Flash Fiegel, CHESP, CMIP, CMPS, T-CHEST, T-CSCT, TCNAAC

Experience

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  Commercial Building Maintenance CBM

  Aug 2004 - Jan 2007

  Operations Manager

  This was my first leadership position. I was promoted to operations manager in January of 2005. At this company, I first learned floor care cleaning methods and programs, as well as got exposure to team, zone, and crossover cleaning strategies. It was also here that I first had to work with a facility through a TJC or DOH accreditation visit. During this time, I managed 40 staff members through multiple jobs at multiple buildings. • Day to day operations and coordination; responsible for productivity measures • Employee development and evaluation based on company competencies • Inventory control and supply ordering • New account development; sales and cross division up-selling Show less

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  Oklahoma State Department

  Jan 2007 - Dec 2008

  Accountability Coordinator

  This has been my only non-Environmental Services or Facilities role in my professional career. I worked for 2 years monitoring paroled youths, released on probation with electronic monitoring. • I was promoted to a coordinator position after 3 months on the job. I was then responsible for managing Accountability Officers, as they performed monitoring duties. This largely consisted of scheduling, performance appraisals, inventory control, and employee accountability, while also filling in during staffing shortages• I operated as a liaison between paroled youths and case workers, informing case workers of movement, incidents, and any type of at-risk behavior; had to report on two suicides, a rape, and a murder case during my tenure Show less

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  Coverall Health-Based Cleaning System

  Dec 2008 - Nov 2011

  Oklahoma Regional Operations Manager of Environmental Services

  Oversee all contracts personnel, sales, and training/development for the facilities managed in the state of Oklahoma. Accounts consisted of all DaVita locations, all Fresenius locations, Oklahoma Spine Hospital, Diagnostic Laboratories of Oklahoma, and other clinics, outpatient surgery centers, and medical equipment supply companies. • Train all new franchise owners on policies and standard operating procedures, while working with them to develop a client base and ensure retention • Account placement and inspection, insuring the satisfaction of both the customer and the franchise owner, as well as resolving customer complaints • 2010: First Place Recipient – Highest Total Account Gain Award presented in the $10,000,000 market • 2010: Second Place Recipient – Excellence in Account Retention Award presented in the $10,000,000 market • 2009: First Place Recipient – Highest Percentage of Special Service Sales Award presented in the $10,000,000 market • 2009: First Place Recipient – Highest Percentage of Equipment Sales Award presented in the $10,000,000 market Show less

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  Sodexo

  Nov 2011 - Dec 2014

  Director III of EVS and Laundry

  Held three roles while with Sodexo. First at St. Anthony Hospital - Oklahoma City, then Oklahoma University Medical Center, and finally the account start-up of Kadlec Health System in Washington; also conducted project work in Tennessee. Responsible for Environmental Services and Laundry at all three locations; also managed Transport at St. Anthony. While at OUMC, I was responsible for 1.5 million square feet, a 10 million dollar budget, and 130 FTE's. While at Kadlec, I was responsible for 1,000,000 square feet, a 6.5 million dollar budget, and 85 FTE's. • Accepted position with St. Anthony knowing that the contract was on a 90-day notice to terminate at the time. Customer had serious concerns with quality, but was able to help make enough major improvement in a brief time, the termination notice was cancelled.• OU was in the process of unionizing upon arrival. In an effort not to lose momentum on work in progress, and to elicit staff buy-in, all schedules and assignments were preemptively created using a bidding system and staff input.• Kadlec was adopting the LEAN Production System and incorporating into their Planetree philosophy. Was able to introduce Standard Work into the department and assist with doing the same for other departments. Created visibility boards, control boards, and a daily management system for four departments. 5S’d all controlled workspaces, including the EVS and linen carts.• Resource stewardship, with intent to grow; expanding responsibility by finding cost savings through in-sourcing, outsourcing, contract negotiations, service level agreements, and ROI proposal writing. Productivity was a primary focus at Kadlec; through careful review of outsourced labor contracts, drafted ROI to illustrate the value of adding all clinics to the Sodexo contract Show less

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  Crothall Healthcare

  Jan 2015 - Apr 2016

  Senior Director IV of EVS, Laundry, and Transport

  Responsible for EVS, Laundry, and Transport at Lurie Children’s Hospital in downtown Chicago, and at University of Chicago Medical Center. Lurie was ranked as the 8th best Children’s hospital in the US, and UChicago Medicine was ranked as the 4th best university in the US at the time. At Lurie, I had responsibility for a 22 story tall/1.6 million square foot building plus offsite MOB’s, a 20 million dollar budget, and 130 employees. At UChicago Medicine, I had a shared responsibility for 5 million square feet, a 50 million dollar budget, and 450 FTE's.• UChicago Medicine was a Start-up account for Crothall. Asked to help lead this work, for an extremely demanding customer.• Moved cleanliness scores at Lurie from 69% upon arrival in the first quarter of 2015, to 81.6% upon departure. Also moved Housekeeper Courteous and Respectful scores from 84.5% to 89.5%. Both scores were the highest the hospital had ever seen.• Early in fourth quarter of 2015, division budget was projected to miss target for the year. Team was able to contribute over 100k back to bottom line through various cost cutting measures, allowing the division to meet budget by a narrow margin.• Executed numerous cost savings initiatives, centered around just-in-time ordering and product standardization. Huron evaluated the hospital’s efficiency, remarking on EVS’ smooth and meticulous inventory management; no recommendations offered for EVS.• Assisted with coordination, inventory, training, and supervision needed to make the 2015 Guinness World Record try for hospital handwashing at UChicago Medicine. Hospital was second place, with 96,898 recorded hand hygiene moments in a day.• Ran multiple projects in Missouri, South Dakota, and Virginia, including the Rapid City Medical Center Start-Up, which included fully unitizing the facilities, building duty lists, training, and establishing inventory controls.• Recipient of Division Award for Outstanding Patient Satisfaction Improvement in 2015. Show less

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  Sodexo

  Apr 2016 - Jan 2017

  Interim Area Director of EVS and Laundry

  Responsible for Environmental Services and Laundry in Wichita, KS, and Grand Junction, CO. The facilities in Grand Junction were part of the Intermountain Health “Start-Up” for Sodexo. I ran the Start-Up for those facilities. A total of 5 full sized hospitals, 2 freestanding ED’s, and 20 MOB’s, for a sum of 5.5 million square feet, a 33 million dollar budget, and 375 FTE's. • At the time I stepped in, the Wesley account in Wichita was running 25 FTEs over budget and had a $250,000 deficit for the year. I was able to eliminate expenses and standardize supplies and usage, eliminating the budget variance.• The Wesley account had gone without steady senior leadership for almost two years, which caused serious deficiencies to develop within the Sodexo program and a lapse in accountability. Reinstituted Sodexo programs, increased compliance with “Safety and Compliance” audits to 95%, and restructured the department around core assignment lists and schedules.• Patient throughput was customer’s top priority, particularly in the L&D units. Reduced month over month discharge turnaround times by an average of 4% per month for 9 months straight. Helped the hospitals reduce LOS in a meaningful way, as evidenced by daily bed placement reports, and monthly LOS reports (which we correlated against all DRGs and overall CMI).• Led all aspects of St. Mary Hospital and surrounding MOB’s Start-Up. Personally conducted room inventory and TRAKKAR database build, duty list building, and supply transitions. Provided oversight for staff training and communication boards. Show less

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  Lovelace Health System

  Feb 2017 - Mar 2020

  System Director of EVS, Laundry, and Transport

  Responsible for EVS, Laundry, and Transport within the New Mexico Lovelace division, which consists of 5 Lovelace Hospitals. A total of 2.4 million square feet, a 14 million dollar budget, and 150 FTE's.• Completely redesigned program from the ground up and created independent dashboards and reports, with significant impacts to key metrics.• Led patient satisfaction from 65.1% in 2016 fourth quarter to a fourth quarter finish in 2017 of 81.5%. Highest the Downtown hospital had ever performed for cleanliness. Sustained this performance during my tenure. EVS often had the highest performing Measure of any Individual Item/question during this time.• Successfully advocated for the addition of 7 FTEs mid fiscal year Downtown, adding multiple services previously not offered. Deployed a floor care program that previously did not exist and remained 60k under budget in 2017.• Actively participated in Division IP committee, correlating ATP data, and targeting the greatest training needs. Used hospitals’ antibiograms to assess priority organisms, to identify team education and tool needs. Reduced SIR from 1.423 to 0.710 over the course of a year and a half. Ongoing assessment of correlation vs causation allowed for further refinement in protocols.• Led the entire company (Ardent) in transition to new hand hygiene products. I conducted multiple trials, coordinated significant staff feedback, calculated ROI for each hospital, and coordinated with marketing for customized dispensers. Then proceeded to deploy hand hygiene monitoring technology.• Improved EVS and Laundry employee engagement scores over one and a half years, from 77% Engaged or Content to 100%; eliminated all Disengaged and Ambivalent responses.• Assisted in relaunching previously lacking Emergency Management and Environment of Care committees. Operated as Incident Commander for the July 2018 city wide exercise in Albuquerque.• Presented with the Leader of the Year Award from Lovelace Medical Center in 2017. Show less

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  CommonSpirit Health

  Mar 2020 - Oct 2024

  Promoted again, now with two roles. In this role, my primary responsibilities shifted to supporting the other 4 Region Directors in the System.• Provide regulatory direction to the team when faced with difficult surveyor questions, or legal challenges • Provide leadership training to new Region Directors, Market Directors, Directors, Managers, Supervisors, or those needing refresh training. • Conduct all product research and testing, as the system continues to leverage its size and scale to further standardize operations • Responsible for writing and updating System EVS and Laundry policies; also responsible for writing new, and updating old SOP’s • Completed development of new Unit of Service for EVS and received approval by corporate finance for use in tracking productivity. This UOS is unique, in that it incorporates many factors relevant to EVS, while maintaining a variable/flexible model.• Working closely with internal and external legal counsel as the chief EVS SME for regulatory concerns. Developed new online HazMat curriculum for System in collaboration with digital clinical education team members. Conducting Q&A’s and site assessments with Pharmacy, Laboratory, and Nursing leaders at every level.• Singular EVS partner with Supply Chain, conducting systemwide RFP for entire chemical and disinfectant formulary. Currently trialing products selected for final review.• Built EVS databases in proprietary software for sixteen outsourced hospitals in the organization’s newly formed Mountain Region, preparing for conversion to self-op. Provided on-site support and training to ensure smooth transition and efficient operations. Show less Promoted again, now with two roles. In this role I led EVS and Laundry operations in the newly designated Northwest Region. A new total of 5.5 million square feet, a 46 million dollar budget, and 500 FTE’s.• Successfully managed a CMS termination notice at one of the organization’s largest hospitals, with multiple EVS deficiencies listed. This flagship hospital was the last in CommonSpirit’s legacy divisions to outsource and manage EVS via local leadership.o Numerous patient lives lost as the result of an outbreak, resulting in immediate visits from the CDC, DOH, TJC, and CMS.o Assumed immediate responsibility for outsourced EVS contract, addressing multiple deficiencies and agencies' requirements. Then asked by hospital President to terminate the agreement while still under notice but continued to resolve deficiencies.o Led transition of 160 FTEs to self-operated model without support from Human Resources or Employee Health, amidst complete IT integration project, and still under notice. Minimal leaders available to help, and problematic language barriers.o Successfully resolved all EVS deficiencies and completed self-operation transition within 5 months.o Expanded the Hand Hygiene project scope, and introduced a pilot electronic monitoring system to help address other identified deficiencies. EVS had complete oversight of this project implementation.• Built fully functioning EVS website for Northwest Region, providing recruiting resources, EVS news articles, current initiatives, team structure, contact information and biographies. Incorporated the leadership team’s planned PTO and out-of-office dates and provided all EVS staff a skill map for growth opportunities.• Coordinated leadership handoff of hospitals previously under my purview, with all KPI metrics exceeding expectations at the time. Two of the four other Region leaders were my employees prior to their promotion, whom I mentored and recommended for the positions when the System restructured again. Show less Promoted, with responsibility over Environmental Services and Laundry operations across all forty-two hospitals in California, Oregon, and Washington. A new total of 14 million square feet, a 166.3 million dollar budget, and 1,900 FTE’s. • Led a multidisciplinary team to execute Hand Hygiene RFP; then directly assigned implementation strategy and design to me (per my request); proceeded to coordinate installation across 140 hospitals and 2,000+ clinics with identical hardware and custom branding.• Completed work on new proprietary CommonSpirit EVS software system, aligned to organization structure, with tiered provisioning system, and me as the sole administrator. Plans to add other administrators began to be discussed.• Completed EVS standardization of TeleTracking system and devices in Dignity Health. Proceeded to standardize EVS bed tracking functions and reporting across the rest of CommonSpirit in Epic.• Completed the largest healthcare linen RFP in US history, with KPI’s and textiles hand selected by me.• Assumed full responsibility for Laundry and Linen operations across the system, including operations and vendor selection.• Led efforts to develop and execute initiative to move EVS supply chain management under direct oversight.• Developed and executed EVS distribution RFP, resulting in streamlined ordering platform, with approval matrix run by EVS.• Successfully navigated two more waves of FTE reductions with numerous Unions and hospitals, resulting in minimal dips across Employee Engagement and Culture of Leadership metrics.• Came to agreeable terms with Unions amidst reduction conversations. Executing those terms required drastic interventions to meet aggressive timelines, such as building new staffing models and schedules for affected hospitals and staff members. Show less Responsible for all Environmental Services operations across twenty-two hospitals, from Southern California through the Bay Area. A total of 8 million square feet, a 77 million dollar budget, and 950 FTE’s. • Brand-new role within the organization, and first to occupy it. First day of work was 1 week after Covid-19 shutdowns across the US.• Supported hospitals through major challenges during Covid, including supply chain shortages, infection prevention process modifications, and FTE reductions.• Largely led through influence during first year, due to organization structural changes, internal politics, and competing priorities with the pandemic.• Paved the way for direct line reporting structure and began implementing the new “CommonSpirit EVS Program.”• Designed the new EVS Corporate Dashboard, used to report all KPI performance. Worked with VP to determine appropriate KPI’s, then developed criteria and targets. Proceeded to design new SLA model, and list leader expectations for all the above.• Began designing a new proprietary CommonSpirit EVS software system, to manage all staffing models, quality assurance programs, and training.• Assigned as the point person from EVS to standardize the bed tracking systems within Dignity Health.• Began the largest healthcare linen RFP ever conducted in the US with four colleagues. Show less

  • System Director of EVS and Laundry Compliance, Research, Training & Development

    Nov 2023 - Oct 2024

  • Northwest Region Director of Environmental Services, Laundry and Linen

    Nov 2023 - Sept 2024

  • Multi-Divisional Director of EVS, Laundry & Linen - California, Oregon, & Washington

    Sept 2022 - Nov 2023

  • Division Director of EVS - Southern California & San Francisco Bay Area

    Mar 2020 - Sept 2022