Our two first clients in 1937 are still our clients today.

Yes. You read that right. We have had our first clients remain loyal clients for 83 years. Here at Cripe, we think that means we’re doing something right.

There are so many things that go into making these lasting partnerships happen. Paul I. Cripe built an outstanding foundation all those years ago and we’re proud to say that we continue to build on these foundations, update them to serve the needs of existing and new clients and utilize new technologies to meet the ever-evolving and modern demands of the various industries we serve.

To maintain such long-lasting client relationships though, Mr. Cripe understood that there was a bigger, more holistic picture than just delivering innovative design solutions. He created core values which included, Accountability, Integrity and Community Service.

He turned those values into a blueprint comprising of The Cripe Way, Cripe Leadership Model and Cripe Charitable Foundation. These all still stand today in order to best serve all our clients across our internal departments and external market sectors and industries.

The Cripe Way is many things, but overall it embodies the quote Mr. Cripe liked best: “If it’s to be, it’s up to me.” This simple saying is known by every single employee at Cripe and they live it every day with every client and their colleagues. The Cripe Way is a project management tool that we live by at Cripe so that we can serve our clients without having details fall through the cracks. Above all else, it stresses the importance of communications and meetings with clients so that we know exactly what they’re looking for, schedules to keep everyone on track, quality control along the way to ensure efficiency and understanding not only our client’s businesses, but their perspectives as well.

The Cripe Leadership Model is more of an internal structure that we use to measure how well our employees are doing across several markers that we find highly important at Cripe. These values range from professionalism to living Cripe values. Checking in like this and having important conversations about internal performance ensures that we are giving our absolute best to our clients. Our employees are always willing to learn and grow to continue to best serve not only the clients, but their colleagues as well.

If you’ve been following us or reading our blogs, you know how important community service is. With the establishment of the Cripe Charitable Foundation, we’ve donated over a million education focused dollars, our employees volunteer over 65 hours per year on average and our employees support over 132 community organizations of their choosing. We are invested in our clients of course, but that goes so much further that providing design solutions. We’re invested in improving the communities in which we live, work and play and those communities include our clients, their businesses and even their families.

83 years after Mr. Cripe laid the foundations, employees are still living by those values and that’s why we can proudly say that we’ve had a few of the same clients since our founding in 1937.

1937 seems like a long time ago and it really was. Cripe had a simple beginning as a survey firm. It was not the firm of 2020 that it is now, providing architecture and civil engineering in addition to the original survey services. And those services just skim the surface. We’ve expanded into medical equipment planning, real estate services, interior design work and so much more.

83 years may seem like a long time, but we haven’t stopped moving and growing and expanding into new services and market sectors. Over those 83 years we’ve done projects from airports to college campuses to parks to hospitals. We’re not stopping there either. In the last few years, we’ve increased our focus on re-purposing previously standing spaces and sustainability.

 

Don’t be alarmed when you see that Cripe has been in business since 1937. It doesn’t mean our business practices are stagnant. Our employees and leadership are constantly learning and bettering themselves as architects, engineers and surveyors. Continuing to educate ourselves is so important and continuing to enhance our practices with new technology has made us the firm we are today and the firm we are continuing to grow into.

The foundation of our company laid out by Paul I. Cripe is still strong underneath the new practices we’ve utilized. To this day, our company culture revolves around the principles laid down by our founder.

Mr. Cripe understood that to holistically serve our clients, delivering innovative design solutions was not the whole picture. He believed a firm must embody the core values of Accountability, Integrity and Community Service. This valued blueprint brought into being The Cripe Way (Accountability), Cripe Leadership Model (Integrity) and Cripe Charitable Foundation (Community Service).

Every team member knows the story of the watch. In the early years, Mr. Cripe pawned his prized pocket watch to meet payroll. The watch – a living reminder of true servant leadership and accountability– sits in our CEO’s office today. When Mr. Cripe said, “If It is to be; it’s up to me” – he meant it – and so do we.

What does this mean for you? Whether you are a client, a partner firm, a community partner or anyone else know that our celebrated project management skills that were set down from the beginning and sharpened over time will get the results you want. Our staff, comprised of lifelong learners, will get the job done no matter what obstacles, known or unknown, come their way.

We understand that we are part of a community bigger than ourselves. We give our very best to each project, knowing that it will enhance the community whether it is a college campus, skate park or medical office building. We also know how important it is to give back to those communities in which we work, live and play. As a company we participate in many philanthropic events a year, going so far as to dedicate one whole day a year as our Day of Service. In addition, we do a Giving Tree holiday drive that benefits a family in our community and our interns choose a philanthropic organization and organize events and fundraisers to benefit that organization over the summer they spend at Cripe.

It doesn’t stop there. Cripe employees are so active in the community on their own that we host an award ceremony to recognize the change these employees are enacting in their communities and it’s always hard for the committee to choose just one winner each year.

83 years is a very long time. But we’re not frozen in time at Cripe. Each and every one of those years has brought us to new heights in the design services we offer and our community impact. We couldn’t get to those heights if it weren’t for the very solid foundation laid down in 1937 by Paul I. Cripe. Here’s to the next 83!

Two Words…….Purposeful Design

Today’s landscape in the healthcare market is quite the contrast from years ago.  The reduced reimbursements and increased patient population from the affordable care act has prompted two words to dominate the environment – “Purposeful Design”

The Patient Protection and Affordable Care Act (PPACA) sets limits on the amount that can be charged in various situations and ties Medicare reimbursement levels to performance.

If an organization wants a bigger slice of market then they need to offer more beds, more operating rooms, more outpatient and ambulatory facilities and more medical office space. But to maximize profit margins, they need to keep costs to a minimum.

The way to balance the opposing goals of growth is to renovate existing facilities to be purposeful design whenever possible, and when expansion is necessary, to carry it out in ways that minimize expense and maximize the efficiency of physicians, nurses and medical staff.  A better way of saying it – we have to get more out of less.

Let’s take a look at big piece of the equation – medical equipment.  As the 3rd largest investment of an organization, next to staff and the operational costs of the facility, medical equipment is the focal point for discussion.  Medical equipment planners no longer have the luxury of equipping at the Taj Mahal – no expense spared level – with the latest and greatest widget or gadget just to exceed the ever demanding needs of the physician or staff.  We must embrace the process of providing a solution that encompasses operational efficiency.

Developing a process of “choosing by advantage” we have allowed ourselves to be the center point of ongoing discussions.  Equipment selection should take into account and include the following:

  1. Clinical Staff – Develop and understanding of functionality needed. Facilitating these conversations to provide the product that best fits the clinical objective.  No longer can you provide the Cadillac when the Kia will fit just fine.
  1. Biomedical Engineering – Create a working relationship that takes into account the serviceability, lifespan and the hospital standardizations while selecting equipment. If we are going to plan it…..better be sure they can support it.
  2. Facility Maintenance – Discuss and determine ongoing maintenance concerns and objectives. Accommodating the long term plan of the facility often times leads to more gainful life of the medical equipment.
  1. Supply Chain Management – Leverage the purchasing power. Whether it’s a single facility or an extensive network, utilize the power multiple vendors and bids to obtain pricing that works.  Although it’s not the only criteria, pricing is still a major component.
  1. Design and Construction – As the design unfolds, its critical to consider utilization of equipment in process improvement. Proper work flow analysis and through-put modeling can achieve the right item for the proper situation.
  1. The Patient – Improving patient outcomes has been, and always will be the objective. Utilizing Patient focus groups develops a culture of understanding and engagement of the patient.  The patients input are as valuable as all other components.

Integrating all parties in the decision making process not only provides a purposeful design solution that reduces costs and space, but provides an outcome that contains the “buy-in” of all.

When planning equipment for your next facility “purposeful design” is not only an option – it’s the Cripe Way.

Written By:  Dale Vogel, Senior Healthcare Project Manager

Spring is coming!  Warmer temperatures promise to bring more and more bicycle riders out of hibernation.  Bicycling has become the second most popular outdoor activity in the United States (especially in urban areas).  Not only are people more conscious about each dollar spent and getting their daily exercise, they are also more conscious of the footprint they leave on the environment.  With the shift towards increased daily exercise, decreasing expenses and Green initiatives, almost all major cities in the Unites States are developing bikeways.  The increase in cyclists, in turn, increases every year as does the need for bicycle corrals. 

More and more we are finding that cities are developing plans and policies to make bicycling a safe, enjoyable and feasible transportation choice. As a result, Urban Planning policies and regulations are increasingly requiring accommodations for bicycle parking in new and newly remodeled developments.

As equipment planners, we evolve with the ever-changing needs of our clients.  Staying abreast of the latest trends and regulations allows us to be on the cutting edge of our industry.  By collecting and analyzing data, we are able to suggest pertinent and essential information about bicycle storage equipment and its required maintenance allowing our client to make informed choices, abide by regulations, provide a Green alternative and enhance the cycling experience of those they serve.

Written By:  Shawnita Washington

Equipment Planning and Beyond

The Equipment Planning team traveled to Phoenix, AZ to attend the 8th Annual Attainia Community Summit (ACS).  The community consists of hospitals, medical equipment planners, suppliers, GPOs, and services providers that use Attainia in their respective roles. 

While taking in the 95+ degree weather and the beautiful landscape, we were able to connect with Attainia users to learn how this powerful tool is used in other organizations.  The four day summit was jam packed with sessions that were much more than lectures, they were interactive discussions.  All participants were able to voice their opinions, concerns, requests and suggestions as it relates to the Attainia software itself and the future of healthcare as it relates to supply chain, procurement and clinical engineering as a whole. 

One very unique feature of the ACS was the opportunity for hands on education.  Attainia provided several training sessions for each software module they offer.  One of my favorite parts of ACS was the one-on-one learning lab.  It was manned daily with awesome Attainia IT staff that were open, willing and patient enough to answer any and all questions.  They even took the time to demonstrate how specific aspects of the software can work for specific projects.

Arguably, the best parts of the conference were the evening activities!  There were networking opportunities each night.  Our team connected with people from as far away as the UK and Canada and reconnected with people we partner with locally.  Best of all, we able to put faces with a names of all of the Attainia staff we have done webinars with and sent countless emails to.

Attending ACS was an information filled experience.  We look forward to applying what we have learned so that we can continue to give our clients impeccable service and be the company of first choice.

Written By:  Shawnita Washington