Crothall Healthcare was founded in 1991 to address the need for a specialized, high-quality, innovative, and responsive support services company, exclusively serving the unique needs of the healthcare industry.
Crothall Healthcare has become the premier healthcare support services provider by taking a specialist approach in each area and backing up its Best-In-Class status with a 97% retention rate. The patient experience drives innovations and lights a path of continuous improvement in lowering healthcare-associated infections, HAIs.
Crothall is a proving ground for their strategic suppliers and academic partners, engaging the brightest minds in a network of patient focused innovation. Integrated infection prevention technologies and practices permeate every operation.
Morrison Healthcare is Crothall’s specialist team for foodservice who boost physical and emotional health for hospital patients, long-term care residents, staff, and guests. Exceptionally well-served nutritious food heals body and mind as it raises QAPI scores and the total experience.
Today, Crothall Healthcare is composed of specialized professionals utilizing proven processes and tools, in the exceptional performance of five core support services:
- Environmental Services
- Patient Transport
- Laundry & Linen
- Facilities Management
- Clinical Equipment Solutions
Over the years, we have developed and maintained partnerships due to our proven ability to provideOperational Excellence in every solution we deliver.
We guarantee Operational Excellence through our proven framework of People, Process, andPerformance, which supports and structures the key elements of our service delivery.
Every Crothall solution is a dependable, tailored set of services consisting of the best People, Process, and Performance in the industry. Learn about our Framework.
In the markets we serve, we will be recognized as the premier provider of the highest quality, customer-focused support services.
This mission links the success and future of our company to how we perform for our customers. It drives us to provide them exceptional service, and we recognize and appreciate the importance of having the opportunity to serve them.
Fact vs Fiction
Complex operational issues are common in the fast-changing, heavily regulated healthcare industry. Specialization and innovation are critical in keeping pace. The focus on patient or resident needs can quickly and quite unintentionally be eclipsed by the rush of competing priorities and constant cost-cutting.
Myths can live well beyond documented case studies. Consider these facts when assessing service options:
Support service companies are all the same, driven by temporary savings.
No, but it is a common profile and a reminder to do your due diligence in making your choice. Jumping from one service company to another builds a stack of unresolved issues and endangers patients. A strategic budget is needed to align resources for sustainability.
Specialized support service companies are
Not true. Specialized services avoid costs by creating efficiencies from a large but well-managed resource bank working within core competencies.
Support service companies use generic low cost products, methods, and equipment.
False. Better choices use better alternatives based on documented efficacy and labor savings. They see their work as critical in maintaining, improving, and differentiating the brand of the individual facility.
Support service companies are close-minded to new ideas and innovation.
Untrue. They are masters of change within their scope of operation. Their breadth of experience can translate to synergies and savings via innovation.
HCAHPS scores drop when contracting services.
No. Improving scores on Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) surveys is an important priority for all providers. The best support services companies use their experience base and proprietary survey techniques to improve patient and family perceptions.
Specialization creates duplication and waste.
Not true. Specialization avoids waste but does require a good “orchestra leader” to keep all resources integrated and focused on patient and resident well-being. Agreed standards and reporting are critical.