What It Means to Be Innovative as an Environmental Services Director in Healthcare Today
By Michael Parker, CMIP, T-CHEST, T-CNACC, T-CSCT
This article originally appeared in the July-August 2025 issue of Healthcare Hygiene magazine.
In the rapidly evolving landscape of modern healthcare, the role of the environmental services (EVS) director has undergone a profound transformation. Once narrowly associated with overseeing cleaning crews and ensuring basic hygiene, the position now demands a visionary approach that blends operational mastery, technological fluency, and a deep commitment to patient-centric care. Innovation has become the guiding principle that shapes every facet of an EVS director’s responsibilities, compelling these leaders to move beyond conventional boundaries and reimagine their department’s contribution to overall hospital excellence.
The Expanding Role of the EVS Director
Today’s EVS directors are critical architects of healthcare delivery. Their responsibilities extend far beyond maintaining cleanliness; they are now expected to integrate cutting-edge technologies, develop sustainable practices, foster a culture of improvement, and contribute strategically to the broader goals of the organization. This shift is driven by a recognition that the environment of care is inseparable from patient outcomes, safety, and satisfaction. A hospital’s cleanliness is no longer a background concern—it is an essential, visible marker of its quality and values.
Innovative EVS directors are not just custodians, they are leaders with a clear strategic vision. They understand that every surface, corridor, and patient room is a frontline in the battle against infection, and that every interaction between EVS staff and patients is an opportunity to build trust and enhance the care experience. They serve as liaisons between their teams and other hospital departments, forging connections that ensure environmental services are woven into the very fabric of hospital operations.
Fostering a Culture of Innovation
At the heart of every progressive EVS department is a vibrant, creative culture that encourages experimentation, learning, and continuous improvement. Innovative leaders actively seek out opportunities to challenge the status quo. They empower their teams to question existing processes, propose new ideas, and experiment with alternative methods in the pursuit of superior outcomes and greater efficiency.
This pursuit of innovation manifests in daily operations, such as soliciting feedback from front-line staff, piloting new cleaning technologies, and adopting Lean or Six Sigma methodologies to streamline workflows. It also involves investing in ongoing education and professional development, ensuring that staff are equipped with the latest knowledge and best practices. When employees feel valued and supported in their efforts to grow, morale soars, and a virtuous cycle of innovation takes root.
Regular team brainstorming sessions to identify pain points and creative solutions
Open-door policies that welcome suggestions from any staff member
Recognition programs that highlight and reward innovative thinking
Redefining Innovation in EVS
What does innovation truly mean in the context of environmental services? It’s not simply a matter of having the newest machines or tools. Rather, it’s about using available resources in smarter, more strategic ways that multiply their impact. This could mean developing data-driven cleaning schedules that minimize patient disruption or introducing eco-friendly products that safeguard both patient health and the environment.
A forward-thinking EVS director understands the importance of being proactive rather than reactive. By anticipating challenges such as seasonal outbreaks or construction-related disruptions, they can implement adaptive protocols that reduce risk and keep the facility running smoothly. Innovation may also involve creative staffing models, cross-training employees, or developing detailed contingency plans that ensure continuity under any circumstances.
Infection Prevention: A Strategic Imperative
The significance of EVS in infection prevention cannot be overstated, especially in the wake of global health crises. The battle against healthcare-associated infections (HAIs) now places EVS teams at the forefront of patient safety efforts. Innovative directors lead the charge by:
Implementing state-of-the-art disinfection technologies like UV-C light, vaporized hydrogen peroxide, and electrostatic sprayers, which destroy pathogens that traditional cleaning might miss
Collaborating closely with infection prevention and control teams to develop, refine, and enforce rigorous cleaning protocols based on the latest evidence and regulatory guidance
Establishing robust compliance monitoring through digital checklists, real-time location systems (RTLS), and periodic audits to ensure no detail is overlooked
Educating front-line EVS staff about the science of infection transmission and the critical importance of adherence to protocol
By embedding infection prevention into every aspect of their operations, EVS directors not only safeguard patients but also protect staff, visitors, and the wider community.
Enhancing Patient Experience and Satisfaction
Cleanliness is among the most tangible symbols of care quality for patients and their families. The condition of a hospital’s environment is often the first and last impression a patient receives, coloring their entire perception of the care experience. Progressive EVS directors recognize that an immaculate environment is a silent but powerful advocate for the hospital’s reputation.
To maximize impact on patient satisfaction, innovative leaders:
Prioritize high-touch surfaces and patient-facing areas, always ensuring visible cleanliness
Train EVS team members in compassionate, patient-centered communication, equipping them to interact warmly and respectfully with patients and visitors
Regularly review and respond to HCAHPS cleanliness scores, acknowledging that these metrics directly influence reimbursement and reputation
Use feedback mechanisms, such as patient surveys or suggestion boxes, to continuously refine service delivery
In doing so, they help foster a healing environment that promotes well-being, instills confidence, and supports swift recovery.
Embracing Data-Driven Decisions
In the era of big data, EVS directors must be adept at collecting, interpreting, and acting on a wide array of performance metrics. Harnessing analytics enables them to make evidence-based decisions, demonstrate their department’s value, and advocate effectively for resources.
Key strategies include:
Measuring productivity through metrics such as square footage cleaned per full-time equivalent (FTE), room turnover times, and chemical usage per patient day
Tracking patient satisfaction and correlating findings with cleanliness audits
Utilizing dashboards to identify trends, resource needs, and areas for intervention
Sharing data transparently with hospital leadership to build support for investment in EVS
Data-driven leadership transforms the EVS department from a cost center to a strategic asset, integral to the hospital’s success.
Making Sustainability a Core Value
Environmental stewardship is a growing priority for healthcare institutions seeking to reduce their footprint and fulfill ESG (Environmental, Social, and Governance) commitments. Innovative EVS directors are leading the charge by:
Transitioning to green-certified cleaning agents that are both safe and effective
Implementing dilution control systems to minimize chemical waste
Designing comprehensive waste segregation and recycling programs to cut down on landfill and boost recycling rates
Partnering with supply chain and procurement teams to source sustainably manufactured products and reduce unnecessary packaging
Exploring energy-efficient equipment and practices to further minimize environmental impact
These efforts not only help protect the planet but also position the organization as a responsible leader in the community, attracting eco-conscious patients and staff.
Empowering and Developing the Workforce
True innovation in environmental services starts with people. Progressive EVS directors are deeply invested in the growth and development of their teams. They:
Provide ongoing training, certification opportunities, and upskills to keep staff current with best practices and emerging technologies
Establish recognition platforms to celebrate milestones, achievements, and innovative contributions
Design career pathways that transform entry-level roles into meaningful, long-term careers
Promote diversity, equity, and inclusion, fostering a sense of belonging and shared purpose
An empowered workforce is more engaged, resilient, and motivated to deliver exceptional care.
Leading Across the Organization and Beyond
Today’s EVS directors are strong collaborators, regularly participating in strategic planning meetings and serving as key voices in cross-departmental initiatives. By working closely with facilities, nursing, infection prevention, and supply chain teams, they:
Ensure environmental services are fully integrated into organizational goals and patient safety initiatives
Educate clinical leaders and executives about the vital role of environmental hygiene in preventing infections and supporting patient outcomes
Contribute to policy-making and long-term planning that shapes the future of healthcare delivery
Their influence extends beyond their own department, helping to drive holistic improvements throughout the organization.
Looking to the Future: The Next Frontier of Innovation
The EVS directors of tomorrow will continue to push boundaries by:
Embracing automation, robotics, and artificial intelligence to streamline operations and enhance precision
Adopting predictive analytics to identify risks before they become problems
Championing empathy and vision in leadership, inspiring teams to strive for excellence
As healthcare evolves, so too will the standards and expectations for environmental services leadership.
Innovation as a Catalyst for Excellence
Ultimately, innovation in environmental services is about more than adopting new technologies, it’s about a holistic transformation of healthcare itself. When EVS departments embrace innovation at every level, they become indispensable partners in delivering safer care, improving operational efficiency, and enhancing patient experiences. Every improvement, whether technical or cultural, ripples outward to benefit patients, staff, and the broader community.
This ongoing evolution is driven by leaders who are willing to take risks, champion new ideas, and nurture a culture where everyone feels empowered to contribute. By fostering creativity, leveraging data, and committing to continuous improvement, innovative EVS directors are shaping the future of healthcare one clean, safe, and welcoming environment at a time.
Michael Parker, CMIP, T-CHEST, T-CNACC, T-CSCT, is chief operating officer of P&P Consulting.
The Power of Employee Connection: Building a Thriving Workplace
By Michael Parker, CMIP, T-CHEST, T-CNACC, T-CSCT
This article originally appeared in the May-June 2025 issue of Healthcare Hygiene magazine.
Employee connection refers to meaningful relationships, communication, and collaboration between employees within an organization. In today's fast-paced healthcare arena, the concept of employee connection has emerged as a cornerstone of organizational success. It involves how well employees engage with each other, share information, and work towards common goals. Strong employee connections foster a sense of belonging, trust, and teamwork, which can improve job satisfaction, productivity, and overall workplace culture. It can also include employees’ connections with leadership and their alignment with the organization’s mission and values.
Types of Employee Connections
1. Employee-to-Employee: When employees build friendships and support each other, it creates a positive work environment where people feel comfortable sharing ideas and working together towards common goals. Strong employee-to-employee connections foster teamwork, collaboration, and camaraderie.
2. Employee-to-Values: This approach focuses on how well an employee’s values align with the organization’s mission and culture. When employees resonate with the company’s values—such as integrity, innovation, or community—they are more likely to be committed to their work.
3. Employee-to-Work: Relates to how engaged an employee feels with their specific tasks and responsibilities. When employees find their work fulfilling and understand its importance to the organization, they are more likely to feel motivated and be productive.
The Role of Connection in Organizations
Connection plays a pivotal role in any organization, serving as the bridge between the company’s vision and its workforce. This clarity reduces confusion and aligns team efforts towards common goals. Research shows that when leaders connect effectively with their employees, it can lead to several benefits, both for the organization and for individual employees. Frequent and meaningful interactions between leaders and employees foster trust which is a foundational element in effective teamwork and can lead to higher levels of cooperation and performance. Strategies to enhance employee connection include regular communication, recognition and rewards, professional development, and social (team building) events.
Increased Employee Engagement and Satisfaction
Gallup’s research consistently shows that employees who feel connected to their leaders are more engaged and when employees are engaged, they are more productive, committed, and less likely to leave their jobs.
Employee Connection Reduces Turnover
Engaged employees are more productive, committed, and less likely to leave their jobs. When leaders build trust and open communication, it creates a psychologically safe environment. Employees are more likely to share ideas, take risks, and be innovative when they feel supported by their leaders.
A study published in the Journal of Occupational and Organizational Psychology found that employees who have strong, positive relationships with their leaders are less likely to leave the organization. This is because they experience higher job satisfaction and loyalty. Positive leader-staff relationships are linked to lower absenteeism rates. When employees feel connected and supported, they are less likely to take unplanned time off. Ultimately, fostering strong employee connections leads to a more cohesive, resilient, and motivated workforce, benefiting both employees and the organization.
Enhanced Organizational Culture
Leaders who actively engage with their staff contribute to a positive organizational culture. This environment encourages collaboration, inclusiveness, and shared values. Leaders set the tone for the organization’s culture. By demonstrating positive behaviors and attitudes, they encourage similar behavior throughout the organization. Some of the additional benefits of developing a culture of strong employee connections include:
• Higher productivity
• Better retention
• Enhanced innovation
• Improved well-being are additional benefits of strong employee connection.
Additional Benefits of Strong Employee Connection
1. Improved Performance and Productivity
Leaders who connect with their staff often function as mentors, providing guidance and support that can boost performance. Employees are more likely to go the extra mile when they feel valued and supported. Leaders who maintain strong connections with their teams ensure that everyone is aligned with the organization’s mission and goals, which improves overall productivity.
2. Reduced Absenteeism
A study published in the Journal of Occupational and Organizational Psychology found that employees who have strong, positive relationships with their leaders are less likely to leave the organization. This is because they experience higher job satisfaction and loyalty. Positive leader-staff relationships are linked to lower absenteeism rates. When employees feel connected and supported, they are less likely to take unplanned time off.
3. Conflict Resolution and Problem Solving
Leaders who are in touch with their employees are often more aware of potential conflicts and can address issues before they escalate. When leaders know their teams well, they can leverage individual strengths to solve problems more effectively.
Challenges and Solutions in Healthcare Connection and Turnover
Healthcare organizations face unique challenges when it comes to employee connection and turnover. Geographic and cultural differences can impact on how employees connect with each other and with leadership. These differences can lead to misunderstandings and communication barriers, which can affect teamwork and collaboration.
To address these challenges, healthcare organizations can implement a few simple solutions:
• Flexible scheduling can help employees manage their work-life balance and reduce stress.
• Cultural competency training can improve understanding and communication among diverse teams.
• Encouraging breaks and non-digital interaction can help alleviate digital fatigue and promote a healthier work environment.
By addressing these challenges and implementing effective solutions, healthcare organizations can strengthen employee connection, reduce turnover, and create a more supportive and engaging work environment.
Future Trends in Employee Turnover in Healthcare
As healthcare organizations continue to evolve, several trends are emerging that will shape the future of employee turnover. One significant trend is the increasing use of AI and analytics to gauge employee sentiment and predict turnover risks. By analyzing data on employee engagement, performance, and satisfaction, healthcare companies can identify potential issues early and take initiative-taking measures to retain talent.
Personalization is another trend that will impact employee turnover in healthcare. Tailoring engagement strategies to individual preferences and needs can enhance employee satisfaction and reduce turnover. This includes offering flexible work arrangements, personalized career development plans, and targeted recognition programs.
Additionally, the rise of remote work and digital fatigue presents new challenges for employee connection and retention in healthcare. Organizations will need to find innovative ways to maintain strong connections with remote employees and address digital fatigue through flexible scheduling and encouraging breaks from digital interactions.
Overall, these trends highlight the importance of leveraging technology and personalization to create a supportive and engaging work environment that reduces employee turnover in healthcare.
The importance of fostering strong employee connections within healthcare organizations cannot be overstated. When employees feel connected, they experience better mental health and lower stress levels. This reduction in stress not only enhances their overall well-being but also leads to decreased absenteeism. Employees who are mentally and physically healthy are more likely to be present and engaged in their work, contributing to a more stable and dependable workforce.
Strong employee connections also play a crucial role in enhancing communication within the organization. Effective communication is the backbone of successful teamwork, allowing for seamless exchange of ideas, feedback, and information. When employees communicate well, they can collaborate more effectively, leading to innovative solutions and improved problem-solving capabilities. This collaborative environment fosters a culture of continuous improvement and adaptability, which is essential in the dynamic field of healthcare.
Moreover, a workplace where employees feel connected is one where trust and mutual respect thrive. These connections create a supportive environment where employees feel valued and understood. This sense of belonging boosts morale and motivation, encouraging employees to go beyond in their roles. It also promotes resilience, as employees are more likely to support each other during challenging times, leading to a more cohesive and united workforce.
From an organizational perspective, fostering strong employee connections translates into numerous benefits. A motivated and engaged workforce is more productive and efficient, directly impacting the organization's performance and success. Additionally, lower turnover rates result in reduced recruitment and training costs, as well as the retention of valuable institutional knowledge and expertise.
In conclusion, the effort to build and maintain strong employee connections is an investment in the organization's future. It leads to a healthier, happier, and more productive workforce, which in turn drives the organization towards achieving its goals and fulfilling its mission. By prioritizing employee connection, healthcare organizations can create a thriving workplace where both employees and the organization can flourish.
Michael Parker, CMIP, T-CHEST, T-CNACC, T-CSCT is the leader of the Orlando Regional Medical Center Environmental & Linen Services department. As a band major for his team, they have a 13 percent turnover rate and 85-plus percent engagement. He holds an associate’s degree in business administration from Schoolcraft College.
Winning Department of the Year: A Journey of Excellence and Resilience
By Marcia Williams
This article originally appeared in the March-April 2025 issue of Healthcare Hygiene magazine.
In the realm of healthcare, the environmental services department (EVS) plays a crucial yet often overlooked role. Starting with some basic principles, we forged great partnerships both inside and outside of the organization and incorporated healthcare innovations to create a replicable program that has laid a strong foundation for our department. To this point, over the past three years, our team at Orlando Regional Medical Center has achieved remarkable recognition by winning the Department of the Year award two out of three years (2022 and 2024). This achievement stands as a testament to our commitment to excellence, innovation, and teamwork. As we look towards the future, our dedication is to continually strive to become better as we live out our daily mission: to take care of our facility and each other.
The Transition Phase: Embracing Change in 2021
The year 2021 stood out as a testament to our department's strength and adaptability. Amid the global COVID-19 pandemic, we faced significant challenges, including the transition of department leadership and the shift from contractor support to an in-house program. Despite these hurdles, our team didn’t falter. Instead, we united to ensure continuity and improve our services while keeping our focus on patient safety and operational efficiency.
One of our pivotal accomplishments during this transition was the successful implementation of new technology related to using a new tracking system. This innovative shift not only streamlined our processes but also significantly improved our response times, cutting the average turnaround time for patient rooms from 108.21 minutes to 61.39 minutes—a remarkable 66 percent reduction. This achievement was particularly significant considering the operational strains imposed by the pandemic, and it set a new standard for our production metrics.
Focusing on Patient Experience: The Heart of Our Mission
At the core of our mission as an EVS department lies the commitment to enhancing patient experience. Our efforts resulted in our average courtesy score for 2021 exceeding the goal of 70.6 percent with an impressive score of 82.3 percent. This consistent achievement month-over-month not only reflected our dedication but also distinguished us from previous years—where we struggled to meet our goals. This transformation in patient experience earned us the prestigious Orlando Health Marilyn King Award, a recognition reserved for departments that excel in patient care and service.
Our strategy for improving patient experience was comprehensive, involving the drafting of detailed plans when challenges arose and collaborating across departments for support and recovery. A notable example of this was in May 2021, when a veteran expressed dissatisfaction with the care he received. Our team’s response was exemplary. We coordinated with various departments to ensure his room was spotless, enhancing it with patriotic decorations, and presented him with a heartfelt card signed by the entire care team. This level of care exemplified our commitment to not only addressing the immediate needs of our patients but also making them feel valued and supported.
Major Milestones
We aggressively and continuously refine our processes and protocols which will enable us to sustain our operations above industry standards. Our three major milestones have been in the areas of Training, Innovation and Non-Clinical Trials and Research.
Training
Certification training provides safer outcomes for our patients, helps with retention, is empowering to the staff, builds their self-confidence and job loyalty. This is paramount to their everyday job performance which is translated in lower turnaround times and higher courtesy scores. In addition to industry-required training and certifications, we have doubled down on our training and increased the number of certification classes and attendees for Association for the Healthcare Environment (AHE) certifications. This has given our team members an opportunity to enhance their skills, increase job loyalty, boost their self-empowerment with education and certification by getting their CHEST, CNACC and CSCT distinctions. To date, about 80 percent of our team members have at least one AHE certification, in some cases some team members have all three. All classes are taught by our own certified trainers for each designation. Additionally, we sponsor trainers and supervisors to attend the AHE Exchange Conference annually.
Innovation and Trials & Research
Our goal is to provide the safest environment for our patients, visitors and staff as we continually look at ways to improve our operational efficiency, patient safety, improve HAIs and reduce our carbon footprint. For this consideration we continue to expand on the following innovative initiatives:
- Mattress and furniture QR codes
Having implemented the use of QR codes (which when scanned populates questions as to the condition), on all organization mattresses/beds and furniture, enhances a thorough inspection. The findings of their condition can be digitally submitted to a database which is reviewed by leadership. This ensures the right patient is in the right bed safely. This system also allows us to keep accurate inventory and inspections of these items, improving our adherence to TJC EC.02.06.01 EP1, EP26.0.
We further refined the process even more to keep better track of mattresses and furniture. Our discharge technicians now carry extra bed tags to both assign or tag mattresses and/or furniture to submit it for inspection. With this process, we are now able to determine unsuitable mattresses that are no longer safe for patient use. As a result of this procedure, we now keep a live record of all our mattresses and hospital furniture which also enables us to know if failed mattresses or furniture have been removed or changed.
- Color additive to disinfectants
After a successful non-clinical trial (May 2022 through June 2023) of using a color additive to disinfectants to enhance our training, in September 2023 we began Phase II which involved our EVS department currently working with a new version of the product which will incorporate the ability for use with hydrogen peroxide. We implemented this product for all daily and discharge cleans. The product adds a blue color to bleach and peroxide wipes for instant visible confirmation of surface coverage. The color fades to clear with effective wiping, helping staff clean more efficiently and effectively. By providing immediate visual color feedback, this approach empowers all staff to confidently remove contamination and create a safer and cleaner environment for patients, staff, and the community.
The use of this product also assists in teaching the mechanics of friction cleaning. The wipes also ensure that touch points are cleaned properly by providing real-time color visualization, best disinfection practices and real time compliance for our most vulnerable patients.
- Salt-free hypochlorous acid
After a successful two-year trial and research period with the company that produces salt-free hypochlorous acid (HOCl)-based cleaner and disinfectant, and ORMC being registered with the EPA, these products have now been integrated as a part of our permanent cleaning protocol. We have two on-site machines that generate the cleaning and disinfecting solutions on demand to ensure constant supply of the products. The use of HOCI reduces the chemical hazards for a cleaner environment and preserves the surfaces of our furniture and equipment, therefore extending the life for a more pleasant and aesthetically pleasing atmosphere. Due to overuse of bleach during the pandemic, EVS team members developed bleach fatigue and chemical-related illness. In turn, we saw in increase in call-outs and workers’ compensation cases. With the use of these products, our team member chemical-related illness has seen a dramatic decrease in incidents. By using safer chemicals solutions, our savings in chemical usage was $252,053 for the year.
- A new linen vendor
Our EVS department partnered with a different linen vendor to minimize our carbon footprint and work to bring totally recycled products into healthcare. The new linen product is single-use, and upon bed linen changes, are sent back to the plant for reprocessing. These sheets are made exclusively with manmade fibers and are substantially more water-efficient and ecologically sound than their cotton-based equivalents. Cotton is the most water-intensive of all crops and the most toxic. Because cotton plants are exposed and vulnerable to insects and diseases in the field, numerous toxic pesticides and chemicals including known carcinogens are applied to the crops to prevent them from being destroyed. We have assisted in getting the sheets approved as a medical device with the FDA, with our most vulnerable patients being the first benefactors.
- UV-C light disinfectant
We use a UV-C light disinfectant for optimal disinfection and are at 100 percent compliance with protocol. The portable unit can move around easily and fits in smaller spaces, is safe and effective for surfaces, is nontoxic and produces no fumes or chemicals, and is suited for patient rooms, bathrooms, fixtures, workstations, and offices. It is also cost-effective, with a low operating cost and minimal maintenance required.
- Leapfrog QR Codes Program
We have expanded our Leapfrog QR Codes Program, to where we implemented to complete Leapfrog audits for compliance with the Leapfrog Program in accordance with Section 6D of the Leapfrog Action Plan with respect to soap dispensers’ inspections, sanitizers, and paper towel dispensers. In addition to standardizing and adjusting these machines for the volume delivered to be consistent, installing all hands-free soap and paper towel dispensers in public areas, hallways, public restrooms and entrances to patient rooms, we now have a more advanced method of tracking which includes a much larger database from 2,000 surveys to 15,000 surveys. Audits are performed by EVS leads and supervisors by scanning the QR code assigned to each dispenser. Questions populate on department-issued tablets and upon submission, data is sent to a database which is then reviewed by department leadership.
We also continue to update our procedure and training manuals which outlines cleaning procedures for each area, as well as support other hospitals in the system (both EVS and non EVS). Our certified AHE certified trainers (T-CHEST, T-CSCT, T-CNACC) also give correct and quality instruction to ensure team members can accomplish their duties while giving the best recordable results.
Environmental Sustainability
When started this transformative journey in 2021, our intention was to create initiatives to provide safer products for our team and our patients, reduce our carbon footprint, realize better outcomes for our surfaces, decrease landfill waste by an additional 1 percent each year, and increase recyclables by 1 percent annually. This plan would bring us to the best demonstrated practices category according to Practice Green Health Partners for Change.
Our EVS department continues to utilize and enhance previously implemented initiatives to reduce waste and our carbon footprint:
Annual Packaging:
Disinfection wipes: 45 cases per week, packaging four per box at 5.73 pounds per bag equals 1031.4 pounds of waste per week; at 52 weeks this equals 53,632.8 pounds annually.
Floor cleaners, disinfectants, glass cleaners, bowl and bath cleaners: More than 1,040 plastic bottles.
QR mattress and furniture Inspection: By implementing mattress and furniture inspections by QR codes, we saved 51,600 sheets of paper each year, or 103 reams of paper or five trees.
Electronic standard works: Switching to electronic standard works allow us to save approximately 32,760 sheets of paper or 65 reams of paper (four trees) plus 10 cardboard boxes, plus 84 feet of non-biodegradable plastic strapping per year.
Different linen vendor: By using these sheets in our BMT rooms we are saving more than 25,757.20 gallons of water per year. This is calculated by:
On average, 14.90 per pounds of water are used to launder sheets, pillowcases, bath towels, washcloths and blankets
Our average patient stays three days and we currently average four patients per week.
90 pounds of water multiplied by three days average times four patients per week times four at 12 months equals 25,747.20 savings of wastewater
The hospital-grade washing machines also use an enormous amount of electricity to launder the sheets; additionally, the water has to be heated to 160 degrees -- per the CDC -- which generates even more electricity.
We have recycling containers throughout the hospital to ascribe to general environmental of everyday waste, including batteries which may have too many heavy-metal and toxic chemicals to be disposed of through regular trash.
In 2023 ORMC was named a Leadership in Energy and Environmental Design (LEED)-certified building.
Continuous Improvement and Measurable Success
Our efforts have not only focused on immediate accomplishments but also on sustainable growth and continuous improvement. By analyzing our performance metrics, not only were we able to realize marked improvement in our HCAHPS scores since 2020 where we struggled to achieve our industry benchmarks, but being consistent with high-quality performance is also a product of our ongoing commitment to training, staff engagement, and a culture of accountability.
Moreover, we reduced team-member turnover from 46 percent in the third quarter of 2021 to 13.12 percent as of February 2025 -- which is lower than the Orlando Health system goal of 16 percent. This is a direct outcome of our employee engagement, across-the-board wage increases, education and certifications, along with department advancement initiatives.
Recognizing the importance of communication and support, we expanded our communication media throughout the department, being intentional that everyone was informed and involved. Leadership training provided through Orlando Health, coupled with attendance at key health care leadership symposiums, further empowered our team to excel in their roles.
EVS Team Member Council
The EVS Team Member Council provides a representative voice for the team members of the Environmental & Linen Services Department at Orlando Regional Medical Center. The council’s mission is to stimulate positive change through the promotion of knowledge, awareness, and empowerment. This council consist of seven members of the EVS team members. It excludes supervisors and other leadership, allowing members to represent the entire EVS team and freely express concerns to enhance efficiency, communication, and department culture.
The Road Ahead: Building on the Foundation
While we celebrate our remarkable achievements over the past three years, we remain acutely aware that success demands continuous effort and vigilance. The recognition as Department of the Year is not merely a badge of honor; it is a reminder of our responsibility to maintain and elevate the standards we have set for ourselves.
Going forward, our focus will remain on fostering a culture of excellence, accountability, and compassion. We will continue to refine our processes, embrace innovative technologies, and prioritize patient experience to ensure we deliver predictable and high-quality service. Our team will actively seek feedback from patients and staff alike, to identify areas for improvement and celebrate our successes together.
Tales of Impact: Personal Connections That Matter
Perhaps one of the most compelling aspects of our service lies in the stories of impact that our team members created in the lives of patients and their families. A shining example is Raymond, a dedicated member of our EVS team. His compassion and genuine desire to connect with patients exemplified the essence of our mission.
Raymond recalls a patient who stayed on his BMT floor for 120 days. This patient, Mr. X, was admitted for a bone marrow transplant and an infectious disease. Despite not being scheduled to clean Mr. X’s room until 2 p.m., Raymond visited him every morning. Over time, they developed a close bond, with Mr. X affectionately calling Raymond his son, and even promising to take him fishing once discharged and a bit stronger.
Considering the how difficult it must have been for Mr. X to have not been able to go outside for such a long time, Raymond suggested taking Mr. X outside for a few minutes. With the nurse and doctor’s approval, they took Mr. X outside, where he was moved to tears by the fresh air and nature. Mrs. X was overjoyed and also moved to tears to see her husband so happy.
This brief outing taught Raymond to appreciate the little things in life. Although Mr. X was discharged, he was readmitted a few days later. He reassured Raymond, “Don’t give up. We’re still on for that fishing trip!”
Personal connections like these are the heartbeat of our department. They reinforce the idea that our roles transcend traditional job descriptions; we are partners in our patients' journeys, advocates for their comfort, and sources of hope in challenging times.
Conclusion: A Legacy of Commitment
As we reflect on our journey, it is essential to recognize the collective effort, dedication, and passion of our team members that contributed to our success. Our victories in the face of adversity are a testament to our unwavering commitment to our mission. Winning Department of the Year twice in three years is not just about recognition; it symbolizes our resilience, teamwork, and enduring focus on the well-being of our patients.
ORMC’s EVS department stands poised for the future, ready to tackle new challenges while remaining steadfast in our commitment to providing exceptional service. Together, we will continue to nurture a culture of excellence, build lasting relationships with our patients and their families, and make a positive impact on those we serve. This is our journey, and we invite everyone to join us as we continue to write the next chapter in our shared legacy of commitment to care.
Marcia Williams is an integral part of the Orlando Regional Medical Center Environmental Services department, serving as the administrative assistant to director Michael Parker. During her seven years with the department, she has also served as an ambassador to the facility’s team members and is responsible for researching and packaging the numerous awards the department has received. She is also an entrepreneur and currently owns her own publishing company, Williams and King Publishers, which has spearheaded the publication of many literary works including anthologies, educational, fiction, inspirational, and children’s books. Marcia believes in empowering her community, which she does with The Williams and King Foundation which supports youth literacy publishing books written by highschoolers, donating books to inner-city kids.