Now through June 16, contribute to the global mission of LLUH by supporting Malamulo Hospital at the Loma Linda University Campus Store. Partnering with the Global Health Institute, LLU Campus Store is collecting funds for hospital project needs.

Donations will be collected in-store through Monday, June 16. The LLU Campus Store and iLLU Tech Store will match each dollar raised to a combined donation of up to $500, providing additional support for donations.

Malamulo Hospital is an LLUH field station, providing healthcare and wholeness to the southern region of Malawi, Africa. A member of Adventist Health International, Malamulo Adventist Hospital serves a population in which the doctor to patient ratio is 1 to 88,321, and 61 percent of the population lives under the international poverty line of $1.25 per day.

Since 2011, 19 students, 32 medical and management residents, and 49 employees and volunteers from LLUH have served in Malawi. The Loma Linda University Department of Surgery established an ACGME-approved surgical rotation to Malamulo Hospital in 2012, and LLUMC Surgery and Family/Preventive Medicine medical residents spend one rotation at the hospital as part of their residency program. LLUH management residents may also choose to spend one three-month rotation at the hospital as part of the international component of the Talent Management Services two-year management residency program.

To get involved at Malamulo Hospital or other international service opportunities, contact the Global Health Institute via e-mail at ghiservice@llu.edu.

To learn more about Mission: Malamulo and how you can support Malamulo Hospital, visit LLU Campus Store or call (909) 558-4567 (on-campus ext. 44567). LLU Campus Store is located in the Loma Linda Campus Plaza on the corner of Anderson and Mound streets.

This year’s conference, “United We Stand,” will focus on the important role veterans play as a part of Loma Linda University Health’s workplace commitment to diversity and inclusion.

The two-day event is open to employees and the public and will include presentations and panel discussions from top government officials, internationally acclaimed subject matter experts, best-selling authors and motivational speakers on how to build on the culture of inclusion in the workplace. Conference admission is free except for a special lunch session on March 31 and a food festival on April 1; see more information about both below.

“Loma Linda University Health is looking forward to the message the United States deputy surgeon general will bring to our campus,” said Cari M. Dominguez, PhD, chief talent and diversity officer at Loma Linda University Health. “This organization is blessed to be richly diverse, with individuals of all backgrounds, races, nationalities, career experiences and personal characteristics coming together to make a positive difference in the lives of others. We believe that diversity inspires creativity; inclusion unites individuals; and access provides opportunities. We celebrate and promote these three messages on our campus.”

Rear Admiral Lushniak will kick off the event on March 31 with a keynote address on promoting inclusion in wellness at 9:00 a.m. in the Centenniel Complex, 24760 Stewart Street, Loma Linda.

Following Lushniak’s keynote, a special lunch session with actor, best-selling author, motivational speaker and wounded United States Army veteran J.R. Martinez will take place in the Wong Kerlee International Conference Center, 11175 Campus Street, Loma Linda at 11:30 a.m. This limited-seating portion of the event is $15 and includes lunch. Also known for his season 13 win on “Dancing With the Stars,” Martinez will share his story of survival, strength and spirit. Pre-registration is recommended and available on the Power of Inclusion website.

Other notable speakers scheduled to present at the two-day conference:

• Juana Bordas, president, Mestiza Leadership International
• Greg Crouse, United States Army veteran and 2016 Paralympic Games candidate
• Sue Hoppin, MA, expert on military spouse and family
• Lieutenant Commander Heidi Kraft, PhD, clinical psychologist military combat stress specialist
• Susan R. Meisinger, SPHR, JD, author and former CEO of Society for Human Resource Management
• Anthony Odierro, MBA, retired United States Army First Lieutenant, Bronze Star and Purple Heart recipient

Power of Inclusion will conclude with an international food festival on April 1 from 5:00 – 8:00 p.m. at Loma Linda University Drayson Center. Tickets are available for $5 which includes entry into the event as well as food representing eight continents, with over 30 delicious dishes to enjoy. Veterans and active military that attend in uniform will get free admission into the food festival. Tickets will be available at the door or can be purchased in advance on the Power of Inclusion website.

For more information on the event, including tickets and registration, visit powerofinclusion.org.

Martin Zaragoza, a designer ar Printing Services, adjusts an embroidery machine for best results

The industrial orchestra of printing presses, copiers, and technicians at work has been joined by the sounds of needles, thread, and laser engraving. Known for its excellence in creating a breadth of finished printed products, Loma Linda University Printing Services recently added two new service lines to its business, increasing customer options. Custom embroidery and laser engraving was formally made available for customer orders in mid-April. 

“Our team has been so excited to expand our services,” says Jennifer Rowland, manager of LLU Printing Services. “Our goal is to continue to build relationships with our current and new customers, and to provide excellent service and quality products.”

With these new services, Loma Linda University Printing Services has expanded its focus to production of embroidered and engraved promotional and personalized items. Situated conveniently on the Loma Linda University Health campus, both on- and off-campus community customers will be able to order custom embroidered and laser engraved items for business or personal use.

“At Printing Services we’re always examining the print value chain and adapting to our evolving industry,” explains Jeremy Hubbard, Director of Business Innovation for the Loma Linda University Foundation. “As we look beyond traditional print, I’m proud to offer these new services. Our customers deserve the very best, and that’s what we’re committed to providing.”

From clinical apparel to hats, athletics to outerwear, Loma Linda University Printing Services is able to embroider logos, business designs, personal names and more. Customers can also rely on the store to customize technology, clinical, office and home accessories and gifts with laser engraving.

Loma Linda University Printing Services provides the city of Loma Linda and surrounding communities with printing, copy, graphic design, promotional items and other related services. An established part of local commerce, the store was honored as the Loma Linda Chamber of Commerce 2013 Business of the Year, and regularly sponsors local fundraising events and organizations.

Watch a Printing Services embroidery machine create the Loma Linda University logo.

Clinical Engineering

Staff had an overall performance score of 94%, well above our 90% required compliance. During the assessment, Clinical Engineering staff reviewed clinical equipment, record keeping by staff, and new equipment not currently being tested. During the second round of EOC Tours, it was determined that staff needed additional training in daily record keeping for code carts and that patient equipment was provided with a visible inspection tag.

Emergency Management

LLUH is well above the standard for conducting Emergency Management drills. We are currently performing quarterly disaster drills that test the knowledge of staff and the ability to put our resources in action. Staff knowledge of how to access these disaster plans, Emergency Operation Plan (EOP) & Hospital Emergency Protocols, was at 76%. In order to better assist staff in finding the disaster plans, you can easily find the “Emergency Preparedness & Response” page by going to the VIP Page and clicking General  Emergency Preparedness & Response or by clicking here.

Facilities Management

Staff are great when identifying a facility problem and reporting it to Facilities Management. 96% of patient-care areas were found to be in good repair and without outstanding work orders. This is a great compliance score that reflects the work you are doing as a result of completing your EOC Self-Audit form and following through with work orders. Thank you for taking pride and ownership of your department.

Fire & Life Safety

Patient-care departments scored a compliance rate of 85% for 2013. The main contributing factor for this score was availability of documentation. Departments are required to show the last two quarters of EOC self-audits and fire drill forms when EOC Tours are conducted. Unfortunately, if these forms are unavailable at the time of request, it is assumed that the department did not complete the requirements for those quarters. Environmental Health & Safety (EH&S) has improved this process by introducing a digital fire drill form available for all departments. It would be in the department’s best interest to complete the fire drill form digitally to ensure records are accurately kept and easily accessible should TJC request these during a survey. Already, we are seeing higher compliance for 2014 and are well on our way to beating last year’s score. Great job!

Environmental Services

Environmental Services completed a 90% compliance score last year. They focused on overall cleanliness of the department, as well as a detailed assessment of alcohol-based hand rub dispensers. Departments did a great job in ensuring that their departments were well maintained and, of course, this could not have been done without our fantastic EVS department.  A big congratulations goes to EVS Director, Kelvin Moore, and his team!

Hazardous Materials & Waste Management

The focus of this discipline was mainly on staff competency and the segregation of hazardous waste. The overall program score was 81% with majority of the low scoring in staff competency. The staff was asked if they knew how to access the Safety Data Sheets (SDS) and if they knew the procedures should a hazardous material spill occur. There is definitely opportunity for departments to become more familiar with these processes. The good news is that EH&S is here to assist you with filling in these educational gaps.

Radiation Safety

Departments had an overall compliance score of 94% when knowing Radiation Safety procedures. Although there was overall successful compliance for this program, there still may be opportunity to help coach staff on who is allowed to handle radioactive waste and where to find radioactive waste containers. The need to know this information may not apply to some departments as much as others. In conclusion, staff seems to be well prepared and understand the overall processes of Radiation Safety.

Security

The need to know Security procedures is always at the top of our list. Whether we are dealing with an angry family member or assisting in a Code Pink drill, this knowledge is extremely important to know and you have all proven well that you know it! Departments had a compliance score of 95% in 2013. This number surely instills confidence in our staff and our Security Department for educating and taking a lead role in our disaster drill. Thank you Security and staff!

I hope this information is useful to you and assists you in opportunities for improvement. Most of all, congratulations goes to YOU for an outstanding performance.  As we are concluding the first half of 2014, we can already see the increased compliance in staff knowledge for most of these areas.  Thank you for your continued passion in safety by ensuring your environment is cared for and your staff is educated.

____________

This article originally posted in Environmental Health & Safety's Speaking of Safety Blog. Environmental Health & Safety is a division of Risk Management. Visit the Speaking of Safety Blog here.

This spring, the LLUH Employee Wellness Program added the LLU Shared Services Customer Service Excellence award to its collection of recent awards and accomplishments. The department was recognized during the March employee forums for its commitment to service.

A division of LLUH risk management, the Employee Wellness Program is led by Olivia Moses, DrPH, wellness program administrator, and seeks to make LLUH a healthier place to work. The program empowers employees to be their best selves and understands the importance of good health for a productive workplace.

The Employee Wellness Program has been particularly instrumental in facilitating the process for transitioning LLUH employees to the wholeness health plan. To date, the department has provided biometric screenings and health risk assessments for over 12,000 employees and their spouses.

During the past year, Dr. Moses and her team have implemented a variety of successful initiatives including the Step It Up pedometer program, which aided 1,650 employees in taking steps towards better health. The department also collaborated across the organization on healthy workplace strategies, qualifying LLUH as a American Heart Association Gold Level Fit-Friendly Employer. 

The Employee Wellness Program provides a variety of resources for employees seeking to invest in their health through Living Whole. Living Whole campus-wide programs include Wellness Wednesday webinars, A Recipe for Success, the Breathe Smoking Cessation Program, B.U.I.L.D. diabetes management program, Say N.O.W. weight loss program and others.

To learn more about the Employee Wellness Program, call (909) 651-4007, or e-mail livingwhole@llu.edu. 

Conducted by Frank Fetta, the symphony will perform Tchaikovsky’s “Symphony No. 5” and Rachmaninoff’s “Piano Concerto No. 3.” Guest piano soloist Norman Krieger will perform during the latter. 

A native of Los Angeles and trained at the Julliard School, Krieger regularly performs with major orchestras throughout North America. He has also been appeared as a guest soloist with orchestras in Hong Kong, the Czech Republic, Turkey, New Zealand, and Taiwan.

The performance will take place on the campus mall between Prince Hall and the Loma Linda University Church. Chairs will be available on a first-come first-served basis. It is suggested that guests bring a blanket to sit on.

The concert is free and open to the public. Picnics are welcome, and vendors will be on site offering food and drinks.

In the fall of 2013, LLUH unveiled a sneak preview of “PolicyTech,” a new web platform for managing policies, procedures, and other institutional documents. As of March 3, 2014, PolicyTech will officially serve as the permanent home of institutional documents for LLUH.

PolicyTech replaces several existing intranet sites while simplifying policy creation, collaboration, and distribution. PolicyTech also provides advanced search capabilities, making institutional documents much easier to find and manage. Users will still access policies much the same way as before, via links to institutional documents on VIP. These links will now simply redirect them to PolicyTech.

Instructions are available on VIP. Additional training for advanced roles will be disseminated by entity policy managers.

Questions? Please contact the Service Desk at x48889.

At first glance, the Gallup survey seems very simple.  You are asked to answer twelve questions based upon a satisfaction scale of 1-5.  If you are fast, it will take you about two minutes to read and answer the questions. If you are thoughtful, it may take you twice as long.  If you include the time it takes you to click on the link to the Gallup survey and enter in your special password, the whole process may take you five minutes.  It is not until you get the results, that you think about the survey again.

If you are like most people, you have forgotten about the survey because you have work to complete, people to talk to and meetings to attend.  However, when you begin to review the results, that simple five minute process does not seem so simple anymore.  It takes a lot longer to review the results than taking the survey. For some people, this is where the process ends until the next Gallup survey. The results may or may not align with your personal responses.  What do the results mean?  You scored a one on the question regarding a best friend at work, however, you find out that it did not literally mean that you had "best friend" at work.  It meant that you had someone to confide in. You find out that a score of 3 means that you tend to be dissatisfied in that particular area, not just neutral about it.  So, why didn't the Gallup people rephrase the questions to be more forthright?  The answer to that question is science.

The Details: Where did Gallup come from?

Those simple twelve questions arise out of the academic career of Dr. George Gallup who began a worldwide study of human needs and satisfaction.  He was a pioneer in the process of sampling popular opinion. We see it today in the Gallup poll results which seem to appear during election periods.  Also, during this period, Dr. Donald Clifton began studying success in education and business.  In 1988, Dr. Gallup's work was merged with Dr. Clifton's work blending opinion sampling with management science.  The Q12 Gallup survey was the result of this merger.

Evolution of an idea: How Gallup has become a best practice

From the 1950s to the 1970s, Dr. Clifton studied the work environment to determine factors which led to a positive environment.  Early versions of some of Q12 questions were tested during this period.  In the 1980s, the Gallup team studied high performing individuals and teams.  They conducted many interviews to learn the causes of employee turnover.  In the 1990s, the Gallup scientist developed the first version of the Q12 survey.  In 1997, the Gallup scientist conducted a meta-analysis of 1,135 business units (an analysis of multiple separate study results as one pooled study). The researchers determined that the meta-analysis supported the assumptions of the individual Q12 questions.  By 1998, the Gallup scientists completed the Q12 in its present form. To date, the Q12 survey has been administered to 25 million people worldwide.  The Gallup team indicates that the twelve questions are the best indicators to measure "employee perceptions of the quality of people related management practices in their business units."  In order for Gallup to insure the validity of their Q12 data, the questions must remain the same.  The science of the Q12 makes its determination on a personal level a little more difficult.

The Numbers: How Gallup Works

The Q12 results are reported utilizing the statistical measure called a mean.  A mean is simply the total score divided by the number of people answering that particular question.  Your answer becomes part of the mean.  In smaller groups, your answers will have more effect upon the overall mean. However, each group must have five or more people.  Sampling five people limits biased results by one person's different responses and allows anonymity.  Your particular answer will never become truly known in the results.  The Q12 survey is not meant to measure personal satisfaction, it is meant to measure the overall satisfaction of your team, department or group.   The twelve questions are indicators, measures of how the team feels on that particular day.  The Q12 survey does not have the capability to determine causation of workplace satisfaction or dissatisfaction; it only indicates the level of satisfaction or dissatisfaction.  In the end, the Q12 survey is just the beginning of the process.  It will be up to you and your team to find out why the team "feels” a particular way about a Q12 indicator and more importantly, you and your team will need to work toward defining your optimal work environment.

Gallup: Why it matters

The Q12 survey is based upon psychology, biostatistics and years of study.  However, in the end, it is just a survey, nothing more.  With the exception of the infamous "best friend" question, most of the questions are simple and straightforward.  However, this Gallup poll is not as straightforward as those polls projecting the outcome of a political election.  You will need to ask two more questions: (1) why did we answer a particular Q12 question the way we did? And (2) what does the answer to question one say about our work environment?  Lastly, you will need to act to address those areas of your work environment, which would make work a better place for you and your colleagues. 

____________

Ken Iwakoshi is the Director for Trust Administration, a Loma Linda University Shared Services department. 

Grow Together emphasizes drawing on the collective strength of employees, recognizing that if every employee gives even a small amount, the accumulated total is significant. “There is power in numbers,” notes Taylor Khoe-Mupas, manager of annual giving. “When we look at the growing number of employees, it’s easy to imagine what a difference we can make if every employee participated.”

Alumni and Donor Relations is a relatively new addition to Advancement, but serves to add significant value to philanthropic efforts at LLUH. Part of Loma Linda University Shared Services (LLUSS), the department is responsible for securing annual gifts, promoting two-way communication between donors and the organization and coordinating communication between alumni directors of all the schools.

“Our alumni and donors deserve to be informed as to how their commitment makes a difference at LLUH,” says Khoe-Mupas. “Employees who contribute also deserve this recognition,” she adds.

Employees may wonder why it’s important to give back to LLUH in addition to their dedicated daily service. As summarized by Advancement, “Grow Together allows every member of the LLUH family to help support our mission, patients and students through personal financial contributions.” Employees have the opportunity to choose where their gifts will be allocated, and may choose a one-time gift or give continually through payroll deductions.

Alumni and Donor Relations invites employees to give, no matter the amount. Since the program’s beginning in 2011, loyal participation has provided assistance to a variety of areas across LLUH.

“The Family Fund is the most popular fund of choice employees contribute to,” reports Khoe-Mupas. “Because of their continuous support, we are able to provide financial assistance to employees in need through this fund.”

Alumni and Donor Relations also coordinates the annual phonathon, which raised more than $111,000 in 2013 from alumni and is implementing a coordinated giving program for donors. Recently, the department also facilitated 12 regional meetings with alumni at locations around the country, and developed a first-time donor program acknowledging gifts from new donors.

To learn more about Grow Together contact Taylor Khoe-Mupas at (909) 558-5358 or e-mail growtogether@llu.edu. To learn more about the Alumni and Donor Relations department, contact Janya Mekelburg at ext. 55355 or e-mail jmekelburg@llu.edu. 

Employee and patient safety are the primary focus of the Office of Radiation Safety. The office has recently “updated and implemented a program to ensure compliance governing the use of radioactive materials in health care,” explains Cal Glisson, Director of Radiation Safety.  This program will provide training to patient care personnel and will assist clinical departments in development of procedures for medical use of radioactive materials.

Cal Glisson explains that the department worked together to accomplish a number of goals to execute the program.  As part of the effort, Radiation Safety executed annual quality testing of x-ray machines, as well as strategies to monitor and calculate patient radiation dose.  The team assisted with the American College of Radiology accreditation, implemented regulatory compliance monitoring, and provided consulting services.

The Office of Radiation Safety provides radiation safety services across the LLU Health entity.  Major responsibilities involve management of the laser safety program for LLU Health Care, the maintenance of the institutional Radioactive Material License issued by the State of California, and management of the radiation-generating equipment program.

The Radiation Safety team also provides radioactive waste management, dosimetry badge management, employee training, and other services to the campus. The team, led by Cal Glisson, includes Janel Mikhail, Assistant Radiation Safety Officer; Katharine Fayram, Health Physicist & Laser Safety Officer; Ervin Bannis, Health Physics Technician; and Cheryl Ketchens, Coordinator – Radiation Safety. To learn more about the Office of Radiation Safety, call (909) 651-4003. 

As part of this initiative, Real Estate Management recently assisted in remodeling the LLUAHSC 101 building, as well as supporting affiliated departments in moving into the building. The new building provides a pleasant, well-designed space where departments that work together are able to be in a close proximity or share conference rooms for better communication. Real Estate Management defines this method of organization as “capitalizing on commonalities.”

As the campus prepares for growth and development, Real Estate Management is assisting with land preparation for vacant properties that soon will turn into offices, classrooms, and clinical centers. Each year striving to sustain the appearance and accessibility of campus edifices, some buildings have received recent modernizations, including the Loma Linda Market, the Campus Store, and the Del Webb Library.

Brian Kirk, director for Real Estate Management will assure you that managing properties in the Southern California area is not without its unique occurrences. He tells the story of a miraculous incident earlier this summer when wildfires burned below the mountains to the northeast of Loma Linda. The fires swept through the valley and reached fifty head of cattle that were grazing on six hundred acres owned by the organization.

The cattle ran parallel to the fire as it moved across the property, endangering the livestock. After some time, the wind suddenly changed directions, providing the cattle an opportunity to run to a section of the field that had already been burned. After each of the cattle had moved to the safety of the scorched area, the wind changed direction again, causing the fire to consume the remainder of the property but leave the cattle unharmed.

Real Estate Management is also responsible for managing the University’s rental properties available to students.

To learn more about Real Estate Management, call ext. 44374 or stop by the department. Brian Kirk invites the campus to visit the office anytime. “Stop by for a good chat and good food!”

Kelly explains that the mission statement of the department is “ to partner with external corporations to maximize marketing and philanthropy opportunities.” Formerly organizing marketing campaigns and events for Loma Linda University Children’s Hospital, Kelly admits that corporate relations is a new focus for LLUH as a whole. Kelly hopes to orchestrate strategies across the organization to foster “one conversation” with corporate partners, leveraging the remarkable product set that LLUH has to offer.

One of the first initiatives of Strategic Alliances has is to create an “event program menu” that touches each area of the organization. Kelly explains that this type of understanding will provide internal and external sponsors with a comprehensive list of opportunities to support LLUH, and designates this approach as “maximizing our relationship.” This will also offer internal stakeholders of LLUH – students, employees, and patients – a better understanding of organizational events and accomplishments.

The road to establishing corporate relationships is one still to be explored in the coming weeks and months. “The first step,” says Kelly, “is to identify our goals.” Strategic Alliances will continue to promote collaboration across the organization, uniting development initiatives, as LLUH becomes a national name for healthcare, research, education, and wholeness

Each Unit or Department in the MC, CHC, EC, and FMO are being outfitted with new language line dual handset phones or devices that will allow the Units’ staff to easily reach an interpreter.   The dual handset phones will automatically dial our in-house interpreters at LLUMC Language Services extension 42445 first.  If Language Services is busy or unavailable for interpretation it will automatically connect to Language Line Services.  You will be asked for your Department’s information.  That information has been pre-printed on each phone for your convenience.  

You can still dial from any LLUSS extension to connect to an in-house interpreter by dialing x42445 and again if they are busy you will be connected to a menu, which will give you the option of leaving a message for the in-house interpreter and automatically page them, or you can hang up and page an in-house interpreter at pager # 3715, or you can be connected directly to Language Line Services.

Over the past several months, the Printing & Mail Services departments have been targeting innovative strategies to expand efficiency and innovation in processes such as delivery to the campus.

Since January alone, Mail Services has processed over 310,000 external pieces of mail, and nearly 400,000 internal pieces, including letters, large envelopes, and packages. To accommodate the estimated 12,500 total pieces processed each day, Mail Services recently evaluated and revised each of their routes and procedures for greater speed and accuracy. Even in handling everything from intercampus mail envelopes to patient records and hazmat items, Mail Services has received just five returned items since the beginning of the year.  

As Mail Services is implementing efficiency gains, Printing Services is increasing the speed and accuracy of processes on campus through their new electronic forms service. Partnering with Enterprise Content Solutions (ECS), Printing Services is taking the “printing” out of forms by designing forms that function online. Using Liquid Office, a software suite incorporating process automation and digital workflow, Printing Services and ECS have worked to digitize departmental paper forms, as well as create new e-forms to be used as part of revised business processes.

As Printing & Mail Services work together to increase efficiency and cost effectiveness, they also work to extend their influence to the surrounding community. This year, Mail Services played an integral role in distributing some of the organization’s charitable campaign materials, including the Grow Together campaign. Meanwhile, Printing Services has sponsored the Children’s Hospital Foundation Gala, local golf tournaments benefitting education and local organizations, the Redlands Bowl Association and more.

To learn more about Printing & Mail Services or the services they provide, contact Jennifer Rowland, Manager, at jirowland@llu.edu or ext. 44552.

In 2012, Research Administration worked diligently towards rolling out an integrated research website targeting researchers on campus. The site has also continued to be a resource for the public about research activities and clinical trials in progress. This year, the Research Protection Program has worked to offer resources on the website to help provide researchers who work with human subjects with new tools to initiate interactions with the Institutional Review Board (IRB). 

Last August marked the NIH mandated deadline for implementing substantive changes in Research Conflict of Interest requirements, and as a result, Research Administration along with Research Integrity spearheaded the implementation of an online utility to manage financial conflicts of interest. An online training program was developed within in the OWL system, and since its inception last August, over 1,400 researchers have completed the training. Research Integrity is continuing to work with Information Services and other departments to streamline the process and manage the site.

Research Affairs Financial Management (RAFM) is also working on updating processes to increase efficiency of subrecipient monitoring. Research Affairs Financial Management (RAFM) oversees and manages award funding and supports researchers in assuring compliant financial performance. In consultation with Information Services, RFAM has been developing an electronic system to simplify Personnel Activity Reporting, and is preparing for implementation this July.

Want to learn more about research at Loma Linda University Health? Join in one of the Research Affairs new monthly seminars, highlighting research questions and topics. Join the Research Affairs June 11 to learn more about “Monitoring & Audit Preparation,” or on July 9 for a discussion on “Speed Networking: Networking for Collaborative Research Opportunities.”  To learn more about the seminar series or to RSVP, contact Lorraine Sarmiento.

To learn more about Research Affairs, visit their new website here. 

            Communication and training are key objectives for Transportation Services. During monthly staff meetings, employees discuss customer service initiatives, and drivers training classes are held biannually. Matt Egerer, one of the department’s commercial driver trainers, and Eva Robledo, the department’s dispatcher, train new drivers and also facilitate the biannual driver training and certification reviews for all staff.

            Eva Robledo also processes all calls that come into the department requesting service. These requests range from customers calling and asking where a particular shuttle is and how long until it arrives, to handling specimen runs, organizing special events and resolving issues that arise during daily operations. The Transportation department uses Teletrac, a GPS tracking system that locates shuttles as they move across campus, and is currently working on getting this system onto the VIP page to allow employees and staff to follow where the shuttles are at all times.

            One of the department’s key responsibilities is to coordinate the transportation of medical personnel to hospitals within a 250-mile radius to for heart, kidney, liver, and pancreas transplants. This requires special training and dedication from the team of drivers, especially since many of these phone calls occur in the middle of the night. Matt Egerer leads the Transplant Transportation team, and coordinates the transportation needs for the medical personnel.

            Every day shuttle drivers transport the employees, students, patients, and visitors of Loma Linda safely. In 2012, the Transportation department was awarded the LLUSS Certificate of Appreciation award in recognition of their dedication and commitment to service. The shuttle drivers are the heart and soul of Transportation Services. Passengers that ride the shuttles understand that the shuttle drivers really care when they ask, “How are you doing today?” offer a simple “Good Morning!” or “How was your day today?” The department recognizes this as living the mission one passenger at a time.

That’s the largest portion of the day, says the survey, with the category of sleeping at 7.6 hours and all other activities 2.5 hours or less.

For many U.S. employees, that translates to working at a desk. While there is no getting around this reality of life, there are ways to reduce the fatigue and pain of long workdays. Less pain and fatigue translates to better productivity—and better morale.

“Many times, there are fairly minor adjustments that can be made to help an employee be more comfortable at work,” points out Lynn Thornstrom, certified ergonomics assessment specialist, department of risk management and abilities accommodation, Loma Linda University Shared Services.

“You shouldn’t feel pain after a day of work,” she continues. “That does not have to be a natural consequence of putting in a good day’s work.”

Ms. Thornstrom spends much of her time following up with employee complaints of pain and discomfort, often related to worker’s compensation claims. “That’s too late,” she insists. “If the employee’s workstation is initially set up to best fit him or her, the worker’s compensation claim can be avoided.”

And so she often carries a simple toolkit with her. It contains most of the tools she would need to make adjustments to an office chair—one of the top reasons why employees develop painful symptoms due to poor posture.

“My favorite part of the job is prevention,” Ms. Thornstrom explains. “I love it when I can educate employees and managers about good ergonomics. That way, I can save the institution major dollars, while at the same time improving the quality of life for employees. Everybody wins.”

Ms. Thornstrom, who worked for a decade or so as an ergonomics consultant, is concerned when some managers think that major costs will automatically ensue following her visit to their area. It’s true that more than a simple chair adjustment may be required in some cases. A new chair may be needed, or even a keyboard tray or footrest.

“To me, that’s a small price to pay for a faithful employee who puts in long hours working diligently for the institution,” she shares. “Actually, I would love to be a part of the workplace design process in the first place, so that the same dollars could be used to purchase ergonomically sound equipment in the first place.”

Office chairs are critical to good ergonomics. They should be fully adjustable and provide good support to the back. The height of the desk has a major impact as well. “Desktops that are too high make it absolutely necessary for employees to have keyboard trays,” she details. “Since every employee comes in a different size and shape, a good keyboard tray can make all the difference.”

Lighting is an often-overlooked part of ergonomics. “Too much light creates major eye strain when viewing a monitor all day,” Ms. Thornstrom informs. “It is better to lower the overall light and accommodate the younger eyes, then provide personal lights to those who need them for desktop/paperwork.”

Before managers imagine their workplace budgets ballooning out of control, Ms. Thornstrom is quick to make an important point. “Lighting under the overhanging storage cupboards is a poor investment in almost every case,” she suggests. “Instead, invest in personal work lights. The institution will save money in the long run, and aging eyes will have the extra light needed to avoid eye strain.”

A footrest may also be beneficial to some employees. By taking pressure off the feet, back pain and other forms of discomfort can be reduced or eliminated.

“I am working to develop a list of ergonomically sound equipment for the institution,” Ms. Thornstrom confides. “Too often, we take the word of a salesperson when it comes to selecting furniture and equipment. We have to remind ourselves that his or her motivations are to move merchandise and make a profit.”

Ms. Thornstrom recognizes her personal limitations. “There are 18,000-plus employees in Loma Linda University Health and only one of me,” she admits. “That’s why I believe that I can have the greatest positive impact educating our employees and managers about the benefits of good ergonomics, and help them create better workstations and working habits in the first place.”

When you walk into the Shared Services Accounting Office, it’s certain you will be greeted with a smile and a cheerful “Hello! How can we help you?” Focused on providing customer service and excellence, Pramila Thadi and Chase Tikker work together to lead the accounting team of Myra Arroyo, Vanessa Cerna Carmona, Marina DosSantos, and Rhonda Englehart. The team is dedicated to keep the accounting functions of Shared Services on track. 

Continuing this year is the department’s concerted effort to increase efficiency and productivity. For example, Shared Services Accounting was the first department on campus to utilize an electronic accounts payable system, electronic expense reports, and electronic payment vouchers. 

Chase Tikker, Manager - Financial Support for Shared Services, states, “Shared Services Accounting has made a significant push to go paperless and automated.” This year, the department has also made electronic approval for journal entries possible, an improvement that has increased efficiency and the speed of approvals.   

Other departmental accomplishments include managing over 8,000 vendor relationships, have processed over 4,500 invoices already this year, and have added the Real Estate Business unit to the department’s responsibilities.

This year, the accounting team focused on LLUH’s core value of Compassion by contributing and collecting food, clothes and supplies that were donated to SACHS clinic and the Ronald McDonald House. The department also provided handmade lap blankets to the Seniors Heritage Home.

Through their commitment to service and excellence, Shared Services Accounting is doing their part to fulfill the mission of Loma Linda University Health, “to make man whole”. 

To prepare for the event, Gerhard and his team are aerating the grass to remove compaction, monitoring the watering between functions, and coordinating the Loma Linda University logo flower arrangement. The arrangement is displayed on the lawn of the Coleman Pavilion each year, a tradition since 1998.

Landscape is committed to making the campus a beautiful place to visit, work, learn, and heal. In April, the team completed the Lindsay Hall ramp that will allow staff and students to access the student residence more easily.

Gerhard explains how a few members of his team hand laid each stone with precision, admitting, “It gets me excited that they’re proud of what they do. And that’s something that we try to encourage. You can see that [project was] done by four engaged employees.”

The average tenure of an employee at Landscape is 15 years. “My philosophy is – I want to make this a pleasant place to work,” Gerhard continues, “We’ve tried to follow the Golden Rule. I want to treat you like I’d like you to treat me.”

Landscape continues to make improvements to their service to the campus in a number of ways. They arecontinuing their green waste recycling initiative, which gathers any green waste that has been removed from the campus and to be reused. Gerhard explains that Landscape is “trying to use the environment and nature” to reduce waste and benefit the department’s projects. After the green waste is collected, it is ground into mulch that is used as a soil amendment or ground cover in campus projects.

Landscape also plans to cut irrigation costs this year and implement water saving initiatives throughout the campus and at the new parking structure.

Gerhard acknowledges that Landscape has one key goal in mind. “We create the first impression,” he says. “I feel very blessed, privileged and fortunate to be part of it.”

To learn more about the Landscape Department, call extension 44557.