1. Vonzell H. Batchelder
800 Nasa Pkwy. Apt 249
Home Phone (832)-932-5448
Cellular (817)-863-7278
zellbatchelder@gmail.com
vonzell.batchelder@sodexo.com
Profile
Skilled professional in Environmental Services for the past twenty years, with an emphasis on building
relationships with Administration and other Department Heads. Objectives set forth in most operations
included, stabilizing staffing, consistency in work schedules, redesign of linen delivery methods, and
client to review the same.
Professional Synopsis
Sodexo
Interim Director June 2016 to August 2016
Currently serving as the Interim Director at Methodist hospital in San Antonio, Tx. The property
consist of two hospitals, an Adult Acute care hospital consisting of 900 beds and or rooms and a
Children’s hospital which houses another 200 beds and or rooms. Direct reports consist of seven
Managers, three supervisors, three lead personnel, and an Administrative Assistant.
Accomplishments:
Successfully passed and completed the CMS inspection while serving at Methodist hospital July 20,
2016. Supported the FNS department which had several issues centering on cleaning of the kitchen
and cafeteria. Projects included floor refinishing, deploying of temporary staffing for wall
washing, dusting, and furnishing the department with EVS equipment as well.
Terminal Cleaning Log:
Implemented a successful program while working with the IP department in developing a system for
Monitoring the terminal cleaning of a number of OR areas, to include Labor and Delivery, GI Lab,
CVOR, Bronc Room. Log itself validated terminal cleaning was done, collected, scanned, and
maintained on a shared drive for review.
Employee Retention:
Held three job fairs with the assistance of Human Resources and help take the EVS department from
twenty five plus vacancies down to only three vacancies over a 90 day period. Implemented
scheduling system so that all staff worked every other weekend and every other holiday. Prior to this
people worked various schedules causing unrest within the department.
Operations Manager III Aug. 2015 June 2016
Currently, serving as a resource for several clients within the State of Texas. Primary responsibility is
to review current client satisfaction scores, and implement strategies with the General Manager, and
Management Team to increase patient satisfaction. Using AIDET principles, conducting patient
interviews, surveys, with the development of spread sheets with tracking metrics to be communicated
to Administration. Assist the General Manager with training methods, onboarding procedures, and
work with Human Resources on keeping staffing levels consistent, related to the client agreement.
Clients served in the Gulf Coast division include: Methodist Hospital in San Antonio, Plano Hospital
in Plano, Tx. Clear Lake Regional Medical Center, Webster Texas.

2. Director of Environmental Services: Oct. 2014 –Aug. 2015
Assigned to Clear Lake Medical Center, responsible for the program implementation designed by
Sodexo, for the successful functioning of the ES department. Role changed in August of this year
and currently operating as a Support Ops. Manager III for the Houston area. Accounts served vary
throughout the areas of San Antonio, Plano, St. Louis Mo. of which the ability to travel is a must.
Primary responsibility is to advise accounts on the direction needed for achieving success for the
clients we serve.
Healthcare Services Group: Jan. 2014- Oct. 2014
Account Manager over-seeing the day to day operations related to Environmental Services and the
Laundry / Linen department, within a large Nursing home. In this role I interviewed, hired, trained,
And worked in various positions between the two departments.
St. Mary’s of Michigan June 2005 –May 2013
Director of Environmental Services: Responsible for implementing policies and procedures for
the environmental service department.
 Train & educate staff on policy and procedures that focus on TouchPoint cores and values.
 Train housekeeping staff on cleaning processes and safety procedures and awareness.
 Train floor techs on performing tasks such as, stripping, top scrubbing and recoating floors.
 Train directors and managers on operating a budget.
 Train directors and managers on payroll.
 Analyze and complete equipment assessments at different accounts.
 Implement on/off work schedule for staff.
 Perform background checks for employees and future hires.
 Develop and implement action plans for each facility and follow-up to ensure that plans are executed.
 Develop and implement dutylists for each associate.
 Develop and implement position control summaryfor department.
 Work with infection control to ensure safety of the products used by housekeeping.
Aramark, Pontiac School District February 2003 – June 2005
Operations Manager: Responsible for planning, organizing and developing of the overall operations for a
diverse group of school buildings, which included two High Schools, four middles Schools and 10 elementary
schools. Directed Building Engineers, and EVS employees to maintain the highest possible standards to
provide the best customer service and cleanliness of the schools.
 Develop a stable, competent work force and encourage personal growth of all personnel through periodic
evaluations and reviews, while working in a unionized environment.
 Inspect cleanliness of educational facility, sanitation and infection control and took corrective action where
necessary.
 Prepare daily work schedules and maintain adequate staffing.
 Delegate tasks and projects. Follow-up & follow-thru to ensure completions.
 Train and educate 115 unionized employees on chemical ratios & dilution rates and equipment.
 Assist director with budget decisions for the department as well as P&L reports.
 Work with different school principles to maintain the cleanliness of the facility.
 Hiring and coaching of staff employees.

3. Aramark Servicemaster/ University ofDetroit Mercy April 2000 to April 2003
Director of Environmental Services:
Responsible for the daily operation of housekeeping functions on a college campus
 Hiring and training of employees on housekeeping operations.
 Responsible for reducing customer complaints by 3% within 3 months.
 P&L responsibilities for $500,000 account.
 Increased profit by 2% within 3 months.
 Maintain adequate staffing levels
 Reduced employee turnover by 1%
 No employee accident during April 2000-January 2003.
 Provided personalized service and exceptional level of expertise for customers.
Achievements Overview
Implemented monthly one-on-one sessions and employee recognition programs with staff to reduce
employee turnover. Implemented safety committees, monthly employee meetings with staff
informing them of any and all changes operationally within the department.
Achievements
 Increase Bed Turnaround times
 Increased Press Ganey scores by 5%
 Reduced Inventory levels and supply cost.
 Maintained fiscal year budget without having to
reduce employees.
 Reduced employee turnover by 3% within the year
Education
Associate of Arts Degree November 2011
University of Phoenix
Contract Management Assignments
University of Chicago Hospitals and Clinics, Chicago Illinois
Rush Presbyterian St. Lukes Hospital, Chicago Ill.
Sinai Grace Hospital, Detroit Michigan.
Flint Osteopathic Hospital, Flint Michigan
Research Medical Center, Kansas City MO.