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Environmental Management Services Training Specialist

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Our practice increases standardization of work and highlights environmental care in a healthcare setting is at its’ best when process driven. It establishes clear expectations for new employees while providing a platform for ongoing training and education for established employees. The training specialist networks with facility subject matter experts on a variety of topics to augment in-service training needs, acts as a service level TMS administrator, performs literature review research, as well as develops appropriate curriculum as needed. Our practice also embeds components of Whole Health to better support a Veteran majority staff.

This innovation is replicating across multiple facilities as its impact continues to be validated. See more replicating innovations.

Adoptions:

6 successful

Awards and Recognition:

Diffusion of Excellence Promising Practice, VHA Shark Tank Winner

Partners:

Diffusion of Excellence, Healthcare Environment and Facilities Programs

Tags:

Building Management COVID-19 Employee Experience Environmental Programs Service Environmental Services High Reliability Inpatient Care
Contact Team

Overview

Problem

Due to a consistent annual FY turnover rate hovering at 50%, and due to the imperative need for consistent and quality performance from environmental service technicians as part of an infection prevention strategy, it was conceived establishing a dedicated trainer would be beneficial. The practice of housekeepers with varying levels of experience training o ... See more

Solution

1 FTE Training Instructor position was added the Environmental Management Services department. The trainer became the department's preceptor for new hires and provides them with 2 weeks (on average) of on-the-job training. Additional training is provided to all staff thru in-service sessions.

Results

Not only did patient satisfaction rates improve, but so did employee satisfaction ratings. William S. Middleton Memorial Veterans Hospital consistently maintains a low HAI rate for those that can be traced back directly to the care of the environment. As part of a comprehensive infection control program, EMS plays a significant role in maintaining a safe env ... See more

Diffusion tracker

Does not include Clinical Resource Hubs (CRH)

Statuses

AL: Birmingham VA Medical Center (Birmingham, Alabama)
  • Started adoption on 02/2020.
CA: San Francisco VA Medical Center (San Francisco) IL: Edward Hines Junior Hospital (Hines) OH: Louis Stokes Cleveland Department of Veterans Affairs Medical Center (Cleveland, Ohio)
  • Started adoption on 02/2020.
WI: Milwaukee VA Clinic (Milwaukee MLK Drive)
  • Started adoption on 09/2018.
WV: Martinsburg VA Medical Center (Martinsburg)

There are no in-progress adoptions for this innovation.

There are no unsuccessful adoptions for this innovation.

Multimedia

Images

Lack of, insufficient, or poor-quality training were previously a reliable complaint among environmental technicians at the Madison VA. Since implementing our training specialist practice, such statements are far and few between. All employee surveys show marked improvement in all three categories of employee development, job performance competency, and communications/expectations over the 4 year time span measured.

The data demonstrates William S. Middleton Memorial Veterans Hospital consistently outperforms the VISN (12) and National patient satisfaction levels regarding the cleanliness of their rooms, but also demonstrates a marked increase with patient satisfaction over the 4 year time span measured. These increases are in spite of chronic short staffing and high turn-over rates.

Implementation

Timeline

  • Months 1
    Gaining permission to establish the position and establishing a rated PD
  • Months 3-4
    Recruiting to fill the position; onboarding and integrating newly hired trainer.
  • Month 5
    Establishing initial training needs, priorities, resources, curriculums
  • Month 6
    On the job training, documentation of training/proficiencies is happening
  • Months 8 onward
    Added monthly departmental training meetings; "looping in" established employees who have not recieved new employee training from the trainer.

Departments

  • Housekeeping
  • Administration
  • Infection control
  • Education and training
  • Human resources

Core Resources

Resource type Resource description
PEOPLE
  • Administration -1 Week
  • Human Resources- 2 Months, during initial establishment of position and recruiting
  • Infection Control- ongoing
  • Employee Education Department-periodically, ongoing
PROCESSES
  • Development or implementation of a functional PD
  • A plan for "train the trainer"
  • Curriculum and training outlines
  • Quality Control Measurements, competencies
TOOLS
  • Office space with computer
  • Regular access to a classroom or conference room with multimedia resources
  • Dedicated housekeeping cart
  • TMS Administer Access

Files

Support Resources

Files

Risks and mitigations

Risk Mitigation
Selecting an individual with demonstrated teaching and curriculum design abilities with the departmental technical knowledge and skills needed. Focus on the organizational and teaching abilities of candidates; If technical aspects are lacking, develop a plan to train-the trainer.
Those who resist change are inevitable. Departmental managers, supervisors, work leaders, and the trainer should be in lock-step on policies and procedures. Thoughtful change management planning prior to and during implementation can help prevent push back and minimize disruptive behaviors regarding the change.
An established workspace with a computer is prudent. Not all of the trainer's duties are carried out in the larger hospital environment. Space is at a premium, but this is a prudent request. Because the trainer arranges for in-service meetings, serves as a TMS administrator, develops and/or modifies curriculum, performs literature research, maintains and updates SOPs, etc., as well as conducts one-to-one or small group classroom learning events, this space is essential. Be creative and persuasive when making this request.
Training focuses on providing knowledge and skills, it should not be in addition to management/supervisory oversight. Although supervisors are also responsible for training their staff, the trainer is not in essence a supervisor. Prior to implementation, establish clear swim lanes for each role: supervisors, work leaders, and the trainer. This will provide an opportunity to discuss the roles in depth, what aspects differentiate them, and how they may overlap.

Contact

Comment

Comments and replies are disabled for retired innovations and non-VA users.

VA User (TMS Domain Manager/Training Specialist) Innovation owner posted

Hi Alan, the Training Specialist is at a GS 9.

VA User (Assistant Director) posted

Congratulations on the successes. What grade is this Training Specialist? Thank you and keep up the great work.

VA User (VISN 12 Chief Wellbeing Officer) Innovation adopter posted

Who are the 2 medical centers who have adopted this practice from Madison?

Email

Email with questions about this innovation.

About

Origin story

Annual turnover rates of 50% and the need for consistent, quality performance from environmental service technicians as part of an infection prevention strategy, led to establishing a dedicated EMS training specialist. Housekeepers with varying levels of experience training other housekeepers was deemed insufficient to maintain acceptable levels of hospital ... Annual turnover rates of 50% and the need for consistent, quality performance from environmental service technicians as part of an infection prevention strategy, led to establishing a dedicated EMS training specialist. Housekeepers with varying levels of experience training other housekeepers was deemed insufficient to maintain acceptable levels of hospital hygiene; it frequently resulted in competing messages and substantial deviations from published standard operating procedures. Frontline staff indicated lack of or poor quality training as a chronic concern, citing the need to improve in the areas of clear work expectations, employee development, and competency levels. SHEP scores indicated opportunities for improvement regarding patient satisfaction levels with the cleanliness of in-patient areas.

Original team

Tammy Splittstoesser

Training Instructor/ Env. Mngt. Services

Search tags

Building Management COVID-19 Employee Experience Environmental Programs Service Environmental Services High Reliability Inpatient Care