy Project is helping us do that.”

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. He used a program at Mobile Infirmary as one example that might also be a good fit at University Hospital. “We 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-tomer and the same patient, and we’re finding efficient, 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.

Aligning Efficiencies Across Food & Nutrition, Environmental Services, Plant Operations & Maintenance, and Laundry & Linen

David McDowell, Regional Director of Operations, Morrison Healthcare

cleans at night will also clean and disinfect the kitchen floors and tray carts for food and nutrition services, said Morrison department director Bob Halliday. There are other opportunities to have environmental services team members—who are on the patient floor regularly—to help bridge gaps in food delivery caused by patients’ fluctuating clinical schedules, and of which food services 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 team members at the hospital to improve efficiencies and 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, and laundry, we find ways to improve productivity and 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 needs repair, POM is the first responder, said Richard 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

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.

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

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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

NIKITA WILSON, Catering AssociateUF Health Shands Hospital, Gainesville, Florida

NIKITA WILSON is like a ray of sunshine as she trav-els the halls of UF Health Shands Hospital as part of her three daily visits to each of her patients in Medical/Surgical Unit 74. As she enters each room, Wilson greets her patients with a warm smile. She sits at eye level to talk with them about the menu choices available

for their diet, and then takes their order. She returns later to present their meal, and yet again to gather their tray and ask how they enjoyed their meal.

Officially, Wilson is a catering associate for Morrison Healthcare, but to patients and their families, she is so much more. Wilson exudes warmth, kindness, caring, and compassion. She proudly says she’s a people person, and it shows.

“I try to make sure that patients can get everything they need and want in the hospital,” Wilson said. “I want them to have a pleasant stay while they are here, and I want them to enjoy their food.”

Jason Childress, Assistant Director of Food and Nutrition, said Wilson began working as a catering associate less than a year ago, but he has already received “tons” of cards and notes from patients and their families, who marvel at the difference she made in their hospital stay.

©2015 Compass Group USA, Inc. All rights reserved. The following are registered trademarks and/or trademarks of Compass Group USA, Inc, Crothall Services Group and Morrison Management Specialists, Inc.: Compass Group®, Deliver Flavor!™ One Station at a Time™, Great Living Menu™, Crothall®, Morrison®, The Power of One. The following trademarks and logos are the intellectual property of their respective company or organization: University Hospital, Augusta.

Crothall Healthcare and Morrison Health-care, subsidiaries of Compass Group North America, have been recognized as two of Modern Healthcare's Best Places to Work in Healthcare for 2014.

Proud recipient of Training magazine’s Training Top 125 Award for 2014, recognizing organizations with the world’s most successful learning and development programs.

HEART-TO-HEART CONNECTIONS

SERVICE SUCCESS

PAMELA CORLEY-GRAY, Director of Environmental Services University Hospital, Augusta, Georgia

IN 1992, PAMELA CORLEY-GRAY began working as a housekeeper at University Hospital. She loved her job and made patients happy with her bright smile and attention to every sparkling detail of cleanliness. She advanced and became a trainer in patient care assistance, but then developed a severe latex allergy. Corley-Gray was transferred to the registration area, then advanced to the Implementation Team as a Supportive Assistant Trainer for Redesign. “I’m a person who likes to be busy,” Corley-Gray said. “I'm always looking for ways to improve what we do and how we do it, and I love to be moving and connecting with people.”

In 1998, she began working for Crothall as a night shift supervisor in environmental services. Within a year she became assistant director, and today she's the director. Last fall, Corley-Gray received the Terry Batchelor Memorial Award for her outstanding con-tributions and consistent drive for excellence.

This “humble hero” says her team makes it all possible.“It all starts with us taking

care of our people. They know they’re valued and respected, and it makes a difference in the impact they have on the patient experience.”

Recipient of 2014 Teddy Award for excellence in work-ers' compensation risk management in the for-profit and nonprofit sectors for efforts to reduce the number and cost of injuries to workers.