When my husband and I first moved in together twenty-five years ago, we had a cobbled-together collection of furniture but no real couch for the living room of our tiny little row house. It would be the first thing we would buy together.
We’ve heard about the MARC commute, lower cost of living and the dive bars that make Baltimore a solid choice for people looking to live outside DC. Now the numbers back it up.
My closet is now one of my favorite rooms. I love the well organized rows, the hangers all at a certain angle.
I’ve been an organizer since I came out of the womb. It’s part of my DNA. It’s innate. It’s my sixth sense.
Sometimes a space gets overrun. It happens in everyone’s home at some point, even to the most organized of people.
Preparing your home to go on the market is an exhausting and emotional process. I’ve been there and done that. Five years ago I put my home on the market in 10 days time all with a 2 year old by my side. I weeded and mulched, sorted and packed and cried. It wasn’t pretty.
Earlier this year, Ingraham called on her prior experience and her natural organizational abilities to start Home Perspective, a business focusing on professional organizing, home staging and moving assistance.
University of Baltimore MFA student Mandy May considers the messes of her past, present, and future–she’s so darned charming about it, you’ll want to help her sweep them up.
I tore into the room my older sister, Tara, and I shared. I was already screaming—guttural not princess. There were pink gingham curtains and matching twin beds. My anger burned at the center of my breastplate. It was irrational and sudden and molten under my skin.
When Johns Hopkins unveiled its $1.1 billion addition a couple weeks ago, most of the focus was on the new buildings — their state-of-the-art equipment, colorful facades, and 1.6 million square feet of space. But opening a hospital is a very different undertaking than cutting the ribbon in front of a new mall. A hospital is full of patients — sometimes very sick ones — and they each have to be moved from the old structures to the new one. This turns out to be precisely the opposite of a simple task, and, as with everything in this new hospital, extreme care was taken to make sure the patient move happened in the best possible way. That meant, according to Robin Hunt, “running two hospitals simultaneously” for a couple days. Like we said: not a simple task.
Hunt organized, managed, and led the move of 271 patients over two days, a process that took three-plus years to plan. She consulted with representatives from each of the hospital’s departments, ran simulations, and figured out how to deal with critically ill patients. They built a precise schedule, laying out the timing for each aspect of the movement. Specially designated “emergency pull-off zones” were created along the routes, in case a patient being transported required immediate medical attention. The most critically ill patients were escorted by as many as five staff members, sometimes including a physician, nurse, respiratory therapist, and critical care transport staff. Right before the big day, Hunt and her team gathered a group of volunteers and students who acted as mock patients in a last-minute dress rehearsal. Each stand-in patient came complete with a patient profile and medical equipment, so the command center could get a sense of how the entire process would work. “The mock move definitely served its purpose,” Hunt says. The hospital decided to beef up communication between the command center and its transport team, providing radios so they could be in constant contact with anyone moving a patient. “We also learned that the building is massive,” Hunt said, and so transport teams got extra training so they’d always know for sure exactly where they were.