Fred meyer child care: KinderCare Learning Center at Kroger Fred Meyer | Daycare, Preschool & Early Education in Portland, OR

Опубликовано: March 26, 2023 в 3:08 am

Автор: alexxlab

Категории: Child

6 Seattle-Area Spots to Ditch Your Kids for Free

You love your darling children very much, but when you’re at home with little kids all day, every day, sometimes you just need a minute alone. To stare at the wall, to scroll through Instagram — anything, as long as it doesn’t involve another person’s constant needs.

Locking yourself in the bathroom is one short-term solution, but it’s just a matter of time before little fingers poke under the door. When you’re about to lose your mind, head to one of these sanity-saving spots where you can ditch your kids for free — at least for a little while.

1. Fred Meyer stores in Ballard, Bellevue, Kirkland, Redmond, Bothell, Lynnwood and Alderwood

Fred Meyer sells everything — and we mean everything — you could possibly want, so go ahead and browse those throw pillows in leisurely solitude. The larger Fred Meyer stores have a complimentary Playland that accepts kids age 2 through kindergarten for up to an hour, free. Kids have to be able to enter the Playland archway without stooping over, and parents have to stay in the store. Freddy’s Playland is open daily from 11 a.m.–7 p.m., though hours can sometimes vary. Call ahead if you’re counting on it being open.

When we visited, the one kid in the carpeted playroom had her eyeballs glued to a big-screen TV. Hey, it’s free babysitting, we’re not expecting them to be doing STEM experiments.

When your kids are done at Playland, stop by the bakery section. If you ask nicely, kids can usually get a free cookie.

Fred Meyer Playland. Credit: JiaYing Grygiel

2. Haggen Food & Pharmacy in Woodinville

Imagine going through the grocery store without any tantrums in the snack aisle. You can fulfill this dream at the Woodinville Haggen store. Leave your potty-trained kids for up to an hour for free at Happy Kids. The playroom is spacious and packed with plenty of toys. It’s open daily at 9 a.m.; closing times varies between 5 and 7 p.m.

3. QFC at University Village

We love the Quality Food Center store at U. Village in Seattle for its fleet of taxi-shaped shopping carts and for carrying fresh Ellenos Greek yogurt. But the best perk of the store? Free child care. You can drop off kids ages 2–10 at the Quality Fun Center (wink) for up to 1.5 hours. The cheerful playroom, jam-packed with toys, operates daily, 9 a.m.–5:30 p.m. There’s even a large Starbucks inside this QFC, so maybe plan ahead and meet a friend for uninterrupted adult conversation.

The play area at the U Village QFC. Credit: JiaYing Grygiel

4. IKEA Småland in Renton

IKEA’s adorable, Swedish-forest-themed play room offers shoppers free childcare for 45–60 minutes. Inside the play area, there’s a ball pit that kids adore. Småland is open weekdays, 11 a.m.–6 p.m., and 11 a.m.–7 p.m. on weekends. On busy weekends, we recommend getting there right when they open. (Capacity is capped at 54 kids at a time.) Kids must be potty-trained and between 37 and 54 inches tall.

You can dive into the showroom labyrinth, or, better yet, enjoy a kid-free meatball date at the restaurant!

IKEA’s Småland play area. Credit: JiaYing Grygiel

5.

Free trial classes

You can’t just drop in, but signing up for a free trial class gets your kid some terrific enrichment while you get a free mental break. Look for a drop-off class — which usually starts at preschool age — not a parent-child class.

Sponge School offers immersion language classes in Mandarin, German, Spanish, French and Japanese. The school has branches in the Mount Baker neighborhood of Seattle, Kirkland and Issaquah. Use code “FIRSTFREE” to get your first trial class for free. Sign up for a Just Kids class, for students age 3 through grade 2, and get 1 hour 25 minutes of freedom. ¡Que fantástico!

The Little Gym’s gymnastics classes are a lot of fun, for waddlers through elementary school-aged kids. The best seats in the house are in the lobby, where you can watch your kids through a window. They’ll be moving and tumbling with the pro instructors; or feel free to zone out — there’s free wifi. The Little Gym has tons of locations in the greater Seattle area: Interbay, Maple Leaf, West Seattle, Bellevue-Redmond, Alderwood, Kent, Issaquah, Everett, Federal Way, Maple Valley and Pullayup. Search your nearest location, look through the online schedule, and pick out a class to try for free. Classes run from 50 minutes to an hour, with drop-off classes for kids ages 3–12.
Gymboree Play & Music offers art, music and movement classes in a brightly colored and thoroughly padded indoor play space. (Note that Gymboree classes are separate from the clothing company that is going out of business.) Gymboree is mostly geared toward the youngest set, but kids ages 2–5 can participate in a drop-off class, either the Play Lab class (45 minutes) or School Skills (2 hours). Gymboree Play & Music has locations in Ballard, Bellevue and Redmond.

Trial class at The Little Gym. Credit: JiaYing Grygiel

6. College Sitters deal

Ever since Poppy closed shop in December (sniff, sniff), other sites have jumped for a share of the caregiving market. College Sitters is offering three free consecutive sitter-hours, plus free enrollment with the promo code “THREEFREE” (no expiration date). New customers have to complete the setup process with College Sitters.

Children’s Creative Learning Center at Fred Meyer

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Pinnacle Pointe Daycare Academy – Union City GA Child Care Learning Center

About the Provider

Description: Welcome to CCLC at Fred Meyer. We pride ourselves on the family we’ve created within our center, and we welcome you to join! We serve the families of Fred Meyer Corporation as well as the surrounding community. When you step in the front door of CCLC at Fred Meyer, you will see children who learn,play and grow. Many of our families have been here since the birth of their children and continue in our program through Pre-kindergarten, where we prepare them for Kindergarten.

Program and Licensing Details

Age Range:
1 month 2 weeks to 5 years 11 months
Enrolled in Subsidized Child Care Program:
No
Type of Care:
Full-Time, Part-Time
District Office:
Oregon Employment Department – Child Care Division
District Office Phone:
503-947-1400 (Note: This is not the facility phone number. )

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How the “restless” Fred Meyer created a retail empire and became a millionaire

At the time of his death in 1978, Fred Meyer owned five profitable “universal malls” in Alaska, and this is just a small part of his retail empire that included 59 other stores in three other western states. It was his unmatched focus and dominant management style that drove the retail revolution that continues to this day. nine0003

I grew up in Portland, Oregon. So I remember visiting Fred Mayer’s department stores as a kid.

In 1964, our family moved into the Raleigh Hills store in southwest Portland. It was before Christmas, and my mother gave me exactly $5 to go and buy some presents for other family members. I remember how I wandered along the candy stalls and then returned for a beautiful Christmas ornament. Even as a 9-year-old child, I could bet that “Fred Meyer has one hundred percent.”
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Like all Portland stores in the 1960s, Raleigh Hills was a huge department store that sold clothing, food, health, cosmetics, and hardware. Naturally, popular items such as tomato sauce and canned vegetables could be found in Fred Meyer stores under the then-familiar My-Te-Fine brand.

In his book about Fred Meyer, My-Te-Fine Merchant, writer Fred Leeson talks about the founder of shopping malls from his birth under the name Fritz Grubmeyer in Germany before arriving in Portland at 1910 year. The book tells about his commercial development, when the future millionaire had to sell coffee from a horse cart on the streets of Portland.

Before finally settling in Portland, Mayer traveled to Nome and tried himself as a gold miner. Things were not going well, Mayer was unlucky in Alaska, and as a result, the entrepreneur decided to rethink his current position. From Nome, Mayer returned to Seattle. According to him, he liked Seattle more than Portland, but in the end he still returned to the Rose City, out of respect for his wife Eve.
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Many contemporaries described Meyer as a dominant leader and recalled moments when he brought Eva to tears with long meetings with his management team. However, Mayer had an innate ability to see the slightest opportunity to increase productivity and cut costs.

The term “restless” does not fully describe its essence. Meyer was constantly absorbed in business. He traveled tirelessly throughout the US and Europe, learning the details of retail and distribution. He wanted to take the best practices of other merchants and implement them in his retail car.
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Constant work with costs, efficiency and increased attention to detail turned Meyer into a dangerous competitor. He accurately predicted the role of cars in people’s lives and the shift of commerce from the city center to the suburbs, which gave his stores a significant competitive advantage at a time when new highways were being built and bedroom communities were developing.

Despite Mayer’s desire not to share the facts of his own biography, Leeson managed to collect in his book stories about the businessman recorded from words, extensive newspaper features and court records.
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His book is an attempt to piece together the details of a businessman’s relationship with his family, which had ended abruptly since the late 1920s. Probably, the gap was provoked by disagreements in the field of building a business.

Meyer lived modestly and donated 99% of his wealth to charitable causes, including funding a $120 million charitable foundation.

When Mayer started his retail business, many grocery stores took orders over the phone and delivered them to customers’ homes. If customers came to the store, which, as a rule, was much smaller than a modern convenience store, they gave the owner a list of goods or pointed to the products on the shelves, and the seller collected and wrapped the necessary goods. For such mass products as millet, rice, sugar and fresh vegetables, one had to go to different stores. In addition, buyers liked to take goods on credit, so the bills were usually paid only once a month.
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Mayer decided that the process needed to be changed. He created stores where goods were paid immediately in cash. Mayer’s model quickly gained popularity with consumers, so many small grocery stores had to leave the market, because increased efficiency in sales led to lower costs, and therefore prices.

Fred Mayer ran a retail empire for almost 100 years. Top managers of the company remained in their posts for decades. This is despite his aggressive management style. Leeson’s book details Fred Mayer’s desire to create a strong team of managers and trustees who could continue the business after his death.
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By Scott McMurren

Translated by Irina Zayonchkovskaya

Source: adn.com

How to Improve Surgery Success with Data: The Mayo Clinic Experience

How to Improve Surgery Success with Data: The Mayo Clinic Experience | Big Ideas

Innovation Management

Article published in Harvard Business Review Russia

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Mohamad Baidon
, Fred Meyer

October 7, 2021

Photo: Jetta Productions Inc/Getty Images

Many healthcare systems have a valuable asset that they underutilize: clinical registries. These are databases that, using standard questionnaires, collect information about all contacts with the patient: about concomitant diseases, about operations, postoperative complications and results according to their own assessment. nine0003

However, organizations rarely fully utilize this asset. If you display selected information from the registry on control panels, they can be used for a detailed analysis of the results of the clinic: the quality of services, the cost and volume of various procedures. These registries help identify areas for improvement, negotiate better terms with payers, and assist in doctor-patient discussions. At least the neurosurgery department at the Mayo Clinic has done just that. nine0003

In 2016, department heads realized that they needed to systematically collect and accurately measure the quality of operations in order to track the performance of their growing neurosurgery practice, which now included six campuses in different parts of the United States, employing 51 neurosurgeons. The authors of the article led a multicenter pilot project to develop the solution.

Our pilot project was successfully completed in 2019. Now all new data is constantly and automatically entered into the registries and on the control panel – only data on complications is manually entered daily. Our work has shown that the department-level registry is an effective tool for tracking the results of transactions across multiple centers at once. Based on our pilot project, other Mayo Clinic departments are launching similar initiatives. nine0003

Here are a few steps we have identified from the pilot phase that could help other hospitals implementing similar systems.

1. Identify Opportunity and Understand What Can Stop You

Our neurosurgery department needed a performance measurement system that would provide a complete overview of the value of highly specialized neurosurgical procedures, including complex brain tumors, aneurysms, spinal deformities, and other neurological diseases. We faced a daunting task: to develop an effective clinical registration tool for such a complex and integrated organization as the Mayo Clinic. nine0003

Distances between clinic campuses were an additional problem. This is one of the most powerful neurological practices in the US: 20 neurosurgeons work in Rochester, Minnesota; 11 in Jacksonville, Florida; 12 in Phoenix, Arizona; and eight at local Mayo hospitals in the Midwest. In total, they perform 11 thousand operations every year.

2. Build consensus

Creating a data-driven department requires a significant investment, hiring, and building consensus from leaders at the department level as well as the entire organization. Therefore, the first step in developing reporting practices and dashboards is to ensure that people at all levels recognize that they are essential to the quality and cost-effectiveness of an organization and its competitiveness in the marketplace. We secured agreement from our department staff through a series of educational sessions on all six campuses. In these sessions, we talked about why we need such data and user-friendly systems. nine0003

3. Obtain the necessary financial resources

Prior to this project, Mayo Clinic also made significant investments and tried to develop a clinical registry infrastructure for the neurosurgery department. But significant additional investment was required to organize the data from the registry into a special panel that would help make decisions on business transactions and contracts with payers. The total investment, taking into account time, personnel and lost opportunities on other projects, was about $1.5 million over five years. nine0003

4. Express the required variables in numbers

According to our ideas, the neurosurgical practice database and control panel should allow a clear and informative visualization of operational indicators: the number of patients, results and relative value units (Relative Value Unit, RVU) ( it is used by the public health systems Medicare and Medicaid, as well as commercial insurers who use it to calculate the amount of compensation). Variables such as readmissions after surgery, complications, return to the operating room, mortality, length of stay in the hospital, and status at discharge were entered into the database for all patients who underwent neurosurgical procedures at the Mayo Clinic. The registry also included and visualized financial indicators, such as the total cost of the hospital and the costs of all neurosurgical hospitalizations. nine0003

The panel has become an important feedback mechanism for department heads on all campuses. She also helped them discuss efficiency issues and projects to improve quality and patient care with each other. (The current version of our dashboard allows the user to visualize metrics sorted by date, site, procedure type, and surgeon. You can also view the average cost for different categories of operations and compare costs across sites.)

Our idea was to create a “Balanced Scorecard”, the Balanced Scorecard proposed by Robert Kaplan, David Norton and others. Our team took on the challenge and saw that we could design a panel that was not too bulky and easy to use and that would provide insights into quality and efficiency.