Brian Tallmadge - Technological Maven

Brian Tallmadge
Assistant Chief, Environmental Management
Ralph H. Johnson VA Medical Center

As a former drill sergeant in the U.S. Army, Brian Tallmadge knows a thing or two about coaching, counseling and mentoring, and he applies that knowledge everyday as assistant chief of environmental management. It is that leadership at Ralph H. Johnson VA Medical Center, Charleston, South Carolina, that has produced patient satisfaction scores well above target levels and cleanliness levels exceeding the threshold outlined by program developers.

“Brian is a dedicated EVS manager who does more with less, focuses on reducing costs, increasing performance, lowering infection rates and increasing patient satisfaction scores,” says Patrick Barry, chief of environmental management services.

Tallmadge sets high expectations for his staff and encourages them to rise to the challenge. But it is his determination to introduce new cleaning technologies that sets him apart.

“My biggest pet peeve is when you ask someone why they are doing something and they answer, ‘because we’ve always done it that way,’” says Tallmadge. “You can’t become complacent. You have to challenge levels and raise expectations to keep everyone safe.”

Tallmadge has introduced a number of technological advancements to help meet those expectations. One example is a restroom alert system, outfitted in 35 of the high-traffic restrooms on site. The program alerts Tallmadge and his supervisors whenever a restroom issue is identified, allowing them to deploy staff and service where needed.

Introducing this program streamlined productivity and also identified a few areas of improvement for the department. For example, Tallmadge noticed that roughly 50 percent of the alerts were consumables driven. This confirmed that the staff was doing a great job cleaning restrooms, but they needed to focus more on stocking towels, tissue and soap — which ultimately reduced the amount of alerts, and improved customer satisfaction.

When it comes to introducing technology into the department, Tallmadge says he doesn’t want to keep up with the Joneses. He wants to be the Joneses.

“Following is great, but leading and innovating is better,” he says. “We are the frontline in caring for veterans and their families, and we are blessed to have the budget to afford technologies that help us do that.”

That budget, and the support from senior management, has allowed Tallmadge to purchase ultraviolet units to improve disinfection, new floor equipment that streamlines cleaning/finishing, and restroom equipment that helps with deep cleaning. 

Barry comments that through his leadership, training, and by incorporating various technologies into the department, Tallmadge has expanded the capabilities and competencies of his staff, all while saving the department tens of thousands of dollars annually.

“I believe that if you incrementally increase staff responsibilities and provide them the proper tools to complete the tasks, they will outperform your expectations,” says Tallmadge. 

In terms of expectations, Tallmadge has surpassed those of Barry.

“Brian’s innovation and knowledge of emerging technologies has taken our medical center to new levels of cleanliness and customer service,” says Barry.

In response, Tallmadge says, “I don’t claim to know or be the best at everything. I just like to learn, improve and try new things. I won’t allow myself, or my staff, to become complacent. It’s important to remember why we are doing what we are doing.”