(Dec. 5, 2025) – The Kansas Hospital Association appreciates the opportunity to highlight workforce strategies that recognize employees, providers or volunteers who make significant contributions to the well-being, retention or recruitment of health care workers at their facility. Thank you to SCK Health for sharing their strategies.
In February 2025, SCK Health welcomed new CEO Margaret Grismer, whose leadership ignited a cultural and operational transformation rooted in shared responsibility and pride. Recognizing the challenge of maintaining a large rural facility with only two maintenance staff, Grismer introduced "Cleaning Fridays," a hands-on, facility-wide beautification effort that quickly became both a necessity and a source of pride. The initiative united employees from all departments and shifts to support a common goal: restore, refresh and re-energize the hospital environment for staff, patients and the community.
A core volunteer group, soon named the "SCK Health Whirlwinds," led the effort. Staff cleaned, organized, painted, landscaped and addressed neglected areas in the hospital and clinic spaces. "It started with administration," said Director of Nursing Dixie Simpson. "Our CEO is out there. She's not asking any of us to do anything that she's not willing to do." That visible commitment from leadership set the tone. "Everybody that could, did," Simpson explained. "Patient care always came first, but when people had even an hour to spare, they showed up."
The results were impressive. In just three and a half months, staff removed 97 percent of stored corrugated cardboard, thoroughly cleaned the entire campus, reorganized the emergency preparedness trailer and prepared equipment for sale or donation, giving unused supplies a new purpose instead of discarding them. Staff also helped with a major clinic move, relocating providers and services to the main campus to improve patient convenience and operational efficiency. Even night-shift employees participated, helping to strengthen teamwork across different schedules.
Creativity and camaraderie helped maintain momentum. Teams participated in a "Pull It Together" outdoor landscaping challenge and created painted rock displays for the waiting room rock garden. Two garage sales raised nearly $4,000, which was reinvested directly into employee appreciation activities, further strengthening a cycle of goodwill and recognition.
These collective accomplishments went beyond superficial improvements. The initiative boosted morale, fostered cooperation across departments and increased staff ownership of their workspace. "You start looking at things differently," Simpson said. "If you see trash, you pick it up. You take pride in your facility." Employees now regularly check outdoor areas, care for planted sections assigned to their departments and step in when help is needed, not because they are asked, but because the culture encourages it.
The welcoming, well-maintained environment has already made a noticeable difference. Patients and community members see clear improvements, and prospective employees notice the teamwork and pride that define the organization. The hospital's more unified campus design has increased efficiency and convenience, while the collaborative spirit has improved retention and recruitment by creating a workplace where staff feel valued, connected and empowered.
SCK Health's Whirlwind team and "Cleaning Fridays" demonstrate how leadership, teamwork and creativity can inspire lasting change. What started as a cleaning initiative has evolved into a movement: one built on pride, accountability and the belief that every team member plays a role in creating a thriving, patient-centered environment.
--Shelby Stacy