Cleaning, landscaping, and waste management

Challenge

University Hospital Waterford (UHW), one of the largest in Ireland, needed a new facilities management supplier to provide a full soft services integration. However, the HSE (Health Service Executive) required that any tender be submitted through OGP (Office of Government Procurement). ABM was one of only six that could bid.

UHW wanted to implement significant change within its soft service operation. The client’s three core goals were to increase overall efficiency, establish strong working relationships between frontline staff and management, and introduce new training measures.

On-site union relations, for example, were a key focus for the client in building staff relationships and a productive working environment.

Previous contractor couldn’t achieve these objectives adequately. There was a noticeable lack of collaboration and trust between operational teams. Subsequently, UHW’s soft service capabilities were disjointed and unable to support greater productivity

UHW has access to an integrated operation of cleaning, landscaping, and waste management teams. Now that these services are retained under ABM, frontline teams collaborate as standard practise.

This newly integrated site operation would need to support and improve patient experience, thereby supporting medical staff so that they could focus on clinical tasks.

ABM was tasked with implementing a range of services. This included ward cleaning, window cleaning, waste management (clinical and nonclinical waste), and landscaping. Secondly, it was critical that collaboration and mutual trust stay at the core of the client’s operation.

Solution

ABM and University Hospital Waterford (UHW) collaborated on the initial mobilisation plan. This would provide structure to changes taking place within the operation. This plan was also developed alongside other on-site teams, including management, HR, front-of-house, and back-of-house.

ABM conducted site walks, asset checks, and met all operational leaders so that the mobilisation team could familiarise itself with the hospital site. This was essential in understanding how best to deliver services, as well as establish an immediate relationship with staff members.

Operational staff were then integrated into ABM’s wider support systems, such as payroll and vetting. Now UHW could rely on and leverage the support of a much larger facilities maintenance network, including redeployed cleaning teams.

Similarly, staff were equipped with effective cleaning tools and supplies. Previously the operation didn’t have consistent access to medical-grade cleaning materials, for example. ABM was able to guarantee that the hospital would always be cleaned with industry-standard equipment. This was crucial for enhancing patient safety and ward cleanliness.

Moreover, UHW had identified staff relations as critical to the hospital’s success. ABM, therefore, worked to prove it was there to treat everyone fairly, and reward staff based on merit.

For example, ABM faced strike action within weeks of services first being delivered for UHW. Despite this initial challenge, there were no disruptions to the hospital’s medical staff, nor was clinical patient care affected. Additionally, UHW’s relationships with staff unions have improved significantly in the last four years.

ABM was able to carry out effective cleaning and waste management services throughout the industrial action. To assist during the strike, the client was able to leverage ABM’s extensive network of specialist operational staff.

Redeployed teams were eager to support UHW and demonstrate their commitment to service delivery. As a result, on-site staff began to see the value ABM was bringing, both to the hospital and wider operational team.

Moreover, as part of the implementation process, staff received new training measures and a fairer work-life balance, such as a routine two-week roster. Staff would now always know exactly when they would be working, thereby helping them plan their personal schedules accordingly. UHW’s operational schedule was now reliably organised, productive, and adaptable.

Alongside frontline staff members, ABM’s management examined how cleaning tasks were conducted, such as the time of day. Staff were consulted regularly in task management solutions, so that ABM can apply frontline site knowledge to UHW’s operational aims.

For example, cleaning certain areas during times of low footfall, such as after delivery or high- capacity periods, rather than before, resulted in significant productivity gains. As a result, the hospital stays cleaner for longer periods.

After an initial audit (within the first five days of ABM’s contract start date) conducted by HIQA (Health Information and Quality Authority), UHW learned where it required improvements. The cleaning operation was able to drastically improve the site within the next three months. HIQA, an independent authority established to drive safe, high-quality health and social care services in Ireland, remarked that UHW’s cleaning standards were unprecedented in how much had been achieved within a short timeframe.

As a key part of the service, UHW wanted there to be gainful career advancement to motivate staff and offer genuine rewards for excellent work. ABM began developing ways in which staff members could advance their respective careers. For example, a senior operational staff member, Bernie Stenson, was instrumental in establishing Ireland’s first on-site training facility for a hospital, where she continues to train new cleaning staff to this day.

To motivate the team further and demonstrate their expertise, both to the client and the team itself, ABM and the on-site management turned the cleaning team into an award-winning operation. Subsequently, UHW and its cleaning operation managed to win gold in from the IASI (Irish Accommodation Services Institute), a national awards body.

UHW’s partnership with ABM continues to be successful in maintaining the hospital’s soft service operation. The staff are motivated, collaborative, organised, and efficient. The relationship between UHW and ABM continues to develop, enabling continuous improvement and opportunities for innovation.

Benefits

• Minimal Disruption to Medical Care: ABM’s integration ensured that the hospital operations supported high-intensity shifts without significant lapses.
• Safer Patient Environment: Improved cleanliness and waste management helped enhance patient care and safety.
• Increased Productivity and Efficiency: The hospital experienced transformations in operational focus towards purposeful and productive work.
• Consistently Achieved KPIs: Standards for cleaning, budget, equipment, health and safety, compliance, and complaint handling were regularly met.
• Highly Motivated Staff: Teams became more focused and passionate, understanding their critical role in the hospital’s success.
• Strong Union Relationship: Constructive relations with staff unions helped foster a fair and equitable work environment.