Sierra Tucson-Shane Brumitt-FINAL

February 2013

Sierra Tucson Treatment Center

Tucson, AZ

and

SIERRA TUCSON®

Table of Contents

This proposal was developed based on Sierra Tucson Treatment Center not participating in a group purchasing organization arrangement for the purposes of the services included in this proposal.

This proposal contains proprietary and confidential information of Sodexo. It may not be disclosed to third parties without Sodexo’s prior written consent. As the recipient of this proposal, you agree to use due care to prevent its unauthorized use. This proposal is submitted in the name of Sodexo, however, if awarded this business Sodexo will contract under the name Sodexo Operations, LLC or its appropriate subsidiary.

Section 01 Executive Summary

Section 02 Observations and Solutions

Section 03 Financial Summary

Section 04 Food and Nutrition Services

Section 05 Environmental Services

Section 06 Training and Development

Section 07 Transition and Management

Section 08 References

Section 09 The Sodexo Legacy

Section 10 Exhibits

7465 Martin Luther King, Jr. Boulevard, Unit 106, Denver, Colorado 80207Cell: 214 693 9708 – Email: [email protected]

Shane BrumittBusiness Development Coordinator

February 1, 2013

Mr. Steve FaheyExecutive DirectorSierra Tucson Treatment Center39580 S. Lago Del Oro ParkwayTucson, Arizona 85739

Dear Steve:

Thank you for allowing Sodexo to present a proposal for Food and Nutrition Services and Environmental Services for Sierra Tucson Treatment Center. The Sodexo team embraces every assignment and responsibility, regardless of scope, with a complete focus on the patient. We remain committed to the total Patient Experience so your center can deliver the best care.

Throughout this proposal, you will discover that we’ve listened closely to your challenges as well as your immediate and long-term objectives. Our recommendation: a series of proven, innovative solutions that are uniquely customized to your needs. In the Executive Summary that immediately follows, we highlight the powerful benefits and financial outcomes Sodexo will bring to your organization. Notably:

• Technology, standardization, training and development to become the premier treatment center.• Exceptional leadership and professional management.• Enhanced patient food and nutrition programs.

We are confident that we will achieve the outcomes noted, and we are passionately committed to helping you deliver a superior Patient Experience at Sierra Tucson Treatment Center – so you can focus on delivering the best behavioral and health care in Tucson and the Southwest.

I would like to take a moment to express our appreciation to everyone who has provided input for theproposal. Your staff was extremely helpful and gracious during our visits. The Sodexo team is eager to deliver our great Food and Nutrition Services and Environmental Service solutions, along with an unmatched commitment to customer service and the Patient Experience. We look forward to your decision.

Sincerely,

Shane Brumitt

SB:rnEnclosures

Executive Summ

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Executive Summary

“Sierra Tucson blends time-tested techniques and innovative emerging methodologies to create clinically superior, patient-directed courses of treatment.”Excerpt from Sierra Tucson Treatment Center’s Website

Since 1983, Sierra Tucson Treatment Center has been a true success story. Internationally renowned for its therapies, extraordinary staff and beautiful, tranquil setting, Sierra Tucson Treatment Center provides integrated treatment to identify and resolve underlying issues. This supportive path has led to recovery for tens of thousands of people who suffer from alcoholism, drug addiction, depression, anxiety, trauma, eating disorders or other mental and behavioral disorders. Your support services programs are essential to achieving the goal of becoming the No.1 residential treatment center in the country, and we understand the key to your success is the ability to achieve measurable, predictable, cost-effective results that support your commitment to the Patient Experience.

Sierra Tucson Treatment Center will achieve its strategic objectives and exceed patient expectations with the support of Sodexo’s Food and Nutrition Services and Environmental Services, which will provide the following benefits.

• Tasty, freshly prepared patient/staff meals that are healthier with a more varied menu selection.

• State-of-the-art housekeeping program to “wow” your patients, staff and visitors.

• Enhanced patient satisfaction as a result of a higher level of employee engagement.

Sierra Tucson Treatment Center’s mission to deliver “quality patient care with knowledgeable and progressive staff in a fiscally responsive manner” guides Sodexo to utilize the innovative skills, resources and best practices we’ve perfected over many years of serving thousands of health care

EXECUTIVE SUMMARY | SIERRA TUCSON TREATMENT CENTER | 1

“Our relationship with Sodexo has surpassed our expectations in terms of quality, customer service and support during the transitional phase. We are excited for the positive impact the program will have on our patient and employee satisfaction.”

Kevin W. Donovan, Chief Executive Officer, Mt. Ascutney Hospital and Health Center

facilities worldwide. We will work with you as one to develop and nurture an exceptional Patient Experience.

Our alignment with your mission, along with our industry-leading programs and on-site management expertise, will create a powerful combination that will yield measurable results in the areas that matter to you most. It is our sincere desire to develop a partnership that in time will grow to that of a trusted business advisor.

Why Sodexo?

Sierra Tucson Treatment Center has built a reputation for providing world-class residential treatment and health care in Tucson. Likewise, Sodexo has built a reputation as an industry leader in providing essential support services to health care facilities across the nation and around the world. As an industry leader, we can offer Sierra Tucson Treatment Center:

• Professional Management. We will bring the best talent to work with your leadership team, on your behalf.

• Training Systems. We will elevate your team’s ability to drive patient, quality and financial outcomes.

• Buying Power. Our partnership will leverage the marketplace for best price, service and quality.

• Technology. We will bring software solutions that will allow your organization to realize the benefits that come from automation.

• Accountability. We will guarantee improved performance on quality, satisfaction and financial outcomes.

• Patient Focus. We will drive patient-centric efforts to support your mission and objectives.

• Standardization. Our focus on standardization and innovation will help drive revenues, improve service outcomes, eliminate operational redundancy, reduce costs and, most importantly, enhance the Patient Experience.

Organizational Alignment

We know from researching your organization, along with spending time with your team, that your organizational goals are the strategic framework for how we will approach our service delivery. Our proposal is not about Sodexo or what we do elsewhere, but about your vision for the future and how we will work collaboratively to achieve your strategic vision.

People Empowerment – Sierra Tucson Treatment Center currently has a core of dedicated, tenured staff. By partnering with Sodexo, we will work with nursing and build a team that will enhance customer service, improve technical delivery and create a high level of employee morale, concentrating on retaining the best employees for your organization and developing a culture of caring and accountability.

2 | SIERRA TUCSON TREATMENT CENTER | EXECUTIVE SUMMARY

Achieve high patient satisfaction and minimize labor requirements in the evening and on the weekends with the Chef Selects – Classic Dining menu.

“They approach both the richness

of the knowledge shared and

the practicality and immediacy

of how we could apply it. We

all can learn a great deal from

organizations, such as Sodexo,

that have had experience dealing

with many of the complexities that

we face in health care diversity.”

John Sciortino, Senior Vice President and Chief Operating Officer, New York Hospital of Queens

Service – We will work with your staff to instill a service culture that will enhance the Patient Experience. Our tools, resources and programs will improve patient and physician satisfaction, as well as interdepartmental collaboration among employees.

Quality and Safety – We will deliver consistent results, not only in administrative areas, but throughout your hospital. Our programs will provide safe, high-quality care. We will deliver guaranteed outcomes. We will measure what we do and provide regular reports to reinforce the transparency of our service delivery. And we will cultivate a culture of continuous learning and improvements.

Growth and Innovation – Through our partnership, we will continue to help you ensure your programs remain models of success. We will continue to leverage the best practices from the more than 1,540 health care facilities we manage across the United States. We will make a positive impact on your operations.

Enhance Your Patients’ Stay With the Chef Selects – Classic DiningSM Menu by Sodexo

Sodexo’s Chef Selects – Classic Dining program provides a three-week selective menu cycle that offers delicious, nutritional meals for your patients. With this remarkably flexible menu, we know from experience what to produce from scratch and where

to use value-added food products to save labor dollars and still keep quality high.

The customizable Chef Selects – Classic Dining menu templates are active in Food Management and produce the HACCP report, production report, scaled recipes, cost and prep sheets. The nutrient analysis is available in coordination with the Sodexo Menu Graphics program. The following tools are available to assist you in customization and implementation of the program.

• Nutrient and Cost Analysis. Ensures compliance with nutritional guidelines within established cost parameters; saves staff time by preventing manual analysis.

• Week at a Glance. Enables staff to view the week’s menu.

• Spreadsheets. Captures all regular and modified diets in one location, ensuring efficiency in food production.

• Inventory Sheets. Provides linkage to electronic ordering through Sodexo’s prime purveyor.

• Order Guides. Provides a list of foods and ingredients required to prepare the menu for efficient food and supply ordering.


“The Fresh Inspirations brand has truly rejuvenated our dining experience for families, visitors and staff. The quality and wide variety of food selections appeal to all tastes. Our philosophy as an organization is to empower diners to make healthy food choices by providing a wide variety of delicious food coupled with nutrition information to support their choices. Fresh Inspirations has delivered on this goal.”

Paul Kempinski, Chief Operating Officer, Alfred I. duPont Hospital for Children

Our Award-Winning Dining Program – Fresh Inspirations®

Imagine stepping into a place that restores your total well-being in the middle of your day and helps give you the nourishment and energy to feel like you can start your day all over again. That’s Sodexo’s Fresh Inspirations experience.

Fresh Inspirations was designed based on the insight that staff, family and visitors are all vital contributors to the healing process. We see our job as caring for the caregivers – to feed them, nourish them and inspire them so they can return to work or to their loved ones with all the strength and energy they need.

Sierra Tucson Treatment Center will achieve enhanced benefits from our new retail dining approach. Our customized solutions for you have been identified during our visit on the survey:

• Healthy lifestyle initiative featuring wellness items in the cafeteria that will improve the well-being of your staff and communities.

• Alignment of price and value.

• Expanded selection of new and culturally diverse entrées and specials that have been developed and tested by our culinary teams.

• A focus on fresh food and preparation that will delight your staff and visitors.

If Sodexo is awarded the agreement for Sierra Tucson Treatment Center’s Food and Nutrition Services and Environmental Services, we will provide the $121,820 capital investment needed to


make this transition happen in the dietary operation, as well as the $23,000 capital needed to equip and implement state-of-art housekeeping program. Sodexo will provide that capital as an interest-free expense, amortized over the length of the contract.

Dedicated Specialty Experts

Quality Assurance Programs – To ensure positive outcomes for all regulatory agency inspections, these programs will provide you with the confidence and reassurance that when inspectors are on site, your departments are ready.

Elite Certification and Affiliation. Our Managers meet the strict requirements for designation as Certified Healthcare Environmental Services Professionals (CHESP) – one of the many training programs offered by Association for the Healthcare Environment (AHE), the foremost professional Environmental Services association and the only one affiliated with the American Hospital Association (AHA). Sodexo is the first and only company partnered with the (AHA).

Clinical Expertise – As a leading employer of clinical dietitians in North America, we recognize the important role nutrition care plays in a patient’s well-being. Nutrition has become an essential component of the healing process, and you can count on Sodexo’s Clinical Nutrition team to work closely with your clinical professionals to formulate, implement and support nutrition programs that enhance the medical treatment outcomes of every patient.

Culinary Expertise – We are constantly striving to make every dining experience a tribute to the senses. With the depth and strength in Tucson and the Southwest, we will provide Sierra Tucson Treatment Center with the support of our strong culinary team. Our award-winning chefs are an integral part in every aspect of the production and delivery of our culinary creations. All of our chefs are well trained and have access to some of the most prestigious culinary programs in the world. This access allows Sierra Tucson Treatment Center to stay in touch with the latest food trends and techniques for food preparation.

Sodexo currently employs more than 4,400 salaried dietitians worldwide. In the countries where we operate, 94% have menus and recipes that are assessed and controlled by a certified dietitian, and 70% have nutritional information hotlines or websites where our customers can get nutritional advice. We are truly an expert in nutrition!


“When I compare the training I received from my previous employer and my new one, I can tell you with confidence that the one I had the last two weeks is far superior to the four days I received two years ago. It shows the commitment of what Sodexo does to retain its managers. It gives the managers the tools to succeed and help the company grow by following the standards.”

Moussa Baro, Operations Manager, St. Vincent Medical Infirmary

On-Site Leadership

We understand that having the right leaders and management assigned to your facility is critical to the success of Sodexo programs and making sure our teams are focused and aligned in meeting your goals and objectives. We will work with you to jointly develop the right organization to lead your department. We will provide you with the best qualified, interested candidates to complement your current team and go through a joint interview process.

We have also customized an organizational structure we believe will support, help coordinate and carry out all of the day-to-day management functions and activities seven days a week, 24 hours a day. Together, with the expertise of your managers, we will make sure the right leaders are in place to deliver successful outcomes.

Employee Satisfaction

The link between employee satisfaction and patient satisfaction has long been clear, as well as the value of employee engagement. We know that engaged employees are an organization’s most productive and efficient workers. This type of staff is emotionally connected to the mission, vision and purpose of the organization they serve. Our staff training and engagement programs have proven to deliver the following:

• Reduced turnover

• Increased staff satisfaction

• Increased productivity

• Increased patient and visitor satisfaction

In everything we do, staff training is critical to making sure we have consistency around the delivery of our services. We utilize several different approaches to training; this maximizes the opportunity and productivity in accomplishing development and compliance.

Patient Experience

We understand your patients and their family members evaluate their care based not only on the clinical care but also the non-medical services they receive during their stay. Understanding how the Patient Experience can impact your organization will contribute to where patients receive and physicians may provide care.

All of this will result in an increased market share for Sierra Tucson Treatment Center.

Reward and Recognition Programs

The employees who directly interact with your patients consistently perform their daily tasks and care about their responsibilities, and this does not go unnoticed. From the hourly worker to the support manager, Sodexo has a wide range of recognition programs – one will surely fit Sierra Tucson Treatment Center’s culture. Recognition programs vary, from being rewarded for consistent comments from patients and administrators, to corporate recognition for support of our mission and values.


“I think that this organization

is very well put together and

organized as well. I like

the department that I work

in, as well as the training.

Everything is very clear and

not hard to understand. It is

very helpful in my life outside

of work as well.”

Employee Engagement Survey Comment

“Sodexo has provided value to our organization by partnering with us in our mission, vision and values and ultimately improving the overall patient experience.”

Forsyth Medical Center

Summary and Next Steps

This Executive Summary is an overview of our proposal as to how Sierra Tucson Treatment Center will achieve its business objectives, as well as create a favorable Patient Experience. The solutions outlined in this summary will support your goals:

• Improve staff/patient satisfaction. Sodexo will work with your leadership to implement proven solutions that will drive patient satisfaction and improve staff engagement. These programs have shown to increase market share in treatment centers where they have been implemented.

• Provide capital dollars. Sodexo will provide Sierra Tucson Treatment Center $20,000 in capital to implement Sodexo’s All Natural Juice Bar (please see exhibit section), as well as an additional $72,500 to enhance your retail dining space interest-free for the life of the contract. This will provide the necessary resources to enhance your service areas so you can invest your capital resources in other programs.

• Dedicated professional management. Sodexo will provide experienced professional managers to support your goals in consistency and predictable outcomes.

The next step is now yours to take. Sodexo would be privileged to help you work toward that ideal as your trusted business advisor and turn these proposed possibilities into operational realities. As soon as we commence our agreement, we will provide a carefully coordinated implementation process outline.

Sierra Tucson Treatment Center will have a Food and Nutrition Services and Environmental Services program that will provide all patients, staff and visitors with an improved experience, utilizing customized programs and experienced leadership. Each step of the way, our teams will work together implementing programs, training the staff, conducting focus groups and measuring the outcomes.

We will also put in place the financial tools to manage all department costs and revenues in order to better enable you to make informed business decisions.

Prior to the start or our relationship, we will request a transition meeting between our team and yours to make certain that your expectations are consistent with the anticipated outcomes. The purpose is to transform individual expectations into one set of prioritized system expectations and to provide a solid foundation upon which to build a long-lasting and mutually beneficial relationship.

Thank you for the opportunity to propose a partnership that will help Sierra Tucson Treatment Center control costs, boost operational efficiencies, and improve your financial results and marketability – all while enhancing the Patient Experience.


Observations and Solutions

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Observations and Solutions

“I have been impressed with the systematic approach Sodexo has taken toward improving patient satisfaction. The Senior Leadership Team has noticed a marked difference in not only the scores but the overall impression and presence that has been felt in these departments and in the hospital as a whole. I have asked the Sodexo managers to relate patient and customer techniques for improving Press Ganey and other hospital managers and leaders.”

Louis Giancola, Chief Executive

Officer, South County Hospital

In customizing our solutions in this proposal, we received outstanding assistance from Sierra Tucson Treatment Center’s staff in collecting benchmark data on current performance.

Our team devoted considerable time and energy to understanding each of your particular objectives and assessing current capabilities. To help with the many essential factors that affect your patients’ overall comfort and condition, Sodexo will work to increase patient satisfaction by utilizing all resources and improve financial efficiencies.

During our visit, we:

• Listened carefully to help identify the best set of solutions and benefits we can provide.

• Reviewed your organizational structure and your current productivity.

• Familiarized ourselves with your programs and day-to-day operations.

• Analyzed department records.

Based on our observations, as well as our discussions with your management team and staff employees, we are confident that we have tailored a program that will help you address your objectives.

The highlights of our analysis follow.

Observations provided by the Sodexo survey team.

• Dawn Marino, General Manager, Sodexo

Environmental Services

At Sierra Tucson Treatment Center, Sodexo recognized the following strengths of your current program.

• Very Friendly Staff – The staff shows great teamwork and is willing to accept direction.

• Administration understands the challenges the department has, and they want the team to be successful.

OBSERVATIONS AND SOLUTIONS | SIERRA TUCSON TREATMENT CENTER | 1

Quality – Floor Care

Survey Findings

• Floors are in need of attention – scrubbing and buffing.• More routine or daily cleaning.• No formal floor care program in place.

Proposed Solution

• Add floor technician staffing.• Utilize Sodexo programs and training.• Upgrade floor equipment.• Implement Sodexo’s Unit Operating System (UOS) to create a floor care plan.

Outcome Improved floor care program

Quality – Carpet Care

Survey Findings

• No formal carpet care program in place.• Lack of spotting and routine carpet cleaning.• Police vacuuming not evident.

Proposed Solution

• Create carpet care cycle cleaning program.• Increase training and accountability.• Implement Sodexo’s training programs.• Implement a formal inspection and follow-up process.

Outcome First impression of the facility and overall perception of Environmental Services will be enhanced. Floor care program will be immediately evident.

Quality – Detail Cleaning Areas of Focus

Survey Findings• Patient room cleaning, restrooms, hallways.• Restrooms – floor cleaning/refinishing, vents and sink detail cleaning.

Proposed Solution

• Implement Sodexo’s Duty Lists and Helpful Hints process to remind employees that detail work is critical.• 7-Step Room Cleaning Procedures for all employees, along with the implementation of discharge checklist.• Implement the Sodexo standard cart set-up.• Replace feather dusters with high dusters.• Project work assigned and scheduled. • Implement a weekly detail cleaning schedule.• Set up cycle cleaning plan and daily inspection process.

Outcome• Increased patient satisfaction, along with overall quality of cleaning.• Enhance environment for all visitors.

Training

Survey Findings

• No adequate formal training program in place.• Inefficient use of equipment and tools.• Improper use of equipment and tools.

Proposed Solution

• Utilize Ecolab® to augment training program, along with our Sodexo training programs for all employees and management team members – to include safety, technical, customer service, and leadership training and development.

• Repair and/or replace equipment.• Implement Sodexo training and development, along with Sodexo Competency for each employee.

Outcome

• Better trained employees.• Improved employee satisfaction.• Safer, cleaner hospital environment.

2 | SIERRA TUCSON TREATMENT CENTER | OBSERVATIONS AND SOLUTIONS

Routine or Scheduled CleaningSurvey Findings No routine/scheduled cleaning and trash removal in administrative areas and auxiliary buildings.

Proposed Solution Implement Sodexo’s Duty Lists assigned by position.

Outcome All areas are cleaned daily and detailing done proactively, and areas not in use will be maintained and ready for usage.

Customer Service

Survey Findings No method of communication evident to identify the needs of all of the patients and administrative members/management.

Proposed Solution Have a direct line to the staff and supervisor (i.e., work order, phone or email) to receive requests in a timely manner and to follow up for completion.

Outcome Patients and staff have their requests and/or needs met.

Food and Nutrition Services

At Sierra Tucson Treatment Center, Sodexo recognized the following strengths of your current program.

• Rosemary appears to be a leader who could be mentored by a seasoned General Manager

• Large physical layout of dining area can help enhance services offered

• A very pleasant and hospitable staff

Patient Food ServicesSurvey Findings Poor food quality.

Proposed Solution Implement Sodexo’s National Menu that specifically addresses quality, wellness, variety and flavor. This program will include a daily chef exhibition station.

Outcome Increased patient, visitor and staff satisfaction.

Patient Food ServicesSurvey Findings Limited selection.

Proposed Solution Implement Sodexo’s National Menu that specifically addresses quality, wellness, variety and flavor. This program will include a daily chef exhibition station.


“Together, we produce a product that is synonymous with quality

and one we can all be proud of. That product is great service.”Office Manager, Sodexo Health Care


Patient Food ServicesSurvey Findings Food is lacking in its presentation.

Proposed Solution Enhance the dining service experience by training staff on garnishing and presentation standards.


Patient Food ServicesSurvey Findings Limited health and wellness options.

Proposed Solution Implement Sodexo’s Health and Wellness program to include a variety of options that include displayed full nutritional analysis.


Patient Food ServicesSurvey Findings Physical layout and presentation of the dining area.

Proposed SolutionSodexo will present a proposal of enhancing the dining room area to include cabinet laminate, upgraded countertops, fresh paint, wall graphics, enhanced signage and fabrication of salad bar to enhance presentation and quality.

Outcome Improved patient, visitor and staff satisfaction.

Patient Food ServicesSurvey Findings Limited food offerings.

Proposed Solution Implement menus available through Sodexo for greater variety.

Outcome Increased customer satisfaction and sales.

Patient Food ServicesSurvey Findings Staff’s knowledge and understanding of patients’ concerns needs improvement.

Proposed Solution Provide sensitivity training to the Food and Nutrition Services staff on the types of patients at Sierra Tucson Treatment Center to better assist the patients during meal times.

Outcome Improved patient and staff satisfaction.

Patient Food ServicesSurvey Findings Lack of demonstration cooking to enhance freshness and quality.

Proposed Solution As part of the menu overhaul, include daily chef demonstration cooking utilizing Sodexo’s wellness options.

Outcome This will have a big impact on the overall quality and freshness of the menu. This will positively impact the perceived value of the foods being offered.

Patient Food Services

Survey Findings No evidence of internal audits used to measure effectiveness of the food production area, compliance to regulations and enhancement of services.

Proposed Solution Implement Sodexo’s Nutrition Gold Check program.

OutcomeInternal audit to measure compliance to industry and company standards or benchmarks. Identification of weaknesses and problems so that these will be addressed in a timely and complete fashion via a corrective action plan that is formulated following the audit.

Food ProductionSurvey Findings Significant use of convenience foods and need for production tools.

Proposed Solution Implement Sodexo’s food production systems and training to scratch/batch cook.

Outcome Food cost savings.

4 | SIERRA TUCSON TREATMENT CENTER | OBSERVATIONS AND SOLUTIONS

Food ProductionSurvey Findings Labor in food service department could be more efficient.

Proposed Solution Re-direct staff to provide a more streamlined operation.

Outcome Re-align staff to create and sustain added-value menu options.

Food ProductionSurvey Findings Lack of overall food safety program.

Proposed Solution Implement Sodexo’s food safety program and HACCP training programs.

Outcome Regulatory agency compliance and an inspection-ready facility.

Patient Food ServicesSurvey Findings Poor quality and creativity on the salad bar.

Proposed Solution Create a new standard on the foods being offered on the salad bar. Focus less on quantity and more on quality. Implement creative daily salad specials emphasizing flavor, quality and freshness.

Outcome Increase patient and staff satisfaction.

Patient Food ServicesSurvey Findings Poor presentation of meals being delivered.

Proposed Solution Upgrade to Sodexo’s Chef Selects – Classic Dining service ware to enhance the presentation of the meals.

Outcome Increased patient satisfaction.

Patient Food ServicesSurvey Findings Limited kosher options for patients.

Proposed Solution Implement a kosher menu for patients on kosher diets, focusing on freshness and quality.

Outcome Increased patient satisfaction.

ProductionSurvey Findings There appears to be no systematic program in place to track and monitor staff dining.

Proposed Solution Implement a swiping system for staff and visitors who eat in the cafeteria to better track patrons through the cafeteria. This will also give a more accurate food cost expense.

Outcome Customers are less likely to abuse the dining options, and a more accurate food cost expense can be calculated.

InventorySurvey Findings There appears to be no systematic approach in monitoring inventory.

Proposed SolutionImplementing Sodexo’s Food Management system (FM), food can be tracked and monitored from the time it comes through Sierra Tucson Treatment Center’s doors, to the time it is consumed by the customer. This includes taking a weekly inventory.

Outcome The Food and Nutrition Services Department will accurately reflect departmental cost.


Financial Summ

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Financial Summary

At Sodexo, everything we do is focused on delivering measurable, predictable results that control the cost of your support services. In this section, we will present our financial overview.

Sodexo takes the responsibility of financial management very seriously. We will ensure cost-efficiency the same way we ensure quality – with experience, proven concepts, simple and user-friendly systems, unsurpassed support services and continuous improvement.

Our obligation to you is to provide quality programs that deliver the greatest benefit for every dollar spent. We believe the information and assumptions provided by your facility, along with the department operations statement outlined on the following pages, will achieve that.

“We see Sodexo as more than just our partner; Sodexo is an integral part of the hospital and directly impacts patient satisfaction.

“At the end of the day, it’s not about the scores. It’s about creating an environment for our patients so that they want to do better for themselves so they can be released quicker, get back to work faster and be with their families. Anything we can do to make the patient comfortable is our goal. Sodexo employees at Straub have exceeded my expectations in helping us reach this goal. Thank you for all that you do.”

Art Gladstone, Chief Operating Officer, Straub Clinic and Hospital

FINANCIAL SUMMARY | SIERRA TUCSON TREATMENT CENTER | 1

PROPOSEDCOST

FY 2012ACTUAL

VARIANCE TO ACTUAL

Total Annual Net Food (From Schedule A) 375,407$ 658,046$ (282,638)$

Total Hourly Annual Labor (From Schedule B) 482,575$ 391,593$ 90,982$ Total Management Annual Labor (From Schedule C) 164,621$ -$ 164,621$ TOTAL MANAGEMENT AND HOURLY LABOR 647,197$ 391,593$ 255,604$

Total General Supplies/Expenses (From Schedule D) 157,766$ 307,236$ (149,470)$

Total Management Fee (From Schedule E) 50,000$ -$ 50,000$ Total General Support Services Allowance (From Schedule F) 75,000$ -$ 75,000$ TOTAL DIRECT COST AND CHARGES OF OPERATION 1,305,370$ 1,356,875$ (51,505)$ Less Department Revenues and Credits (From Schedule G) 30,620$ 30,620$ -$

NET OPERATING EXPENSES 1,274,750$ 1,326,255$ (51,505)$

Patient Days 33,509 33,509 -$

Net Cost/Patient Day 38.04$ 39.58$ (1.54)$

One-Time Start-Up Cost 58,480.00$

TOTAL CAPITAL EXPENSE 147,694.78$ ANNUALIZED DEPRECIATION (3/5 YEARS) 49,231.59$

SIERRA TUCSON TREATMENT CENTER

PROFORMA ANNUAL STATEMENT OF OPERATIONS

2 | SIERRA TUCSON TREATMENT CENTER | FINANCIAL SUMMARY

PROPOSEDCOST

FY 2012 ACTUAL

VARIANCE TO ACTUAL

Total Annual Net Food (From Schedule A) 375,407$ 658,046$ (282,638)$

Total Hourly Annual Labor (From Schedule B) 286,679$ 239,772$ 46,907$ Total Management Annual Labor (From Schedule C) 164,621$ -$ 164,621$ TOTAL MANAGEMENT AND HOURLY LABOR 451,300$ 239,772$ 211,528$

Total General Supplies/Expenses (From Schedule D) 120,636$ 154,568$ (33,932)$

Total Management Fee (From Schedule E) 30,000$ -$ 30,000$ Total General Support Services Allowance (From Schedule F) 45,000$ -$ 45,000$ TOTAL DIRECT COST AND CHARGES OF OPERATION 1,022,343$ 1,052,385$ (30,042)$ Less Department Revenues and Credits (From Schedule G) 30,620$ 30,620$ -$

NET OPERATING EXPENSES 991,723$ 1,021,766$ (30,042)$

Patient Days 33,509 33,509

Net Cost/Patient Day 29.60$ 30.49$ (0.90)$

PROJECTED FULL YEAR BUDGET 991,723$ 1,021,766$ (30,042)$

Sodexo's One-Time Start-Up Cost 33,740$

TOTAL CAPITAL EXPENSE 124,320$ ANNUALIZED DEPRECIATION (3/5 YEARS) 41,440$


FOOD AND NUTRITION SERVICES



PATIENT FOODSODEXO FOOD AND

NUTRITION SERVICES

Patient Trays 308,283$ Floor Supplies 33,509$

TOTAL PATIENT FOOD 341,792$

NON-PATIENT FOODSODEXO FOOD AND

NUTRITION SERVICES

Visitor and Staff Meals 23,577$ Family Week Free Meals 6,690$

TOTAL NON-PATIENT FOOD 30,267$

TOTAL DEPARTMENT FOOD BUDGET (Includes .09% Regional Procurement Charge) 375,407$

SCHEDULE A

FOOD BUDGET


Annual Productive Hours 23,504 Annual Non-Productive Hours 1,001

TOTAL ANNUAL HOURS 24,505

Annual Productive Dollars 274,968$ Annual Non-Productive Dollars 11,710$

TOTAL ANNUAL DOLLARS 286,679$

Number of Productive FTEs 11.30 Number of Non-Productive FTEs 0.48

TOTAL FTEs 11.78

Assumptions• Average Wage Rate: $11.70• Non-Productive Rate: 4.26%• Taxes and Benefits (not charged to the department)

SCHEDULE B

SODEXO FOOD AND NUTRITION SERVICES

DOLLARS

FTEs

HOURS

HOSPITAL HOURLY LABOR



Sodexo Management Salaries 121,045$ Sodexo Taxes and Benefits 43,576$ TOTAL SODEXO MANAGEMENT EXPENSE 164,621$

SODEXO MANAGEMENT POSITIONS

• General Manager – Multi-Service (1)• Chef Manager/Food Operations (1)

SODEXO AND HOSPITAL MANAGEMENT STAFF

SCHEDULE C



Small Equipment 3,721$

China, Glass and Silver 3,721$

Uniforms 2,297$

Travel 1,000$

Employee Activities 471$

Training and Tuition 1,000$

Office Supplies and Expenses 1,300$

Postage 780$

600-000-1500-6336-00 Outside Services: Dietary 1,050$

600-000-1500-6346-00 Repair and Maintenance: Operations Equipment - Dietary 7,163$

600-000-1500-6354-00 Supplies: Medical - Dietary 321$

Cleaning Supplies 12,013$

Paper Supplies and Disposables 28,848$

Use Tax 809$

Patient Menus 5,138$

Web Unit Financial System 309$

Labor Management 684$

Supply Regional Procurement Charge 375$

Annual Outlook Charge 264$

Proposed Sodexo Annual Depreciation 41,440$

SodexoNet 80$

Market Connection Charge 804$

Security Network Program 40$

General Liability 5,838$

Employment Insurance 70$ Retail Promotions 1,100$ TOTAL GENERAL OPERATING SUPPLIES/EXPENSES 120,636$

NOTEBlue Text = Sierra Tucson Expense

GENERAL EXPENSES

SCHEDULE D


SODEXO MANAGEMENT FEE


$30,000

SCHEDULE E


Management Specialists Corporate Support

• Senior Vice President • Hospitality Expertise• Vice President, Sales • Legal• Vice President, Operations • Labor Relations

Area Support Personnel Division Resources

• Regional Sales Director • Training and Development• District Manager and Team Leader • Cost Containment• Area Business Analyst • Research and Development• Area Support Manager, Culinary • Relief Management• Human Resources Director • Regular Inspections• Director of Finance • Operations Expertise• Information Systems and Unit Financial System• Procurement and Distribution Services• Diversity Network Representative• Area Support Manager, Hospitality Programs• Area Support Manager, Clinical Nutrition• Area Safety Officer• Product Development/Standardization

SCHEDULE F


$45,000

Positions impacting General Support Services Allowance

SODEXO GENERAL SUPPORT SERVICES ALLOWANCE


REVENUES CREDITS TOTALVisitor and Staff Meals @ $4.00 per Meal -$ 30,620$ 30,620$

TOTAL DEPARTMENT CREDITS -$ 30,620$ 30,620$

Assumption

600-000-1500-4206-00.

FOOD DEPARTMENT REVENUES

SCHEDULE G

• Visitor/Staff Meals are purchased through the book store per account number


TOTAL CAPITAL INVESTMENT 124,320$

ITEM COST

Café Renovation 72,500$

Juice Bar 20,000$

Expert Restaurant Supply 12,574$

CBORD – Card Tracking System 11,746$

Computer Systems 2,500$

Federal Case 5,000$

TOTAL START-UP $33,740

ITEM COST

Hotel Accommodations 600$

Travel-Related Expenses 300$

Mileage Expense 440$

Airfare Expenses (per round trip) 2,000$

Rental Car Expense 1,000$

Salaries and Benefits 7,400$


Food Service Start-Up Kit 1,500$

Food Service Initial Smallwares Purchase 10,000$

Fresh Inspirations Serviceware Purchase 10,000$

CAPITAL INVESTMENT

START-UP

SCHEDULE H

SODEXO CAPITAL AND START-UP


Cost Per Patient Days 29.60

Annual Patient Days 33,509

Employee, Visitor and Family Food Cost Per Meal 3.07$ Floorstock Per Patient Day (Includes Fruits, Limited Beverages, Snacks and Juice Bar) 1.00$

Productive FTEs 11.30 Non-Productive FTEs 0.48

TOTAL PAID FTEs 11.78

Average Hourly Wage Rate 11.70$

Sodexo Management FTEs 2.00

Sodexo Taxes and Benefits 36.00%

ASSUMPTIONS

FOOD AND NUTRITION SERVICES

FOOD COST ASSUMPTIONS

SIERRA TUCSON HOURLY PAYROLL


SODEXO ENVIRONMENTAL SERVICES PROPOSED

COST FY 2012ACTUAL

VARIANCE TO ACTUAL

Total Annual Hourly Labor (From Schedule A) 195,897$ 151,821.00$ (44,075.76)$

Total General Supplies/Expenses (From Schedule B) 37,130$ 152,668.50$ 115,538.15$

Total Management Fee (From Schedule C) 20,000$ -$ (20,000.00)$ Total General Support Services Allowance (From Schedule D) 30,000$ -$ (30,000.00)$ TOTAL DIRECT COST AND CHARGES OF OPERATION $283,027 304,489.50$ 21,462.39$

Patient Days 33,509 33,509.00$

Net Cost/Patient Day 8.45$ 9.09$ 0.64$

PROJECTED FULL YEAR BUDGET 283,027$ 304,489.50$ 21,462.39$

First Year Hourly Benefits Adjustment -$

First Year Apples-to-Apples Benefits Comparison 283,027$

Sodexo's One-Time Start-Up Cost 24,740$

TOTAL CAPITAL EXPENSE 23,375$ ANNUALIZED DEPRECIATION (3/5 YEARS) 7,792$


ENVIRONMENTAL SERVICES



Annual Productive Hours 19,552 Annual Non-Productive Hours 833

TOTAL ANNUAL HOURS 20,385

Annual Productive Dollars 187,895$ Annual Non-Productive Dollars 8,002$

TOTAL ANNUAL DOLLARS 195,897$

Number of Productive FTEs 9.40 Number of Non-Productive FTEs 0.40

TOTAL FTEs 9.80

Notes/Assumptions: • Average Hourly Rate: $9.61• Non-Productive Rate: 4.26%• Taxes and Benefits (not charged to the department)

DOLLARS

FTEs

SCHEDULE A

HOSPITAL HOURLY LABOR

HOURS

SODEXO ENVIRONMENTAL SERVICES



Small Equipment 1,225$

Uniforms 1,274$

Employee Activities 392$

Office Supplies and Expenses 1,300$

Postage 780$

600-000-1400-6254-00 Meals – Housekeeping 50$

600-000-1400-6346-00 Repair and Maintenance: Operations Equipment –Housekeeping 324$

Cleaning Supplies 2,322$

Paper Supplies and Disposables 15,029$

Use Tax 1,145$


Labor Management 684$

Supply Regional Procurement Charge 156$

Proposed Sodexo Annual Depreciation 7,792$

Security Network Program 40$ General Liability 4,309$ TOTAL GENERAL OPERATING SUPPLIES/EXPENSES 37,130$

NOTE:Blue Text = Sierra Tucson Treatment Center Expenses

SCHEDULE B

GENERAL EXPENSES


SCHEDULE C

SODEXO MANAGEMENT FEE


$20,000


SCHEDULE D

SODEXO GENERAL SUPPORT SERVICES ALLOWANCE


$30,000

Positions impacting General Support Services Allowance

Management Specialists Corporate Support

• Senior Vice President • Hospitality Expertise• Vice President, Sales • Legal• Vice President, Operations • Labor Relations

Area Support Personnel Division Resources

• Regional Sales Director • Training and Development• District Manager and Team Leader • Cost Containment• Area Business Analyst • Research and Development• Human Resources Director • Relief Management• Director of Finance • Regular Inspections• Information Systems and Unit Financial System • Operations Expertise• Procurement and Distribution Services• Diversity Network Representative• Area Safety Officer• Product Development/Standardization


TOTAL CAPITAL INVESTMENT $23,375

ITEM COST

Chariot I – Scrub Stand-On 7,000.00$

High Speed Burnisher 2,000.00$

Dominator Extractor (Carpet) 4,500.00$

High Security Carts 3,200.00$

Microfiber System (includes mops, pulls, wet/dry and mop buckets) 5,000.00$

Low Speed Buffer 1,300.00$

TRAKKAR Hand-Helds 375.00$

TOTAL START-UP $24,740

ITEM COST

Start-Up Support 11,740$

Start-Up Kits 1,000$

Impact Cleaning 5,000$

Initial Small Equipment Purchase 7,000$ *This does not include Relocation. If a relocation is necessary, a mutually agreeable budget shall be developed separate from this analysis.

SODEXO CAPITAL AND START-UP





04

04Fo

od a

nd N

utrit

ion

Serv

ices


Deliver a superior Patient Experience with Sodexo’s Food and Nutrition Services.• On-site management

to streamline Food and Nutrition Services.

• Compliant procedures and systems to deliver best results.

• Unique, innovative dining concepts to exceed your patients’ expectations.

• Current nutritional information to promote healing.

• Top-of-the-line brands and retail concepts to entice staff and customers.

We understand clearly that Sierra Tucson Treatment Center’s success depends on patient care that is consistently of the highest quality. At Sodexo, that goal is the driving force behind the design and operation of our Food and Nutrition Services programs. We apply the best practices developed from our decades of experience at America’s leading health care facilities to deliver the best patient dining experience available in the industry.

Sodexo exceeds your patients’ expectations daily with our delicious meals delivered with a superior service attitude. When Sierra Tucson Treatment Center’s patients say their stay was like being at a five-star hotel, we’ll know we have succeeded. In addition, your patients’ visitors will enjoy our dining. Not only will they know their family and friends are well cared for, they can get tasty food without ever having to leave the center.

For your staff, we understand that a trip to the cafeteria or the coffee/juice bar might be the only break in an otherwise stress-filled day. Providing exciting and efficiently run choices helps build morale and contributes to job satisfaction.

As outlined in the Executive Summary, we will meet your targeted outcomes with systems and procedures that perfectly complement our first-class dining and delivery options. This makes it easy for your medical and support staff to stay focused on the treatment of patients. You can rely on Sodexo to create comprehensive Food and Nutrition Services by focusing on four key areas.

• Professional on-site management

• Proven food management process

• Unique and creative patient dining and service concepts

• Excellence in clinical nutrition

FOOD AND NUTRITION SERVICES | SIERRA TUCSON TREATMENT CENTER | 1

When you hire Sodexo,

you gain our expertise.

We deliver the best Patient

Experience available

because our reputation,

systems, training and

development consistently

attract the top candidates in

the industry.

Sodexo understands that it takes more than simply great food and multiple menu and delivery options to enhance the Patient Experience at Sierra Tucson Treatment Center. As a result, we manage the operation of your Food and Nutrition Services solution expertly so that you benefit fully from all we have to offer.

Get Best Results With On-Site Management

To supervise your Food and Nutrition Services, we will place a professional Sodexo manager at Sierra Tucson Treatment Center. This manager will get involved actively in your operations, respond quickly to potential problems, balance the factors that affect food service and make decisions with people, quality, regulatory compliance and cost considerations in mind.

We motivate and support our managers throughout their careers with ongoing training, advancement opportunities, state-of-the-art technology and collaboration with our management team. For information on our management team, see the Transition and Management section of this proposal.

Trust Sodexo for the Best Resources Available

Sodexo’s accessible, up-to-date training and frequent incentives are key to helping our management maintain high staff morale, low turnover and substantial cost savings.

Depend on Sodexo to Deliver High-Quality Service

While we are at your facility, we will continually collect data from a targeted cross-section of patients and staff via rounds, surveys, audits and meetings, and report our findings to you. This ensures quality

2 | SIERRA TUCSON TREATMENT CENTER | FOOD AND NUTRITION SERVICES

and delivers a high return on your investment. For more information on our quality assurance tools, please see the Transition and Management section of this proposal.

Our delivery of top-notch patient dining services centers on our established Food Management process. Our process covers menu engineering, planning, ordering, receiving, production, service and post-production.

Improving culinary systems and services will be efficient and effective with our processes, database, tools and promotions. Food Management streamlines food production and manages cost by taking a systematic approach to food production, uses only those products that are needed, generates lists of foods and ingredients required for efficient food preparation and links them to electronic supply ordering. Recipes built into the system automates nutrient and cost analysis, allows menu changes, adjusts recipes to volume targets, meets regulatory requirements and is accessible electronically. Menu tools provide a professional image for weekly and daily menus and saves staff time by automating the process of customizing menus and signage.

Food Management will ensure support in the following ways.

• Deliver consistent quality in food and services.

• Create greater efficiencies in execution of patient operations.

• Provide centrally administered menu planning and cost management capability in one online application.

• Streamline menu processes, control food cost and strengthen procurement practices with vendor partners.

Optimize Your Food Production and Delivery

Saving our customers time and money without sacrificing quality is the basis for Sodexo’s food production cycle.

Sodexo’s food production is planned carefully for best results.

Production Control Tools. Our tools help the kitchen staff produce the right food at the right time.

• Recipe Cards

• Key Result Indicators Tool

• Guides

• Audit Forms

• Leftover Sheets

• Meeting Agendas

• Patient Census

• Roast Meat Charts

• Forecasting Tool

• Prep and Pull Sheets, Order Sheets

Unyielding Focus on Safety to Protect Patients and Maintain Quality. We purchase food items according to strict guidelines, and we ensure safety with the following precautions.


• To eliminate foodborne illness, we strictly monitor potentially hazardous ingredients and purchase the freshest food available.

• To respond to emergencies and to answer questions about food security, we have food safety experts in place.

• To ensure patient satisfaction, we monitor and control the temperatures of foods during cooking and serving.

Food and Nutrition Services Training. The following chart outlines guidelines for Sodexo’s Food Production Training. For more information on our training, see the Transition and Management section.

Food Production Training

Purpose Promote a full understanding of Sodexo’s Food Production System.

FrequencyTraining occurs throughout the department upon the introduction of the program at your hospital and when new employees are hired.

Responsibility

Account Manager ensures all employees demonstrate competency in program concepts, tools and forms. Account Operations Manager documents attendance of employees to the production system training process.

Distribution

All employees participate in the employee training module, and those employees directly impacted by specific forms and tools gain a full understanding of, and access to, those tools.

Standards

1. Complete manager training upon program implementation.

2. Conduct employee training using program materials upon program implementation.

3. Conduct manager or employee training for new department employees.

4. Review training on an annual basis to ensure positive program outcomes.

5. Document competency using post-test and participation forms.

Implementation Managers and employees complete training.

All Food and Nutrition Services employees receive our Food Production Training.

One way to offer the best Patient Experience is to exceed patients’ expectations every day. Sodexo helps you do this by delivering delicious food based on patients’ individual dietary needs.

Get Diverse Menus That Appeal to Diverse Patients

You not only gain broad appeal, quality and consistency with our menus – you meet dietary requirements. These customizable menus are planned by Registered Dietitians and certified executive chefs, and we’ll work with you to develop recipes that satisfy local tastes. In fact, we have many regional recipes already built into our system.

Count on the Best Chefs in the Business

Exceed your patients’ expectations every day with Sodexo’s renowned patient dining services.

Sodexo consistently has the best trained chefs in the industry, which means, of course, that your patients, visitors and staff always receive a superior dining experience. In addition to being a partner of The Culinary Institute of America (CIA), we encourage our chefs to obtain certification from The American Culinary Federation (ACF). We were the first food service management company in North America to offer a series of master classes taught by renowned chefs. Locally, the Sodexo Chef Association encourages chefs to share their skills and ideas with colleagues.

Sodexo brings you documented,

compliant procedures that are based

on best practices and designed to

deliver unmatched results to Sierra

Tucson Treatment Center.

“I think the training has encouraged me to want to do better and support my team members to want to do better themselves.”

Employee Engagement Survey Comment


Choose the Best Menu for Sierra Tucson Treatment Center

The Sodexo Chef Association helps our chefs deliver current and exciting food options.

Our innovative patient meals taste great in addition to being nutritious and cost-effective. Based on what you have requested and our assessment, we believe that the following menu best meets the needs of Sierra Tucson Treatment Center.

Enhance Your Patients’ Stay With the Chef Selects – Classic Dining Menu By Sodexo

Sodexo’s Chef Selects – Classic Dining program provides a three-week selective menu cycle that offers delicious, nutritional meals for your patients. With this remarkably flexible menu, we know from experience what to produce from scratch and where to use value-added food products to save labor dollars and still keep quality high.

Achieve high patient satisfaction and minimize labor requirements in the evening and on the weekends with the Chef Selects – Classic Dining menu.

The customizable Chef Selects – Classic Dining menu templates are active in Food Management and produce the HACCP report, production report, scaled recipes, cost and prep sheets. The nutrient analysis is available in coordination with the Sodexo Menu Graphics program. The following tools are available on flash drive or SodexoNet to assist you in customization and implementation of the program.

• Nutrient and Cost Analysis. Ensures compliance with nutritional guidelines within established cost parameters; saves staff time by preventing manual analysis.

• Week at a Glance. Enables staff to view the week’s menu.

• Spreadsheets. Captures all regular and modified diets in one location, ensuring efficiency in food production.

• Inventory Sheets. Provides linkage to electronic ordering through Sodexo’s prime purveyor.

• Order Guides. Provides a list of foods and ingredients required to prepare the menu for efficient food and supply ordering.

Two things are certain: Clinical nutrition is a vital component of the total healing process, and nutritional expertise improves patient care. That’s why Sodexo seeks out the best and the brightest in the clinical nutrition field. Our Registered Dietitians work with your medical staff to formulate, implement and provide nutrition programs that enhance medical treatment and the experience of each and every patient.

To enhance your patients’ medical treatment, our registered dietitians stay abreast of the latest Academy of Nutrition and Dietetics positions and hold significant national and regional leadership positions in that association.

Sodexo’s dietitians attend clinical updates frequently, and they stay in touch with their colleagues through the Sodexo Nutrition Association – a clinical support network that connects registered dietitians nationwide via an online discussion forum.

In addition, our Sodexo Nutrition Technical Support Managers give technical support and training to on-site managers and dietitians, and keep ahead of

Sodexo offers up-to-date training throughout our employees’ careers so that they can deliver the best service to you.


Our role in the treatment of patients goes beyond what they eat while they are in our client’s facilities. Our dietitians educate and support patients after they leave the hospital, which often minimizes further health complications.”

George Chavel, President and Chief Executive Officer

innovations and trends. Sodexo’s Food and Nutrition Services include many outstanding programs to benefit Sierra Tucson Treatment Center as follows.

• Medical Nutrition Therapy

• Create Your Weight™

• Indirect Calorimetry

• SodexoNet Nutrition Services

• Patient Education Materials

• Wellness & You! Lifestyle Seminars

• LINC (Leading Innovative Nutrition Care) electronic newsletter

Be Compliant With Our High Clinical Standards

Standards are the backbone of our Nutrition Services. As a matter of course, Sodexo meets all of The Joint Commission, state and federal regulatory standards. More importantly, to match the exact requirements for Sierra Tucson Treatment Center, we will individualize our Joint Commission standards-based services.

Once we customize standards, we make certain we stay on track by conducting an annual review to measure compliance and to help the clinical services management team develop an action plan for performance improvement. We also conduct a comprehensive review prior to an anticipated Joint Commission survey to assess readiness.

Get the Best Nutrition Care Services and Guidelines

Sodexo’s clinical dietitians use proven guidelines to provide healthful, compliant diets, counseling and treatment to your patients. Our specific Nutrition Care Guidelines include assessment standards and disease-specific information.

In addition, Sodexo’s dietitians work collaboratively with your Pharmacy Department to counsel patients on potential food-drug interactions, modify patients’ menus to avoid adverse reactions and conduct a review of medications identified for each patient.

Trust Our Procedures for Excellence

Sodexo’s clinical staff follows a series of thoroughly researched procedures to deliver Clinical Nutrition Services to your patients.

1. Personal Interview. Our clinical staff conducts a patient interview to review lifestyle and eating habits and discuss the impact of any new dietary requirements.

2. Nutritional Assessment. The staff determines what nutritional assistance is necessary and how it should be implemented.

3. Nutritional Care Plan. Dietitians develop an individualized nutrition intervention plan based on the assessment, which outlines appropriate nutrition and prioritizes treatment options.

4. Periodic Assessment. Clinical staff monitors nutritional progress by performing periodic updates with the patient.

Sodexo is the largest employer of Registered Dietitians in the country, employing more than 1,500 individuals. Let us share our expertise with you for stellar patient care.


Our food preparation and presentation specialists are true professionals with a consuming passion for excellence. The management team is well experienced in food service and eminently qualified to cater to the most discriminating clientele.

5. Patient and Family Counseling and Education. We arrange for ongoing individualized diet counseling for patients.

Innovative Technology. Sodexo supports all of its procedures with state-of-the-art technology. For example, by programming nutritional calculations into our Psion 3C calculator and automating tasks, our clinicians can run complex calculations efficiently and quickly, as well as reduce errors.

Fresh Inspirations will provide Sierra Tucson Treatment Center with an innovative approach to nourishing hungry staff and visitors. Fresh Inspirations is an inviting dining experience with a wide variety of platforms representing today’s most popular dining trends and branded food concepts, as well as an inspired menu of offerings featuring food and beverages prepared from fresh ingredients – all in a friendly environment that sustains and supports the spirits of staff and visitors alike.

About Fresh Inspirations Café

Fresh Inspirations has been designed with the specific needs of staff and visitors in mind.

• A flexible and customizable café format tailor-made to suit the unique needs of Sierra Tucson Treatment Center’s staff and customers.

• A complete range of offerings, including vegetarian, ethnic, regional and wellness cuisine.

• The availability of more than 20 familiar and popular national brands plus Sodexo’s award-winning proprietary signature brands.

• Zoned seating where the customer can dine, relax and rejuvenate.


Every day our people are finding new ways to improve the quality of daily life for everyone we serve.

Turn any meal into a satisfying performance. The sizzle of onions sautéing in a hot pan. The aroma of fresh rosemary and roasted garlic. The excitement of watching a confident chef creating a culinary masterpiece.Customers never fail to enjoy a meal they’ve watched the chef prepare.

Ensure quality, interest and repeat sales with our diverse retail options.

Experience has shown that client satisfaction increases and the customer experience improves when Sodexo is the dining service provider.

The Fresh Inspirations Philosophy

At Sodexo Health Care, we take the holistic view that our dining offering and systems are an integral part of the delivery of health care. In our own way, we are caregivers, too: We serve and nourish the staff who provide direct patient care and the family members and visitors who support the healing process. Our mission is to improve the quality of daily life for them, and in doing so, inspire and sustain them in their roles as caregivers. It’s the whole idea behind Fresh Inspirations.

A Retail Experience That Supports the Caring Environment

First and foremost, Fresh Inspirations’ mission is to support and enhance the caring environment. Everything, from menu options and wellness programs to an intimate dining room, has been designed with the specific needs of staff and visitors in mind. Our caring-for-the-caregivers approach has a direct impact on overall quality of care and satisfaction.

For facility staff:

• Enhances employee morale and productivity.

• Helps attract and recruit talent.

For family members and visitors:

• Drives overall quality perception.

• Improves satisfaction.

• Builds positive word of mouth.

Fresh Inspirations is a complete package. An integrated yet flexible offering designed to inspire hospital staff and visitors and support them in their role as the caregivers for your patients. Let us inspire you, too, with the possibilities that a Fresh Inspirations Café can create for your unique location and needs.


Fresh Inspirations Cuisine

With Fresh Inspirations, you can offer your customers exactly what they’re looking for: appetizing and interesting meal choices representing the hottest, most requested food trends in the industry, as well as diversity, with a wide range of international, vegetarian, ethnic, regional and wellness cuisine options.

• A full range of station offerings like those listed below.

• More than 20 familiar and popular national retail food brands, such as Starbucks® and Chick-fil-A®.

• Sodexo’s own award-winning proprietary brands like Jazzman’s® Cafe & Bakery and Pandini’s®.

There’s truly something for everyone at Fresh Inspirations Café.

Featured Food Stations

In the Fresh Inspirations Café, food is the centerpiece. The ingredients used in all our recipes are selected with freshness and high quality in mind. We source products through suppliers using strict industry standards for superior quality assurance and food safety. The Fresh Inspirations menu uses recipes that have rated high in national tests, as well as recipes that highlight regional and local preferences.

Our standard platforms feature 8,000 recipes created by Sodexo’s chefs. Available stations include the following.

From Our Grill – A flash of flame and a sizzle. Freshly prepared sandwiches are crafted hot off the grill. From juicy, lean Angus beef burgers on freshly baked ciabatta buns to marinated chicken breast on rustic bread, the grill offers one-of-a-kind taste. Regional favorites and Wellness & You! certified menu items are also featured.

From the Deli – Freshness is the order of the day. Popular and unique menu items include lean carved meats, fresh produce and handmade salads and spreads. There is an almost infinite number of combinations that are delightfully stacked atop fresh bread and assembled to order especially for each guest.

Hand Tossed Salads – Not your ordinary garden salad! Our Hand Tossed Salads feature the freshest produce and our signature combinations of flavors that are big on taste and value. Each salad is expertly prepared to order, and many feature lean meats or seafood while vegetarian options abound. Light, delicious and satisfying!

Salad Bar – At the salad bar, it’s all about having it your way. Allow our field of fresh fruits and veggies to inspire you to develop your own unique salad creation. Or, you can have one of our freshly prepared pasta, protein or vegetable salads. From fancy field greens to macaroni salad tossed with fresh herbs, it’s all there…you make the call!

Freshly Baked Pizza – Fresh-cut toppings, real cheese, tangy sauce and the crunch of freshly baked crust; it’s no wonder that pizza is a favorite choice among many! Just-right-sized personal pizzas satisfy a large appetite with great combinations, great flavors and a great price.

Familiar Favorites – Almost like home cooking, familiar and comforting. Perennial favorites and side dishes serve up a meal meant to relax and restore. It’s true comfort food infused with a healthy dash of our Wellness & You! philosophy.

World Cuisine – With flash and panache, recipes are prepared to order by a trained chef directly in front of the customer. World flavors, on-trend innovations and surprisingly sophisticated flavors combine for a distinguished offering with unmatched freshness and taste. Great for building aroma and excitement in the café.

Our Soups – Nothing soothes the soul like hot soup. All-time favorites like chicken noodle and ethnic recipes such as chipotle chicken soup are just two of our wide variety of choices. And many of our healthy soups feature a lower caloric content for guilt-free indulgence. All our soups are prepared in-house daily and are accompanied by freshly baked artisan breads.


Simply to goSM – Some days, there’s just no time to slow down. Our Simply to go station offers fresh handmade salads, sandwiches and desserts in a convenient grab-and-go format. Featuring a diverse, ever-changing menu with all items prepared daily to ensure that ingredients and choices always stay fresh.

Beverages – Whether to restore, refresh or rehydrate, a bounty of customized solutions is available for both hot and cold beverages. Sodexo partners with the world’s leading coffee roasters to craft the right product mix for each Fresh Inspirations Café. We also support smaller farmers by having environmentally friendly fair trade coffee options available. For our cold beverages, we work closely with our vendor partners to offer an array of sodas, bottled waters, teas, juices, energy and specialty drinks that are tailored to your customers’ unique preferences.

Fresh Inspirations Values

Woven through every aspect of Fresh Inspirations, including the food, hospitality and practices, you will find our values. We believe you will find our core values – wellness, diversity and sustainability – to be closely aligned with yours.

Wellness – Creating a healthy environment for our customers is our top priority. From the food they eat to the room they

dine in, we understand and value our contribution to their well-being. We offer informed support in the way of fresh food choices, wellness cuisine and nutritional information. All Fresh Inspirations locations feature Sodexo’s comprehensive nutritional education program, Wellness & You!

Diversity – Sodexo is committed to providing a diverse and inclusive work environment. We have received widespread recognition nationally for our leadership in diversity. We believe a dynamic company requires people with rich backgrounds and diverse perspectives. We celebrate diversity and inclusion in many ways. Connections is Sodexo’s diversity program that aligns with nationally recognized heritage months. We celebrate every month at Fresh Inspirations by featuring associated ethnic cuisine.

Sustainability and Social Responsibility – We hold a deep and unwavering commitment to sustaining the environment by using natural materials and biodegradable packaging, purchasing local and organic food, supporting fair farming and trade practices, implementing innovative recycling programs and using environmentally friendly green chemicals whenever possible.


To grab your visitors’ and staff’s attention and ensure repeat sales, we include high- quality signage and an inviting look. In addition, we enhance and upgrade our retail choices and presentation regularly.

Fresh Benefits

Staff and Visitor Satisfaction – Everything at Fresh Inspirations, from menu options and wellness programs to an intimate dining space, has been developed with the specific needs of hospital staff and visitors in mind. A high-quality retail dining experience builds positive word of mouth among family members and visitors and has a halo effect that extends to your entire facility.

A Rejuvenating Experience – In addition to our sumptuous food offering, Fresh Inspirations offers a refreshing dining experience via an uplifting environment specially designed to energize and nourish the spirits of staff and visitors alike. Recognizing the varied needs and preferences of your customers, we have designed zoned seating where families or staff can gather for a meal as well as other areas for those desiring a quiet break from the stresses of caregiving.

A Modern Approach – As a food operations professional, you know that hospital food can be great food. Yet clichés die hard. So if you’re still operating an old-style cafeteria, you’re missing an opportunity to let the world know just how great your dining offering can be. Fresh Inspirations Café puts your culinary expertise on center stage in a contemporary format that’s immensely popular with consumers. Our In Season promotional series

offers fresh food trends, new products and generates excitement for your customers and staff. Turn your tired cafeteria operation into a real Fresh Inspirations Café destination.

Impact to the Bottom Line

Fresh Inspirations is designed to drive value to your organization and help build or retain your competitive advantage in today’s challenging health care environment. From driving customer and employee satisfaction to simply enabling you to devote more of your limited resources to direct patient care, Sodexo is strategically there for you every step of the way.

People and Staffing

The people of Sodexo are among the industry’s most experienced professionals in food and nutrition. We staff managers, chefs and dietitians who are well-trained and equipped to give our customers reliable, quality dining. Some of the most valuable people in the Fresh Inspirations experience are the frontline employees. These are the smiling faces that hospital staff members and visitors see every day, and they are there to work tirelessly to serve their direct needs. Through specific training modules, we emphasize customer and hospitality services as a top priority. Each team member undergoes training upon hiring, as well as ongoing training through continuous improvement efforts.


“Fresh Inspirations has truly revived our café and brought a new sense of energy. Our employees are enjoying the new menu options and healthier choices they now have. It is exciting to see the café buzzing with people all excited about the new look. The uniforms are great, the food is delicious and the Sodexo team is always so positive. In my 10 years working for Children’s Hospital Los Angeles, I have never seen the café so busy. Sales are up, morale is up and the positive feedback keeps coming in! It’s amazing what a change in menus and décor can do.”

Miguel Gonzalez, Administrator, Support Services, Children’s Hospital Los Angeles

Our Commitment

Behind the scenes, the people of Fresh Inspirations are always working hard to carry out our high operating standards. Each location must meet minimum requirements for every element of the café, including food, equipment, personnel, safety and purchasing. It is important to us to always present Fresh Inspirations according to operationally sound principles so that we show our clients in the best light. Understanding that hospitality service is not a static industry, we are committed to continuous improvement through the addition of new practices and trends as our business evolves.

In essence, having a Fresh Inspirations Café will create a partnership between Sierra Tucson Treatment Center and Sodexo where resources and efforts can be aligned to meet a common goal: caring for the caregivers so they can return to work or their loved ones with all the strength and energy they need.

A Fresh Inspirations Café Awaits You

We have a support team made up of senior leaders, sales executives, architects and retail managers who are trained to lead the development and implementation of new sites. The goal is to create a seamless transition for our clients. We understand that undertaking a new development venture can be daunting, which is why we have established conversion modules to minimize disruption at the location and guide our clients and their staff through to a timely completion.

Sodexo is proud to offer Fresh Inspirations. We stand firmly behind the commitment and values upon which the brand is built and the belief that Fresh Inspirations is the café of today’s health care environment. We invite you to join the Fresh Inspirations experience.



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Dazzle your patients with a consistently spotless hospital.

• Professional on-site management to ensure high productivity.

• Sanitary surroundings to put patients and visitors at ease and to reflect your high standards.

• Customizable options to meet your specific needs.

At Sodexo, we understand that a sanitary and comfortable hospital is key to Sierra Tucson Treatment Center’s mission and, consequently, to your success. At Sodexo, we provide Environmental Services to more hospitals than any other company in the United States. As your Environmental Services partner, we’ll make your hospital shine.

To that end, Sodexo’s state-of-the-art housekeeping program will make a great impression on your patients, visitors and medical staff. We’ll keep your hospital in tip-top shape with careful systems and procedures that consistently improve productivity and increase the level of cleanliness. What’s more, our professional management team will use proven training methods, the latest technology and the most effective techniques to help your Environmental Services staff deliver high-quality results.

Be assured that our extensive services are customizable to Sierra Tucson Treatment Center’s standards, requirements and operational schedules. We’ll help you prioritize your needs and create an

Environmental Services solution that fits them – and keeps pace with your changing environment.

The bottom line is this: Nothing reflects the standards of your hospital more publicly than its cleanliness. Sodexo helps match your Environmental Services to your high standards by delivering the following to keep your treatment center spotless.

• Seasoned on-site management for effective service.

• Consistent cleanliness for a great Patient Experience.

• Customized options to meet Sierra Tucson Treatment Center’s specific needs.

ENVIRONMENTAL SERVICES | SIERRA TUCSON TREATMENT CENTER | 1


will run smoothly and

consistently at Sierra Tucson

Treatment Center with our

top managers on board.

We know that top-performing managers drive high success rates. To ensure a sparkling clean facility, we place an experienced Environmental Services management team at your treatment center. Our professional managers understand your patients’ changing environment and are experts at supervising labor and workflow effectively so that cleaning services are on time, consistent and cost-effective.

Get the Right Results With Seasoned Managers

Environmental Services will run smoothly and consistently at Sierra Tucson Treatment Center with our top managers on board.

At Sodexo, we believe seasoned, continually trained management is essential to the cleanliness of your facility. We motivate and support our managers throughout their careers with the best training available, clear advancement opportunities and collaboration. For information on our management team, see the Transition and Management section.

Elite Certification and Affiliation. Our managers meet the strict requirements for designation as Certified Healthcare Environmental Services Professionals (CHESP) – one of the many training programs offered by Association for the Healthcare Environment (AHE), the foremost professional Environmental Services association and the only one affiliated with the American Hospital Association (AHA). Sodexo is the first and only company partnered with the (AHA).

Thanks to this partnership, you’ll benefit directly from our access to AHA’s enormous volume of Environmental Services resources, programs and information on professional development and advocacy, new technologies, equipment and operations.

Count on Fast Access to the Latest Information

Sodexo’s Environmental Services webpage offers managers quick access to resources and technical information on subjects such as:

• The Joint Commission Preparation

• Linen Management

• Floor and Carpet Care

• Quality Improvement

• Gold Check Procedures

• Certified Department of Transportation Training

• Chemical Control

A Well-Managed Staff Drives Maximum Productivity

Our on-site manager ensures that your facility is consistently spotless by keeping your cleaning staff motivated and focused on delivering the best results possible. Sodexo’s training is unmatched in the industry and offers excellent ongoing training to increase knowledge, reduce injury, enhance productivity and increase patient satisfaction. For example, we have unique cleaning procedure videos

2 | SIERRA TUCSON TREATMENT CENTER | ENVIRONMENTAL SERVICES

Count on a clean, comfortable environment with

Sodexo’s professional Environmental Services staff.

in both English and Spanish. We also use certificates and awards to maintain high morale.

Careful supervision and training of your employees is good for your patients and for your budget. Every time a cleaning employee leaves his or her job, it costs you money. Retaining motivated hourly employees helps control costs and supports a good Patient Experience.

Sodexo establishes proper staffing levels and ensures the best use of your staff’s time by monitoring, prioritizing, scheduling and reporting on cycle cleaning across all treatment center areas.

• Areas of Service Report. Identifies buildings, levels and all areas and correlates them to the expected cleaning frequency.

• Service Level Summary Report. Represents all cleaning tasks and identifies their frequency.

• Daily Hours Variance Report. Recaps actual labor compared to labor standards on a daily basis.

Have Staff Look Their Best With Our Flexible Uniform Program. In addition to training your staff, we help them look professional. Sodexo’s flexible uniform program offers a wide range of comfortable, durable and attractive uniforms.

Depend on Sodexo to Deliver High-Quality Service

While at Sierra Tucson Treatment Center, we will continually collect data from a targeted cross-section of patients and staff via rounds, surveys, audits and meetings, and report our findings to you. This ensures quality and delivers a high return on your investment. For more information on our quality assurance tools, see the Transition and Management section.

Creating a good experience for your patients is the foundation for our standards. Sodexo’s well-run operations result in the dependable cleanliness that is critical to patient satisfaction. We integrate our procedures seamlessly into your hospital to ensure thorough, dependable delivery of Environmental Services – from bed management to waste stream control.

Stay on the Cutting-Edge With Our Technology and Equipment

Sodexo utilizes the right equipment, tools and technology to help care for your patients and keep your facility sanitary and clean. Whether we use a hand-held device or a manual spreadsheet, we apply a combination of technology and human interaction to drive consistent quality assurance throughout Sierra Tucson Treatment Center.


We know your staff needs proper tools for high efficiency, productivity and cost- and time-savings. Sodexo excels in identifying innovative cleaning equipment that limits ergonomic injuries and delivers high productivity and infection control.

Shine by Sodexo

Sodexo’s new floor finish removal process is eco-friendly and saves you time and money. With this new technology and process, we can now remove floor finish with nothing more than an auto-scrubber, pad and water. Our environmentally friendly process features no harmful chemicals and no odor. That means no more air quality issues associated with floor stripping, no more concerns regarding chemical sensitivity and no more chemical burns from using high pH products. Additionally, since we no longer flood the floor with stripper and let it dwell, we significantly reduce the potential for slip and fall hazards and no longer need to shut down corridors to get the job done!

Deliver a Superior Patient Experience With Proven Environmental Services Procedures

Through decades of learning at hundreds of health care facilities, Sodexo has collected and synthesized a broad base of data to use for all cleaning tasks. We have documented standardized compliant procedures in our Unit Operating System for every aspect of Environmental Services, from Infection Control to Quality Improvement to Laundry and Linen Procedures. Our Unit Operating System is available online.

Well-Tended Waiting Rooms and Restrooms. Patients and visitors appreciate clean, well-tended waiting rooms and restrooms. Their look creates the


first impressions that many people have about your hospital. Sodexo makes certain that restrooms are thoroughly cleaned, including fixtures, shower curtains and dispensers; that curtains throughout your hospital are hung neatly; and that baseboards, walls, ceilings, doors, furniture, ledges, phones and other surfaces are free of lint, dust and stains.

Spotless Clinical Care Areas. Sodexo’s attention to detail has a positive impact on patients no matter the length of their stay. A clean and comfortable environment can affect a patient’s healing process positively, so we keep each patient care area spotless.

Shining Floors. When people see clean floors, they know they are in a well-tended environment and that you take care of your facility. Therefore, we pay close attention to floors, from preventive to corrective care.

Simplified Bed Management. Careful, simplified and organized bed management is key to improving everyone’s experience with admission and discharge. We offer expert implementation of this complicated task. We’ll work with you to create a patient management system that streamlines bed turnaround time, speeds up admissions and organizes patient placement.

To incorporate effective bed management, Sodexo uses an intelligent Interactive Voice Response (IVR) system designed to increase the efficiency of bed turnaround time, requests for discharging and transferring patients and room cleaning arrangements. The Bed Management System interfaces with most hospital Admission, Discharge and Transfer (ADT) mainframe systems to link a variety of departments. This way all necessary personnel always know which rooms are empty and available.

Careful Linen Management. Sodexo’s well-run, cost-effective linen management program ensures that your patients won’t ever have to wait for fresh linen.

Our program includes tracking of, and staff training on, linen distribution, usage, handling, conservation, stocking and purchasing. Our linen usage controls minimize waste without diminishing the quality of patient care.

When you partner with Sodexo, we analyze your particular linen needs and customize a program to meet those needs.

Meet your nursing staff’s needs and make your patients feel well cared for with Sodexo’s reliable linen management.

• Baseline Performance. We conduct a comprehensive review of your linen program, including user areas visited, personnel interviewed and costs calculated. We then document findings and establish actions for performance and cost improvement.

• Savings Potential. Sodexo conducts an audit to identify linen overuse and misuse throughout your facility. Poundage and item costs are calculated to determine potential savings.

7-Step Cleaning Process1. Empty trash

2. Dust high areas

3. Damp dust and spot clean

4. Dust mop

5. Clean bathroom

6. Damp mop floors

7. Inspect work


“Protecting the environment by using environmentally responsible cleaning products is a critically important objective. To this end, we have partnered with Ecolab, utilizing their Green Seal program of ecologically friendly products to ensure not only the highest possible standards of cleanliness but also the protection of the environment.”

John LaRochelle, Vice President, Environmental Services

• Interdisciplinary Problem Solving. We form a Linen Improvement Committee to set objectives based on findings, make assignments, follow up on actions and determine appropriate control measures.

• User Education. Our thorough management support, training and guidelines drive compliance with proper techniques.

• Performance Monitoring. We deliver consistent high quality with the use of software for easy implementation; reports that track cost, usage and trends; performance rounds; The Joint Commission compliance checklist and action plans for improvement.

• Disaster Preparedness. Sodexo’s Environmental Services team is well prepared for disaster management – no matter the degree of severity. If such an unfortunate event occurs, our team will blend with your hospital’s team to offer supplemental labor and resources, as needed, and will follow your internal Disaster Plan.

Picture Perfect Room Setup

Picture Perfect Room Setup is standardized room setup program to ensure a consistent first impression, standardized look and uniform presentation. Included with this program is employee training, facilities work order entry, etc.

Engage by Sodexo

Engage creates a Center of Excellence environment and results in elevated customer service levels and increased patient satisfaction scores. The program trains frontline staff on the principles of engagement versus scripting, encourages patient interaction and provides the team with tools that enhance the Patient Experience.


Sodexo is a member of the U.S. Green Building Council and has a number of employees who have achieved LEED GA and AP certification per the U.S. Green Building Council guidelines. Sodexo manages a number of LEED facilities and contributes to the clients’ ability to achieve LEED certification for their buildings.

Stay Green With Our Comprehensive Waste Stream Management

We strive to keep your patients and staff safe, as well as preserve the environment for generations to come, with our waste stream management procedures. Our procedures meet all regulatory agencies’ standards and cover handling of hazardous and non-hazardous materials, infection control, staff safety and patient privacy based on HIPAA (Health Insurance Portability and Accountability Act of 1996) guidelines. We take the following actions to ensure careful management.

• Use innovative cleaning equipment to deliver high productivity, control infection and limit ergonomic injuries.

• Evaluate and use the latest, proven, environmentally friendly techniques, green cleaners and equipment.

• Train your staff to use your specified safety and infection control practices (augmented when appropriate with our programs), germicidal solutions and personal protective equipment when sanitizing items or handling medical waste.

• Make sure chemicals are documented and handled properly.

Sodexo is a leader in the campaign to educate health professionals about pollution prevention opportunities. Key to this is our commitment to monitor all areas of waste – from chemicals to water to electricity. Our goal is to reduce hazardous substances in regulated waste in the hospital environment, including development of best practices and case studies to minimize the use of toxic chemicals.

Efficient Trash Removal. Trash builds up quickly and its containment and removal can make or break the healthfulness and appearance of your hospital. Sodexo will help Sierra Tucson Treatment Center make trash containment and removal sanitary, compliant and efficient.

Comprehensive Recycling. Sierra Tucson Treatment Center can count on us to support recycling for everything from paper to medical waste. Our proven, compliant procedures cover logistics, tracking, containers, equipment and training for well-organized recycling.

Strong Relationships With Top Vendors. Sodexo’s well-established relationships with the leading Environmental Services vendors can benefit Sierra Tucson Treatment Center in many ways.


Sierra Tucson Treatment Center will have a structured, cross-departmental Linen Improvement Committee that sets objectives, creates assignments, follows up on actions and determines appropriate control measures.

Vendor RelationshipsOperating Standards Customer Benefits

Integrate our procurement systems with your setup.

Ensures a smooth transition that saves time and money.

Customize our supply chain. Meets your particular needs.

Manage vendor partnerships. Saves you time with systems already in place.

Include training from vendors. Supports management and updates staff skills at no additional cost.

Enable vendor certification. Increases managers’ skills.

Bring in established vendors such as Ecolab and Advance Equipment.

Provides established systems for on-site training of management and cleaning staff.

Sodexo offers strong and well-managed vendor relationships.

Sodexo’s key vendors offer many outstanding benefits to our customers. For example:

EcolabFeatures Benefits

Provides cleaning and laundry chemicals to Sodexo’s Environmental Services and Linen accounts.

Sells products that minimize adverse environmental impact.

Conducts monthly visits. Ensures proper functioning of automated sensors and dispensers.

Offers seven in-service training sessions at each account.

Ensures optimum and safe use of products.

Oversees installation and maintenance for all chemical dispensing systems.

Ensures proper use and safety compliance.

UnisourceFeatures Benefits

Distributes many of the Environmental Services products Sodexo uses (i.e., Ecolab, Rubbermaid®, Georgia Pacific, Kimberly-Clark®, Tyco, 3M, etc.).

Offers quick and efficient access to leading and innovative products.

Provides product training and support.

Ensures proper use and safety compliance.

Brings in representatives suited to the particular needs of each hospital.

Can analyze, for example, the paper products being used and make cost savings and operational efficacy recommendations.

You will benefit from Sodexo’s strong relationship with leading Environmental Services vendors.

Save Money With Efficient Laundry and Linen Management

Sodexo offers many Environmental Services options, from laundry management to special cleaning. These services are customizable to Sierra Tucson Treatment Center.

Careful management of laundry services can save time and money. At Sodexo, we’re specialists in laundry systems. Our organization has pioneered innovative techniques in laundry operations across the country, with documented results that show the impact of a strong management/operations team.


We bring this expertise to Sierra Tucson Treatment Center along with the high standards that we have developed in our own plants. You can depend on Sodexo’s experience to result in cost savings and efficiency with management of your equipment, supplies, pickup and distribution.

The Sodexo Linen Management System is very sophisticated. Moreover, it helps management at Sierra Tucson Treatment Center with reports on linen usage, as follows.

• Par values by item and area.

• Utilization records by item and area.

• Monthly linen purchased.

• Detailed inventory analysis.

• Linen usage reports by area and building.

• Costs and pounds per-patient-day reports.

• Monthly area comparison summaries.

• Linen replacement cost analysis by item.

Control Pests With Sodexo’s Systems

An infection-free facility is vital to the good health of your patients. Efficient pest control can help you create a sanitary environment. Sodexo can help make and keep your center pest-free, and Sierra Tucson Treatment Center can count on us to eliminate pest problems in a compliant manner.

We’ll also set up a system that includes proper procedures for cleaning and storage to help prevent future problems and to ensure a sanitary environment for your patients.

Get Expert Cleaning for Special Projects

Sometimes a special cleaning project can’t wait. Sodexo can handle any special cleaning projects you might have. We’ll customize our unobtrusive services to suit any cleaning project in your hospital, such as HVAC system cleaning, post-construction cleanup, pressure washing, ceiling tile replacement, or special event preparation and cleanup.

To keep cleaning consistent and dependable at your hospital, we can adjust our Environmental Services staffing levels to meet your particular needs. We will track your additional staffing needs with frequent monitoring and assessment of your staffing plan.


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Training and Development

To make sure every employee has the opportunity to reach his or her full potential, Sodexo offers training programs that focus on initial and ongoing development. Not only is this type of training important in reducing turnover, absenteeism and accidents, but it also fosters a high level of commitment to the work that hourly employees perform at your facility. This training includes technical skills training and service training. Our comprehensive training program consists of the following elements.

Orientation – It’s the responsibility of each manager to ensure every newly hired employee has the skills necessary to work productively and safely.

Individual Training Record – All training is documented electronically on this easy-to-use and effective record, which includes the following four sections:

1. Regulatory and Mandatory Company Training: These are topics essential to meeting both regulatory and company-required guidelines.

2. Basic Skills Training: These are the skills every employee in the department needs to know.

3. Position-Specific Skills: This is customized training based on individual needs and on an employee’s responsibility.

4. Safety Training: It is critical to provide a safe environment to both employees and customers.

Competency-Based Training – This is used to evaluate the effectiveness of the trainer, the lesson and the comprehension of employees, which aids managers in determining the priority for retraining the individual on each topic.

TRAINING AND DEVELOPMENT | SIERRA TUCSON TREATMENT CENTER | 1

“Sodexo has provided value to our

organization through great service

and strong management experience.

They have developed a great

attitude among the employees with

respect to customer service.”

Genesis HealthCare, Bethesda Hospital

Flexible Delivery – Methods for training include one-on-one, classroom, webcasts or department meeting instruction.

Sodexo has implemented an online virtual university called Sodexo University. The university currently offers online courses via SodexoNet, our company intranet. Examples of the university’s offerings include:

• Foundations of Coaching

• Enabling Leader

• Effective Mentoring

• Project Management

• Diversity and Inclusion

• Ethics

Other courses and training materials are available in CD-ROM format and from the Sodexo Resource Library. SodexoNet allows our managers to have access to best practices from the entire global Sodexo Group and discussion groups to quickly find solutions to common issues.

Sodexo Group also holds a biannual innovation forum to showcase and share exciting program developments from around the world. These systems allow our managers to spend less time seeking solutions and more time focusing on the management of your operation.

Customer Service Training

Focus on Service Spirit Customer Service Training Program

Much more than a training program, Focus on Service Spirit (FOSS) is a systematic approach that ensures all levels of the health care team – from service workers to managers to leaders – share a common vision of customer-focused care and demonstrate common service behaviors.

Recognizing that service behaviors have to be modeled from the top of the organization to permeate the entire culture, FOSS includes training for all levels of service providers. Using industry-wide performance measures, as well as our own, we have found the full implementation of this program has proven to enhance the patient satisfaction scores of both nursing and support services staff.

Because FOSS involves all levels of the organization, it effectively builds a common vision for customer service across the organization. Not only does this common understanding of shared purpose foster teamwork among different areas, it boosts overall employee morale.

Unlike a one-shot training course, our complete FOSS system ensures ongoing reinforcement of your organization’s service philosophy. Because

2 | SIERRA TUCSON TREATMENT CENTER | TRAINING AND DEVELOPMENT

“As we get caught up in our everyday jobs, we sometimes forget what we are really here for. The weekly Huddles and other customer service training helps us slow down and think more about how to better help the patients.”

– Sodexo CARES nominee

of its modular design, this system makes it easy to offer refresher classes to strengthen specific service behaviors of existing staff and to train new service employees as they join the organization.

Combined with hiring service-minded people, FOSS is designed to build a service culture. Our system includes a series of modules for frontline staff, management and patient care teams. These modules are not merely training events; they are designed as part of a series to foster the building of a service culture.

The system has been designed to never end. Training, reinforcement, measurement, recognition and leadership modeling are continuous practices that must be sustained over time to achieve a change in an organization’s current culture.

Sodexo CARES Behaviors Training

CARES Behavioral Training is designed to reinforce our CARES behaviors (Compassion, Accountability, Respect, Enthusiasm and Service) in support of our brand promise to make patients the heart of everything we do. Sodexo CARES behaviors represent the behavior characteristics we want employees at every level of our organization to display in their interactions with patients, families, visitors, staff members and each other.

CARES is an acronym that stands for:

Compassion – Demonstrates care and sensitivity in words and actions.

Accountability – Answerable for the outcomes and results of actions.

Respect – Objective, unbiased consideration and regard for the rights, values and beliefs of all people.

Enthusiasm – Creates great excitement for interest in creating exceptional experiences for those with whom we interact.

Service – Total focus and commitment to deliver outcomes that exceed expectations.

CARES Recognition

The CARES program is designed to recognize Sodexo and client employees in above-and-beyond actions that support our commitment to the Patient Experience. Each nominee receives a certificate from Sodexo’s president that is also distributed to the division and posted on Sodexo’s internal website.

Each fall, the executive vice presidents choose the CARES honoree in their division who best exemplifies one of the CARES behaviors. Those individuals are honored at the Health Care National Conference in October.


In-Service Technical Training and Development for Hourly Staff

The key to superior service delivery is the training, development and recognition of the department’s hourly employees. With that in mind, Sodexo developed an in-service training program that resulted from years of experience and professional input from our management teams and the invaluable assistance of our Corporate Training Department. Its introduction and application to your Food and Nutrition Services Department will bring dramatic results.

The objectives of this training program are:

• To orient employees to the basic fundamentals of their role in the department.

• To make each employee aware of the goals and contributions of food service.

• To teach each employee the correct methods of performing his or her job assignments.

All employees must attend in-service technical training programs.

The following training is budgeted for all department employees:

Department orientation (new hires) 3 hours

Initial competencies and OJT (new hires) 24 hours

Two-step HACCP training (new hires) 8 hours

Annual HACCP training 6 hours

The Joint Commission/safety mandatory annual training 6 hours

Annual customer service training 10 hours

Safety committee (selected employees) 6 hours

Monthly safety topics 6 hours

Department and facility operations 6 hours

Proper equipment usage 3 hours

Gold Checks 1 hour

Customer Satisfaction Surveys 2 hours


Additionally, the following position-specific training is completed:

Receiving and Storage (Stock Clerks) 4 hours

Knife Skills and Slicer Safety (Production) 2 hours

Culinary Foundations (Cooks) 6 hours

Patient Diets (Operators and Tray Passers) 6 hours

Cleaning and Sanitizing (Dishroom and Utility) 3 hours

Food Presentation and Serving (Retail) 12 hours

Cash Handling (Cashiers) 4 hours

Continuing Education (Dietitians) 15 hours

TOPS Training

The heart of Sodexo’s employee training and development is our internally developed TOPS (Training Our People = Success) series. The training series is organized into Technical, Customer Service and Life Skills areas.

Production Training Topics Total programs available – more than 50, at about one hour each

• Food Presentation

• Soup Making Techniques

• Garnishing

• Griddle and Short Order Cooking

• Portion Control

• How to Roast and Slice for Better Taste

• Storing and Handling Fresh Produce

• Kitchen Equipment Care

• Waste Prevention

• Menu Planning

Safety Training Topics Total programs available – more than 20, about one hour each

• Kitchen Fires, Prevention and Control

• Avoiding Falls

• Avoiding Injury from Kitchen Machines

• Heimlich Maneuver

• Using Kitchen Knives Safely and Efficiently

• Supervising for Safety


Sanitation Topics Total programs available – 12, at about one hour each

• Prevention of Foodborne Illness • Sanitation and Safety in Food Service• Kitchen Sanitation • Insect and Rodent Prevention• Dishroom Maintenance • Effective Floor Care

Culinary Training

Our culinary training and development programs are key to our success. We attract and retain the best talent with our culinary programs.

Culinary Foundations is a practical, on-the-job training program focused on basic cooking techniques and culinary skills. Employees are trained using nearly 50 instruction cards to visualize and practice the skills needed for culinary expertise. Some of the topics covered in this training series include:

• Knife Skills • Steaming/Boiling • Roasting• Sautéing • Grilling

Food Production TrainingPurpose Promote a full understanding of Sodexo’s Food Production System.

Frequency Training occurs throughout the department upon the introduction of the program at your hospital and when new employees are hired.

Responsibility Account Manager ensures all employees demonstrate competency in program concepts, tools and forms. Account Operations Manager documents attendance of employees to the production system training process.

Distribution All employees participate in the employee-training module, and those employees directly impacted by specific forms and tools gain a full understanding of, and access to, those tools.

Standards 1. Complete manager training upon program implementation.2. Conduct employee training using program materials upon program implementation.3. Conduct manager or employee training for new department employees.4. Review training on an annual basis to ensure positive program outcomes.5. Document competency using post-test and participation forms.

Implementation Managers and employees complete training.

Many of our chefs are graduates of prestigious culinary academies, and others have developed their skills through apprenticeships and many years of on-the-job training.

Our chefs appreciate our many culinary training and development programs, including:

• Culinary Institute of America (CIA) seminars and courses.

• Culinary Foundations – Our culinary training partnership with the CIA.

• Master Class – Opportunities to work side-by-side with James Beard Award-winning chefs.

• Chefs Association – Our teams of regional chefs meet for American Culinary Foundation (ACF) accredited education, concept and recipe testing.

• Guest Chefs – Our chefs and customers alike enjoy special guest chef appearances by our very own regional executive chefs as well as local area celebrity chefs.

• Chef Exchange – Our top North American chefs have the opportunity to participate in Chef Exchange programs with their culinary counterparts in other countries.


Environmental Services Cleaning Procedures

Specific cleaning procedures, unique to the various areas of Sierra Tucson Treatment Center, are utilized to ensure consistent quality outcomes and proper infection control compliance. All employees are provided detailed training on the procedures upon hire. Additionally, this training is reinforced on an ongoing basis utilizing the following Unit Operating System components.

• Method of the Week. Incorporated into monthly employee meetings, Method of the Week training is conducted to reinforce proper procedures for cleaning specific areas of the hospital. Over the course of the year, 52 topics are covered, including 7-Step Patient Room Cleaning, OR Terminal Cleaning, Restroom Cleaning, High Dusting and Wall Washing.

• Engage Videos. The Engage videos further reinforce proper cleaning procedures through an interactive Q&A session, visual demonstration and post-training quiz. The eight-video series covers the following topics.

• Introduction to Housekeeping

• Safety

• Infection Control

• Floor Care

• Patient Room Cleaning

• Critical Care Areas

• General Area Cleaning

• Restroom Cleaning

• TOPS Training. The heart of Sodexo’s employee training and development is our internally developed TOPS (Training Our People = Success) series. The training series is organized into Technical, Customer Service and Life Skills areas. Examples of topics included in the training modules include:

• Safety

• Life Skills

• Floor Care

• Specialized Cleaning

• Focus on Service Spirit

Additionally, Environmental Services frontline employees receive detailed technical training through Sodexo’s Environmental Services Easy Reference Guide, which will be customized for Environmental Services and enables

employees to quickly review policies, procedures, infection control protocols and customer service techniques.

Safety Training

The best means of reducing injuries and accidents are trained professional employees. Professional employees apply their learning and perform their tasks with zero errors. To achieve an accident-free performance, the professional makes each move in a deliberate, exact manner with total concentration on the task.

A professional employee will learn how to do his or her job responsibilities safely. A task completed safely will be performed correctly, efficiently and with a high degree of satisfaction. Sodexo ensures that all employees are trained, educated and practice safe work procedures.

Three Types of Safety Education

Standards are effective forms of injury prevention only if they are understood and followed. The implementation of these standards requires employee education and supervision. There are three types of safety education that must be presented:

• New Employee Safety Education and orientation

• Continuous Education for all employees to maintain a consistently high level of safety awareness

• Special Education when new equipment is put into operation or when significant changes are made at the facility


Sodexo Bulletin

The weekly Sodexo e-Bulletin is the principal distribution device for Safety Material Updates. Sodexo managers review the information contained in this mailing and circulate it to their management teams.

Monthly Safety Topics and Training Aids

Each month, The Safety Source provides safety topics to discuss with employees or client employees we manage. These safety topics are provided to all accounts for use in training employees. The Safety Source is informational and activity-based and should be used consistently for ongoing Safety Education purposes.

• The Safety Source is a tri-lingual training aid that consists of four short lessons each month, which will help foster safe work habits for our employees and client employees we manage.

• This training aid was developed as a result of accidents that have actually happened – accidents that could have been prevented. By providing employees with this safety awareness tool, you will assist in preventing further injuries.

• These four short safety training activities can be used one per week or combined. After training has been performed, log attendance on the attached Attendance Roster for recordkeeping requirements.

Sodexo Print Management stocks a packet of Safe Work Standards for training purposes and for posting near specific work locations. The packet contains the following:

• Wrap It Safely • Safe Mixer Machine Operation • Steam It Safely • Slice It Safely • Floor Maintenance • Stack Them Carefully • Handling of Knives • Handling of Materials • Stack Them Safely • Chop It Safely

Sodexo Resource Library offers a variety of training videos to complement The Safety Source. Below is a list of safety-related videos available through the resource library.

Title Available from the Resource Library (Order Through SodexoNet)Safety Leadership for Everyone Actively Caring for Safety – Motivating Safe Behavior

High Impact Maintenance Safety Office Safety Basics

Keeping Your Back in Action Kitchen Safety ... It’s Up to You!

Safety Bite – Training New Employees to Meet Safety Standards Actively Caring for Safety – Implementing Behavior-Based Safety

High Impact Electrical Safety Back Safety – Service Industry Version (English and Spanish)

Chemical Safety II – Health Hazards Working Beyond Fear

Forklift Safety – Awareness, Attitude and Action Read and Protect – Thumbs Up for Safety (Spanish)

Eye Safety/Service Industry Murder on Your Hands

Actively Caring for Safety – Coaching Safe Behavior Safety and Security – Everyone’s Job

Preventing Cuts and Strains Preventing Slips, Falls and Lifting Injuries

Safety Orientation and Accident Prevention Protecting Yourself and Your Customers

Kitchen Safety: Working with Utensils and Equipment Maintaining Equipment for a Safer Kitchen

Employee Safety Orientation Human Behavior – Reducing Unsafe Acts

Chemical Safety Providing Electrical Protection and Safety

Book ‘Em, Danno Industrial Safety and Health


Safety Is a Matter of Attitude Human Behavior – Reducing Unsafe Acts (Spanish)

Preventing Cuts and Lacerations (Spanish) Eye Safety

Preventing Cuts and Strains (Spanish) Supervisor Safety Responsibility

Kitchen Fire Safety (English and Spanish) Safety Bite: What is Carelessness?

Material Safety Food Services

Kitchen Safety – Slips, Falls, and Strains Hand and Wrist Injuries

Kitchen Safety – Burns and Kitchen Fires Forklift Safety OSHA Final Rule

Kitchen Safety – Cuts and Machine Injuries Canned Heat Safety

Safety Now – How to Respond in an Emergency Chemical Safety I – Proper Handling

Preventing Cuts and Lacerations Basic Ergonomics

658: Employee Investigation Safety – Control of Hazardous Energy (Lockout/Tagout)

Preventing Burns and Fires Chemical Handling Safety

Back Injury – Slips and Falls Prevention Lifting – Take Five Video Series

FDA Food Safety: An Educational Video for Food Service Workers Controlling Exposure to Bloodborne Pathogens in Service Industries

Preventing Slips, Trips and Falls (English and Spanish) Slips and Falls/Service Industry

Lifting Safely (English and Spanish) Right to Know/Service Industry

Drugs and You: Everybody Isn’t Doing It Robbery Prevention and Awareness (English and Spanish)

Don’t Be the Next Victim Accidents – “It Can’t Happen to Me”

Oh, My Aching Back! (Spanish) Back Care and Safe Lifting

Preventing Machine Injuries Accidents – “It Can’t Happen to Me” (Spanish Version)

Carpal Tunnel Syndrome Ouch! What They Don’t Know Can Hurt You (Spanish)

Office Safety Slip, Trip and Fall Prevention (English and Spanish)

Fire Safety

Online safety courses are available through SodexoNet.

Ongoing Environmental Services Hourly Training

The regular training we will deliver to the staff at Sierra Tucson Treatment Center will improve their skill level and job satisfaction, while meeting regulatory requirements. Most training will be delivered by the on-site management team using training materials developed specifically for our industry. However, professional trainers from our national training department, Technical Support Specialists as well as vendor partners, such as Ecolab, are also part of the training resources delivered to Sierra Tucson Treatment Center.

Each week the management team reviews specific areas and, during the course of the week, observes and critiques employees as they perform their tasks. The tasks can be selected at random or to meet specific needs.

Monthly staff or training meetings are held to inform employees of department activities and provide a forum for questions, discussions and continuing education. Films may be shown and discussed or guest speakers invited. Sierra Tucson Treatment Center has an array of professionals from which to draw speakers – Infection Control could discuss hand-washing methods, Safety Officers could review fire prevention and firefighting procedures, and Environmental Services managers could explain their job functions. Employees, we have found, usually respond favorably to being engaged and included.

Additionally, it is required that all training be documented. These records are available for The Joint Commission and hospital inspection and are important in tracking employees’ progress through the program. We document


all training in Individual Training Records we maintain for each employee in the department. Centralizing all training documentation makes it easy for us to demonstrate all training we have conducted, by employee and by training topic.

Following is a sampling of a likely training schedule for Environmental Services.

Environmental Services Sample In-Service Calendar

Month Topic

January Universal Precautions

February Hazardous Communication

March Infection Control

April Workplace Safety

May Customer and Guest Relations

June Floor Care (Hard/Carpet)

July Basic Skills Procedure

August Patient Room Cleaning

September Waste Handling

October Patients’ Rights Awareness

November Cleanliness Awareness

December Annual Review

In-Service Training

Sierra Tucson Treatment Center Food and Nutrition Services Annual In-Service Calander

Safety Date

• Accident Prevention Review, Burn Prevention, Fire Safety and Evacuation

• Sanitizing Food Contact Surfaces and Wiping Cloths

October

• Slip, Trip and Fall Prevention• Handwashing and Glove Use

November

• Electrical Safety and Lockout/Tagout• Preventing Cross-Contamination

December

• Back Injury Prevention• Thermometer Use

January

• Safe Lifting • Food Thawing

February

• Slicer/Knife Safety• Cooking and Holding Temperatures

March

• Good Housekeeping and Slip-Resistant Shoes• Cooling and Reheating Foods

April

• Personal Protective Equipment• Receiving and Storage

May

• Chemical Safety• Personal Hygiene

June

• Safe Operation of Kitchen Equipment• Handling Service Ware and Utensils

July

• Burn Prevention• Keeping Self-Service Stations Safe

August

• Bloodborne Pathogens and TB• Food Allergies

September

Live Web-Based Distance Learning Programs in Health Care

The American health system is challenged with providing quality educational programs with less money for tuition, travel and time away from work. Sodexo encounters these same adversities, but is determined to invest in the training of Environmental Services management and supervisory staff.

One approach is a live web-based training system to deliver education to hospitals in an economical, convenient fashion. Research comparing distance education to traditional face-to-face instruction


indicates that teaching and learning at a distance can be as effective as traditional instruction, when the method and technology used are appropriate.

Live distance web-based learning may be different from anything you have been exposed to before. It is live, but your instructor is not in the room with you. You are connected via an Internet connection and an open phone line. You may be in the same class with your peers from all over the country receiving the same education at the same time. You have the ability to ask questions, via email, during the presentation and participate in real time. Sierra Tucson Treatment Center would benefit from the utilization of this approach to real-time training, which is highly

effective and maximizes the time and attention of the Environmental Services staff.

Manager/Supervisor Training and Development

Sodexo provides extensive training for managers throughout their careers. To enhance both their technical and management skills, we provide a variety of training and development opportunities. Come Alive with Sodexo, a one-year growth plan for all new management employees and other professionals, is set as a five-phase program with an integrated approach to learning. Innovative and energizing, Come Alive with Sodexo offers just-in-time training so all new managers and other professionals can flourish and grow throughout their first year of employment.

Management Training Program

Description

ARRIVE: Welcome to Sodexo

Introduction to Sodexo; topics covered include our company history, strategy, community efforts, getting connected and getting started, and all our health care/HIPAA information.

DRIVE: Reach for New Heights

Completed within your first 30 days on the job, DRIVE is an introductory online module that will explore such topics as food safety, customer standards, strength in the workplace and talent development.

GET LIVE: Tap into a Community

Get Live offers a dynamic, instructor-led, conference-style classroom experience. Learners gain multiple opportunities to learn and practice skills for strategic leadership and to enjoy business networking and connect with colleagues from across all business lines.

STRIVE: Peak Performance

Completed within the first nine months of employment, this self-study course highlights on-the-job elements and training designed to minimize risks for Sodexo and provide resources and training opportunities to managers. Topics covered include the following.

• Understanding the Competency Model • Constructive Counseling

• Employee Network Groups • Competitive Intelligence

• Strengthening Your Competencies • Addressing Emotions at Work

• Techniques for Better Time Management • Decisions and Risk

• Interpersonal Communication Skills for Team Simulation

• Basic Business Skills to Get You on the Fast Track

THRIVE: Grow Your Future

Taken within your first year of employment, Thrive is an interactive eLearning and self-study course designed to address ongoing skill development for managers and provide resources and training opportunities to managers. The topics covered include the following.

• Employee Development • Online Talent Development Tool

• Career Center Orientation • Mentoring

• Strengthening Your Competencies • Get Your Career on the Fast Track

• Giving Recognition • Spirit of Diversity


Equal Employment Opportunity/Affirmative Action

Equal Employment Opportunity/Affirmative Action is an essential course required for all managers to successfully manage Sodexo employees and create a fair and inclusive work environment. The course provides the basic foundation of EEO/AA laws and Sodexo employment policies, and to equip managers with the practical tools needed in the workplace.

Diversity and Inclusion Training

At Sodexo, we believe diversity is a business imperative and an ethical and social responsibility grounded in our core values of Service Spirit, Team Spirit and the Spirit of Progress.

In our continuing effort to attain an inclusive organization, we embrace, leverage and respect the diversity of our workforce. Sodexo is committed to providing our clients with a wide variety of tools, techniques and experiences designed to assist employees at all levels of the organization in developing the required skills and competencies needed to effectively lead and thrive in the diverse workforce of today and tomorrow.

Our personal mission to our clients is to diligently work to position them to set standards of excellence within their respective industries, clientele and communities in which they live, work and serve.

CARES Awareness Training for Leadership

CARES Awareness Training is intended to provide an overview of the CARES Behavioral Training modules for leadership staff as well as reinforce the role modeling they will be expected to demonstrate. It must take place prior to unit implementation of CARES Behavioral Training.

Training Outline• Patient Experience Journey Update

• Culture Statement and Management Behaviors

• Introduction to CARES Behavioral Training (Module One)

• Walk the Talk – How to Exhibit the CARES Behaviors Through Actions

• Commitment to CARES Behaviors (Active participant in the CARES Behavioral Training at qualified account(s))

Sodexo Management Cultural Expectations

The following management behaviors must be exhibited by all managers who visit our units to support the Patient Experience culture Sodexo desires:

• Rounding – Tour the facility and visit patients, soliciting their input relative to our services.

• Have a conversation with internal customers (client staff members), gaining feedback from them regarding our performance.

• Engagement: Meet with the management team, either singly or in a group, to discuss recent activities relative to the Patient Experience.

• Ask managers/frontline staff about their weekly Huddles.

• Ask frontline employees to share an example of how they positively impacted a Patient Experience.

• Recognize individuals who have exhibited CARES behaviors.

Sodexo firmly believes the success of our programs can only be achieved through continual development of our people. We are proud of the progress we have made in developing and strengthening the caliber of the on-site management team.

Frontline LeadershipLevel I Level II

Dealing With Emotional Behavior

Resolving Team Conflicts

Recognizing Positive Results Performance Expectations

Leadership for ResultsLevel I Level II Level III

Constructive Feedback

Proactive Listening Navigating Change

Genuine Leadership Developing Others Team Building


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Technical Certifications

As previously stated, our managers meet the strict requirements for designation as Certified Healthcare Environmental Services Professionals (CHESP). Additionally, Sodexo’s exclusive Infection Control certificate training course, which was developed under the guidance of Sodexo’s own Infection Control Nurse, will be completed by each manager by the end of the current fiscal year.

Sodexo School for General Managers

The School for General Managers is a comprehensive curriculum that

ultimately results in a credential as a certified Sodexo General Manager.

• GM 101 – Field experience at a training account

• GM 201 – Three-day classroom training

• GM 301 – Field experience at a training account

• GM 401 – On-the-job training

• GM 501 – Three-day classroom training

• GM 601 – On-the-job training

Recognition

Recognizing individual and team achievements highlights for employees how their actions impact the Patient Experience by improving the quality of daily life, and reinforces the behaviors we want all of our employees to demonstrate. Informal recognition, as simple as a “thank you,” has tremendous power and costs nothing. Additionally, effectively utilized formal programs can be tailored to achieve overall goals.

Sodexo has various formal recognition programs, and our managers are encouraged to use these to recognize the contributions of their teams. Some of these programs include:

• Catch a Sodexo Star – Designed to reward frontline employees who exhibit behaviors associated with supporting our mission and values

• Sodexo Expressions – Designed to enable managers and co-workers to show appreciation and acknowledge individuals for:

• Project Management Work

• Exceeding Expectations on the Job

• Teamwork

• Going Above and Beyond

Spirit of Sodexo Corporate Awards Program – This program has been designed to recognize and reward individuals and teams who have demonstrated outstanding performance in support of our mission and values.


SAMPLE IMPLEMENTATION PLAN – FOOD AND NUTRITION SERVICES

UNIT ________________________________ DUE DATE _______________________________________ DM ________________________________ START-UP DATE ___________________________________ ASM’S ______________________________

SAMPLE IMPLEMENTATION PLAN FOOD AND NUTRITION SERVICES

AGENDA ACTION PLAN SODEXO IMPLEMENTOR

PHASE I

Table of Organization Discussions with administration to agree upon and implement Table of Organization for all nutritional management and therapeutic personnel.

District Manager

Resident Management Team Selection

Sodexo personnel and operations evaluate candidates according to experience, abilities and availability. Preliminary interviews to determine level of personal interest. Final ranking by order of candidate preference. Visit by candidates to hospital for interviews. Candidate and hospital decision.

District Manager

Management Team Relocation

Management personnel make housing decisions. Personnel arrange moves according to relocation policy.

Regional Personnel Director

Contractual Terms Meetings with administration to discuss contract options, terms, conditions, language, etc. Construct draft agreement and review with administration. Make revisions and modifications per administrative request.

Sales Director

Introductory Meeting with Dietary Personnel

Introduction of Sodexo personnel and answering of employee questions. Prelude to team-building sessions.

Sales Director

PHASE II

Management On-Site Orientation

Establish resident management team. On-site orientation and planning by hospital Personnel Department.

District Manager

Expectation Review Joint participation by Sodexo personnel and administration in an Expectation Session designed to review the opening progress and plans to date, plus each individual's expectations of Sodexo.

Sales Director

Employee Team Building Initiate the first team-building session with dietary employees under the direction and control of a Sodexo team-building facilitator.

Director of Dietary

Management Team Building

Implement a training program for supervisors. Director of Dietary

Purchasing Systems Review current purchasing practices and supplier listing. Discuss supplier alternatives with administration. Notify discontinued, remaining and new suppliers. Establish quality standards prices and service with suppliers.

Purchasing Director

Fiscal Systems Review with fiscal personnel the present information systems and our capabilities to provide additional data. Establish future fiscal systems that meet hospital needs.

District Manager

Clinical Systems Review present clinical system with clinical and nursing personnel. Establish goals for clinical care. Review present Diet Manual.

Regional Support Dietitian

In-Service Training Review present In-Service program. Establish a schedule for use of Sodexo Training and Development program, using audiovisual and guide materials.

Regional Support Dietitian

Management Familiarity Meet other department heads, key nursing and medical personnel. New Management Team

Staffing/Work Flow Definitions

Initial definitions of workflow, present systems and schedules, personnel attitudes and initial evaluation of personnel strengths and weaknesses.

Director of Dietary

Inventory Systems Review present inventory conditions, Ensure proper levels for commencement of Sodexo’s service.

Director of Dietary

Patient/Employee Satisfaction Surveys

Conduct, with administration approval, employee and patient attitude surveys to commence tracking system prior to and after Sodexo's service.

Director of Dietary

Retail and Marketing Plan

Develop initial a la carte marketing and catering plans. Special attention to be given to signage, area treatment, grill area service and formulation of vending program alternatives.

Cash Operations Director and Cash/Catering Manager

**SODEXO’S OPENING DAY**


PHASE III

Retail Presentation Programs

Implement proper line arrangement, food arrangements, pan garnishes and individual garnishing.

Director of Dietary

Retail Specials and Weekly Spirit Lifters

Implement daily specials; weekly spirit lifters. Director of Dietary

Monthly Retail Specials Implement monthly special events. Director of Dietary

Food Preference Surveys Conduct food preference surveys. Director of Dietary

Department Computerization

Conduct analysis as to the applications of Sodexo's customized computerized food and nutrition management system.

Director of Dietary Regional Controller

Cost Controls Fully establish Sodexo’s weekly cost control and analysis systems; review information reporting to client, administration and financial department.

Management Team

Catering and Retail Upgrade menu, increase variety and selectivity. Cash/Catering Manager

Production Training Implement production training program, daily production meetings and basic production skills.

Director of Dietary

Nourishment Program Evaluate selectivity and distribution with action plan. Chief Dietitian

Tray Service Implement improved garnish program as well as initiating Sodexo’s standards for training employees in proper tray service.

Cash/Catering Manager

PHASE IV

Cafeteria Cost Analysis Product mix and flow analyses; portion policy review; break-even analysis; customer flow; contribution analysis.

Cash Operations Director

Full In-Service Training Program

Review initial implementation of Sodexo's training program; review employee training needs; review departmental training needs; revise training programs to meet individual needs; implement revised program.

Training and Development Management Team

Policies and Procedures Develop Policy and Procedures Manual. Management Team

Opening Phase Analysis Identify problem areas and define action steps to achieve solution. Management Team

Staff Evaluation Identify strengths and weaknesses of present dietary staff; prioritize needs for improvement and alternative nonperformance plans; review with hospital Personnel Director.

Management Team

Standards Implement Sodexo Standards Manual. Management Team

Patient Care Analysis Review joint cooperation plan with Nursing; establish communications format; review adherence to The Joint Commission standards; conduct planning sessions for patient program upgrading.

Management Team

Customer Service Training System

Introduce Customer Service Training System to service personnel. Provide an overview of program and objectives.

Director of Dietary

Production Procedures Implement birthday programs; implement Sodexo diet history and nutritional care plans. Revise patient instructional material program.

Management Team

Patient Program Upgrading

Conduct second patient and employee surveys; review/compare to prior survey; develop corrective action plans.

Management Team

Total Progress Review Review results per key result area for opening phase; plan for next phase. District Manager Management Team

PHASE V

Fee-For-Service Programs Identify current fee-for-service activities and associated personnel. Define additional programs for approval. Initiate implementation.

Management Team

Patient Program Upgrading

Implement monthly patient special event program; review existing patient menu; develop alternatives to present menu; implement additional menu selection program. Stabilize total operations.

Management Team

Patient Program Review Review status of patient care upgrading program. Management Team

Patient Tray Systems Evaluation

Develop problem analysis of existing system; review short and long-range hospital plans; coordinate surveys by tray companies; review company reports; develop analysis and recommendation for administration.

Corporate Research and Development Director

Satisfaction Surveys Conduct third patient and employee surveys; compare to prior surveys; develop action plan.

Management Team

Progress Review Review all facets of operations, training and costs and develop plan for next phase. District Manager


SAMPLE IMPLEMENTATION PLAN – ENVIRONMENTAL SERVICES

UNIT ________________________________ DUE DATE _______________________________________ DM ________________________________ START-UP DATE ___________________________________ ASM’S ______________________________

Start-Up TeamOM – Opening Manager DD – Department Director SD – Sales DirectorRM – Reserve Managers (when permanent DM – District Manager SVP – Senior Vice President management team vacates) ASM – Area Support Manager HRD – Human Resource DirectorIT – Inventory Team

Task Assign To Due Date Date Started

Date Completed

Follow-up Date

Follow-up Person

Phase I – Pre-Start Date

Establish opening date SD/SVP/DM

Assign opening manager DM/HRD/ASM

Review financial proforma OP/DM/SD

Clients for Life® Expectations Meetings DM/SVP/ASM/SD

Opening team aligns priorities ASM/OP

Select on-site team ASM/DM/HRD

Meet with team to review condition of existing conditions and prioritize capital needs

ASM

Order capital equipment DD/ASM

Order cleaning supplies OP

Order hardware/software OP

Partners in Change done HRD/DM/SD

Complete Sodexo start-up kit OP

Meet with key customers DD/DM

Meet with HR to review labor relations DD/DM

Meet with HR to review recruitment process DD/DM

Review staffing plan – current DD/ASM

Review with Opening Team: DD/ASM

Hospital external and internal disaster plans DD/ASM

Union contract DD/ASM

Hospital employee handbook DD/ASM

Secure all policy and procedure manuals and all documentation for in-services, HAZCOM, fire/safety

DD/ASM

Joint Commission, DOH with corrective action

Secure keys for management team and establish appropriate policies – change locks office/storage

DD/ASM



Date Completed

Follow-up Date

Follow-up Person

Phase II - Account Opening

Schedule rounds with administration OP/DD

Rounds with administration OP/DD

Conduct baseline “QI” OP

Log/inventory equipment OP/DD

Establish inventory controls OP/DD

Receive/assemble equipment OP/DD

Linen inventory completed OP/DD

Linen usage sheets begun OP/DD

Create Daily Hours Variance reports OP/DD

Set up supply areas OP

Safety check electrical equipment OP/DD

Review/adjust job descriptions OP/DD

Review current job flows and revise as needed OP/DD

Prepare days on/off schedule OP/DD

Implement approved job flows OP/DD

Assign new equipment/supplies OP/DD

Review employee files/training OP/DD

Develop training calendar OP/DD

Department orientation completed Trainers

Conduct “Right to Know” in-service OP/DD

Schedule/conduct yearly training OP/DD

Review in-services/QA program OP/DD

Begin weekly rounds OP/DD

Meet account personnel OP/DD

Manager joins account committees DD

“Project Calendar” established OP/DD

Review regulatory compliance OP/DD

Implement Sodexo QA program OP/DD

Policy/Procedure Manual done OP/DD

Sodexo manuals assembled OP/DD

Secure keys for management team and establish appropriate policies – change locks and safe combination

OP/DD

Obtain and review any contracts and agreements with subcontractors and/or leasing company

OP/DD

Review Contract and Prepare Sample Billing OP/DD



Date Completed

Follow-up Date

Follow-up Person

Phase II - Account Opening (continued)

Establish petty cash and control system OP/DD

Complete WOR with budget from Bluebook OP/DD

Train DD on WOR and critical stats OP/DD

Reorganize offices OP/DD

Pendaflex folders set-up for all forms/financial periods OP/DD

Complete purveyor action forms OP/DD

Set-up order/inventory book OP/DD

Establish permanent tracking system for: Hourly employee labor Project cleaning completed percentage Cleanable square footage per hour Maintenance Square footage cost Labor cost per square foot Supply cost per square foot

ASM

InSite data collection ASM

InSite room inventory IT

Phase III - Monitoring

“Quarterly Gold Check” conducted DM/DD/ASM

Review/refine job flows DD

Review worker skills/retrain DD

Continue Sodexo training schedule DD

InSite Install ASM

Begin QA monitor/measurement DD/ASM

Continue Sodexo integration in account DD

Begin customer satisfaction reviews DD/DM

Establish quality management benchmarks DD/DM/Client

Quality management program measured DD/DM/ASM

Productivity measures set DD/DM

Cost measures set DD/DM

Standards assessment ASM/DD

Implement safety program DD

Implement appropriate linen pars DD

NOTES: Items in bold can be accomplished during pre-opening if access to property is permitted. Pre-opening is scheduled for four weeks to allow for recruitment/hire of permanent Department Director (DD), to be on site on opening day. The length of time on site by the Opening Manager depends on the presence and experience of the permanent DD – opening responsibilities can be shared. The goal is to have the Opening Manager on site for three weeks, to implement Sodexo systems and support the DD.


Sodexo University TOPS Module © Sodexo All rights reserved Revised 3/2010

t e c h n i c a l t r a i n i n g

Floor Care—Wet Mopping 20 minutes

PrepareA. identify quAlified employees for trAining And schedule A session.More specifically:

Who: Floor care employees Frontline employees responsible for wet mopping

Prerequisite: Hard Floor Care Basics Dust Mopping

Learning outCoMe: Wet mop a floor

tiMe: 20 minutes (Complete Module)

B. gather the iteMs needed For the session. The following chart illustrates the materials needed for:

session items needed

Wet Mopping Instruction Card (photocopy from this Leader's Guide): • Wet Mopping Equipment: • Damp mop • Dust mop • Mop bucket and wringer • Putty knife • Wet floor signs (27-35" tall) • Neutral cleaning solution

Floor Care—W

et Mopping


page 2 f l o o r c a r e — w e t m o p p i n g

Session — Wet Floor Mopping (20 min.)step 1 Module introduction: Provide a brief overview of the module, including its learning objec-

tives, as well as how long it will be. Begin the session with an icebreaker.

Suggested icebreaker: ask small groups to list all the items necessary for wet mopping as quickly as they can. (Possible answers: damp, dust or wet mops, mop bucket, wringer, putty knife, wet floor signs and cleaning solution.)

step 2 Dust mop the floor. Use a putty knife to remove gum, stickers, etc., from the floor surface.

step 3 Place wet floor signs (27-35" tall) where you will be mopping.

step 4 Mix a solution of the cleaner with the recommended quantity of water (per the manufactur-er's instructions) in a clean mop bucket.

step 5 Dip a cotton or synthetic mop in a bucket with detergent solution, and partially wring out the mop before applying to the floor.

step 6 Apply the neutral cleaner to a 10' x 10' area (approximately) of floor surface with a mop in an "S" motion. Thoroughly wring the mop out in the mop bucket. Pick up excess solution from the 10' x 10' area with a mop.

step 7 Repeat the procedure with steps 4-6 until the area has been cleaned. Remove the wet floor signs when the floor is dry.

step 8 Thoroughly clean and store all equipment after each use.

step 9 Complete the Mop and Sweep Log.

c. prepAre yourself!

gLossary oF terMs

Cleaning solution Chemical compound that removes food, soil, stains or other deposits

from surfaces.

Damp mop A mop made of cotton or synthetic materials used for wet mopping.

Mop bucket A bucket used specifically for mopping.

Putty knife A knife used to remove sticky substances from surfaces.

Wet floor signs A sign displayed on wet work areas for safety precautions.

Wringer A device used for pressing out moisture or liquid.

Prepare

Present


page 3 f l o o r c a r e — w e t m o p p i n g

wet mopping acceptable if “no,” state ideas for improvement

floor care—wet mopping success checklist

Gum, tape and other sticky soil is YES NOremoved with a putty knife prior to mopping.

Wet floor signs are placed in areas YES NOto be mopped.

Cleaning solution is mixed to the YES NOcorrect concentration.

Mops dipped in cleaning solution YES NOare partially wrung before mopping.

10' x 10' areas of floors are mopped YES NOusing "S" motion.

The mop is wrung after applying YES NOcleaning solution and is then used topick up excess solution.

Wet floor signs are removed when the YES NOfloor is dry.

All equipment is cleaned and stored YES NOproperly after use.

Copy and use the Success Checklist one week after training. Observe and provide feedback to all employ-ees involved in wet mopping floors.

Practice

Follow Up

Have each participant practice wet mopping a floor. Observe the process, acknowledge correct proce-dures and coach employees who are having difficulties.


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THE 7-Step

PATIENT ROOM

CLEANING PROCEDURE

1. Pull Trash/ Linen

2. High Dust

3. Damp Wipe

4. Dust Mop Floor

5. Clean Bathroom

6. Damp Mop

7. Inspect the Room


EXTERIOR: Top of Cart Caddy BasketFive-quart bucket, cleaning cloths, glass cleaner, creme cleaner, germicide, bowl caddy and bowl mop, tile & grout brush, green hand pad, rubber gloves, keys for cart, paper towel dispenser and soap dispensers Side of Cart Counter brush, dust pan, scrapper and plastic liner pouches Front of Cart Bucket and wringer, dust mop, high dust tool, wet mop Back of Cart Wet floor sign

INTERIOR: Top Inside Shelf Toilet paper, paper towels Middle Inside Shelf Cleaning cloth, bar soap and liquid hand soap Bottom Inside Shelf Clean mop heads, germicidal detergent and caddie basket when away from carts for break and lunch

A professional cart is a reflection of you and your hospital

CLEANING CART Standard Set-up


METHOD OF

THE WEEK

METHOD OF THE WEEK

WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10 WEEK 11 WEEK 12

Dust Mopping Wet Mopping Bed Cleaning/Making Bathroom Cleaning Glass/Window Cleaning Wall Spotting High Dusting Supplies/Labels/Distribution Equipment/Closet Cleaning Telephone Cleaning Performance Review/Refresher Exam


SODEXO

SAFETY POLICY

Here's the official, 8-Point Plan that guides our safety efforts.

All hazards are controllable.

Supervising personnel will discuss specific job hazards with each employee and enforce safe work practices at all times. No employee is expected to take unnecessary risks.

Employees should notify their immediate supervisor of any unsafe condition or procedure encountered in their work. Supervising personnel shall act to eliminate all hazards.

All injuries will receive immediate first aid.

Every accident must be reported promptly and completely.

Safety first - for first-class service.

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Learning Map for

Custodial Employees Learning Map forLearning Map for

TARGET AUDIENCE Custodial positions including:

Dispatcher (Housekeeping)

Driver (goods/material)

Floor Care Technician

Housekeeping Attendant

SPECIALIZED TRAINING 3OCCUPATIONAL HEALTH

AND SAFETY SKILLS 3

First Day(BeforeStartingWork)

HandwashingWaste & Trash Handling and Disposal

Accident Prevention Review:20

Hazardous Waste & Material Handling :30

Equipment Care & Cleaning Germicide UseChemical Hazard Communication :30

Back Injury Prevention:15

First Week

7-step Cleaning Low (Damp) Dusting Driver Responsibility and Motor Vehicle Record Check (if applicable):20

Area Cleaning Dust Mopping Equipment and Machinery Safe Operation, Care & Cleaning:30

Project Cleaning Wet/Damp Mopping Disaster Plan & Emergency Evacuation:30

Impact Cleaning Vacuuming Personal Protective Equipment:30

Spot Cleaning Pledging Safety First Poster:15

Waste Receptacle CleaningRespirator Care and Usage (if applicable): Osha Checklist For Respiratory Protection Program + Appendix D For Dust Masks :30

High Dusting On the Job Training (Recognizing Job Hazards):15

Within60

Days

Restroom Cleaning: General Procedures, Mirrors, Fixtures & Dispensers

Floor Scrubbing & Recoating OSHA Quick Cards

Offi ce & Classroom Cleaning: Daily & Weekly

Hard Floor Burnishing Electrical Safety:05

Lobby & Entrance Cleaning Floor Stripping & Refi nishing Slips, Trips, and Falls:05

Gymnasium Cleaning Carpet Care Basics Hand Hygiene:05

Locker Room & Athletic Area Cleaning

Carpet Spot Cleaning Asbestos Awareness (if applicable):05

Hard Floor Care Basics Carpet Bonnet & Extraction Ladder Safety:05

Floor Buffi ng Emergency Exit Route:05

For New Employees

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Booklet wwwOnline MaterialsApproximate Time in Minutes :10 Handouts Video PowerPoint Presentation

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© Sodexo All rights reservedAugust 2007


SPECIALIZED TRAINING 3OCCUPATIONAL

HEALTH AND SAFETY SKILLS 3 CUSTOMER SERVICE SKILLS 3 LIFE SKILLS 3

Annual Review of Applicable Method of the Week Topics

SEPTEMBER Preventing Slips, Trips & Falls

:30

Introduction to Focus on Service Spirit

:30Succeeding at Work

:30

Annual Cleaning Procedures Review

Ladder Safety:15

Who Are Our Customers:30

Working With Others in a Diverse Workforce

:30

7 Step Cleaning ProceduresLockout/Tagout for authorized and affected employees

:30

Knowing Your Business, Facility & Department

:30

Preventing Sexual Harassment - Session I

:30

Cleaning Cart Setup OCTOBER Fire Safety :30

Specific Needs of Customers:30

Preventing Sexual Harassment - Session II

:30

Equipment Care & CleaningDisaster Plan and Emergency Evacuation

:30Moments of Truth

:30Equal Employment Opportunity: Creating an Environment of Respect & Fair Treatment - Session I

:40

Waste & Trash Handling and Disposal

NOVEMBER First Aid/CPR Certification(one person per shift) 8 hours

Great Customer Service:30

Germicide Use Return to Work Transitional Duty:15

A Picture is Worth a Thousand Words

:30Equal Employment Opportunity: Creating an Environment of Respect & Fair Treatment - Session II

:24Unit Specific Training Back Injury Prevention

:15

Verbal & Non-Verbal Communication

:30

Carpet Bonnet & Extraction DECEMBER Preventing Slips, Trips, and Falls :30

Service Recovery/Managing Successful Customer Interactions

:40

Diversity Awareness for Frontline Employees 2 hrs.

40 min.

Ladder Safety:15

Delivering Service as a Team:30

JANUARY Personal Protective Equipment

:30

FEBRUARY Vehicle Safety (if applicable)

MARCH Confined Space :30

Bloodborne Pathogens (if applicable)

:30

Electrical Safety:30

APRIL Chemical Hazard Communication :30

Hazardous Material Handling (if applicable)

:30

MAY Equipment and Machinery Safe Operation, Care & Cleaning :30

JUNE Workplace Violence

:30

JULYPreventing Compressed Gas Hazards (if applicable) :30

AUGUSTIdentifying and Controlling Workplace Hazards :30

Back Injury Prevention:30

ANNUALLY Tuberculosis Precautions :30

Preventing Compressed Gas Hazards (if applicable)

:30

Powered Industrial Truck (if applicable) SEE

BELOW

Respirator Care and Usage (if applicable)

:30

First Aid/CPR Certification(one person per shift)

8 hours

Accident Prevention Review:30

To Be Completed Annually

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Powered Industrial Truck: Initial 3-4 hours Annual Refresher :60 minutes Recertification every 3 years

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CertificationClass

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Approximate Time in Minutes

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Skills to strengthen and develop Sodexo leaders

In partnership with AchieveGlobal®

, Sodexo University offers Leading the Sodexo Way. This innovative approach to leadership development helps strengthen a motivated, loyal workforce capable of reaching new levels of productivity. Courses foster a deep knowledge of leadership best practices and help leaders tailor those practices to their own situations.

We offer flexible delivery options:• Instructor-ledcourses(4hoursforeachmodule)or• OnlinecourseworkplusFollow-UpSkillsPractice(FUSP) viaconferencecall/webinarorclassroom(3-4hourstotal)

As noted in each course description, some modules are included intheLearningMapforIn-UnitManagersandarepartoftheSchoolforGeneralManagers.FivetitleswillbeincludedinorientationaspartofComeAlivewithSodexoOne-YearGrowthPlan for New Management.

The Principles and Qualities of Genuine Leadership™: Manager’s VersionAchieve results by developing and applying the universal leadership principles and qualities that help individuals become genuine leaders who can translate intentions into reality.

in come alive with sodexo: get live

Providing Constructive Feedback™ Learn skills to give constructive feedback in a way that builds openness and mutual respect, and promotes problem-solving and learning.


Speaking to Influence Others™ Consider strategies and approaches for ensuring that what you say to others has the greatest possible impact in the most efficient way.

now taught in gm 201, and valuable for leaders at any time

Addressing Emotions at Work™ Discover skills for managing emotions in the workplace, helping to prevent runaway emotions, and remaining productive and focused toward organization.

in come alive with sodexo: strive

Giving Recognition™ Learn skills for recognizing and reinforcing the behaviors that support others and lead to the right results.

in come alive with sodexo: thrive

Developing Others™

Discover skills for developing others, helping them expand their capabilities so they will have the confidence to take on new challenges and work more independently.


Listening in a Hectic World™

Learn to make conscious and deliberate choices about how to focus your time and attention in order to consistently extract what you need from listening situations and opportunities.


Identifying Work Priorities and Setting Verifiable Goals™

Help employees prioritize work and establish a system for the verification of goal achievement.

now taught in gm 201 & gm 501, and valuable for leaders at any time

Managing Your Priorities™

Manage competing priorities and maintain high levels of personal productivity.

beneficial for anyone whose work involves doing more in less time

Leading the Sodexo Way

Offering leadership development courses to meet Sodexo’s needs with a flexible, total-systems approach.

Leadership Development

Leading the Sodexo Way offers excellent professional development for any manager or other professional. Whether you manage people, projects or both, you can benefit from these techniques and skills. Each module helps reinforce core competencies needed by Sodexo management employees.

Now these valuable courses are available to any manager or professional within Sodexo. If you are ready to take your leadership skills to a new level, Leading the Sodexo Way is for you!

Visit SodexoNet > Sodexo University > Leading the Sodexo Way to explore how you can take advantage of this powerful development tool.







































































































































School for District Managers February 2013


School for District Managers February 2013


General Manager Training Matrix Revised September 2008


General Manager Training Matrix Revised September 2008



CARES Behavioral Training

CARES Behavioral Training is designed to reinforce our CARES behaviors (Compassion, Accountability, Respect, Enthusiasm and Service) in support of our brand promise that Patients are the heart of everything we doSM.

This training series contains six modules, each designed to last 45-60 minutes (they are broken into 25- to 30-minute sections.) They all follow the same format, which makes it easier for you, our managers, to train the modules. It is based on the five CARES behaviors that, when followed, will improve your employees’ ability to deliver top-quality service to patients and other customers in a caring and professional way.

CARES Training Prerequisite • CARES Awareness Training for Senior Leadership

• Unit completion of Focus on Service Spirit Training (FOSS)

• General Manager, CARES Webinar

CARES Awareness Training – Completed by District Vice President, Senior Vice President, District Manager, Human Resources, Sales, Finance, Out of Unit Staff. This training was designed to provide:

• An update on The Journey.

• Understanding of required training at the unit (Focus on Service Spirit).

• Understanding of what will be trained at the unit (CARES Behavioral Training).

• Ways of learning to engage in the CARES behaviors training at the unit.

• A demonstration of CARES behaviors by words and action (i.e., Walk the Talk).

• Development strategies and activities with unit management team to support and reinforce CARES behaviors.

CARES Webinar Training for General Managers – An interactive webinar designed to guide General Managers to train the new CARES behaviors modules in their accounts.

CARES Training Materials

CARES Leader Guides of the Six Modules – Download from the Patient Experience page on SodexoNet. (SodexoNet>Health Care>Patient/Resident Experience>CARES). Each CARES Leader Guide is written in the TOPS format and includes all handouts you will need for each module of your training session, including the Meeting Evaluation Form and the Attendance Tracking Form.

CARES Training Kit (Available through Sodexo Print Management)• CARES Training DVD – This DVD provides visual scenarios to support concepts discussed in

the CARES modules.

• CARES Testimonial DVD – This DVD provides feedback from employees who have completed the CARES training.

• CARES Behaviors Wallet Cards – 50 pack.

For questions on CARES training, contact [email protected]


CARES Behaviors Modules and Expected Outcomes

Module I Introduction to the Patient ExperienceOutcomes: • Communicate “why” the Patient Experience• Explain the structure of the Patient Experience – mission,

guiding principles, cornerstones and behaviors• Identify how the Patient Experience will

affect you – our face to the customer

Module 2CompassionOutcomes: • Demonstrate care and sensitivity in words and actions• Greet with a smile and say please and thank you appropriately• Pay close attention to customer’s request

and respond in a caring manner• Use manners and expressions that demonstrate

concern and a willingness to serve others• Engage easily with others• Provide guidance when customers need assistance

Module 3 AccountabilityOutcomes: • Respond quickly to requests in a caring and professional manner• Dress and groom to reflect respect for our customers• Provide the services contracted • Operate in a no-surprise environment and

meet client and company objectives• Adhere to corporate and regulatory standards 100% of the time

Module 4 RespectOutcomes: • Foster respect for individuals and points of view• Interact appropriately with all customers • Demonstrate a personal commitment to create

a hospitable and welcoming environment• Take good care of resources entrusted to him/her• Protect customer’s rights to privacy and dignity by creating

and maintaining a secure and trusting environment• Express understanding and use of language through

listening, reading, speaking and writing• Display concern and understanding for

another’s situation or feelings

Module 5 EnthusiasmOutcomes: • Understand the concept of loyalty to company,

facility and co-workers• Lead by example• Appreciate customers, co-workers and

the environment they support• Look beyond assigned tasks and go the extra mile• Make people feel important and appreciated

Module 6 ServiceOutcomes: • Effectively work together with team members• Bring new ideas that will provide a benefit to our

customers and improve customer experiences• Motivate self to improve performance


Transition and Managem

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Transition and Management

Count on Sodexo’s partnership approach for a non-disruptive transition.• Proven safety

and compliance procedures to save money and drive quality

• Experienced on-site management to ensure reliable delivery of services

• Consistent behavior and performance, independent of person or location, to meet your patients’ needs

At Sodexo, we support and enhance the healing you bring to your patients. Our systems and procedures enable your medical staff to focus on your highest priority: treating patients. While your professionals take patients through the treatment process, we help with the many essential factors that affect your patients’ overall comfort throughout the entire Patient Experience.

Count on Sodexo’s partnership approach for a non-disruptive transition.

• Proven safety and compliance procedures to save money and drive quality

• Experienced on-site management to ensure reliable delivery of services

• Consistent behavior and performance, independent of person or location, to meet your patients’ needs

Sodexo meets your expectations with a collaborative approach. We believe aligning our approach with our customer’s objectives, setting measurable goals and maintaining continual communication are key

to ensuring a long-term successful partnership and to delivering high-quality service.

Our Clients for Life® Philosophy Guides All We Do

As part of Sodexo’s commitment to Think Clients FirstSM and exceed our clients’ expectations, we have incorporated a Clients for Life retention process into our operating culture. Three primary initiatives comprise our Clients for Life philosophy: senior management involvement, employee education and independent, third-party assessments. We implement these initiatives across all our services described in this section:

TRANSITION AND MANAGEMENT | SIERRA TUCSON TREATMENT CENTER | 1

• Thorough planning facilitates a smooth transition for your staff and patients, supporting satisfaction levels

• Proven procedures and a rigorous quality assurance program keep services on track and in line with your expectations

• Committed, expert managers support your success

• Proven hiring and training practices ensure the right personnel for your hospital’s unique needs and culture

Our Clients for Life program begins well before the first day of service. Sodexo’s Sales and Operations teams meet with key client administrators to develop a clear and prioritized set of client expectations and a strong foundation for a successful long-term partnership. We build on that foundation with ongoing communication and collaboration.

Sodexo’s systems ensure continuous and uninterrupted service for Sierra Tucson Treatment Center while changes and improvements are implemented.

Sodexo excels at implementing solutions that deliver targeted cost and quality outcomes. We work with you to tailor a strategic, well-coordinated implementation process for a seamless transition between your current methods and Sodexo’s services. Our Transition Implementation Plan goes across all service lines and covers equipment and training. For example, the following is a sample Sodexo implementation plan.

Sample Food and Nutrition Services Implementation PlanPART ONE PHASE I: Administration

PHASE II: Management Start-Up

PHASE III: System Installation and Start-Up

PHASE IV: Retail Start-Up

Table of OrganizationResident Management Team SelectionManagement Team RelocationContractual TermsIntroductory Meeting with Dietary Personnel

Management On-Site OrientationExpectation Review

Employee Team BuildingManagement Team BuildingPurchasing SystemsFiscal SystemsClinical SystemsIn-Service TrainingManagement FamiliarityStaffing/Work Flow DefinitionsInventory SystemsPatient/Employee Satisfaction SurveysRetail and Marketing Plan

Retail Presentation ProgramsRetail Specials and Weekly Spirit LiftersMonthly Retail SpecialsFood Preference Surveys

PART TWO PHASE V: Operational Controls

PHASE VI: Quality Assurance Procedures

PHASE VII: Operational Upgrades

Department ComputerizationCost ControlsCatering and RetailProduction TrainingNourishment ProgramTray Service

Cafeteria Cost AnalysisFull In-Service Training ProgramPolicies and ProceduresOpening Phase AnalysisStaff EvaluationStandardsPatient Care AnalysisCustomer Service Training SystemProduction ProceduresPatient Program Upgrading

Total Progress ReviewFee-for-Service ProgramsPatient Program UpgradingPatient Program ReviewPatient Tray Systems EvaluationProgress ReviewSatisfaction SurveysSodexo works with you to ensure a streamlined transition.

Sodexo works with you to ensure a streamlined transition.

2 | SIERRA TUCSON TREATMENT CENTER | TRANSITION AND MANAGEMENT

Sample Environmental Services Implementation PlanPhase I: Pre-Start Date

• Clients for Life® Expectations Meetings• Select on-site team• Order capital equipment• Order cleaning supplies• Order hardware/software• Partners in Change• Complete Sodexo start-up kit• Meet with key customers• Meet with Human Resources to review labor relations• Meet with Human Resources to review recruitment process

• Review staffing plan• Review hospital external and internal disaster plans• Review hospital employee handbook• Secure all policy and procedure manuals and all documentation

for in-services, HAZCOM, fire/safety, Joint Commission, DOH with corrective action

• Secure keys for management team and establish appropriate policies

Phase II: Account Opening

• Rounds with administration• Conduct baseline Quality Improvement• Log/inventory equipment• Establish inventory controls• Linen inventory completed• Create Daily Hours Variance reports• Set up supply areas• Review current job flows and revise as needed• Prepare days on/off schedule• Implement approved job flows• Assign new equipment/supplies• Develop training calendar• Department orientation completed• Conduct Right to Know in-service• Schedule/conduct yearly training

• Review in-services/Quality Assurance program• Project Calendar established• Review regulatory compliance• Implement Sodexo QA program• Policy/Procedure Manual done• Secure keys for management team and establish appropriate

policies• Obtain and review any contract and agreements with

subcontractors and/or leasing company• Review contract and prepare sample billing• Establish petty cash and control system• Complete WOR with budget from Bluebook• Complete purveyor action forms• Set-up order/inventory book

Phase III: Monitoring

• Quarterly Gold Check conducted• Review/refine job flows• Review worker skills/retrain• Continue Sodexo training schedule• Begin QA monitor/measurement• Continue Sodexo integration in account

• Begin customer satisfaction reviews• Establish quality management benchmarks• Quality management program measured• Productivity and cost measures set• Standards assessment• Implement safety program

Get Best Results with Sodexo’s Well-Honed Procedures and Innovative Technology

We document our practices so you don’t have to. Our best practices are written, reviewed and enforced. This ensures a continuity of quality services.

The most important ingredient of our program is the quality and talent of the leadership we assign to Sierra Tucson Treatment Center. From timesaving, innovative technology to up-to-date systems and procedures compiled from years of experience, we make sure our managers have what they need to give you the best service available in the industry once we begin working with you.


We document our practices so you don’t have to. Our best practices are written, reviewed and enforced. This ensures a continuity of quality services.

Unit Operating Systems. Each service line at Sodexo – Food and Nutrition Services, Environmental Services, Operations & Maintenance and Clinical Technology Management – is equipped with its own Unit Operating System, a detailed document explaining our policies and procedures. These clear guidelines bring our consistent and proven training methods to Sierra Tucson Treatment Center and enable our managers to improve service levels and monitor quality.

SodexoNet. We keep managers up to date with our exciting, information-loaded SodexoNet system where bulletins, innovations and updates are shared electronically. SodexoNet includes breaking news on safety bulletins, procedures and other important, timely issues and resources. This frequently updated, information-rich networking tool offers information on all of our services.

Safety Across All Services. We bring you more than proven systems and procedures to keep your services on track and well-tested technology that saves time and money. At Sodexo we make the safety of your patients, visitors and employees paramount.

• We document procedures in a manual tailored to your facility that covers accident prevention and claims management.

• We train employees on safety topics and reinforce training with bulletins, posters and other programs.

• We maintain up-to-date Material Safety Data Sheets (MSDS) to document the contents of all the cleaning supplies we use.

Tell Us What You Think – We’re Listening

Our goal is always to deliver high quality across all services, always focusing on the Patient Experience. Sodexo’s Clients for Life philosophy is supported by a variety of concrete steps we take to ensure we continue to meet your needs over time with high-quality services.

• Gold Check Audits. Our managerial team performs regular and random audits to ensure compliance.

• Compliance Checks. Sodexo meets all of The Joint Commission, state and federal regulatory standards. We assess The Joint Commission survey readiness with preparatory, OBRA and state-specific checklists. We also customize to meet your requirements and conduct an annual review to measure compliance.

• We’re listening Write nowSM Customer Satisfaction Program. Through formal and informal rounds, audits, surveys, focus groups and other interactions, we strive to understand your expectations and identify opportunities to exceed them.

• Quality Assurance Template. We provide a highly selective list of standard processes integral to the delivery of our services. This list covers compliance, customer-focused activities, infrastructure support and organizational growth.

• Quality Indicators. To strike the right balance between service and cost, we work with you to establish performance measurements that we then use to communicate standards.


Your feedback helps us to improve service levels and deliver an outstanding Patient Experience.

Sodexo’s staffing and human resources management focuses on bringing you the best personnel and empowering our employees so that they exceed your expectations.

• FreshEyes® Review. Occasionally, the best way to obtain feedback is through independent assessment. Each FreshEyes Review is conducted by neutral third-parties who, under the direction of the president of Sodexo’s Health Care Division, focus solely on enhancing client relationships.

• Ongoing Communication. We review and update mutual expectations annually and whenever a key client administrator change occurs.

• Systematic Employee and Patient Surveys. We survey your employees and patients twice in our first year of partnership and annually thereafter to target performance improvement.

• Meetings. We hold a number of start-up and transitional meetings to establish and stay current on prioritized client expectations as we seek new ways to add value to our services.

We Take Good Care of Our Employees So They Can Take Good Care of Our Customers

Sodexo’s strong human resource values and strategies enable us to attract, train, motivate and retain the top talent in the industry and ensure our clients become Clients for Life.

• Targeting the Right People for Your Hospital. We target the top programs in the country, and with our well-earned reputation for quality, we attract the nation’s best and brightest. Sodexo’s national network provides access to thousands of resumes, enabling us to identify the best candidates in your geographic area.

• Search and Interview Process. We thoroughly screen every promising candidate.

• Asking the Right Questions. Our process includes face-to-face interviews, online questionnaires, background checks and interactions with different people throughout Sodexo.

• Innovative Competencies Approach. We’ve found strong performers in the service arena most often possess a combination of 17 competencies.

Activates. Pushes self and others to achieve.

Has Ego Drive. Commits to success; influences others.

Develops. Fosters learning and positive change.

Measures. Monitors process, progress and results.

Drives. Takes initiative and pursues goals.

Fosters Goodwill. Creates a supportive environment.

Demonstrates Integrity. Openly supports fair treatment.

Shows Mastery. Quickly acquires relevant expertise.

Interacts. Accounts for decisions and remains in touch.

Shows Technical Aptitude. Has skills/knowledge for high performance.

Leads. Guided by strong values; influences others.

Plans. Knows how to organize people and plan.

Innovates. Provides ideas and solutions.

Focuses. Resists distractions.

Possesses a Positive Self-Image. Shows confidence; manages stress.

Serves. Committed to exceeding customer expectations and needs.

Creates Teams. Builds successful, empowered teams.

Sodexo targets strong performers to deliver the best service available.


Mike Aguallo, District Manager

Kim Dudeck, Regional Vice President, Operations

• Benefits and Incentives. We keep our employees motivated with outstanding benefits packages and compelling incentive programs. Managers and other workers receive public recognition for their successes.

• New Hire Orientation. When new employees first arrive on the job, our structured orientation program gets them working productively right away.

• Communication and Training. Ongoing communication and training opportunities empower our employees to function as an effective team to achieve shared goals. We solicit employee feedback regularly so we can continually improve.

• Succession Planning. We evaluate all employees to ensure the right person is always in the right position – and that helps the right employee prepare for the future.

• Ongoing Performance Improvement. We support our employees’ drive to succeed with regular performance evaluations.

Meet Your Objectives With Our Hands-On Management Team

Sodexo gets involved actively in your operations. Our on-site managers oversee the implementation and ongoing performance of the services we provide. They respond quickly to potential problems and consider people, quality, cost and compliance when making decisions.

Management Support. We make sure our on-site managers have ready support from our management team.

• Our District Manager offers strategic direction on daily operations and unforeseen challenges, directs and coordinates area support resources, reviews program performance and ensures that all commitments are met on time and on budget.

• Sodexo’s Regional Vice President of Operations provides ongoing support to area operations, oversees all services and ensures that our products and services are effective.

• Our Training Manager conducts needs analyses and designs, develops and delivers training programs tailored to your hospital.

• Our Human Resources Manager recruits and trains employees and provides expertise in unit operations.

Count on Top Training From Our Signature Programs

Sodexo’s proven, comprehensive training programs empower our employees to help you deliver a great Patient Experience within cost-effective parameters. Our streamlined training covers the customer service, technical skills and regulatory compliance issues of importance to Sierra Tucson Treatment Center and contributes to the smooth transition you will experience with Sodexo.


Sodexo University – our accredited, state-of-the-art training program – stays on top of the industry to ensure the best training in the health care realm.

Get Effective Leaders From Our Ongoing Training. The managers we put in place at your hospital are well-qualified and committed to delivering cost-effective, compliant, high-quality service. The extensive training we provide throughout their careers ensures leaders who can build relationships and help employees meet and exceed patients’ needs.

Develop Hourly Staff With Our Training Services. Our service and technical training helps your hourly employees reach their full potential and helps you reduce turnover, absenteeism and accidents while fostering a higher level of employee satisfaction. Training is tailored to each of our service lines and to your requirements.

Get Innovative Training With Sodexo University. Unique in the industry, Sodexo University offers employees courses that help them give their best to our clients and customers. Courses focus on managerial areas, as well as a wide range of technical skills useful for our industry. The university has four campuses:

• On-the-Job Campus. Employees learn through on-the-job structured experiences with the support of an on-site learning coach. We organize training into Technical, Customer Service and Life Skills areas. One example is TOPS (Training Our People = Success), a program for our frontline employees that targets the fundamentals of our business.

• Sodexo Campus. Classes are designed and taught by and for Sodexo employees.

• Virtual Campus. There are online courses available free of charge through our company intranet site. Our employees can start and stop a course at their convenience.

• Off Campus. Third-party vendors offer Sodexo employees special rates for various learning opportunities – both online and in the classroom.


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Honor Roll Sodexo is proud to provide services to the following 2012-2013 Best Hospitals from the U.S. News & World Report Honor Roll.• Johns Hopkins

Hospital, Maryland• Cleveland Clinic, Ohio• Mayo Clinic,

Minnesota• Mount Sinai Medical

Center, New York• Ronald Reagan UCLA

Medical Center, California

• UCSF Medical Center, California

Sierra Tucson Treatment Center can save time and money by choosing Sodexo for Food and Nutrition Services and Environmental (Housekeeping) Services. With our proven approach, we pinpoint your goals at the beginning of our partnership, preventing rework and helping to ensure that our services exceed your expectations.

Our team has successful Food and Nutrition Services experience with a variety of clients. Please feel free to contact any of the references listed below.

• Phoenix Children’s Hospital 1919 East Thomas Road Phoenix, Arizona 85016 Phone: 602 933 1000 Liaison: Ms. Betsy Kuzas, Chief Operating Officer

• Community Partnership of Southern Arizona 4575 East Broadway Blvd Tucson, Arizona 85711 Phone: 520 618 6900 Liaison: Mr. Neal Cash, Chief Executive Officer

• Betty Ford Center 39000 Bob Hope Drive Rancho Mirage, CA 92270 Phone: 760 837 8946 Liaison: Mr. Rich Prusinowski, Corporate Controller

REFERENCES | SIERRA TUCSON TREATMENT CENTER | 1

The Sodexo Legacy09

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The Sodexo Legacy

“We are building a culture where our managers and employees have an opportunity to contribute on a daily basis, experience personal and professional growth and make today a better day for our patients and fellow employees.”

Calvin Johnson, President, Systems

Sodexo, Inc. (www.sodexoUSA.com), headquartered in Gaithersburg, Maryland, is the leading Quality of Life Services company in the United States, Canada and Mexico, delivering on-site service solutions in Corporate, Education, Health Care, Government and Remote Site segments, as well as Motivation Solutions such as Esteem Pass.

Sodexo Health Care is a strategic partner to hundreds of leading health care facilities in North America, providing services and solutions that improve the Patient Experience and clinical outcomes in hospitals and other health care settings, and maximize and maintain independence and quality of life for seniors.

Through the service spirit, passion and expertise of more than 65,000 employees, we help make every day a better day for millions of hospital patients, their loved ones and friends, medical and other hospital staff, retirement community residents and staff as well as those aging at home.

Let Our Partnership Approach Improve the Patient Experience at Sierra Tucson Treatment Center

With Sodexo, you get a service partner who has the resources and drive to meet your ongoing needs. We work with you every step of the way to improve the Patient Experience at your hospital while controlling costs and increasing your employees’ satisfaction levels.

THE SODEXO LEGACY | SIERRA TUCSON TREATMENT CENTER | 1

We are proud to report that 40% of the hospitals that outsource on Modern Healthcare’s Top 100 list are Sodexo clients, more than double that of our closest competitor.

Meet Sierra Tucson Treatment Center’s Needs With Our Industry-Leading Service Lines

Sodexo remains a world leader in delivering top-quality hospital services because we continually strive to exceed our customers’ expectations and anticipate their evolving needs with plans that are both robust and flexible. We offer a comprehensive array of outstanding services:

• Food and Nutrition Services

• Environmental Services

• Operations & Maintenance

• Clinical Technology Management

Depend on Our Corporate Responsibility for Best Practices That Benefit Sierra Tucson Treatment Center

Sodexo strives to create the type of world we want for tomorrow. We adopt practices for sustainable development and have established contacts with such organizations as Amnesty International and Business for Social Responsibility (BSR).

Furthermore, Sodexo is deeply committed to supporting the communities we serve. We promote local hiring, skills enhancement programs and, wherever possible, the purchase of area products to create a positive impact on local economies. We also support community awareness and wellness programs, such

as Sodexo’s STOP Hunger initiative and the Sodexo Foundation, an independent organization that helps impoverished children and families with nutrition, tutoring and job training programs.

Sustainability and Corporate Social Responsibility

Our global population is growing rapidly. Every day more people will need to provide their families with the food, energy, water and other resources needed to thrive. Sustainable businesses meet the needs of the present without compromising the ability of future generations to meet their own needs. That is why Sodexo will not only minimize our environmental and social impact but seek to restore natural systems and enhance quality of life in the communities where we operate – leaving a Better Tomorrow for all.

2 | SIERRA TUCSON TREATMENT CENTER | THE SODEXO LEGACY

Sustainability goes beyond philanthropy and good intentions. It is about the choices we make as a business and requires measurable results. We are rethinking the way we operate and actively seeking opportunities to protect and restore our environment, promote health and wellness and support local community development.

As a leader in integrated food and facilities management, Sodexo has a great responsibility to the food service industry and to the future of our children. Sodexo is a global leader in the area of sustainability, and we continue to develop policies that take into account social and environmental ramifications.

The three areas of emphasis for Sodexo’s sustainability efforts include the following:

• Promote Sustainability and the Environment – Reduce water and energy consumption, promote waste reduction and recycling.

• Improve Nutrition and Health – Expand Sodexo-owned programs to further promote balanced diets to prevent obesity and other health-related illnesses.

• Contribute to Local Communities – Take part in the social, economic and environmental involvement of the company and its employees in every community in which we do business, particularly through our STOP Hunger program, operating in 23 countries.

Sodexo is committed to conserving the earth’s resources so the food, health and energy needs of today’s customers are met without compromising the ability of future generations to meet their own needs.

The Sodexo Foundation

The Sodexo Foundation (www.SodexoFoundation.org) is the charitable arm of Sodexo, Inc. and is committed to being a driving and creative force that contributes to a hunger-free nation. The Sodexo Foundation supports innovative programs to help children and families in the United States who are battling problems such as poverty, unemployment, lack of education and food insecurity. Programs that the Foundation supports range from nutrition programs for children to job training for adults and affordable housing for families. Since its founding in 1999, the Foundation has distributed more than 945 grants totaling $15.2 million to fight hunger and its root causes in America.

Gain the Workplace Advantage with Sodexo’s Commitment to Diversity

Sodexo embraces diversity to foster the success of all of our employees. We are the first and only company in the industry to adopt Global Sullivan Principles of Social Responsibility, a set of standards developed by the late Reverend Leon H. Sullivan to support economic, social and political justice wherever we do business.

Our commitment to diversity isn’t only a good idea, it’s good business. Our customers benefit from the rich contributions our talented employees bring to the workplace every day.


Partner for Change AwardSt. John’s Hospital in Springfield, Illinois, a Sodexo-managed site, recently received this award from Practice Greenhealth for their efforts to increase recycling, eliminate mercury use and create successful sustainability programs. The award will be presented to Retail Manager Katie Pavelko, who chairs the Environmental Stewardship committee at St. John’s Hospital and whose efforts and dedication made the award possible. Practice Greenhealth is the nation’s leading membership and networking organization for institutions in the health care community that have made a commitment to sustainable, eco-friendly practices. The Partner for Change Award recognizes health care facilities that continuously improve and expand upon their environmental programs on the path to sustainability.

Reward and Recognition Programs

Benefits and Rewards

Recognizing and rewarding employees for exemplary behavior is hardly a new idea for hospitals. In fact, most senior hospital executives believe these motivational activities are critical to their hospital’s success. Consequently, most U.S. hospitals have some type of formal recognition and reward program in place to ensure these activities unfold in an organized and systematic manner.

Sodexo has been providing effective motivation solutions to companies for more than 30 years in 31 countries. In the U.S. market, we offer companies of all sizes flexible, creative recognition programs aimed at employee motivation, loyalty and reward.

An organization’s recognition needs can be simple or more comprehensive. Sodexo’s experienced recognition specialists will design a program that fits an organization’s culture, achieves results and provides a measurable return on investment.

Employee Recognition Programs

Employee recognition is an important part of development and success. Sodexo has a variety of employee recognition programs, including the following:

Spirit of Sodexo – Recognizes and rewards individuals and teams who have demonstrated outstanding performance in support of our mission and values.

Sodexo Expressions – Allows managers and co-workers to show appreciation and acknowledge individuals in areas such as excellence in project management and cross-divisional teamwork.

Catch a Sodexo Star – Rewards frontline employees whose behaviors support our mission and values.

Champions of Diversity – Recognizes colleagues and teams who are going above and beyond to advance diversity and inclusion in the workplace, with our clients and customers, and in our communities.

Heroes of Everyday Life – Recognizes employees each year who have invested time, talent and spirit in helping those who go hungry every day.

Sodexo Memorial Scholarship Program – Honors two employees, Benjamin “Keefe” Clark and Hugo Sanay, who were victims of the 9-11 World Trade Center tragedy by awarding qualifying current Culinary and Food Service employees scholarships as high as $2,000 through this program.


Stars of Finance Awards Program – Recognizes exceptional performance by finance professionals and rewards behaviors that contribute significantly to business results and exemplify aspects of our finance team vision.

e-Cards – Recognizes or thanks a fellow Sodexo employee with an e-Card via Sodexo email.

Kudo Cards – Recognizes co-workers for a job well done or to simply say “thank you.”

The Esteem Pass Program – Recognizes and rewards employees with a gift card offered by Sodexo Pass, so all revenue remains within Sodexo.

Service Awards – Celebrates the commitment, dedication and career achievement of Sodexo employees, beginning at five years of service and every five years thereafter.

Sodexo Company Store – Rewards employees with a wide variety of Sodexo merchandise, including custom Sodexo items.

The Presidential Citation Award – Recognizes Sodexo employees who are credited with saving a life.

Comprehensive Service Solutions Overview

Comprehensive Service Solutions is a new approach for our business that will better serve you and your patients’ needs.

This approach begins with a true understanding of your strategic priorities and business challenges and helps us design, manage and deliver solutions that will help you solve your people challenges, process challenges, or your infrastructure and physical plant challenges.

The success of our solution design, management and delivery will be measured by the impact our solution has on your key business indicators rather than our traditional internal Sodexo metrics.

Comprehensive Service Solutions is not about the number or types of services we provide. In fact, our solution may involve anywhere from only one service area to multiple services areas. Instead, it’s about the

level of strategic engagement we have with you and how, as a result of the solution provided, we can:

• Increase people satisfaction, motivation and effectiveness.

• Enhance process quality, efficiency and productivity.

• Improve infrastructure and equipment utilization, reliability and safety.

It’s important to note this is an evolution that will happen over time. Establishing a true strategic partnership will be an ongoing process. That process begins by taking advantage of every opportunity to expand our relationship with you by keeping the lines of communication open and engaging in discussions to better understand your needs and challenges.

You may not initially need Comprehensive Service Solutions. However, by creating an ongoing dialogue with you, we become more agile and proactive in our approach. This will help us build a greater level of trust, the key ingredient in building a more strategic relationship with you.

Through this Comprehensive Service Solutions approach to business, we enhance our value to you, provide broader career development opportunities to our teams, increase our internal engagement levels and achieve greater financial success.

Enjoy Additional Benefits While Working with Sodexo

Sodexo’s extensive experience and resources enable us to develop customized solutions for our customers. From our years of working with hospitals across the country, we can identify strategic ways to help you achieve your goals. Sodexo Group’s global network spans operations in 80 countries, enabling us to obtain highly favorable procurement terms from suppliers. And we always tailor our products and services to meet the unique needs of each customer.


Letter of Commitment

February 14, 2013

Re: Food and Nutrition and Environmental Services Agreement

Mr. Steve Fahey, M.S.W., M.B.A. Executive Director Sierra Tucson Treatment Center 39850 S. Lago del Oro Parkway Tucson, AZ 85739

Dear Steve:

This letter is to confirm our mutual understanding that Sodexo will provide Food and Nutrition Services and Environmental Services to Sierra Tucson Treatment Center (“Client”) commencing on or about March 1, 2013, pending the execution of a written agreement.

By this letter, Sodexo is authorized to make the necessary expenditures to prepare and manage the Food and Nutrition Services and Environmental Services Department.

If, for any reason, an agreement is not negotiated and executed, and Sodexo does not provide the above services to Client, any amounts expended by Sodexo in preparation, therefore will be reimbursed by Client.

No later than seven working days prior to the first scheduled day of service, Client and Sodexo shall participate in a Transition Meeting. At the Transition Meeting, the parties shall discuss their expectations for the Services as a whole and shall develop appropriate project lists for opening and for operations subsequent to opening. If the Transition Meeting is not held by the date specified above, the commencement of the Agreement shall be postponed accordingly.

Further conditions and details of the working arrangements will be set forth in an agreement between Sodexo and Client at the earliest convenience of the two parties. If the foregoing accurately reflects our understanding, please indicate your agreement therewith by signing in the space provided below and returning one copy to me.

Thank you for assisting in the expeditious handling of this matter.

Sincerely yours,

_________________________________ By: Shane S. Brumitt Sales Director Sodexo

AGREED: By: _____________________________ Title: ____________________________ Date: ____________________________


Exhibits10

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Patient Dining and Nutrition

Sodexo9801 Washingtonian Blvd., Suite 602, Gaithersburg, MD 20878800 432 6663 | www.sodexousa.com

Few things are more satisfying than a good meal. For your patients, it can be nurturing and restorative, especially when they are experiencing discomfort or anxiety. Creating a Comprehensive Food and Nutrition ServiceWith decades of experience and the lessons learned from the thousands of hospitals we’ve managed, Sodexo has established a series of proven best practices for patient dining success. Sodexo’s program in your facility will be the result of a focus on four key areas:

• Intelligent on-site management• Best practices food management process• Innovative patient dining and service concepts• Excellence in clinical nutrition

The Best Trained Chefs in the IndustrySodexo chefs consistently seek to exceed expectations by delivering exceptional patient dining experiences every day. In addition to being a partner of the Culinary Institute of America, many of our chefs are certified by the American Culinary Federation. We have the distinction of being the first food service management company in North America to offer a series of master classes taught by renowned chefs.

CustomDining Programs: Choices for Every NeedSodexo’s flexible meal programs are just one component of the superior Patient Experience we deliver. You can select the one that best fits the financial

or unique logistical needs of your facility. Sodexo’s wide range of dining and menu options include traditional, room service, host/hostess, restaurant-style, non-select and cook-chill. No matter which meal program you choose, your patients are served quality and diverse fare that is patient focused and expertly prepared.

EXHIBITS | SIERRA TUCSON TREATMENT CENTER | 1


Impress Patients With the Industry Leading At Your Request – Room Service Dining®

Based on a traditional hotel approach to meal delivery, At Your Request – Room Service Dining® allows your patients to order from a varied menu, the meals that they want, when they want it! Their meals are freshly prepared and delivered to their rooms within 45 minutes. This innovative program consistently generates the highest patient satisfaction in the industry.

Leading the Way With Unmatched Nutrition ExpertiseSodexo is the leading employer of clinical dietitians in North America. Recognizing the important role it plays in a patient’s well-being, nutrition has become an essential component of your patients’ care and treatment.

Sodexo’s registered dietitians work closely with your medical staff to formulate, implement and support nutritional progress to enhance medical treatment and the experience of every patient.

By using proven guidelines, our clinical dietitians provide healthful, compliant diets, counseling and treatment for your patients. These guidelines include assessment standards and disease-specific information.

Additionally, our dietitians collaborate with the Pharmacy Department to counsel patients on potential food/drug interactions, review each patient’s medication and modify menus to avoid adverse reactions.

To optimize the nutritional care and dining experiences at your facility, Sodexo continually identifies innovative ways to meet and exceed your facility’s needs.

2 | SIERRA TUCSON TREATMENT CENTER | EXHIBITS


1

Sodexo Health Care

Nutrition Services Gold Check Audit

0%: Overall Score (0/100) 0%: Regulatory/Performance Improvement (0/21) 0%: Education Programs (0/16) 0%: Clinical Management (0/43) 0%: Communication Programs (0/20) Unit Avg Y2011 (1 audit): 0.00% Survey Avg Y2011 (10 audits): 93.30% Scoring Rules: * N/A answers are omitted from scoring

(total possible points will vary from shop to shop) * Scores are capped at 100%

Question Score Answer

Date Audit Performed: Audit Start Time:

Audit End Time:

Auditor Name:

Regulatory/Performance Improvement 0% (0/21)

1. Medical Record review demonstrates compliance with appropriate Practice Guidelines.

0/5

Yes No

Random review of 10 medical records demonstrates compliance with assessment and reassessment time frames in 9 out of 10 charts. Practice Guidelines are used to define when and how nutrition care is delivered. (Question Policy F & G)

The standard compliance was not met for the question above, the following selected criteria was non-compliant (Please select all that apply):

0/0 A. Nutrition assessments and reassessments reflect the Nutrition Care Process.

B. Goals for nutrition care are realistic.

C. Interventions are evidence-based. D. Reassessments address progress

or lack of progress towards goals. E. Reassessments address status of

nutrition diagnosis. F. May be separate or incorporated

into policy for screening, assessment, re-assessment and education.

G. Must include the definition of each step of the NCP.

2. An interdisciplinary screening procedure mechanism to identify patients with nutrition risk is followed and minimizes redundant activities.

0/3

Yes No

Admission nutrition screen is completed in 9 out of 10 charts.


2


0/0

A. Approximately 80% of the initial interventions were generated by the screening and automatic referral process.

B. If system is not effective then data is collected to track completion of RN screen and rate of referrals.

C. Minimal screening by nutrition services behind nursing.

3. An appropriate priority system for nutrition care is in place 7 days a week for patients identified with nutrition risk.

0/2

Yes No

Ask what are their timeliness standards. Ask to see on call policy, if staff is on call on weekends or holidays.


0/0

A. Staffing pattern provides coverage 7 days a week (scheduled or on-call).

B. Review of charts for patients admitted on Friday evening meet timeliness standards.

C. Documentation indicates intervention was not delayed.

D. On call policy available for on-call coverage.

4. Performance Improvement is planned and designed; data is collected and aggregated; and improvement is achieved and sustained.

0/3

Yes No

PI plan includes a schedule of how often items are monitored and trended.

Ask to see Performance Improvement Plan. Ask to see documentation for patient satisfaction data.


0/0

A. Results indicate that program is effective in improving nutrition and patient care.

B. PI program includes: periodic chart reviews of clinical performance (frequency based upon outcome results and need for improvement);; patient satisfaction data (Sodexo survey and/or third party survey whichever applies).

C. Sample size is consistent with the hospital’s guidelines for data collection and reporting.

D. Program mirrors hospital approach to Performance Improvement.

E. A PI schedule of how often items are monitored is available.

5. PI results are shared with Food and Nutrition Services (FNS) department, administration and other departments impacted and involved in study.

0/1

Yes No

Ask to see how PI results are shared.


0/0

A. Evidence of PI reports being shared with appropriate areas can be demonstrated (in-service outlines, bulletin board, meeting minutes, etc.).

6. Self-assessment of regulatory agency/ Joint Commission (JC) compliance to standards is completed a minimum of annually with corrective action plans.

0/3

Yes No

Ask to see JC Checklist. Ask to see regulatory self-evaluation checklist if not currently utilizing JC Checklist.


3


0/0

A. Current Sodexo JC Checklist or JC Guide has been completed within the past 12 months. JC Checklist must be used within year of expected JC inspection.

B. If applicable, CARF, OBRA, HFAB (Healthcare Facilities Accreditation Program) or other survey tool/review may be substituted.

7. SodexoNet is utilized for clinical resources and information. 0/2

Yes No

Clinical Nutrition Managers (CNM)/designee can log-onto SodexoNet and look-up resources. Ask to see an example of clinical resources utilized from SodexoNet.


0/0

A. If CNM is a client employee, GM can verify that resources are still available to clinical program.

B. CNM/designee demonstrates utilization of SodexoNet resources in the clinical program (policies, standards of care, forms, JC checklists, etc.).

8. Interdisciplinary policies are approved & effective for Food Drug Interaction (FDI), Food from Outside Sources, Herbal Supplements & Disaster Plans.

0/2

Yes No

Ask to see Interdisciplinary policies. Confirm the policy has a section that addresses patient education on coumadin (warfarin). Need to see pharmacy and food & nutrition services signatures. Need to see pharmacy and food & nutrition services signatures.


0/0

A. Policies are signed by all disciplines involved and/or policy is available on the hospitals intranet.

B. Education for anticoagulant therapy is included in policy for FDI according to hospital’s interdisciplinary care program.

C. Managers or designee tracks compliance.

Comments:

Education Programs 0% (0/16)

1. Patient education materials are current, high quality, professionally presented and consistent with the diet manual.

0/3 Yes No

Review a sample of educational materials, not limited to but especially for diabetes, cardiac and/or other high volume, commonly used materials.

If utilizing online diet manual, Sodexo patient eduction materials, or materials from other professional health organization, this confirms compliance with 1C.


0/0

A. Materials are consistently professional in appearance, clear and clean.

B. Design and reading level are appropriate for the patient/community served.

C. Content is consistent with the approved diet manual and has been reviewed by content matter experts.

D. Materials are available in at least two languages.


4

2. Patients receive quality nutrition education specific to assessed needs, abilities, learning preferences and readiness to learn.

0/5

Yes No

Review 10 charts for the following information:

Ask them to pull patients on modified diets to confirm patient education. D. Check for the interdisciplinary form.

The initial nutrition assessment addresses the need for patient education. Can be a statement or other indicator (check-off box, etc.).

0/0

A. The initial nutrition assessment addresses the need for patient education. Can be a statement or other indicator (check-off box, etc.).

B. If outpatients are part of the scope of practice, include 1-2 outpatient charts in the review.

C. When applicable, patient education goals are included.

D. Understanding, expected compliance and need for follow-up is documented clearly when education is given.

E. Policy for patient education includes a clear description of responsibilities and expectations for patient education and examples of forms and materials used.

3. There is an effective system in place when outpatient nutrition counseling is provided.

0/3

Yes No

Ask to see the most recent Medical Nutrition Therapy (MNT) audit, verify that last result is >80%. Ask to see evidence of revenue tracking. Ask how they monitor “no-show” appointments.


0/0

A. If Medicare MNT is provided, Sodexo program is in place or the most recent “at risk” audit is at least 80% compliant.

B. All counseling is billed and revenue is tracked.

C. There is evidence of monitoring appointments for no-shows and an action plan is in place to address improvement.

4. Nutrition staff is involved in outpatient, community and retail programs. Sodexo resources are utilized.

0/3

Yes No

Ask to see their Nutrition Marketing Plan. Ask them to identify the Sodexo programs they are utilizing.


0/0

A. Outpatient, community and retail area nutrition marketing plan is in place that reflects facility goals and mission.

B. Documented evidence is available to demonstrate that the plan is followed (can be program summaries, meeting minutes, reports, CFL records, etc.).

C. Objectives, target audience, attendance and outcomes are included in documentation.

D. Includes 2 or more Sodexo programs and/or utilization of resources in the practice setting such as: Wellness & You, Create Your Weight, resources for Bariatrics, MNT, Sodexo nutrition education materials, Outreach, Cutting Edge Promotions.


5

5. Nutrition ed. for individuals throughout the facility is provided by the clinical staff and documentation for programs given is available for review. Documented evidence can include inservice and training records, reports containing appropriate data, project plans.

0/2

Yes No

Ask to see evidence of nutrition education provided to other clinical (non food service) professionals. Ask to see documentation of nutrition education training to food service employees within the prior 12 months.


0/0

A. Target audience represents a cross-section of patient care providers (physicians, nurses, speech, social services and others).

B. Training to food service employees occurs at least one time annually.

Comments:

Clinical Management 0% (0/43)

1. Annual clinical goals support client business objectives, department and medical staff mission.

0/3

Yes No

Ask to see clinical goals. Ask how these goals were communicated to the GM. Ask how the clinical goals support the client’s business objectives in the CFL Binder.


0/0 A. Annual clinical goals are documented and communicated to GM, (can be in report, CFL records, memo, etc.).

B. Clients For Life, CFL binder indicates that clinical goals are in alignment with client business objectives for the department.

2. Clinical team involved in patient services activities such as meal rounds and tray assessments.

0/3

Yes No

CNM/designee can discuss that actions were taken to correct problems.

Ask to see meal round and/or tray assessment schedules. Confirm that dietitians are involved.


0/0

A. Clinical team participates in meal rounds and test trays.

B. Clinical team communicates issues identified during meal rounds and tray assessments to patient services and/or participates in development of action plan.

3. An effective system is in place for monitoring enteral formulary products, between meal feedings and supplements.

0/3

Yes No

Request to see documentation that the CNM is actively working with the nursing and medical staff regarding enteral formulary. Ask to see the approved-enteral formulary. Approved vendors are Nestle, Abbott and Medical Nutrition.


6


0/0

A. Clinical Nutrition Manager, CNM communicates with nursing regarding formulary and supplements.

B. An enteral formulary is approved by the medical staff and is followed.

C. Sodexo’s primary vendors are utilized unless approved by DM/ASM.

4. All patient care policies & procedures are reviewed/approved annually with appropriate interdisciplinary signatures.

0/3

Yes No

Ask to see Patient Care Policy and Procedure Manual and the review page. May be a hard copy in a binder or on the hospital’s intranet. If on intranet, ask to see evidence of last review.


0/0

A. Policies include review date within past 12 months.

B. Policies that involve other disciplines/departments include appropriate signatures.

5. Menus/modifications are nutritionally adequate for all patient populations served. Nutrient analysis is available for inspection.

0/3

Yes No

Ask to see the non-select menu and nutrient analysis. Must be updated annually.


0/0

A. The nutrient analysis includes specific nutrients (kcal;; pro;; CHO;; fat;; Na;; K;; chol;; vitamins A, C;; Ca and Fe) for all patient populations served (children, adults, and seniors).

B. The non-select menu reflects daily averages provided by regular and modified diets.

C. A hard copy of the nutrient analysis is available.

D. Nutrient analysis is updated annually by verifying recipes and products used.

6. Nutrition Gold Check is conducted internally at least 2 times per year and includes action plan to address weaknesses.

0/3

Yes No

Ask to see prior two Nutrition Gold Checks. Ask to see action plans from both Gold Checks.


0/0

A. Nutrition Gold Check is conducted annually by outside of unit dietitian.

B. Progress toward completing action plan is demonstrated from one gold check to the next.

7. Diet manual is reviewed by an interdisciplinary team every 3 years and approved by medical staff.

0/2

Yes No

Ask to see the Diet Manual, most may be online. Ask to see signature page for manual approval.


0/0

A. Diet manual reflects current practice and is approved for use by the hospital’s governing body. Signatures are on file.

B. The policy for the diet manual includes a description of the approval process.

C. Procedures for obtaining inform-ation during computer downtime are available when an online diet manual is the approved reference.


7

8. Clinical productivity is tracked. 0/2

Yes No

Ask to see Clinical Staff Daily Productivity Sheet and verify its use by viewing minimum tracking information that must be included.


0/0

A. Minimum tracking information that must be included: source of referral or consult, timeliness of assessments, reassessments;; number of patients educated;; number of outpatient consults and follow-ups;; list of indirect care activities and time spent on each;; rounds;; community activities;; preceptor activities;; meetings.

9. Job descriptions and competencies for CNM, dietitians and all nutrition support staff reflect current job duties and responsibilities.

0/3

Yes No

Review up to 3 files to verify compliance to standard. Include Clinical Nutrition Manager, CNM, Registered Dietitian, RD, Dietetic Technician Registered, DTR, Diet Clerks, etc. if applicable.

Ask to see 3 job descriptions, check for accurate job description and competency.


0/0 A. Sodexo and/or client approved job descriptions must be used. Addendums may be used for facility-specific functions to better reflect actual job responsibilities.

B. Job description and completed competency evaluation is available in employee’s file and is signed by the staff member.

C. Competency content for Sodexo RDs should be consistent with those of the RDs on the hospital payroll.

10. There is a planned and documented orientation program for clinical and support staff.

0/3

Yes No


0/0

A. The Clinical ID Manual (for Sodexo employees) and CNM orientation checklist (Sodexo and client employee) are used to orient/train new staff members.

B. Sodexo and client employees attend hospital orientation.

C. Client employee handbook and orientation documents are available for review.

11. Clinical knowledge, skills and competency of professional staff are assessed, training is provided.

0/5

Yes No

Ask to see Sodexo Performance Management/Individual Development Plan (IDP) training plan or hospital system for client employees.


0/0

A. Review Sodexo Performance Management/IDP training plan or hospital system for client employees. Both must be up to date.

12. Files for professional staff members contain all documents required by regulatory agencies.

0/3

Yes No

Review at least 2 files for documents, unless dept. has only 1 dietitian.


8

Review registration cards and licensure for expiration date. Not all states will have the licensure. If licensure is not provided, go to issuing body online to verify whether or not they are current.


0/0

A. Includes: resume;; current job description;; orientation, in-service and training records;; performance evaluations;; documentation of specialty certification when applicable;; state licensure/certification documentation when applicable.

B. All documents are current. C. When applicable, CDR and state licensure and/or certification can be properly verified online for all licensed/certified professional staff.

13. Clinical database on SodexoNet is accurate and up-to-date. 0/2

Yes No

CNM/GM can log-onto database.


0/0

A. Footnote at bottom of database demonstrates that information is current. Information must be current to at least 180 days.

0/5 14. The Nutrition Care Process (ADIME) is evident for the nutritional care of inpatients and outpatients.

Yes No

Review 10 charts for the following information:


0/0

A. Standardized terminology from the IDNT manual is utilized.

B. PESS is included in assessment and reassessment notes and appropriately identifies the nutrition problem.

C. The PI plan/medical record review includes indicators for monitoring the NCP.

D. All elements of the ADIME process are present.

E. ADIME (the process) is used and is reflected in policies and documentation of nutrition care.

F. Documentation policies and procedures indicate that ADA’s ADIME format is utilized for both inpatient and outpatient settings.

G. In cases, where the hospital has a mandated documentation format, NCP is incorporated into the hospital’s format.

Comments:


9

Communication Programs 0% (0/20)

1. Routine interaction occurs between clinical dietitians, physicians, nursing and other ancillary staff.

0/3

Yes No

Review patient medical records. If dietitian made recommendations, verify that they have been acknowledged by the physician, pharmacist, or other medical personnel. Ask to see committee or meeting minutes that shows nutrition department is represented. Ask

to see Web of Influence.

Ask to see evidence of physician’s response to Registered Dietitian’s recommendations.


0/0 A. Review of medical record documentation (2-3 charts) shows that nutrition concerns and recommendations are acknowledged by physicians and other medical personnel (speech therapist, pharmacist, etc.).

B. Review of committee or other meeting minutes such as P&T, Nutrition, Patient Care, or other shows interdisciplinary attendance and participation.

C. Observations can be made on patient floors of interactions between dietitians and other medical personnel.

D. Web of Influence (CFL) is completed/revised annually for clinical dietitians.

E. Physician response to RD recommendations are improving year over year or action plan in place to address.

2. Routine interaction occurs between clinical nutrition manager, physician and nursing leaders, client and other key decision makers.

0/3

Yes No


0/0

A. Review of committee or other meeting minutes or reports (P&T, Nutrition, JC, Expectation Sessions, Clinical Monthly/Quarterly Report, Projects, other) demonstrates attendance and participation with facility decision makers.

B. CNM can provide evidence of formal/scheduled meeting with 2 key clients during 12-month period (Medical Exec, VP Nursing, client liaison).

C. Observations can be made of interactions between CNM and facility leaders.

D. Web of Influence (CFL) is completed/revised for CNM annually.

3. Client satisfaction with clinical program is monitored at least annually.

0/3

Yes No

Ask to see client satisfaction survey.


10


0/0

A. Client satisfaction score with the clinical program is 8 or above. Action plan is in place for scores lower than 8.

4. Clinical Nutrition Manager/designee participates in scheduled management/dept. meetings.

0/3

Yes No


0/0

A. Attendance of CNM or designee at department meetings is documented.

B. CNM can provide evidence of leading and/or participation in weekly Huddles.

C. CNM participates in management meetings at a minimum.

5. Clinical staff meets as a group defined by staff needs, if more than one dietitian on staff.

0/3

Yes No


0/0

A. Review meeting minutes when applicable.

B. Review telecommunications with other Sodexo dietitians for job-related activities when applicable.

6. Clinical nutrition team is involved in promoting, measuring and communicating dept. patient satisfaction initiatives/results.

0/5

Yes No

Review third party or other survey for recent patient satisfaction results.

Ask to see evidence that the CNM is involved in patient satisfaction related activities.


0/0

A. Review meeting minutes for patient satisfaction committee, projects, training, PI, or other where work/communication takes place for evidence of involvement.

B. Review tool used to communicate patient satisfaction initiatives and results to team (flyers, bulletin boards, newsletters, emails, etc.).

Comments:


1

Sodexo Health Care Retail Gold Check Audit

0%: Overall Score (0/89) 0%: HACCP (0/1) 0%: FOCUS ON FOOD (0/20) 0%: PEOPLE (0/13) 0%: FINANCIAL (0/20) 0%: FACILITY (0/19) 0%: MARKETING (0/16)

Question Score Answer

Date Audit Performed:

Audit Start Time:

Audit End Time:

Auditor Name:

HACCP All foods available for service are at proper temperatures, as recorded during this Gold Check using HACCP Daily Temperature Log, with appropriate supporting documentation to indicate consistent adherence to HACCP standards (review of last 6 monthly HACCP Food Safety Audits). (Failure requires immediate attention to correct the deficiency. The Gold Check should continue; however, the unit cannot achieve a score until the deficiency is remedied.

1. HACCP Daily Taste panel chart, with appropriate supporting documentation to indicate consistent adherence to HACCP standards.

0/1

Yes No

Ask manager touring you to take temperatures of the following: two hot entrees, one vegetable, one soup, a grill item, and two deli items to include a mixed salad, three potentially hazardous items from the salad bar including one dressing. Ask to see the Taste and Temp Panel Log and verify that all food temps are within the acceptable range.

Standard compliance was not met for the following: A. Review most up to date HACCP Manual on SodexoNet.

B. Food Safety Audit must be completed monthly as HACCP program documentation.

C. Ask to see thermometer calibration on HACCP log.

D. Conduct daily taste panels, and check temperature of all foods served.

E. Ask to see taste and temperature panel log.

Comments:


2

FOCUS ON FOOD 1. Each operating platform has menu standards installed in accordance with the most current National Retail Menu. (Fresh Inspirations locations should follow FI M3 Audit Review / Non-Fresh Inspirations locations should follow Retail Assessment Tool - Core Level Standards Only - to assess menu standards). Retail assessment or M3 should have achieved 90% or greater overall score.

0/5

Yes No

1a. Name of Signature on M3 Audit or Retail Assessment Tool.

Ask the GM if they are a Fresh Inspirations account. If Fresh Inspiration location, ask to see the M3 audit and look for approved signature on that document. If not a Fresh Inspirations location, ask the GM for the Retail Assessment Tool signed by GM or ASM.

The standard compliance was not met for the question above, the following selected criteria was non-compliant, (Please select all that apply):

A. Review appropriate audit form, and note any exceptions to standards.

2. The Culinary Planning Meeting 0/2

Yes No

Ask to see the Culinary Planning Record for the past 30 days. Also ask to see the meeting minutes to verify discussion of leftovers.


A. Product leftover amounts and amounts sold are recorded daily on the Culinary Planning Record.

B. Culinary planning meeting results are discussed.

3. Food Quality 0/4

Yes No

Ask to see panning charts for all areas and verify that food is presented per standards.


A. Food is presented per Fresh Inspirations M3 Standards or Retail Assessment Tool Standards.

B. Food is prepared according to Sodexo recipe.

C. All garnishes are coordinated with the specific recipe instructions.

4. Taste and Temperature Panel Chart 0/2

Yes No


A. Temperature documentation on file according to HACCP standards.

B. Taste panel is completed during pre-service meeting.

5. Freshness 0/3

Yes No

Confirm that hot food is placed on line no more than 15 minutes before service and refreshed and replenished no more than every 30 minutes. Also confirm that food is prepared at service whenever possible.


A. Hot food is on the line a maximum of 15 minutes before service and refreshed and replenished no more than every 30 minutes.

B. Food is prepared at service whenever possible (i.e., Deli, Hand Tossed Salad, Action Theme Cuisine, Grill).


3

6. The Action (World Cuisine) Platform is in place, and operated per standard with appropriate menu offerings:

0/1

Yes No N/A

Ask to see production records and have the GM point out what the unit has coming up at the Action Station.


A. Monday-Friday at noon meal (minimum standard) for Fresh Inspirations locations.

B. Three days / week (minimum standard) for non-Fresh Inspirations locations.

C. Action (World Cuisine) Station cook will be dressed in a clean, pressed chef's jacket and toque - assure Fresh Inspirations logoed uniform in use where appropriate.

7. The Sodexo Health Care Wellness & You! Program is observed and in place - based on meeting the minimum operational W&Y! core requirements for daily service.

0/3

Yes No

Ask to see Wellness & You! Minimum Core Retail Standards document and get verbal confirmation that it is being used. If document cannot be produced, do not award points. If visible signage for W&Y! Program is not evident, ask GM to show you the Wellness and YOU! Jump Drive and point out food items from the Wellness & You! Program to verify it is in place.


A. Use of Wellness & You! In Season kit must be evident.

B. Wellness and You! Minimum Core Retail Standards are being followed.

Comments:

PEOPLE 1. Employee Competency Training is completed and documented on an annual basis for at least the following topics:

0/1

Yes No

Ask to see documentation of the training for the past year.


A. Cash Handling (as appropriate) B. Focus on Service Spirit C. FI M3 Standards or Retail assessment Tool Standards

D. HACCP/ServSafe

2. Management Presence 0/2

Yes No

If the Owner of Retail or Designee is not the individual with you, visually assess whether or not he/she is present and identifiable.


A. Owner of retail or designee is present and available in the cafe during meal hours. This person must be easily identifiable (name tag or hospital ID) as the individual responsible for retail service during the meal service.


4

3. Staff Presence 0/2

Yes No

Get visual confirmation of these.


A. Staff are present at their stations during meal hours, stations are set up 15 minutes prior to service.

B. Evidence of suggestive selling (up selling - recommending sides, combos, etc.).

C. Customers are greeted courteously and acknowledged within 15 seconds at station.

D. Food orders are filled accurately. E. Service employees can answer questions about menu items. (Observe employee knowledge of menu).

4. Uniforms/Appearance 0/2

Yes No

Visual Inspection. Also ask GM for jewelry policy and verify compliance. Ready-to-eat food should not be touched without gloves.


A. A Fresh Inspirations, Branded venue or unit specific uniform program is in place.

B. Only appropriate FI/Retail head covering is worn. No blue or white bonnets are worn as hair restraints.

C. No plastic aprons are worn for retail service.

D. Uniforms are clean, not wrinkled, torn, or stained.

E. Visible name badge or hospital ID required for all employees.

F. Jewelry and personal grooming are in compliance with HACCP standards.

G. Appropriate use of disposable gloves is evident.

5. An active recognition program exists to celebrate individual and retail team in achievements of unit retail goals.

0/2

Yes No

Ask to see documentation of program.


A. Examples of recognition: Attaining increase in sales for 3 consecutive fiscal periods;; Attaining year over year sales increase for fiscal current year;; Attaining lower actual food cost vs. budget for current fiscal year.

6. Pre-Service Meeting 0/2

Yes No

Ask to see documentation of the past seven days' meeting minutes.


A. Meetings occur prior to each meal period engaging all retail staff (to include retail production staff).

B. Pre-service meeting Log is posted for those who were not present at meeting.


5

7. Safety Committee

0/2

Yes No N/A

Ask to see documentation of who, from Retail, is active on the Safety Committee. Units with less than 10 employees are not required to have safety committee.


A. At least one employee from retail is an active participant on the department Safety Committee as reflected in Safety Meeting minutes. Meeting minutes posted for dept. review. Units with less than 10 employees are not required to have safety committee.

Comments:

FINANCIAL 1. Cash handling procedures are in place per division standards.

0/3 Yes No

Ask to see the cash handling procedures (may be the A&F, Admin and Finance, manual). If a cash handling procedures document cannot be produced, credit should not be awarded. Cash control rules sign off document required for each cashier and each manager. Ask

to see the Surprise Cash audit log.

Check that the safe control log is current.

2. VAT is in place, correctly completed and emailed weekly. 0/4

Yes No

Ask to see the previous month's documentation, verify question policy fields are complete, and see sent email.


A. Sales (Cash & Charge) (by platform where possible when completing VAT Tool)

B. Number of Transactions (transactions / PD;; transactions / retail service hour)

C. Check Average D. Direct Retail Labor (Scheduled and Actual) - FTEs

E. Transactions / Retail FTE F. Weekly Food Cost

3. The Culinary Planning Record to predict daily customer counts and product quantity needs.

0/2

Yes No

Ask to see Culinary Planning Record that shows prediction of daily customer counts and product quantity needs.


A. Observe Culinary Planning Records and POS Reports to evaluate use of data to control production volume.

4. The General Manager and Owner of Retail use informational data from VAT to create and update a unit Retail Business Plan.

0/2

Yes No

Ask to see the unit's Retail Business Plan.


6

5. Labor performance (budgeted vs actual) is measured and variance, opportunities and corrective action is documented.

0/2

Yes No

Ask to see documentation of labor performance (budgeted, actual, and variance). If unit is using VAT, this verifies the performance is being compared to other hospitals.


A. VAT is used to compare staffing against benchmarks.

B. Operational (retail) metrics are used to compare to other like hospitals.

6. The Cost & Pricing Model is completed and used as a guide for right pricing when opening a new unit, and at least annually thereafter.

0/4

Yes No

Ask to see the Cost & Pricing Model and verify that it is current by asking when it was last modified/updated. That date must be within the past year. Ask for sales numbers if necessary.


A. The Cost & Pricing Model is evaluated against the Theoretical Food Cost used in setting the unit pricing. Use the 3-tier Pricing Strategy contained in the C&PM as a TARGET for unit pricing. The targeted Price Tier chosen should be based on Current Pricing level. Assure that pricing is current, analysis / research is documented and prices are realistic.

B. Units >$1M must review the Cost & Pricing Model a minimum of two times per year. Assure that C&PM is current.

7. Cash registers are programmed to full capability and make use of the standard Price Look Ups (PLUs) scheduled in C&PM.

0/3

Yes No N/A

Ask to see a printout of the PLU report from the previous day and verify that there are no open keys. If there are open keys, it will state "OPEN" on the report.

Ask the GM to show you evidence that it is used to predict future production quantities. Get

verbal confirmation that report is reviewed with the Chef/Production Manager.


A. Product movement reports are reviewed on a per cycle basis, and input reviewed with Chef/Production Manager.

Comments:

FACILITY 1. Merchandising items and vessels are clean, which reflects the Health Care retail image.

0/3

Yes No

Visually confirm that display items and vessels are clean.

2. Equipment, counters, refrigerated merchandisers, stainless steel, glass, and all signage are clean and free of dust and grease. If retail space is not clean, review cleaning schedules and assist to create corrective action plans.

0/3

Yes No


7

Review cleaning schedule to verify completion, and action plans if applicable, and visually inspect areas.

3. All Service areas are clean, organized, and uncluttered (Including rear counters and cashier areas).

0/2

Yes No

Visual inspection.


A. No operational clipboards or clipped or taped notes/signs are in view of the customer.

4. China, Trays, and Flatware 0/2

Yes No

Visual inspection.


A. When china is used there is a variety of shapes and sizes in a matching pattern.

B. Selection is appropriate for food served.

C. Service items are clean and dry, not chipped or cracked.

D. Trays and utensils should be uniform in color, size, and pattern.

E. Reusable flatware should be clean, not bent, spotted, or rusted.

5. Only Sodexo - Health Care specified disposable service ware is in use. No white foam cups are used for beverages. (Refer to "Right Products" specified for Health Care retail cafes.)

0/2

Yes No

Ensure no white foam cups are in use. Request to see the Right Products list. If list is produced, then award points, if white foam cups are not in use.


A. Plastic ware is dispensed according to HACCP standards.

6. Dining Room and Furniture 0/2

Yes No


A. Walls, floors, and ceiling are clean and in good repair.

B. Lighting and ventilation are clean and adequate for the size of the room.

C. Chairs and tables are in good working condition and arranged in an orderly fashion.

7. Supplies 0/3

Yes No


A. Trays, china, disposable supplies are adequately available throughout the meal period.

B. Beverage cups are stacked no higher than 2 feet.

C. All food supplies are adequately available throughout the meal period.

D. Menu items are served in appropriate containers as discussed during pre-service meeting.

E. Disposable ware is displayed in a manner to allow customer a line of site to the server.


8

8. Trash 0/2

Yes No


A. Appropriate trash receptacles are always available. (Stagger removal of trash containers to assure that at least 1 receptacle is consistently in place).

B. Ensure tray return areas are clean and uncluttered.

Comments:

MARKETING 1. Station ID Signs, Counter Signs and Labels are specific and reflect brand identity (Fresh Inspirations; National Brands; Retail Brand Group)

0/3

Yes No

Ask GM if Station ID Signs, Counter Signs and Labels have all been purchased by approved purveyors. Take 2-3 items to the register to confirm accurate pricing.


A. Must be professionally printed - No Handwritten Signs.

B. Must be purchased from an approved purveyor.

C. Must identify food and pricing accurately.

D. Menu signs are not affixed to walls or counters using clipboards or tape.

E. ID Sign / Menu Boards and Inserts are clean and not chipped or soiled.

F. Sign inserts are computer generated, no hand written paper signs.

G. Menu paper is clean and consistent throughout the servery, with similar fonts used.

2. Nutritional information is evident and available at point of sale for 70% of platforms.

0/2

Yes No

3. Promote for Top and Bottom Line Results 0/4

Yes No

Ask about weekly In Season Promotional items. Ask what item is the In Season Promotion of the week and verify that it is being offered.


9


A. One or more daily combo special(s) is offered.

B. Evidence of In Season Promotion Series utilization to provide a minimum of one promotion per week.

C. Promotions are marketed, right priced, and sales results are documented.

D. Inviting and well merchandised café entry with appropriate marketing is in place.

E. Hot & Cold Beverage strategy & required beverage sets and tools are in place.

F. Information is consistently available to inform customers of upcoming café events and In Season promos.

G. Action (World Cuisine) Platform is marketed to encourage customers to choose this higher priced option as a value if applicable.

4. Weekly Menu and Specials 0/3

Yes No

Ask for verbal confirmation that the unit is using the current week's menu.

Ask to see hard copies and if so, verbally confirm they are distributed to all departments.

Verify that hard copy features specials and upcoming events.


A. The current version of Sodexo's National Retail Menu is used as the basis for café menu.

B. Weekly menu is distributed to all departments (hard and soft versions where available).

C. Hard copy of the weekly menu features specials and upcoming events.

5. Survey and Customer Feedback 0/2

Yes No

Look for evidence of a comment board. Ask GM how they handle customer comments, how is feedback communicated to staff and how are responses relayed to customers. Ask to see Retail Satisfaction and Customer Preference Survey. Must provide evidence of Action Plans from previous surveys.


A. A coordinated comment board with stocked comment cards is in place.

B. Comment cards are current for the week.

C. Sodexo's formalized Retail Satisfaction Survey is completed a minimum of twice a year.

D. Action plan is established - implemented changes are tracked and documented.

E. A Customer Preference Survey is executed at least once per year. Action plan is established,

F. Implemented changes, from surveys, are tracked and documented.


10

6. Retail Focus Group 0/2

Yes No

Ask to see meeting minutes of the Retail Focus and inquire about the composition of the participants.


A. The Retail Focus Group is composed of a cross section of retail customers.

B. The Focus Group meets twice a year, meeting minutes are posted and then kept on file.

Comments:











Sodexo University TOPS Module

t e c h n i c a l t r a i n i n g

Food Safety—Cleaning & Sanitizing 30 minutes

A. schedule A session FoR All neW eMPloYees WiThin 60 dAYs oF WoRking in A Food hAn-dling PosiTion.More specifically:

Who: All new employees starting work in a food handling position. Must be completed within 60 days. All employees in a food handling position, if used for annual training review.

PrerequiSite: Food Safety Fundamentals — Part I, II, III

Learning oBJeCtiVeS: Know the difference between cleaning and sanitizing Identify the difference between food and non-food contact surfaces Properly clean, rinse and sanitize food contact surfaces Test sanitizer strength regularly and record on the appropriate log Properly store wiping cloths in sanitizing solution time: 30 minutes (Complete Module)

B. gATheR The iTeMs needed FoR The session. The following chart illustrates the materials needed for:


Cleaning & Sanitizing Instruction Cards (photocopy from the Leader’s Guide): • Food Contact Surfaces • Washing Pots and Pans

Equipment: • Spray bottle (for sanitizing) and paper towels • Approved sanitizers (Mikroklene, Ster Bac Blu or Oasis 144) • Approved wiping clothes • Sanitizer test strips • Sanitizer Solution Log

Prepare

Food safety—

cleaning & s

anitizing

© Sodexo All rights reserved Revised 1/2010


page 2

session tems needed C. PrePare yourself!

gLoSSary oF termS

Cleaning Removing food and other types of soil from a surface.

Food Contact Surface Any surface or utensil that normally touches food.

Rinse Water Clear water that is at least 110°F (43°C) used for rinsing surfaces.

Rinsing Removing cleaning solution residue from a cleaned surface.

Sanitizing Reducing the number of microorganisms on a clean surface to safe levels.

Wash Water Water that is at least 110°F (43°C) used for cleaning surfaces.

Session — Cleaning & Sanitizing (30 min.)sTeP 1 Module introduction:

ProVide a brief overview of the module, including its learning objectives, as well as how long it will be. Begin the session with an icebreaker.

For larger groups, you may want to begin the session with an icebreaker. Suggested icebreaker: have learners guess the proper strength of Mikroklene sanitizer (or use Ster Bac Blu or Oasis 144) from each of the three prepared solutions (from concentrations that are too weak, accurate and too strong).

sTeP 2 exPLain the difference between food and non-food contact surfaces. Have learners refer to the instruction card Food Contact Surfaces. Ask them why it is important to make the distinction between food and non-food contact surfaces (food contact surfaces not only need to be cleaned and rinsed but they also must be sanitized). Non-food contact surfaces do not require the sanitizing step after cleaning and rinsing.

sTeP 3 reVieW the steps of proper manual warewashing using the instruction card Washing Pots and Pans.

For cleaning surfaces and stationary equipment: Use only disposable cloths or cotton cloths that can be commercially laundered (no terry or loose knit cloths). Use the same cloth for washing and rinsing; after washing surfaces, rinse cloth thoroughly in clear water to remove cleaning chemical residue. Then wipe the washed surfaces with the clean cloth. Replace the cloth when it becomes soiled.

Use a separate cloth for picking up food spills during preparation; keep it stored in a sanitizing solution and replace the cloth when it becomes soiled. When using a spray bottle for sanitizing, allow surface to air dry, then wipe with a paper towel and discard the towel.

Check the bulk supply of sanitizing solution to verify the correct concentration and record on the Sanitizer Solution Log. Replace the solution when the concentration is no longer ef-fective due to contamination with food or other soil.

Prepare

Present & Practice

F o o d S a F e t y —cleaning & Sanitizing


page 3

Re-sanitize food contact surfaces that were handled when putting equipment back together after cleaning. Remind learners to always follow a manufacturer’s product instruc-tions for use, concentration and safety requirements.

sTeP 4 diSCuSS the two types of chemical sanitizing: 1) by immersion or 2) by using a spray bottle. Review the different concentrations of the approved sanitizers for both immersion and spray (25 ppm for iodine-based, i.e., Mikroklene, and 200 ppm for quaternary, i.e., Ster Bac Blu or Oasis 144). Also, remind learners that sanitizing solutions need to be at the correct temperature to be effective [for Mikroklene, Ster Bac Blu or Oasis 144 that is at least 75°F (24°C), but no more than 115°F (46°C)]. Remind learners also that the immersion/contact time for these sanitizing solutions is one minute.

sTeP 5 aSk for a volunteer to prepare a sanitizing solution. Next, have each learner check the strength using the appropriate test strip for the type of sanitizer being used. Have the learner record the sanitizer solution strength on the Sanitizer Solution Log.

sTeP 6 exPLain to learners that for hot water sanitizing, the water temperature must be at least 171°F (77°C), with an immersion time of 30 seconds.

sTeP 7 reVieW the importance of storing wiping cloths in sanitizing solution.

cleaning & sanitizing acceptable if “no,” state ideas for improvement

food safety—cleaning & sanitizing success checklist

Food contact surfaces are cleaned, YES NOrinsed and sanitized appropriately.Non-food contact surfaces are cleanedand rinsed.

Wiping cloths are stored in sanitizing YES NOsolution.

Manual warewashing steps are followed. YES NO

Wash water is at least 110°F (43°C). YES NO

Rinse water is at least 110°F (43°C). YES NO

Sanitizing water for manual heat sanitizing YES NOis at least 171°F (77°C); for chemical sanitizing it should be at least 75°F (24°C), but no more than 115°F (46°C).

Sanitizer Solution Log is completed twice YES NOa day for bulk supply testing.

Copy and use the Success Checklist one week after training. Observe and provide feedback to all em-ployees involved in Food Safety—Cleaning & Sanitizing training.

Follow Up

F o o d S a F e t y —cleaning & Sanitizing


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Sierra Tucson


A new food & beverage concept A new way of consuming fruit An added value to our clients and customers


A new concept, with a food offer based exclusively on fruit

and juice. 100% healthy and 100% natural products. Products ready to consume, displayed in an attractive way

to assist consumers with fruit consumption. A concept that it flexible enough to fulfill your facility's

constraints and your needs and requirements.

WHAT IS NATURAL!


“Come back to fruit in an original easy way”

HEALTHY Natural ingredients; no concentrates or added sugar

EASY There is no need to cut or peel the fruit any longer

TASTY Surprising combinations, with all the flavors of fruit

BRAND PROMISE


WHO IS THE NATURAL! CONSUMER

Time Flexible Ideas Oriented

Time Controlled Action Oriented

Open To Change Experimental

Resist Change Conventional


MENU OPTIONS

Juices Fruit or vegetable chunks freshly squeezed to create refreshing drinks

Fruit Cups Seasonal combinations of freshly cut fruit chunks

Pieces Whole fruit or ready-to-eat, peeled and chopped

Smoothies Fruit chunks blended with fresh juice, skim yogurt or soy milk


PRODUCT EXAMPLES

Yogurt-based smoothies

Apple juice & fruit drinks

Seasonal fruit cups Soy milk-based smoothies

Fruit & vegetable juice drinks

Energy fruit juice drinks


Late AM, PM snack Energy Boost Breakfast meal

BRAND POSITIONING


BENEFITS OF THE BRAND

Reputation Benefits •  Serves to validate location as a credible source of health and wellness •  Projects a message of care and concern about employee wellbeing •  Reinforces the commitment to wellness as a part of the organizational culture

Economic Benefits •  Minimal investment in infrastructure adjustment •  Increases efficiency and productivity •  Increase sales of health and wellness items

Human Value Benefits •  Increases employee and customer satisfaction •  Promotes a healthy environment

Comfort Benefits •  Product is appealing and attractive •  Additional value through convenience (i.e. grab and go)


1.- Whole natural! module:

IMPLEMENTATION


Implementation in an existing coffee bar:

IMPLEMENTATION


Adaptation to a module:

IMPLEMENTATION


BRAND IDENTITY



Building a Powerful Patient-Centered Culture

How Sodexo CARES creates a culture of motivated, engaged employees focused on improving outcomes.

sodexo strategies for improved performance


“Patients are the heart of everything we do sm” are words thousands of frontline Sodexo-led employees live by every day. Which is no accident.

Sodexo CARES provides the structure behind those words. Sodexo CARES in-cludes unique tools and training programs developed by Sodexo Human Resources and Operations professionals — tools and programs benchmarked with Baldrige National Quality Award winning Baptist Hospital Pensacola, Disney and other behavioral development experts, along with everything the company has learned in serving millions of customers each day.

Sodexo CARES tools and training programs are based on the five behavioral principles that Sodexo identified as critical to delivering top quality service in a hospital setting:

Compassion, Accountability, Respect, Enthusiasm, Service

What makes these tools and training programs particularly effective is that they have been designed for department managers to deliver and administer, not remote corporate trainers.

In short, the Sodexo CARES culture is built from the ground up. And this is what makes it so powerful and unique.

The Sodexo CARES Approach

PERFORMANCE EVALUATION

CARES TRAINING

FOCUS ON SERVICE SPIRIT TRAINING

ORIENTATION

HIRING

INTERVIEWING

RECRUITMENT

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CARES II: CONNECTING WITH THE HEART


Sodexo CARES creates more satisfied, engaged employees…

Difference in scores between employees who have completed CARES Behavioral Training and those who have not

Typical Results

Source: NRC Picker SOURCE: Centers for Medicare and Medicaid Service NRC Healthcare Market Guide, 2007/2008

HIGHER EMPLOYEE SATISFACTION

HIGHER PATIENT SATISFACTION

Patients would definitely recommend hospital to friends and family

Job satisfaction of support staff at Parrish Medical Center

Market’s first choice for most personalized care

GREATER SHARE OF MIND

PARRISH MEDICAL CENTER

78%

EMPLOYEESwITH

CARES TRAINING

78%

employees without cares

training

53%

average for all reporting

hospitals in northern florida

61%

PARRISH MEDICAL CENTER

41%

closest scoring competitor

21%

GREATER JOB SATISFACTION

OverallJob Satisfaction Department is

Positive,Fun Place to Work

Department ValuesIndividualDifferences

Department Offers Opportunities to

Learn/GrowDepartment Explains

Mission/GoalsGood

CommunicationsWith DirectSupervisor

I am ALWAYSAble to Provide

Top Quality Service

My Departmentis ALWAYS Able

to Provide Top Quality Service

My Manager is ALWAYS Able

to ProvideTop Quality Service

EngagementIndex

SOURCE: NRC PICkER SURvEy Of 5,400 EMPlOyEES

OverallJob Satisfaction Department is

Positive,Fun Place to Work

Department ValuesIndividualDifferences

Department Offers Opportunities to

Learn/GrowDepartment Explains

Mission/GoalsGood

CommunicationsWith DirectSupervisor

I am ALWAYSAble to Provide

Top Quality Service

My Departmentis ALWAYS Able

to Provide Top Quality Service

My Manager is ALWAYS Able

to ProvideTop Quality Service

EngagementIndex

GREATER EMPLOYEE ENGAGEMENT

…and more satisfied, engaged employees create better outcomes for everyone concerned.


recruitment and selection

Our employee recruitment philosophy re-volves around identifying candidates with a caring heart.

Our locally based Human Resource Profes-sionals take an active approach to sourcing candidates primarily based on attitudes and behaviors. They form relationships within the local community in order to commu-nicate our unique approach of identifying candidates who demonstrate our CARES behavioral competencies.

We employ a set of customized tools to communicate, identify and assess behav-ioral competency.

uSodexo CARES Recruitment Communication Brochures describe how we want candi-dates to view their role and responsibili-ties in our departments.

“If you work in food service, you aren’t just preparing or serving food, you are providing nourishment that allows pa-tients to heal.”

uInterview guides designed utilizing our CARES Behaviors allow us to assess a can-didate’s previous demonstration of critical behaviors that support our culture.

u“Sodexo Expectations” is a short film that visually depicts the service behaviors we expect of all employees. Dialogue with candidates after viewing the film allows the interviewer an opportunity to assess the candidate’s service orientation.

uOur Employee Referral Bonus Program engag-es our employees in helping identify their new co-workers.

orientation and training

We welcome new members of our team dur-ing employ-ee orienta-tion, initial technical training, and ongo-ing training designed to reinforce our behavioral expectations.

uNew Employee Orientation: We provide new employees with an introduction to Sodexo and how we support and contribute to our client’s mission through our focus on pa-tient experiences. We also ensure compli-ance with all regulatory requirements and facility policies and procedures.

uTraining Our People (TOPS): Technical train-ing tailored to each position provides skills necessary to ensure quality service.

uFocus on Service Spirit (FOSS) Training provides a foundational customer service compe-tency highlighted by ten learning modules identifying crucial service behaviors.

Sodexo CARES Processes and Tools


u CARES Behavioral Training is designed to educate employees on specific facets of expected behaviors (Compassion, Account-ability, Respect, Enthusiasm and Service) in support of Sodexo’s commitment to the Patient Experience.

u CARES II: Connecting with the Heart is an experiential program that provides our employees opportunities to deliver better experiences for patients.

Empathy Awareness is designed to place employees in situations where they will experience how a patient feels.

Responding With Care teaches employ-ees what to say and do to assure patients that they understand and, more impor-tantly, care about their feelings.

We believe that training conducted by depart-ment managers is more effective and allows managers to connect with their staff in a more positive manner.

fostering our culture

We believe that it is our obligation to con-tinuously develop the best possible working environment and remove barriers to provid-ing an outstanding Patient Experience for our employees.

uAnnual Performance Evaluations are based on demonstration of CARES Behaviors, safety standards and position-specific competencies. Employees also identify personal development goals for the coming year.

uSodexo CARES Recognition Programs spotlight employees who demonstrate “above-and-beyond” CARES actions. Employees nominated for a CARES Award receive a certificate from the President of Sodexo’s Health Care Divi-sion, and their CARES story is told in a monthly communication. In addition, each year Sodexo Healthcare Executives choose the CARES honorees that best exemplify CARES Behaviors. Those in-dividuals are then honored at the Sodexo Health Care National Conference.

Additional reward and recognition programs include Kudos Cards, Catch a Sodexo Star and Sodexo Stars in the Spotlight.

uBright Ideas Program allows employees to make suggestions that improve employee work environments and service to patients and customers.

uWeekly Huddles provide an opportunity for employees and managers to meet and discuss major events of the week, recognize birthdays and service anniversaries, intro-duce new employees and share examples of CARES Behaviors they have displayed.

uManager Rounding encourages CARES Behaviors and rewards employees for demonstrating these behaviors.

Sodexo CARES Processes and Tools (Continued)


Measuring Employee Engagement

86 Hopmeadow Street • Simsbury, CT 06089-9693

800 432 6663 • www.sodexousa.com

Sodexo Health Care has partnered with NRC Picker to become the first service group to measure how an employee’s interaction with patients affects their job satisfaction and overall level of engagement.

The annual survey goes beyond typical engagement research by examining the barriers that limit a frontline employee from always providing high quality service.

The survey’s purpose is to:

•Understand employees’ perceptions of their work environment.

•Understand the barriers to pro-viding top quality patient care.

The information from these sur-veys is used to:

•Enhance the workplace to retain and attract top quality employees.

•Improve the patient’s experi-ence of care.

This survey is a powerful tool for measuring the effectiveness of CARES programs and to assess each department’s progress with its implementation. It serves as a feedback loop that allows managers and employees to stay on course.


FOOD SERVICES

FOOD SERVICES

FOOD SERVICES


SOURCE: NRC PICKER

The departments below have 90+% CARES-Trained employees.In each case, employee engagement ranks above the Sodexo National Average.

CARES-Trained

THE MORE EMPLOYEES IN A DEPARTMENT, THE HIGHER THE DEPARTMENT’S EMPLOYEE ENGAGEMENT SCORES

CARESTRAINED

3-2010


Developing An Engaging Culture With Patients


Sodexo believes the best way to impact customer satisfaction is to develop a culture of caring and employee engagement, treating everyone with respect. All of the tools in our Environmental Services Unit Operating System, combined with the service culture behaviors that Sodexo delivers to all of our customers, allow us to make the greatest impact on increasing patient satisfaction.Engage raises the current level of customer service provided by Environmental Services to a whole new level. The Engage process and tools are incorporated into our Unit Operating System and, when used properly, have proven results in increased staff satisfaction, which increases patient satisfaction and provides added value to our clients.

The highlights of Engage:

Daily Line-Up MeetingThe manager or supervisor will conduct a daily line-up meeting at the beginning of each shift to:

• Update the staff on necessary hospital and department information to include census and potential obstacles ahead of them for the day.

• Provide focused attention on the attitudes of the staff and energize them to be smiling ambassadors who represent themselves, their department and the facility with a 100% commitment to service.

• Make sure staff appearance is impeccable.

Welcome New AdmissionsStaff will enter and engage new admissions by:

• Presenting them with a welcome gift and their business card.

• Explaining the Engage process for servicing their room.

• Explaining how the patient may request additional service.

Staff clearly communicates that if the patient needs any additional amenities or cleaning services, they may call the number on the business card. A staff member will respond within 20 minutes to handle any issues.



First impressions are very important. A greeting card that is personalized is a great tool for staff to interact with patients. Each staff member signs each card before presenting it to their patients. It has been discovered that if the patient remembers the staff member’s name, they will rate that staff member with a higher score.

Visit Each Room During the First HourDuring the first hour on the patient unit, staff members visit each room to pull the trash. At this time they inform the patient of their name, identify themselves as housekeepers, inform the patient what they are doing and communicate when they will return to clean the room. They also ask the patient if there is a preference as to the time they should return. If the patient has no preference, the staff member will let them know an approximate time of return.

Engage the Patient During the Second VisitWhile in the room during the second visit, the focus is on detail cleaning and engaging the patient in conversation, if they are awake and alert.

Staff members will notice key items that could trigger conversations in the room such as flowers, cards or any signal that the patient may want to have some conversation.

Towel animals can be used to engage the patient in an interaction that they will remember. Adults and children always love seeing these!

The focus is always on the patient. Through engagement and healthy interaction, we can assist the patient to mentally escape from the reality of their hospital stay. Housekeepers, being non-clinical, can give patients something else to focus on and smile.

Make Use of the Treasure ChestFor patients and visitors that have extended stays of more than a couple of days, there are additional items available for staff to offer the patients and visitors from the Treasure Chest. This is a box of “goodies” located in the Environmental Services office. It contains books, magazines, cards and other tools to allow the patient to entertain themselves and their visitors while in the hospital. Employees are encouraged to promote the Treasure Chest as another opportunity to interact with and engage the patient.

Present a Discharge Flower and Thank You CardStaff communicates on a daily basis with nursing to find out which patients may be discharged. When a patient is discharged, the discharge flower and thank you card are made available for staff to distribute to that patient. This is another and final tool for staff to impact their patient’s experience. By thanking them and sending them off with a flower, we complete the final step of our consistent service that begins with admission and ends with discharge.


Sodexo University TOPS Module © Sodexo All rights reserved Revised 3/2010

A. IDENTIFY QUALIFIED EMPLOYEES FOR TRAINING AND SCHEDULE A SESSION. More specifi cally:

WHO:n All frontline employees

LEARNING OUTCOMES:n Identify a “Moment of Truth” that can be turned into an opportunity to deliver “great customer service” as well as the actions needed to accomplish this.

TIME: 30 minutes (Complete Module)

B. GATHER THE ITEMS NEEDED FOR THE SESSIONS. The following chart illustrates the materials needed for:

Great Customer Service Instruction Card (photocopy from this leader’s guide): • Skills Check Questions Equipment: • Wall chart • Markers • Optional DVD player, monitor and DVD vignettes

Facilitator Preparation: • Prepare wall charts for this module • Prepare an answer for each question within this module so that

you can help participants and explain each application

Prepare

Great Custom

er Service

Great Customer Service 30 minutes

session items needed/to do’s

c u s t o m e r s e r v i c e t r a i N i N g


P a g e 2 g r e a t c u s t o m e r s e r v i c e

Present & Practicesession — great customer service (30 min.)

Step 1 At the end of the last module, Moments of Truth, you were asked to be prepared to share:

Two examples of where you improved on a “Moment of Truth” for a customer

ASK for a few volunteers to share their examples with the group.

NOte: Remember to listen carefully, coach and reinforce our service behaviors. When someone shares an example that has not gone as planned, ask that person what he or she would do differently next time. Also, ASK the group what they would do in this situation. Remember to reinforce Service Behavior #5—do what the customer thinks is important. Then, thank the group for sharing their experiences.

tRANSItION—“Today we’re going to build on knowing what our customers think is important and identify various ‘Moments of Truth’.”

Step 2 Module introduction to Great Customer Service:

Provide a brief overview of this module, including its learning objectives, as well as how long the session will be.

Suggested icebreaker: ASK learners to share a time when they were a customer and how someone exceeded their expectations.

As a refresher, REMIND the group of what a “Moment of Truth” is — any time a customer uses our products or services and has a good or bad experience. It is an individual moment. Great customer service requires looking at each individual moment and focusing on how to improve the service and the customer’s experience. Our goal is to improve each step so that we consistently deliver superior service.

TELL learners that each one of them has the ability to identify and create a “Moment of Truth” for a customer. ASK the group, “However, what happens to the next customer if you are not present to create a positive ‘Moment of Truth’?” (Answer: The customer may have a negative experience.)

REMIND learners that great customer service happens when improvements are made to “Moments of Truth” so that problems do not reoccur; that is, build a service focus into daily job tasks. TELL learners that when this is done in both their work areas and departments, they will become providers of great customer service. In turn, customers will quickly recognize that you and your co-workers are consistently meeting or exceeding their needs.

Further EXPLAIN to the group that what sets us apart from our competitors is doing the little things right for our customers, thereby, creating and managing positive “Moments of Truth.” NOTE: Re-post the “Moments of Truth” definition wall chart.


g r e a t c u s t o m e r s e r v i c eP a g e 3

Step 3 Great Customer Service Story

Choose one of the examples below to illustrate what can happen when we do not manage the process behind our “Moments of Truth.”

n Food Example:

A customer has been coming to a café regularly. This customer has always ordered his sandwich with extra pickles and onions. One day, the customer orders his usual sandwich, and the deli person (who is not the regular deli person) states that extra pickles and onions cost an extra 50 cents. The customer protests and states that he has always gotten his sandwich exactly as he wanted it without extra charge. The deli person says that he will make the sandwich this way for no extra charge this time, but next time there will be a charge. The customer is angry and does not come back to the café.

ASK: What happened, and how could this situation be avoided?

n Housekeeping Example:

A resident in a nursing home loves having three pillows on her bed, and the housekeeper that normally cleans her room knows this. The regular housekeeper is on vacation and the person covering for the week makes the resident’s bed and leaves only one pillow. The resident comes back to her room for her afternoon nap. She is extremely upset with the lack of pillows on her bed, and she calls her nurse for help. The nursing staff calls housekeeping and yells at the housekeeping supervisor.

ASK: What happened, and how could this situation be avoided?

n Facilities Example:

A faculty member has consistently complained about the noise that the heating and air conditioning system makes in a classroom. The facilities engineer comes to the classroom and hears nothing unusual and tells the faculty member that there is nothing wrong.

ASK: What happened, and how could this situation be improved?

When employees are motivated, they can create improved “Moments of Truth” for customers. They track issues and make suggestions about changing processes and policies when they are recovering from the same “Moment of Truth” over and over again. When the improved behavior or action becomes a standard way of doing business, you are moving toward providing “Great Customer Service.”

NOTE to the trainer: choose whichever story is appropriate for the work group. You may also come up with your own example. The purpose is to show that giving great customer service is not difficult, it just takes some thought and caring on the part of the service provider.

OPTIONAL—Show the DVD vignette Great Customer Service, and then discuss some of its main points.


g r e a t c u s t o m e r s e r v i c eP a g e 4

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Step 4 Service Behavior Discussion

REVIEW Service Behavior #7—asking customers what they think about our service.

ASK learners to think of a time when they were the customers. In addition, PROVIDE them with the following scenario: You go to get a haircut at the new “Super Cuts/Great Cuts” in the center of town. After having your haircut, the person who cut your hair asks you some specific ques-tions about the service he/she provided. He/she thanks you for your answers and your busi-ness and hands you a coupon for 10% off next time.

ASK: How does this make you, the customer feel? ALLOW them to respond.

REMIND the group that this is why this particular service behavior—asking customers what they think about our service—is so important to great customer service. During the next week(s) practice this service behavior in your work area, department and facility and see how customers react.

DISTRIBUTE the instruction card Skills Check Questions. ASK participants to commit to answering the questions and to be ready to share their answers with the group at the beginning of the next session OR put the questions on a wall chart and have the participants commit to their answers during class.

Based on what you have learned today about your customers, ANSWER the following questions:

What are some of the “little things” in your unit, department or area that seem to cause prob-lems for your customers? What consistent complaints do you hear from your customers?

Remember that your customer may be an employee (co-worker).

What ideas do you have that would change a “Moment of Truth” into an opportunity to move toward providing “Great Customer Service?”

Thank the learners for sharing their experiences today. REMIND them that the next module will be A Picture Is Worth a Thousand Words, and ASK them to be prepared to share a personal experience where they applied these skills and behaviors at the beginning of the next session.

Present & Practice


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Sodexo University TOPS Module

Working w

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L i f e s k i L L s t r a i n i n g

A. Identify quAlIfIed employees for trAInIng And schedule A sessIon. More specifically:

WhO: All frontline employees

Learning OUTCOMeS:Upon completion of the training, participants will be able to: Explore the benefits of diverse work teams Be aware of self-biases Recognize their “hot buttons” Identify ways to control their “hot buttons”

TiMe: 30 minutes (Complete Module)

B. gAther the Items needed for the sessIon. The following chart illustrates the materials needed for:


Prepare

Working with Others Instruction Card (photocopy from this leader’s guide): Portraits of Diversity

Equipment: • Wall chart • Markers • Post-it Notes

Working with Others 30 minutes

© Sodexo All rights reserved Revised 1/2010


w o r k i n g w i t h o t h e r sP a g e 2

Present & Practice

Session — Working with Others (30 mn.)

step 1 Module introcution: PrOViDe a brief overview of the module, including its learning objectives, as well as how long it will be. eXPLain that this module may make the learners feel uncomfortable, but this will help their team as a whole. Begin the session with an icebreaker.

Suggested icebreakers:

Option 1 — DiSTriBUTe copies of the Portraits of Diversity instruction card.

aSK participants to guess what each person on the instruction card does for a living, what his/her home life is and any other details they can assess about the individuals from the photographs.

aSK: What formed your opinions?

Share the personal descriptions about these people listed below. (They will be very different from the ususal stereotypes.)

Personal Descriptions (from the Portraits of Diversity instruction card):

1) Bobby is a bookkeeper at a grocery store, as well as a part-time driver for a limosine service.

2) Joan is an evening housekeeping supervisor at a community hospital. She is married and has one son.

3) Albert lives in an assisted living retirement community and works part-time as a food server at a local college.

4) Joe is a graphic artist for a magazine and a single father of one.

5) Beth is retired with 40 years of nursing experience. She is a mother of two and a grandmother of one.

6) Carlos is the executive chef at the Ritz Carlton Hotel. He has been married for 14 years and has three children.

Option 2 — aSK learners to share a time when they were not included in something or felt left out. This could be a childhood experience or something more recent.

aSK: Why do you think you were excluded?

How did you feel when you were excluded?

step 2 EXPLain that it is natural to have a need for inclusion. When everyone is included in a process, they find common ground upon which to build effective social and working relationships. This helps increase people’s comfort levels when working along side those that are different than they are. The inclusion process takes into consideration such things as sharing, physical accommodations, incentives, social events and feedback.



When the environment considers the benefits of a diverse team, people stop concentrating on their differences and learn to appreciate each other’s contributions. To understand the benefits of diversity, it is important to understand the biases everyone has.

aSK each participant to pair up with someone they do not already know well. DiRECT them to generate a list of all of the things they both have in common. Then, TELL them to develop a list of all of the things that make the two of them different. After, briefly DiSCUSS what they have learned from this activity.

step 3 WRiTE the following questions on a wall chart and aSK participants to think about how they would answer them. REMinD them to think in terms of language, communication styles, etiquette and values:

What are my expectatons of co-workers? (Example: Do I expect everyone to speak my language?)

What assumptions do I make about my co-workers’ abilities to do their jobs? (Example: Do I expect women to handle a lighter load than men?)

What differences are easy for me to handle?

What differences are hard for me to handle?

step 4 EXPLain that not only ethnic or physical differences can cause friction in the workplace, but some behaviors that are different from what you might expect can sometimes cause you to lose your cool, too.

HaVE participants BRainSTORM what their hot buttons are—what do other people do at work that makes them mad?

RECORD responses on a wall chart. (Possible answers: people speaking languages I don’t understand; people who are slow; cliques, etc.)

step 5 EXPLain that their responses to these hot buttons makes a difference in getting along with others at work. They can either choose to react negatively or in a way that helps control emotion and effectively works through the issue.

BRainSTORM what they can do to control the negative reaction to hot buttons.

RECORD responses on a wall chart.

step 6 As this session closes, HaVE each participant identify one thing he or she will do differently to work better with others.

RECORD responses on a wall chart. (Possible answers: helping others understand the language, being respectful, including everyone in activities, etc.)



working with others success checklist

working with others acceptable if “no,” state ideas for improvement

Employees help each other YES NOcommunicate even when speaking adifferent language.

Team members recognize one YES NOanother’s strengths and contributions.

Humor and conversation are respectful. YES NO

Everyone is included in breaks, meals YES NOand social activities.

Employees work together to solve YES NOproblems.

Employees are interested and willing YES NOto hear other points of view.

Follow Up

PHOTOCOPY and USE the Success Checklist one week after training. OBSERVE and PROViDE feedback to all employees involved in this training session.


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Documents

Sierra Tucson-Shane Brumitt-FINAL