BusinessPlanSampleTemplate

Ochsner Medical Center

Ochsner – Elmwood Hospital

Ochsner – West Campus

Ochsner – Westbank

Ochsner – Hancock

Ochsner – Lacombe

Ochsner – North Campus

Ochsner – South Shore

Ochsner – Lake Terrace

Ochsner – LSU / Monroe

Ochsner – St. Mary

Purposeful Focus on Excellence

ABM Key Accomplishments–FY20

As we develop our final 2021 Strategic Plan for Ochsner Health System, we are grateful for our unique and ever-strengthening partnership. Our goal through this process is to strategically align all ABM partner hospitals and future partnerships in a unified manner, to where we approach each location to consistent operational and financial metrics. This will provide benefit to both our organizations to maintain the optimal balance to ensure ongoing value as a strategic partner. Our approach will also allow for ease of adding additional locations and the flexibility for the specific location leadership team with the flexibility to customize programmatic elements and easily quantify those elements as they are reviewed with Ochsner corporate stakeholders.

Ochsner is ABM’s largest system partner and that partnership has helped leverage ABM into a particularly strong position in the market, where we are now expected to grow our YOY EVS and business by double digit growth. This positions ABM as the provider of choice for those looking to affect change with a partner other than the traditional service providers, who have often not met expectations time and time again. This is a key reason for ABM’s approach to our 2021 Strategic Plan and offer financial investment back to Ochsner and a consistent format moving forward. The strategic plan will highlight specific operational and financial savings we have achieved date and those subsequent to the implementation of this plan. We are committed to ongoing review of our position and identifying efficiencies and investment where possible, to ensure a strong and long-lasting partnership.

We understand it is critically important for ABM to demonstrate immediate and direct value to key partners, as opposed to back-end promises based on purchasing or performance. This is critically true when purchasing food on behalf of hospitals we serve. We recently aligned with a single source GPO (Provista/Vizient) for our food purchasing, where we are able to attain our discounted pricing, as opposed to waiting for rebates based on achieving specific volume levels which aggregate all food purchases of the organization.

You have ABM’s commitment to deliver the best service, quality and most importantly the financial efficiencies that help to maneuver your needs throughout the pandemic and beyond.

FINANCIAL OPERATIONAL SUPPORT MOTHER NATURE PANDEMIC

We will realize immediate quantifiable savings of an estimated $500K+ for phase 1, $330K cost avoidance, and other reductions through this partnership. In the coming months, both phases 2 & 3 will have further savings and efficiencies while working towards a system-wide approach to partnership structure and service delivery for your organization. These are unprecedented times, and it is critical to align with a partner who has placed foremost your immediate interest as the highest importance. You have ABM’s commitment to delivering the best service, quality, and, most importantly, the financial efficiencies that help maneuver your needs throughout the pandemic and beyond

Storm Surge Support

There were eight Gulf storms in 2020. At one point or another, six—Cristobal, Marco, Laura, Sally, Beta, and Delta—all had Ochsner territory in the crosshairs. ABM team members remain ready to diligently support the facilities through whatever Mother Nature delivers to keep the facilities’ departments structurally safe.

Patient Bliss App — Improved PX scores

ABM’s unique proprietary patient rounding technology, a leading indicator application towards HCAHPS scores and a real-time recovery module enables our management team, the patient experience manager, and patient service team to improve the patient experience score. We increased these scores through ABM’s programmatic elements aligned with the engagement of hospital leadership and key stakeholders. It has enabled a minimum of 39 percentile points improvement, including OMC [4th to 39th percentile]. When services commenced, the scores were in the single-digit percentile. An average increase of over 100 percent!

Delivering Value Every Day Highlights by Hospital

OMC

▪ Lowered overtime from 8.75% to 2.28% [$673,787 to $171,089]

▪ Increased employee engagement surveys by 35%

▪ West Tower Opening Floors: 14, 15 & 16 during COVID-19 peak

▪ Implemented yellow shirt program to highlight disinfection of public areas and high-touch surfaces

▪ Onboarded two additional Operation Managers and three Supervisors

▪ Converted 3 West Tower (WT), 6 WT, 8 WT, 9 WT, 10 WT, 5th Hospital (MH), 7 MH, 8 MH, 10 MH, 11 MH into COVID-19 units and then converted back into hospital units

▪ Opened Benson Cancer and new Conference Center

▪ EVS Ochsner highlighted three employee videos

▪ Reinforced patient room cleaning process through out COVID-19

▪ 2020 Employee Engagement EVS Week

▪ Several EVS Ochsner Team Members were nominated for the Ochsner Hero Award during COVID-19

▪ 100% compliance with PPE training and training program for rapid deployment for COVID-19, Contact, Airborne, and Droplet isolation, and all Hazardous Waste training

▪ During a hurricane, a Stress Seminar instructed by Cheri Clancy, Chief Patient Experience Officer

Hancock:

▪ Facilities– 100% compliance with HCAHPS Training for Front Line Staff

▪ Food & Nutrition–100% compliance with Meaningful Moments Training for both Front Line Staff and Leadership

▪ Food and Nutrition– 100% compliance with COVID-19 Training for both Front Line Staff and Leadership

▪ Q: Retails Sales Improvement? 30%; FM TJC compliance and CM and PM compliance? (Marco, Eric, MK)

Westbank:

▪ Executive Patient Experience Committee meeting ?More about what this was

▪ Created a subcommittee for I-Rounding and Press Ganey– PX Team Onboarded Lead Supervisor and Lead Patient Experience

Lacombe:

▪ Observed and coached housekeeping team engaging with patients

▪ Observed and coached Food & Nutrition team members engaging with patients

Ochsner West Campus

▪ Ask Marco-Prescriptive Rounding and Bed Management Process?

Ochsner Outpatient Clinics – North Campus, South Campus,

▪ Ask Marco-Anything of note to add here or delete?

PJ’s Coffee Shop at Elmwood Specialty Hospital and OMC Cancer Center

As Ochsner developed and opened its newest boutique and specialty hospital at Elmwood, ABM, with its partnership with PJ’s Coffee, designed and implemented a new PJ’s coffee shop on the hospital’s ground floor. ABM also refreshed the existing café on the 2nd floor and made some necessary changes to the kitchen to provide customized room service to this new patient population. ABM provides the Food service, EVS, and Valet operations at this facility.

Patient telephone  and call‐light

Enhancing the patient experience through end-to-end solutions

Bedrails and latches

Overbed tray table    (top and latches/levers)

Ochsner LSU Health

Room light switches  and door knobs  (inside/outside) and

Bathroom light  switches and  door knob  (inside/outside)

Bathroom handrails, call light  cord, flush handle, bedpan  washer, toilet seat

▪ Ask Eric and Howard -Retail and back of the house, patient sat scores increased Ochsner Monroe

Room sink surfaces, faucet   handles and soap dispenser  “touch” area

Handles or  drawer pulls on  bedside tables

Keyboards Chair seats, arms, levers

Bathroom sink surfaces,  faucet handles, soap dispenser  “touch” area

▪ Ask Eric and Dennis B-anything to add? Staff satisfaction scores increased for the Cafe

Ochsner St. Mary Medical Center

REMINDER: Disinfect these “High Touch” surfaces EVERY DAY in occupied patient rooms Research studies show that by cleaning high touch (i.e. “frequently touched”) surfaces at least daily in patient rooms you can reduce the number of disease causing germs (pathogens) that will end up on hands after contact with room surfaces and on the hands of staff caring for the patient.

▪ Developed Project Boards two weeks ahead and are striving to meet our goals.

▪ Suggestions: New Café?

▪ Developed and deployed patient warming kitchen within six weeks

▪ Designed and began construction of Phase 1 production kitchen and cafe Du Bois

▪ EVS: opened the closed hospital units for Mother/Baby paptient specialty units

▪ Ongoing support of construction cleaning needs

IV poles

COVID-19 Awareness — Adapting to CDC Protocols and Customizing Solutions

With the effects of the COVID-19 pandemic underway, Ochsner and ABM felt its impact in full swing as we supported changing staffing requirements, units changed to accommodate COVID-19 patients, screening, and testing.

As the COVID-19 patient population grew, Ochsner LSU turned to ABM to support with added efforts. Ochsner LSU asked us to help them convert and prepare the nearby St. Mary (SMMC) campus to open 110 patient rooms and labor and delivery rooms by moving Mother/Baby units from the LSU campus to SMMC. These actions were accomplished in six weeks from a closed facility and opened, thoroughly inspected, admitting patients, set up EVS operations and food/kitchen functions to serve the added patient population. ABM worked with the planning committee to design, plan, and set up operations where there was none.

Each of the hospitals we serve had various staffing challenges due to COVID-19 — some staff out sick, in quarantine, fearful of the unknown — yet we adjusted in joint-effort collaboration with each hospital leadership team. Some ABM project managers and support teams from their corporate offices helped when managers were out for quarantine. Each hospital made changes to cleaning procedures and daily processes in EVS and food to meet the changing environment for everchanging CDC guidelines.

ABM sponsored a COVID testing tent at Ochsner LSU campus.

Warming Kitchen at SMMC

Aligning highest-level cleaning standards and increasing frequencies with evolving CDC guidelines due to the pandemic.

Community Engagement Program (CEP) with Ochsner

The CEP connects ABM and Ochsner Environmental Services teams with the community. Pre-COVID, one of our goals was to encourage our community’s senior population to be more active, both body and mind. Visits consisted of games and other activities with approved gifts for participants by the aging facility.

Partnering with ABM Education & Ochsner LSU Health Education Center

Northshore is working with John Herman and the St. Tammany Parish School district during the pandemic.

New partnership on the LSU campus in Shreveport to provide EVS/Custodial services to the Health and Education building.

Key Elements to Successful Outsourcing

artnershipDelivers SolutionsTh

Economic Value

ABM’s resources pivot through unprecedented times; our support standards are measurable and proven to deliver value.

Transfer of Risk

We accept the risk and assume the liabilities involved with budget spent.

A

ABM provides access to the right resources of necessary skill sets and essential technology.

Resource Availability Achieve Mission

We set goals and implement strategies for your vision to accomplish Ochsner’s mission to serve, heal, lead, educate, and innovate.

Accelerate Change Mutual Accountability

Our collaborative efforts support one another to meet team goals and are more than a high level of accountability.

ABM has knowledge and innovation to adapt to accelerated changes and phases of the market — an example is LSU’s Retail.

Solutions Delivered

ABM provides ongoing innovation and leadership though our program solutions and exceptionally strong team within both Food & Nutrition Services and Environmental Services departments. Directors/Managers: Jerry Bennette, Annie Washington, Mark Whitfield, Fran Ricard, Kortney Rogers, Michael Shults, Kimmy Jones, Roderick Perry, Tina Beesley, Steve See, Jesse Bolden, Elizabeth Lanzaro, Brian Simmons, Juvuanda Blake, Christopher Marley, and Aramelys Senez. Many years of experience and expertise and an ability to work well with the staff have proven valuable to Ochsner Health and ABM.

FNS Overall

LSU Kings Highway Campus

▪ Replaced all cooking equipment in the kitchen.

▪ Replaced patient meal delivery equipment.

▪ Increased patient satisfaction from 2% to ?

▪ Replaced all storage racks in the department.

▪ Completed design for new café and kitchen remodel.

▪ Working thru walk-in-freezer and refrigerator reconstruction.

Ochsner LSU Monroe Campus

▪ Replaced grill in the café.

▪ Replaced meal delivery trays and service wares.

▪ Replaced meal delivery carts.

Ochsner LSU SMMC Campus

▪ Opened warming kitchen in an accelerated timeline.

▪ Opened cantina café.

▪ Planned and developed a new kitchen and café.

Ochsner Hospital for Orthopedics Elmwood Campus

▪ Replaced all cooking equipment.

▪ Implemented an upscale patient meal program.

▪ Designed and implemented PJ’s coffee franchise.

▪ Retails sales are 200% of projected.

▪ Patient satisfaction is in the top decimal.

EVS Overall

▪ Developed patient satisfaction/patient experience program with scores being a top priority above the 50th percentile in year 1

▪ Provide best-in-class leadership for all departments that work together as a hospitality team driving St. Mary’s outcomes like never before

▪ Introduced innovation and technology to drive outcomes

▪ Improved communication, responsiveness, and cohesiveness with all key stakeholders

▪ Received Studer books to continue to improve and drive scores.

Investment inTeam Member Training

▪ 100% completion for Meaningful Moments Patient Experience Essential training, certifications, and compliance training and validations for all hourly staff members.

▪ Implemented staffing strategy with current FTEs and appropriate transitions, project plan, and timeline.

▪ Improved hourly staff morale and engagement.

▪ Rounding with a purpose, using keywords at critical times helped drive the higher patient satisfaction scores

▪ Facilitated AIDET/ABM’s 9-step cleaning training for ALL managed sites

▪ Conducted numerous refresher training sessions for EVS staff members covering ACC, Cancer Center, Eye Clinic.

▪ Conducted EVS staff training on Neogen ATP System.

▪ Regular and consistent COVID training.

▪ Implemented safety training initiatives and created an employee safety committee.

▪ Coaching for success.

St. Mary’s EVS KPIs Dashboard

The Joint Commission Results

The environmental services department was commended for their work and preparation for the recent Joint Commission survey. No formal recommendations were received.

GOAL is to less than 19.9% employee turnover rate Annually.

– Reduce current employee turnover rate by 40%

ABM provides ongoing innovation and leadership though our program solutions and exceptionally strong team.

Key Account Statistics

An evaluation of strategic key account statistics; analyzing programs providing competitive strengths and strengthening partnership relationships.

OMC

OMC

With the increased cost of the pandemic, we successfully reduced cost for:

With the increased cost of the pandemic, we successfully reduced expense for:

Agency Labor

Agency Labor

$3,997,570

$877,651

Total 18%/$877K REDUCTION

$4,875,221

2019 2020 Positive Variance

Financial & Key Metrics Analysis

Assessment of financial and key indicators; aligning our commitment to Ochsner’s core values and objectives by enhancing performance and delivering savings opportunities with determining economic resources, efficiency, profitable savings using KPIs and insights, measured against industry standards.

Full Serve Program – Food

Notes:

1. ABM and Ochsner have agreed to a Food Cost/PD

2. Net cost per patient day

3. Span of control

4. Identify a retail subsidy percentage-should be increasing by 10%

5. Waste factor percentage: 4-6 percent on average

Full Serve Program – EVS

In 2020, ABM provided reduced costs through various ways: $ 425,865

Notes:

1. ABM and Ochsner have agreed to an EVS cost/GSF

2. Cost for productive hours per sq ft

3. Cost per productive FTE

4. Manager ratio per FTE

ABM Delivers End-to-End Solutions

Partnership Strength —

Who We Are: Size, Scope, Growth

As we developed our 2021 Strategic Business Plan for Ochsner Health, we considered several factors to address the critical issue of reducing expenses and, at the same time, continue to drive high levels of service, quality, and safety. Ochsner is the flagship partner for ABM, and we understand the importance of continually developing that relationship through proven service delivery, exceptional outcomes, and innovative solutions to meet the challenges within the healthcare and community marketplace, including the unforeseen impact of COVID-19 earlier this year. You have communicated your goals and your expectations of your strategic partner.

We heard you and continue to listen and collaborate!

ABM developed a strategic and comprehensive structural plan to meet your goals and targeted the rollout date of November 2020. Our proposed 2021 strategy focuses on the following elements you have conveyed.

▪ Cost reductions to address the effect of COVID-19 and ongoing business pressures

▪ Operational consistency and targeted metrics across the Ochsner hospitality services portfolio

▪ Apply the targeted service model to new Ochsner growth opportunities

▪ Strategically align with Ochsner’s Hardwiring Excellence model.

As a key partner, we addressed each key factor and continue to look at additional areas we deliver innovative solutions addressing potential issues through leading indicators and unforeseen challenges such as COVID-19. Because ABM has the flexibility to make quick decisions without overburdened layers of approvals, we quickly pivot to adapt to the market’s needs and lead to the right solution. This has also allowed for the aggressive and multi-factored operational efficiencies outlined in this 2021 strategic plan. Our goal is to remain the hospitality services provider of choice and to strengthen our partnership every day, and broaden our partnership as Ochsner grows.

It is important to understand we have developed our strategic plan through a blend of partnership commitment and operational efficiencies. We are incredibly focused on our partnership and ensuring it remains healthy and strong. Our strategic plan includes a sizable give-back of our fees and sets a standard for those fees identified in growth opportunities. ABM understands the impact of COVID-19 has had on healthcare and the broader

community, and it is critically crucial for ABM to demonstrate our commitment to Ochsner Health and our partnership. Also, to continue delivering exceptional outcomes, we know transparency is critical to maintaining the trust necessary for the relationship’s health. Our financial modeling will be a direct demonstration of the level of transparency we have provided in the enclosed plan. We have jointly discussed the development of the metrics and resulting efficiencies, which is also an essential component of an active partner.

We are proud of the service and quality levels we have achieved towards developing a solid HCAHPS foundation, which is now the baseline we use and will continue to grow throughout our partnership.

Trusted partnerships are earned, and through our actions, we strive to continue to earn and keep your trust as your preferred hospitality services partner.

ABM’s Operationalize Efficiencies

ABM’s size is a benefit since we are adaptive and agile. We do not have a cookie-cutter approach. This affords us scale to serve Ochsner best and positioned Ochsner Health as a significant flagship health system. ABM is quick and responsive to solve issues without corporate roadblocks.

Strategic Alignment with Ochsner Health

Developing Innovative Solutions Towards the Horizon

2021 Strategic Business Plan — Leveraging Forward

Purposeful Focus on Excellence

(growth is our revenue and potential; purchasing footprint, Provista purchasing benefit to Ochsner; Cross boundaries with patient experience as a common thread)

SIX SIGMA PRINCIPLES

DEFINE MEASURE ANALYSE IMPROVE CONTROL

Our lean program approach focuses on minimizing waste in processes, products, and services, while Six Sigma focuses on reducing the variability and causes of waste.

ABM OpX Proposal

Our program is based upon the Studer and Six Sigma principles. ABM has invested in the development of an Operational Excellence (OpX) platform that focuses on hardwiring excellence across the Healthcare enterprise. The goal of our National Patient Experience Officer and the OpX platform is to high level and consistent operational results for both ABM and its clients through improved quality and reduced cost.

To drive these results OPX and ABM rely on Lean methodology and Studer related principals. Our lean program approach focuses on minimizing waste in processes, products, and services, while Six Sigma focuses on reducing the variability and causes of waste. They are both highly disciplined continuous improvement processes that provide a comprehensive set of methods, metrics and tools that enable ABM to improve quality and reduce costs — all for the ultimate goal of continuous value creation for our clients.

Innovation and Strategic Alignment

Hospital buying new building aligning our resources to be in place to take over new square footage. (Psych ward down the street from the hospital).

U Impact! And Six Sigma/Lean

Each team member is trained with the awareness of the individual impact contributed by interaction and engagement. This training educates how they have an impact on each patient’s experience and how to be aware of the patient’s emotional state, so to have a service-ready, caring attitude.

The Lean Six Sigma methodology is the basis behind all center led initiatives. Each initiative falls into one of the 5 key areas of focus:

▪ Strategic Planning

▪ Productivity

▪ Employee Satisfaction and Engagement

▪ Customer Loyalty

▪ Supply Chain Management

While an initiative will hit into at least one of these key areas of focus many of the initiatives hit into multiple areas of focus. From a food and nutrition services program perspective, we integrate lean in every aspect of our program: For example, our Menu and Nutrislice program is using data and technology to drive employee satisfaction while reducing overall cost. This is done by having customer driving menus that have fewer, but clearly defined offerings backed by value engineered recipes that deliver a consistent, better quality item, at lower cost. An additional initiative added on to Menu is our Waste program.

The focus of this program is to drive food waste reduction through process improvement and more clearly defined menus and recipes. The benefits of this program is to reduce over production as well as lessen the overall impact on the environment.

We strive to eliminate the traditional seven forms of “waste” in all processes of providing our services. Equally, we create and provide value as quantified by our clients, validated via value stream design and benchmarked by Truven analytics and other Industry leading organizations. We believe that attaining high levels of performance are achieved when Lean and Six Sigma principles are adhered to.

Specifically:

▪ Continuous efforts to achieve stable and predictable process results (i.e., reduce process variation) are of vital importance to business success.

▪ Business processes have characteristics that can be measured, analyzed, controlled, and improved.

▪ Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.

Quality Deployment Strategies—

Our quality deployment strategy utilizes the following systematic manner:

1. Value Stream (Flow)

▪ Customer Value: Customer Requirements–as a first step, we seek to understand customer requirements through numerous strategies indicative of Lean processes including:

• Strategic Summits

• Leadership Advance

• Executive Stakeholder-Advisory Board

• Quarterly & Annual Partnership Reviews

• “Blue-Sheet” Strategic Planning Process

▪ Design of Performance Criteria– secondly, based on this progressive understanding, we outline a strategic framework for design of innovative management solutions

▪ Development– third, we collaborate with our client key stakeholders to refine and co-author an approach which aligns with their cultural, strategic and operational goals of our clients.

▪ Service Delivery Model– fourth and final step leads to our engagement process which includes performance metrics with continuous baseline improvement year over year.

2. Value Stream Mapping (VSM)

▪ Assessing Organizational Culture– ABM is widely recognized as a leader in aligning culture with strategy. Our first goal is to understand client culture and organizational strategy. We do that through a variety of deployment strategies such as those listed in our standard value stream mapping process.

▪ ABM begins our operational approach to site reviews by developing value stream maps outlining current and future state modelling. We use a variety of qualitative and quantitative technologies to assist our on-site review teams in the assessment of the overall patient and consumer experience. Patient Room Service mapping exercises are developed ranging from optimizing Patient room services to assessing the culture of cleanliness.

▪ Understanding that “value” flows downstream to the customer, ABM’s Market Survey master-planning process segments the hospital environment by respondent role, generation, and gender. This Value based design process not only defines what “customers” value but “who” our customers are throughout healthcare facilities. This comprehensive study is a fundamental element of separating value from non-value-added all from a customer-centric perspective.

3. ABM’s Lean Toolbox

▪ Consumer Survey Process– Allows us to understand what our customer’s value and provides management with a service recovery process and employee recognition tool.

▪ Perfection Tools:

i. Qualitative tools include Nutrislice, Core Pillars, and Communication Boards

ii. Predictive tools include Patient Bliss rounding, DFM diet office, and Retail Market Survey

▪ Flow & Pull techniques– daily, we operate beginning with practices including safety training for patient and employees. From Storage rooms to rest rooms, food production centers to food distribution, transport and retrieval, ABM is fully committed to daily utilization of flow and pull techniques.

▪ Organization– We strive to eliminate waste beginning with techniques. This is done daily and as a standard routine.

▪ Management Tools– from Smart Sheets to scorecards to visual management display boards, ABM’s everyday improvement tools are demonstrated in the way we work and create value for our customers. We standardize the way work is done through our executional frameworks for all lines of service-Patient & Clinical, Retail Dining and Environmental and Facilities.

▪ Kaizen Projects/Workshops– ABM practices Kaizen across our enterprise and throughout all our healthcare client facilities. Kaizen workshops are held to develop value-stream mapping to build our future state scenarios driving patient and consumer satisfaction.

4. Change Management

Transformational change begins with an accurate understanding of what is to be transformed. Our Change Excellence Methodology and Toolkit defines elements, principles, tools and outcomes to facilitate change. Employee enablement and engagement strategies are fundamental to our mutual goal achievement and in building a Learning organization.

We believe that attaining high levels of performance are achieved when Lean+ and Six Sigma principles are adhered to. Specifically:

Continuous efforts to achieve stable and predictable process results (i.e., reduce process variation) are of vital importance to business success.

Business processes have characteristics that can be measured, analyzed, controlled, and improved.

Achieving sustained quality improvement requires commitment from the entire organization, particularly from top-level management.

Lean Focused Operating Process

Environmental Services E-Suites Computer Maintenance Management System (CMMS)

▪ Optimized scheduling to address

▪ Standardized task assignments by space types with balanced workloads for staff

▪ All locations will have the same attention and focus on cleaning by space type

▪ Frequencies and cleaning assignments will be determined by space, member volume, best access times, and need

▪ Inspections, where any unacceptable score automatically notifies key leadership stakeholders (positive inspection scores are rewarded)

Integrated Patient Throughput, Bed Management and Central Transport

▪ Optimizes the discharge process through technology, collaboration, confidence, and measurement

▪ Aligns the transporters, discharge team, caregivers, admit team, and housekeepers in one system

▪ Reduces member wait times and staging

Patient Bliss Seamless Metric Reporting and Dashboards

▪ Partnership transparency

▪ Real Time operational dashboards

▪ Inspection Scores

▪ True Service Recovery

Employee Engagement and Customer Service Platform

▪ Standardizes all aspects of customer service and member engagement

▪ Organizational linkage to bridge communication gaps

ABM U Formal Training

▪ Standardizes the training curriculum for consistent outcomes and expectations

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Pillars and Communication Boards

Key to the sustainability and success of the program is how we drive communication to all stakeholder levels, including Hospital and ABM leadership, caregivers, support team, and hourly staff. This is accomplished through Lean communication boards and Studer related pillars — People, Service, Quality, Growth, Financial, and Community. Excellence is best sustained when all deployment processes and results are measured and communicated at all levels.

Retail Innovation

ST. MARYS

ABM’s Plan-o-Gram allows the integration for space management with pricing, promotions and consumer analyses to develop better retail merchandising plans. By using virtual replication of the retail layout allows you to evaluate multiple merchandising strategies based upon your financial goals. Also category planning capabilities assist management production of high quality planograms quickly and easily resulting in improved ROI through optimized space and inventory levels.

DIETARY REMODELS

1 ST MARY PLACE

SHREVEPORT, LA 71101

1 Kitchen and Dining -Cafe Dubois

Thank You!

LSU Kings Highway Campus

▪ Room Service is planned for April 2021.

▪ Café remodel is planned for March–April 2021.

Ochsner LSU Monroe Campus

▪ Room service is planned for May 2021.

▪ Café remodel is planned for May 2021.

Ochsner LSU SMMC Campus

▪ New café and room service b eginning February 15.

Ochsner Hospital for Orthopedics

Elmwood Campus

▪ Currently working on retail renovation plan and proposal to be delivered in February.

SPECIALTIES

Scrambled Eggs

Pancakes

French Toast

Breakfast Potatoes

Bacon Turkey Sausage

BREAKFAST

FRUIT & YOGURT

Seasonal Fresh Fruit Cup Banana

Strawberry Yogurt Blueberry Yogurt

CEREALS

Grits Oatmeal

Rice Krispies Cheerios

Bran Flakes Cornflakes

LUNCH

SANDWICHES & ENTRÉE SALADS

(Choose one entrée)

CHICKEN BLT

Bacon & Ham

BREADS & BAKERY

Buttermilk Biscuit

Blueberry Muffin

Bran Muffin Assorted Pastries

Grilled or crispy chicken, pepper jack cheese, bacon, lettuce, and tomato on Texas toast.

ELMWOOD BISTRO BURGER

Hand-pressed chuck blend, seasoned and flame-broiled, served with American cheese, house-made pickles, lettuce, and tomato.

GOURMET GRILLED CHEESE

American cheese, Swiss cheese, and Provolone cheese on Texas Toast.

THE PERFECT CLUB

Grilled ham and turkey with cheese, lettuce, and tomato.

SHRIMP PO’ BOY

Fried or blackened shrimp on French bread with lettuce, tomatoes, and pickles.

CAESAR SALAD

Romaine lettuce, Parmesan cheese, house-made croutons. Your choice of grilled chicken, blackened salmon, or grilled shrimp.

BLACKENED SHRIMP SALAD

Jumbo blackened Gulf shrimp, crisp field greens, applewood smoked bacon, hard-cooked eggs, shredded cheese, and cherry tomatoes.

CHOPPED SALAD

Shredded lettuce with cucumbers, smoked bacon, bleu cheese, hard-cooked eggs, cherry tomatoes, and red onion. Your choice of diced chicken, turkey, or ham. Side salad and dinner roll available with lunch entrées.

Room Service Go-Live coming in May

Discharge Inspections

Organizational Transformative Model

Plans to move your organization forward with confidence empowering your teams with dedicated apps and key enrichment variables. Within this framework, we focus on elevating performance assessments aligned for success.

Enhancement Programs crossing lines of business—

Rounding Bliss & Patient Bliss PX Programs

Increased rounding through handheld tablets and redefining expectations holding responsible parties accountable.

This app provides service solutions across many service lines and departments regarding such areas, including space management, discharge inspections, space inspection, nurse rounding, housekeeping, food service, patient transportation, in patient, and staff rounding. Patient Bliss is committed to protecting your privacy and developing technology that gives you a powerful and safe online experience:

▪ Patient Bliss empowers team members to monitor satisfaction levels in real-time and takes proactive steps to build optimal patient experiences.

▪ Identifies opportunities to impact touch points across the care continuum

▪ Rounding Bliss is 8-10% average Patient/Client Satisfaction score increase 10X the number of rounds previously conducted

▪ Rounder alerts once a week via SMS or email if rounds not met

▪ Immediate Service Recovery based on Common Answers

The Key Ingredients of partnership that work!

▪ Right team engaged

▪ Senior leadership visibility and engagement with top hospital leaders

▪ Deep client understanding

▪ Innovation & Quality

▪ Operational results

Strategic Response and Call Center Support

Added support of the OMC Assistant Manager of Through-Put group within the Call Center, and for both the Elmwood and Shreveport locations.

EVS examples

FM examples

▪ Enhanced Facility Capabilities-Addressing Indoor Air Quality (IAQ) and Operational Efficiency.

▪ A proactive approach to Ochsner FM deliverables with increasing numbers of community medical sites on-boarding.

▪ Compliance and advancing Life Safety as per ASHE- specific approach and training.

PHOTO ? TBD

Wins for Ochsner Health

Controlled costs with engaged employees and focus on the patient experience have provided to be profitable without jeopardizing the quality of care while reducing turnover.

ABM’s exclusive training programs and our “high-touch” cleaning service for each of your public areas, with routine policing in keeping with current COVID-19 practices, has dramatically impacted how employee engagement affects reimbursement rates.

Team members realize they are essential to enhancing the patient experience, making meaningful moments and positive first impressions, and their roles drive it.

+36 points

Increased Bed-turn Efficiency

▪ Increased Bed-turn Efficiency from 65 minutes to 47 minutes. 6-0330 is the new extension for EVS Bed Board personnel; it improves communication for the Nursing Staff and Bed Control-Though-put team. Successfully assured all EPIC logins are correct, continuing with new hires. Built additional accountability, including sign-in.

Perpetual Training & Engagement

▪ All compliance and COVID-19 training and validations are 100% completed. Building ownership of outcomes, accountability, and assigning responsibilities empowers team members and increases engagement. Our partnership with the HR team supports the operational program to drive performance and efficiency—these strengthen relationships on the team and between staff and departments.

Patient Satisfaction

▪ Increased dramatically from 1 percentile to 37 percentile.

HCAHPS

▪ Improvement focus is on units with highest return rates (10K, 9, 8 and 7) and will re-align staff “if” deemed necessary.

Savings opportunities $1.2M

Investment

A year for retail renovations and enhancements campus by campus: Elmwood , LSU Monroe, St. Mary, Shreveport

Reference & Tour Site

Reference & tour site: ABM is establishing Ochsner as the flagship healthcare organization for our company in the Southwest. We are committed to delivering and providing leadership and resources, premiering you an essential reference and tour site.

Southern Tier

Northern Tier