CONNECTEDA MONTHLY NEWSLETTER CELEBRATING COMPASS ONE – HEALTHCARE AUG/SEPT 2015

LEARN ABOUT OUR PLATFORM THAT IS CREATING POSITIVE PATIENT EXPERIENCES

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POSITIVELY IMPRESSIVELAUNCHING MORRISON HEALTHCARE’S POSITIVE IMPRESSIONS PROGRAM PG 6

A WORD FROM BOBBY

Connected2

“ LET ME KNOW WHAT YOU THINK!” CLICK HERE TO SEND BOBBY A COMMENT.

I can see by the numbers that we are successfully “pushing the needle” with completing Appreciating Differences training. People are genuinely surprised that the definition of Inclusion is “The full engagement and development of our people.” What could be more important for us to achieve as leaders for Compass One- Healthcare? In our spotlight article, we review important lessons from the course, and I think you’ll agree that Inclusion is the cornerstone of our culture.

“Safety in Numbers” is a timely topic for all of us, and I want to personally underscore how very important Safety practices are as a Value, a cultural belief, and as a benefit to our people. Our Risk Management Team has done an incredible job raising awareness and giving this topic the respect it deserves, and I love the innovative ways they have found to get us all “in the game.”

Morrison Healthcare has a great story about how our Clinical Dietitians discovered a new way to increase reimbursements for our hospitals by championing the necessity of their services in the

care process. As a result, VP of Nutrition and Wellness Peggy O’Neill and her team now have a method of coding malnutrition to improve reimbursement by the CMS.

Finally, we want to give a special welcome to the team from Modern Medical (MMS), our newest members of Crothall Healthcare Technology Solutions, who joined us in early August. You’ll find that they bring a lot to the table and are already generating new business for the HTS portfolio.

I hope you enjoy, as I did, all of the great stories and amazing accomplishments of our people. As the fiscal year comes to an end, I want you to know that I am expecting extraordinary results for our first year as Compass One-Healthcare. I know it is your hard work, your sacrifice, and your faith that have made this possible, and I am so grateful.

Best wishes,

Bobby Kutteh CEO Compass One - Healthcare

Dear Readers,

As our journey of Compass One-Healthcare collaboration continues,

Morrison and Crothall have shared another best practice: our Positive

Impressions platform. In our feature article, you’ll see that Morrison’s launch

and implementation of the initiative has been “Positively Impressive.”

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August/September 2015 3

“So, is it ‘Diversity’ or ‘Inclusion’ or both?” I’ve heard the most seasoned managers ask. What do I call it? Take the Appreciating Differences course on www.CompassMyLMS.com, and you’ll learn the distinction! MyLMS presents online interactive learning that is as easy to use as Google: 60 minutes tops for all 3 modules.

THE FIRST MYTH THAT THE COURSE DISPELS IS THAT DIVERSITY & INCLUSION (D&I) IS JUST ABOUT COUNTING DIFFERENT KINDS OF PEOPLE.

1. Diversity: The presence of differences that make each individual unique and used to differentiate groups and people from one another.

2. Inclusion: The process of including others or leverag-ing the power of the many dimensions of diversity to achieve common goals.

An even better description of Inclusion: “The full engagement and development of all people.”

This is a worthy goal for us as a company and as individ-ual managers, right? We must understand how intoler-ance of difference can hold us back. The worst offender? “First impressions.”

When you take the course, make sure to think about how each Dimension of Diversity applies to you. Only clicking on 3 ways you might be unfairly judged by others can be an eye opener! Just think how many of these areas describe your own conscious and uncon-scious hot buttons when working with others.

You begin to understand what we are up against. Becoming aware of how attitudes are generated and how they influence behavior allows us to control our own ultimate judgment process and behaviors.

The course has you test your first impressions by asking you to rate your reactions to photos of a variety of

people. They will have you rate your attitudes on this tolerance scale:

What is your honest first reaction and would you want them to sit next to you on a plane?

The magic happens when you get a second chance to react to these people after learning more about their characters and accomplishments. That is the learning moment. Suddenly you understand that the key lies in understanding first reactions should never be trusted or acted upon.

The final “Aha” moment comes when you see the correlation between Employee Engagement levels and the Behaviors our employees might experience based on the “first reaction” Tolerance Scale.

CHECK IT OUT: Merely “Tolerated” associates only have a 50% chance of becoming engaged!

For an 80% chance or better of engagement, we need to treat them with the behaviors associated with “Accep-tance” and “Appreciation” on the Tolerance scale! For a review of Part II: Managing Inclusion, look for a follow up in October Connected!

INCLUSION SAVVY:

Lessons from Appreciating Differences

CLICK HERE FOR CHART OF TOLERANCE BEHAVIORS WITH ENGAGEMENT PERCENTAGES DIGITAL EXTRA

MORRISON HEALTHCARE

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In rural North Carolina, Pete McQuiston and his Morrison Health-care team live those words—own those words. And, years ahead of 2020, the story they tell is anything but a vision.

There, in Bryson City, Swain Community Hospital is appropriately named, with “community” centered in its name. The word is also, apparently, central to the hospital’s mission.

Since 1929, Swain Community Hospital was a not-for-profit organization. Then, in August of last year, the hospital was purchased by for-profit Duke Life Point. Locally, the transition brought concern relating to the new owners’ intentions. Duke was wise to the skepticism and sensitive to the challenge—they recognized that to be fully integrated into the community they would have to prove themselves good neighbors.

McQuiston knew exactly how to take on the task. A phone call to long-time friend Amy Schmidt would start the ball rolling. Schmidt is the Executive Director for an organization called Vecinos, a group whose mission is to

“improve the lives of farmworkers and their families by offering mobile medical and education services, advocacy, and connections to community resources.”

The fact that the literal translation of Vecinos is “neighbor” seemed too good to be coincidental, and Pete wasn’t about to miss the aligned potential.

Vecinos quickly defined the need, educating their new neighbors that living closely among them were 150,000+ desperately poor, seasonal farm workers living in crowded camps, a population that Schmidt describes as “invisible.”

The hospital’s leaders, however, found the group quite noticeable, in traffic through its ER. Few had health insurance. Many were malnourished.

Poor, hungry, and sick … These were the hospital’s neighbors.

For Pete, it was sadly ironic that the same people who labored to provide the fresh, local, and sustain-able food that was integrated into Morrison Healthcare menus were themselves hungry.

From L: Karla (Vecinos Volunteer), Amy Schmidt (Vecinos Exec Dir), Pete McQuiston (Swain Hospital DFNS)

Contributed by Special Correspondent, George Levins

Feedthe Fields

Compass Group North Ameri-

ca’s Envision 2020 platform

views food service as a “holistic

experience.” We are moving

rapidly to “a culture that

promotes community and

collaboration that is powered

by great tasting food that

happens to be healthy.” Says

Morrison Healthcare CEO Tim

Pierce, “We believe in the Power

of Food and want our patients

and customers in our cafés to be

able to make responsible food

choices, experience a connection

with food, take ownership of

their well-being, and promote

productivity and collaboration.

The company has established

foundational pillars that drive

that vision—food, community,

ownership, and storytelling.”

MORRISON HEALTHCARE

August/September 2015 5

With support from his regional team, Pete delivered a presentation to the hospital’s administrators, proposing how they could assist. The group bought in, complete with funding of food, hydration, and edu-cational materials for local farmers.

As the plan emerged, Morrison Healthcare initiated partnership on the project—matching the hospital’s commitment dollar-for-dollar. According to Regional Director of Operations, Kevin Thorpe, “Morrison also stepped up with resources and expertise, ranging from dietitians to chefs.”

And, with that, “Feed the Fields” was born.

Pete found the men in the fields, many of whom had migrated from Mexico, to be extremely hard

working, humble, and

proud. In temperatures that regularly topped 100 degrees, the farmhands labored 12-hour days, taking few breaks. Time away from their harvesting, Pete learned, translated to lower wages, as their pay was determined by piece rate—pennies for each strawberry, cucumber, and tomato picked.

“At first,” McQuiston said, “the men were very standoffish.” In time, however, they warmed to the genuine manner in which Pete approached things.

Initially, the plan was to pack boxed meals, drop them off, and drive away. Pete had a better idea.

Instead of designing deliveries as a charity mission, he reset them as if they were employee appreciation events—complete with linen clothed tables and shining chafing dishes. The workers would be served.

The plan worked.

After the first trip, which hosted 10 – 15 workers, numbers grew.

Recently, participation topped 50, including family mem-

bers, who join their husbands and fathers in the fields for Pete’s weekly “thanks-giving.”

McQuiston was recently awarded The Jim Bernstein’ Fellowship. “The program identifies and supports the work of outstanding individuals working in health services in underserved areas who embody Bernstein’s vision and commitment to the belief that everyone has a right to health care, that care should be delivered in a respectful, effective, and efficient manner.”

For Pete, who is the Regional Diversity and Inclusion Action Chair, however, it is not about personal accolades. “I am proud of what we are doing, but it is not about me. It’s about the people we are serving.”

The hospital’s CEO, Steve Heatherly captured it this way: “The Feed the Fields project is rooted in a genuine spirit of out-reach aimed at the compassionate pursuit of the best health outcomes for everyone.”

Not a bad neighbor.

Compass Group Sustainability Commitments

SOURCE REGIONALLY, LOCALLY AND SUSTAINABLY

REWARD THE EFFORTS OF

FARMERS AND LABORERS

WANT TO HELP?

Contact a local farmworker health organization:

In North Carolina? Get started HERE.

For other states, check out the National Center for Farmworker Health.

FEATURE

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Recently, the Patient Experience team launched Morrison Healthcare’s Positive Impressions, a protocol originally built on best practices found throughout the United States, from within, and outside of, the healthcare industry, and tailored to our cultural values.

The Positive Impressions handbook contains strategic approaches to patient interactions that our food and nutrition services team members encounter on a daily basis, including important communication tech-niques that greatly simplify difficult situa-tions. Similar techniques are already deliver-ing strong results in all regions of the country and all sizes of hospitals when tailored to Crothall Healthcare’s service needs.

Once implemented, Positive Impressions strategies have successfully increased patient satisfaction scores and provided a better experience for patients. In fact, Positive Impressions has even transcended to clinical caregivers who have also been known to embrace our methods.

ENSURING PATIENT SATISFACTION

FOR OUR CUSTOMERS

POSITIVELY IMPRESSIVETM

THE FOUR PILLARSBuilt to standardize the process of enculturating our teams in best customer service practices, our patient experience platform codifies proven, effective ways by using a four-pillar structure:

The Defining Moment, our first impression upon the patient, or how we recover from any possible nega-tive impressions.

Tailored to Fit, or learning to be flexible in meeting demands of both patients, and the clients, we serve.

Engagement, where we learn to understand that patients, fellow employees, nurses, and other hospital staff need to be included in what we do, as we need to collaborate in what they do, to ensure best results.

Expertise, always acting on and trying to understand patient feedback from a number of different survey tools, continually striving for better service and updating best practices. Daily pre-shift huddles allow for information sharing, reviewing goals, and ensuring appearance standards.

“ Enhancing the patient experience is essential to what we do to support our healthcare clients. Morrison Healthcare has developed an exciting approach that will enable you to maximize the impact that you and each of your food and nutrition team members has on patient satisfaction.” – Dusty Deringer, Vice President, Patient Experience

FEATURE

August/September 2015 7

“We have always been food and nutrition experts, serving great tasting food that promotes healing. With Positive Impressions, we have a laser focus on what drives the patient experi-ence, which ultimately leads to better outcomes for our hospitals.”– Mary Cronk, National

Director of Patient Experience, Morrison Healthcare

“Morrison Healthcare is more than a food and nutrition services company,” Dusty concluded. “Everything we do, every decision we make, is centered on enhancing the patient and family experience, and providing an atmosphere of support to our clinical colleagues.”

POSITIVELY IMPRESSIVE “People are our inventory. We are people manage-ment, the best in the industry. We take the extra step to set them up for success!”– Lauren Prepchuk, National

Director of Patient Experi-ence, Crothall Healthcare

From L: Thad Vavrock and Patricio Manzanares’ shaved-head incentive helped raise HCAHPS scores at Lehigh Valley Hospital, Allentown, PA.

CROTHALL POSITIVE IMPRESSIONS OUTCOMES FY14Looking at last fiscal year, the Crothall Positive Impressions program boosted patient satisfaction in many locations.

EXAMPLE 1 Highest Patient Satisfaction Score

The highest scoring unit was Coordinated Health, in Bethlehem, PA, led by EVS Director Christopher Adamoli, with an HCAHPS score of 90.5% in cleanliness (the national average at this time is 72%).

KEY FINDINGS:

• Keeping housekeeping a part of the patient experience is a top priority, using engagement strategies such as personality pairing and frequent room visits.

• Also key was including housekeepers in hospital events, allowing them to feel they were part of the greater healthcare team.

EXAMPLE 2 Highest Patient Satisfaction Score Increase

Achieving the highest percent increase was VCU Community Memorial Hospital, South Hill, VA, led by EVS Unit Director Hesston Johnson with a 32.79% HCAHPS increase in cleanliness.

KEY FINDINGS:

• Consistent information sharing, including standings.

• Supported empowerment of team leaders as agents of change.

• Informal, daily employee recognition and inclusion, where Hesston says “that’s when you really make a difference.”

MORRISON HEALTHCARE

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Is Safety First a Value at Compass One-Healthcare or a Benefit? It is definitely one of the Values we have to practice every day, defining risks and reminding associates to be ever mindful of them. But, for those who have had the misfortune of being hurt on the job, they would tell us it’s the most valuable Benefit our company provides.

Sadly, despite all precautions, accidents still happen, now mostly due to worker carelessness instead of owner neglect. Today, our managers are tasked with concern for their workers’ well being, with severe consequences for neglect: potentially crippling costs in healthcare compensation, corporate disincentive fees, and lack of “boots on the ground” due to injury-leave.

Brian Varner, VP of Risk Management, notes that Compass One-Healthcare is doing well when it comes to accident prevention, but is still growing a culture of safety. “Over the past seven years,

our organization has demonstrated huge im-provements in safety, and the results show,” states

Brian. The impressive drop from 8% to just below 4% in our Incident Frequency Rate was brought about by safety training and intensive safety inspections.

Now the safety culture is invading Morrison Healthcare, too. Line-specific safety manuals and site safety champi-ons have helped push the initiative, while Town Hall meetings have opened lines of communication.

One suggestion was the need for further engaging the frontline employee in this cultural shift, that preaching and teaching are necessary, but it all needed to be made real somehow. And so, incentive games were created, rewarding injury-less units through game play. A simplified “Risk and Reward” (based on, you guessed it, the board game Risk) has been extremely effective. Divisional Risk Manager Daniel Wood, along with Divisional Risk Manager Amanda King, have been tasked with trying to help the ten most problematic Morrison Healthcare accounts. Daniel said that the “Safety Bingo” game has been a big help with these tougher units, where a 32% reduction in injury was needed this insurance year. Associates have been more aware of situations where accidents could occur, often urging colleagues to do things the right way, or risk not being “in the game!”

Everyone’s hard work has paid off, as Compass Group received the 2014 Risk & Insurance Teddy Award, the industry recognition of excellence in reducing number and cost of injuries to workers. Says an enthusiastic Brian Varner, “The key to an effective safety culture is listening to management and employee recommenda-tions and determining how these ideas can be implant-ed within the organization. Empowerment is the key!”

Safety in Numbers“ RISK AND REWARD” GAME RAISES AWARENESS

The Compass One-Health-care Safety Excellence Award was established to recognize units with outstand-ing safety records. This year’s big winner was Director Boone Mashburn and team at Memorial Hermann Sugarland Healthcare.

MORRISON HEALTHCARE

August/September 2015 9

Since the advent of the Affordable Care Act, hospitals have been looking for ways to recoup revenue as well as improve patient outcomes and experiences. Morrison Healthcare’s Clinical Nutrition Team has found a way to help. With Registered Dietitians embedded in the care team, watching out for patient nutrition as they recover, we are part of the healing process and now, our clients can be reimbursed for what we have been providing all along. A doctor-ordered corrective nutrition regimen, coded correctly, is considered part of the healing process, and therefore, merits a Medicare reimburse-ment. The Dietitian’s intervention goes far beyond assigning a diet. They meet with and educate the patient, and research and track progress to determine length of stay—all necessary steps to obtain the maximum available resources.

Why does the CMS consider nutritional intervention so worthwhile? “When it comes to healing, malnutrition can cause a serious delay in recovery. Those suffering a serious nutritional imbalance, such as being under-weight, take longer to respond to medical treatment, necessitating longer hospital stays and added treat-ments, as compared to a patient with a similar ailment, who is not malnourished,” explains Morrison Health-care’s Director of Clinical Support Wendy Phillips, as published in ASPEN’s Nutrition in Clinical Practice.1 Morrison Healthcare clinical dietitians know that malnu-trition must be noted to make their services reimburs-able. This “ensures maximum resources are available to care for these patients.”

“What is new is that the Nutrition and Wellness division has brought this to a new level by developing a ‘how-to’ for our dietitians and their healthcare partners,” explains Morrison Healthcare Vice President of Nutrition and Wellness, Peggy O’Neill, pointing out that they have developed a new toolkit to help provide much needed process standardization.

Using this toolkit, and working with nurses and doctors to ensure proper patient documen-tation, Regional CNM Dodi Wicks has taken the “billing-bull” by the horns at Novant Health Presbyterian Medical Center, in Charlotte, NC, generating over $28,000 in a two-month period. Reportedly, there was a year of hard work and preparation involving all teams, to reach what is by now a steady monthly income. The medical center is one of 13 hospitals in the Novant Health system, and this process is now being imple-mented at each of the other sites, with actual tracking scheduled to begin no later than October this year.

In a similar manner, CNM Julee Davis has seen to the collection of $987,749 in an eight-month period, well on the way to their fiscal year goal of $1 million for Mission Hospital, Asheville, NC. According to Julee, “Overall, the program is successful and has brought an increased awareness to the presence of malnutrition at Mission Hospital as well as the role of the RD in identify-ing and treating this prevalent condition.”

Matthew J. Flynn, Senior Vice President and CFO at Northwestern Lake Forest Hospital, IL, stated that recovered lost revenues on the order of $16,000 per month have doubled in a collaborative effort led by CNM Edye Wagner. “We are extremely pleased to have the Morrison Healthcare relationship and their Clinical teams’ support and leadership. This program clearly demonstrated their continued clinical excellence, partnership, and entrepreneurial spirit.”

1 Nutritional Clinical Practice, Volume XX Number X, “Accurate Documentation of Malnutrition Diagnosis Reflects…”

The CodeIs Key

CROTHALL HEALTHCARE

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OAKWOOD HOSPITAL WINS PDI CONTESTLaurels were placed upon the brow of Oakwood Healthcare in Dearborn, MI, for winning the PDI “Delivering the Difference Contest,” as the best example

of collaborative efforts between healthcare

facility infection prevention and environmental services teams. The top entry was submitted by the

hospital’s Infection Prevention Special-

ist, Priscilla Bercea, who claimed, “The journey

over the past few years between infection preven-tion and environmental

services has increased our mutual passion toward a positive patient outcome and family experience.”

Priscilla’s colleague Alissa Bachnak, Crothall Environmental Services Resident Manager for the huge account, reports that the stage had been set in this collaboration back when she was a unit director, and when the two teams first grew accustomed to regular meetings and shared information, and where it was learned that engaging with frontline EVS associates was key to great outcomes.

More recently, Oakwood’s current Unit Director, Kimberlyn Fortino, has carried on with these strategies. The contest prize was two PDI-sponsored booths, the first at the APIC Annual Conference this past June, where together Priscilla and Alissa presented their partnership story and “how-to” details. The second will be at the AHE Exchange this September.

“We were treated like royalty,” recounts Alissa of the event, who added that since APIC, many EVS directors have been seeking her advice on implementing their own change!

Alissa (left) and Priscilla presenting at APIC

Dennis Primrose (left) and friend Kyle Howell, VP for Support and Facility Services (Client) at University Hospital.

A SALUTE TO DENNIS PRIMROSEA well-known and respected name in Crothall’s POM division is retiring from active service. Dennis Primrose, Director of Plant

Engineering at University Hospital in Augusta, GA, left his duties July 10, passing the torch he has held since 1996

to Bill Walsh, in a two-week transition.

Dennis has been employed by the hospital since 1984, before Crothall came on board. Of his many experiences, the one he recalls most was a time when a nearby canal flooded, posing an immediate

threat to his facilities. Before damage was done, he and his crew had sand-bagged off the emergency

generators, boilers, and high-voltage equipment, averting disaster!

Dennis says that in all his years with Crothall, he has never met a teammate that doesn’t live up to the values that Crothall expects, and he thanks Crothall and its

leadership for being so good to him through the years. He has accept-ed a full-time position spending time with his family, who have always been a great support. Congratulations, and thank you, Dennis!

WELCOME, MMS!On August 3, Compass One-Healthcare welcomed an entire new family, Modern Medical Systems (MMS), to Crothall’s Healthcare Technolo-gy Solutions (HTS) division. What will this acquisition mean for Crothall HTS? It will have positive growth implications for our HTS division’s current markets and business, and now makes Crothall the fastest growing Independent Service Organization (ISO) in the business.

Based out of New York, MMS is a national provider of medical equipment repair solutions, management, and consulting for healthcare facilities since 1973. They have built a strong reputa-tion in the business, and believe in building strong leadership from within their ranks. President Pat Meehan is a fine example of this, starting with MMS out of college, working for the business 15 years before attaining his current rank 18 years ago.

MMS’s presence is greatest in the New York and Philadelphia markets among other areas throughout the Northeast and Mid-Atlantic. As Crothall HTS has also been serving the nation’s largest public health system, New York Health and Hospitals, we expect the addition of MMS’s systems and relationships to greatly bolster our teams in the Big Apple.

MMS has also developed a solid field service division, referred to as a “Tech in a Box,” that we will be hearing more about soon!

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WELCOMING A NEW U.S. CITIZENCongratulations are in order for Magally Williams, who recently undertook the rites of passage toward becoming a U.S. Citizen, and received full naturalization on August 27. Take time to welcome Magally, who is an associate at the HTS Technical Resource Center, Mooresville, NC. In case you are interested in this process, take a moment to read about the “10 Steps to Naturalization” found on this U.S. Citizenship and Immigration Services webpage.

“BEST” GIFT SHOPA recent public survey held by McDowell News found

McDowell Hospital Branches Gift Shop of Marion, NC, best in this category for the

county, alongside the hospital’s fellow honorees Best Nurse and Surgeon winners! “OK, I admit to not having a lot of competition but Woo Hoo!!!” chortles Trish Takacs, Retail Specialist at the shop’s helm, who

speculated that having a wide range of local items, produce, and cot-

tage-made crafts, might have helped.

Pictured Trish Takacs and shop volunteer Bruce Beam

LOVE IN THE DISH ROOMA “steamy” dishroom romance? All kidding aside, when two new hires were brought on board at Germantown Methodist Hospital in Germantown, TN, to work in the dishroom in June a year ago, love was in the air. In a March ceremony, Anjanette Walton and Herbert Bryant were wed! And as love grows, so do we: Herbert is now Dining On Call Cook, and Anjanette has become Dishroom Trainer.

“ TIL THE COWS CAME HOME”The Chick-fil-A Cow was promoting his “Eat Mor Chikin” campaign when he visited sick youngsters at Children’s Hospital, Navicent Health, in Macon, GA. An upgrad-ed, “Heritage Design” Chick-fil-A restaurant held its grand opening ceremony at the hospital August 27, managed by Morrison Healthcare. The loveable mascot, sent by our partners at Chick-fil-A, was an instant suc-cess, spreading cheer and wonder as he made his rounds. Navicent Health’s Child Life team, formed to help their little patients and their families reduce hospital-related anxieties, were thrilled to work with the Cow. A big thank you goes out to our partners at Chick-fil-A and Marketing Director Ashley Cromartie for helping to spread some sunshine.

SO LONG, CLAMSHELLS!Aligning with our corporate efforts in sustainability, these light-hearted videos take on a timely topic, one that all of Compass One can relate to: packaging waste reduction. Did you know that EPS containers like “clam-shells” are the number one solid pollutant in our Earth’s waters? Watch all three videos and consider how you are making a difference, while chuckling!

From L: Starr Purdue, Chairman Navicent Health Board; Dr. Ninfa M. Saunders, FACHE, President & CEO Navicent Health; Kurt Resner, Division President of Compass; Steven Franklin, Operator; and Keith Metcalf, Manager of Licensing Operations

COMPASS ONE-HEALTHCARE

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GIRLS INC. IS SMOOTHIE- TASTIC!Girls Incorporated of Greater Atlanta, a summer educational program for girls

of all ages, teamed up with Morrison Healthcare, and our

business partner, Dole, at Girls Inc.’s facility this July to provide a

Kitchen Event experience. Morrison Healthcare’s Health and Wellness Manag-er Tara Snow shared fun facts about

healthful fruits and vegetables, while Dole’s Chef Ken Shipton demonstrated making smoothies for the group using these foods. Hands-on learning followed, with some group competition to see which group could make the, among other things, “Most Creative Smoothie.”

COST SAVERS FROM METHODIST HOSPITALS COLLABORATEMorrison Healthcare representatives from five Methodist Hospitals collaborated to save money and win the system’s “The Power of One Idea.” Their innovation, called “Sticker Shock,” saved the system $21,650, by minimizing the number of duplicate patient meal stickers. At their five accounts, these innovators put system controls in place to assure accurate data and avoid the costly misprints.

“LIVE” FROM SPARTANBURG REGIONALCBS affiliate WSPA-TV featured live reports during their news shows on July 22 from Spartanburg Regional Hospi-tal, SC, on how the kitchen is reaching out to the community. Says reporter Eryn Rogers, many local residents live in “food deserts,” and the kitchen has opened its doors, serving some 5,000 healthy meals a day! Chef Derrick Williams is featured preparing a dish, while Clinical Dietitian Joan Cope explains their “Flavors 450” stir-fry station. Hospital CNM Carole Mabry discusses local health challenges.

PALMDALE PARTNERS FOR INCLUSION

Hard work, positive attitude, and great work ethic has garnered Danny Nelson, EVS “Trash Tech” at Palmdale Regional Medical Center in California, Desert Haven’s “Employee of the Year Award.” Danny was honored at a

recent ceremony, which was attended by many prominent

members of the community. Crothall Healthcare was in turn bestowed with

the title, “Employer of the Year,” “because of our commitment to helping this community

better itself from within,” states Christopher Belknap, Director of EVS and Linen Services at the center. Desert Haven, a job-coaching organization for those with special needs, worked with Danny and the EVS Department to make the placement a success. “I am very proud of the incredible way we have become part of the community so quickly in Palmdale,” remarks Division Vice President Bill Gargano.

Chef Ken with smoothie apprentices

From L: Desert Haven Director Jenny Moran, Award winner Danny Nelson and Sandy Price, Board President Desert Haven

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August/September 2015 13

During the Dog Days of Summer, I like to: _______. Temperature Reference: ___ degrees.

If I was caught in a “Sharknado,” I would ____.

If I was forced to perform on America’s Got Talent, I would have to ______.

The last time I laughed, it was because: _______.

Worst cell phone ring ever: ______

The funniest looking car is the ____.

Mike Barner SVP, Crothall Laundry Div

Jump in the lake.

98°

Go fishing. Run for the hills!

My son was being goofy.

Star Wars theme song

AMC Pacer or Gremlin…it’s a toss up

Brandon Cope Morrison Health-care Chef, Swain Regional Hospital

Ride my motorcycle.

°: Baste

Go fishing. Cook BBQ while juggling knives!

My child pointed at me…and laughed.

Whistle Smart Car

Cheryl Luckett Director of Inclusion, Compass Group

Stay in the AC as much as possible!

95°

Find a storm shelter and take cover.

Roller Skate! Me, perform-ing on American’s Got Talent!

Sir Mix-A-Lot’s “Baby Got Back”

Mercedes Smart Car

Pete McQuiston Morrison Health-care Director, FANS, Swain Regional Hospital

Whitewater paddle

°: Bake

Hang on for the ride!

Hip hop dance.

My cat was watching TV.

Fire Alarm (I always think its a real drill)

The amphibi-ous duck car tours - coolest cars!

Jodi Nixon Senior Purchasing Manager, Crothall HTS, Technical Resource Center

Sitting on the deck under an umbrella with a fan blowing on me and a large glass of very cold fresh lemonade.

85+°

Pretend I was dead

Twirl my baton.

I did or said something stupid. (I laugh a lot.)

“Old Tele-phone”...soooo annoying!

The real little ones that look like a high top tennis shoe.

John Pham RRM Crothall PT, OU Medical Center

Have a fully stocked freezer of ice cream bars!

90+°

Grab a fishing pole and a big net!

Pretend I know how to sing…then get voted off the stage.

Listening to my kids telling knock-knock jokes.

Any ring you hear in a movie theatre!

Nissan Cube – what is that?

Trish Takacs Morrison Health-care Retail Specialist, McDowell Hospital Branches Gift Shop

Sit in the shade and watch the wildlife eating apples in the yard.

88°

Develop a “Shark- Mobile”, kind of like the Pope-Mobile

Tell a joke. My 12-lb. cat was trying to stalk a young doe.

The “If you think I’m sexy, and you want my body...” song.

Smart Car, looks like a tennis shoe

The View

Compass One-Healthcare values the breadth of perspectives, cultural backgrounds, and skills that contribute to our success. Connected will be celebrating our “differences” by featuring answers from a variety of our people in “The View” each month.