insights
How Environmental Services Can Save Thousands – Part 3
In today’s healthcare world of ACO’s, Value Based healthcare and LEAN management system the EVS department has a real strategic opportunity to contribute EVS staffing expertise that may save your medical center or facility thousands.
The third of three possible staffing opportunities in Environmental Services Departments includes: Collections Services Management
Collections Services Management means the process of sorting, handling, transporting, segregating, packaging, recycling and processing all of the used products and byproducts of the healthcare system from the point of generation to the point of final disposal or disposition. The collection process includes the managing of all soiled linen products as well as all medical, biohazardous, pathological, pharmaceutical, hazardous, sharps, confidential, recyclable, and food waste. The magnitude of the job is often understated or considered unscientific yet in actually, collections management requires significant amount of forecasting, planning and careful execution to succeed in today’s healthcare area. The job of the EVS leader managing collection is to accurately predict the timing, volume, and product type which will be generated in each department and arrange a collections trip before the receptacles, carts, bins, chutes, compactors, balers, and other collection devices are over filled.
Strategic Collection Devices- the selection of waste and linen receptacles are far more than a design element from a cost of labor perspective because each trip to each receptacle results in both labor and materials expense if the receptacle liner is changed. Liners can cost from 5 cents each to 35 cents each depending on type and size of the liner. The larger the receptacle and the fewer trips each day to the empty the receptacle, the lower the labor costs for collection services. In addition to selecting the largest possible waste and linen receptacle for each area, it is also important to select the largest and most appropriate collection carts for these items. Elevator size, soiled utility room square footage, corridor access and of course worker safety are all important considerations, however the larger the collection device, the fewer collection routes and trips needed. Facilities that have the ability to utilize a vertical chute, cart lift/transport and/or train cart systems with motorized drive units have the ability to reduce their collection costs and workplace injuries significantly.
Monitoring Medical Center Activity- effective Collections Management is highly dependent on the EVS department’s awareness of medical center activity which means much more than just knowing the inpatient census. The volume and type of surgeries, patient discharges, number of births, outpatient appointments, cafeteria menu, procedure volume, weather and special events can all impact the volume and location of waste and linen products to be collected. With effective monitoring of all of the activities, EVS has a much better chance of forecasting collection needs on the campus. For example, in August when the number of births is usually highest, the need for collections of both waste and linen will be heavier than in February. Even a favorite meal in the cafeteria, a sale in the gift shop, annual flu shot event, or a holiday celebration can change the volume of products for collection routes. The ability for the EVS department to capture the medical center activity for collections planning is essential.
Validating Collection Routes – The regular validation of waste and linen collection routes will enable the department to adjust routes and save labor as linen and waste products decrease in any area. If the pharmacy begins receiving their drugs in plastic totes instead of cardboard boxes, then the number of cardboard pickups and the amount of baler time needed changes dramatically. If the semester for nursing students’ ends and the 30 students are no longer on the med/surg unit practicing bed making skills, the amount of soiled linen may decrease significantly during the summer. An audit of each collection route should be completed twice annually to validate the needs and route to be sure they match current medical center collection volumes and needs. The audit process of trailing each collections technician for an entire shift may seem tedious, yet the results in terms of realized labor saving opportunities and improved services can be significant. Once the audits for all routes and shifts s have been completed, adjustments to the routes, changes in equipment or updated staff education can be made with a more holistic collections system viewpoint.
For more information on software systems to help you with Census Based Staffing, Invasive Care Case Response Productivity or Collections Services Management visit www.smartfacilitysoftware.com
Cindy E. Paget has worked in healthcare since 1986, providing leadership development and consulting for Environmental Services and Human Resources. Cindy is a member of AHE, is both CHESP and SPHR certified and serves as a convention speaker and writer for healthcare leadership learning events. Cindy holds a dual degree BS in Business Administration/Information Systems and an MA in Organizational Leadership and lives in Sequim, WA.