Frank Daniels Email and Phone Number

I manage all High-Level Disinfection and Sterilization processes for our $3.9B health system, executing administrative responsibilities and ensuring that all of my team members are fully trained and equipped to ensure patient safety. I strive to maintain an unrelenting focus on patient care and the continuous improvement of high-level disinfection for medical devices.➥ Manages, develops, and mentors a team of 100+ working across multiple locations. ➥ Seeks constant performance improvement, with recognition by Press Ganey and HR as a “Double Blue” Leader, scoring in Tier 1, as did the team, with scores of 80+. ➥ Oversees all supplies and medical devices with a focus on reducing overstock and expired products. ➥ Established and documented High-Level Disinfection policies and procedures. Actively maintains knowledge of all applicable state and federal laws and regulations. ➥ Fostered relationships with all departments, enhancing satisfaction with consistent, correct medical device reprocessing.

I managed all High-Level Disinfection processes for our $3.9B health system, executing administrative responsibilities and ensuring that all of my team members are fully trained and equipped to ensure patient safety. I strive to maintain an unrelenting focus on patient care and the continuous improvement of high-level disinfection for medical devices. ➥ Manages, develops, and mentors a team of 30+ working across 5 high-level disinfection rooms.➥ Seeks constant performance improvement, with recognition by Press Ganey and HR as a “Double Blue” Leader, scoring in Tier 1, as did the team, with scores of 80+. ➥ Oversees all supplies and medical devices with a focus on reducing overstock and expired products.➥ Established and documented High-Level Disinfection policies and procedures. Actively maintains knowledge of all applicable state and federal laws and regulations.➥ Fostered relationships with all departments, enhancing satisfaction with consistent, correct medical device reprocessing.

After implementing and overseeing unified, High-Level Disinfection training, I shifted to a strategic operational role specifically created so that I could continue the progress I had made. I managed the HLD department with an emphasis on process tracking – and the scope-scanning software that enabled critical tracing in the event of an issue. I directed the day-to-day functions of the facility, in compliance with federal, state, and local guidelines and regulations, to provide the highest degree of quality care to patients.➥ When Covid greatly reduced procedures –devices coming through for disinfection eventually dropping from 46K to 18K for the year – approached C-Suite/Supply Chain with the idea of using HLD’s UV sterilization to process N95 masks. Assisted with a white paper on the process, giving tours and a blueprint of the operation to other local hospitals. ➥ Served as a steadying force amid the health and job uncertainties presented by the pandemic, keeping the team intact – and deepening its value – with the ability to pivot and adapt. ➥ Maintained a High-Level Disinfection inventory averaging $1M+ annually. Worked across functions to plan, analyze, and evaluate the information for assigned services for High-Level Disinfection.➥ Ensured employees who handle scopes/probes comply with VCUHS policies, manufacturer's instructions, and professional organization guidelines for the cleaning/disinfection/sterilization of medical devices. Maintains all staff competencies.➥ Served as Laser Safety Officer, evaluating, monitoring, and enforcing the control of laser hazards in the facility.

Here I transformed a disjointed disinfection system – once flagged by the Joint Commission – into a healthcare model visited often by other institutions. I created one centralized room for the high-level disinfection of devices, establishing and implementing the new process for the VCU Health System. Unifying 36 disparate department disinfection practices into a safe, timely program, I ultimately elevated safety and efficiency for both patients and caregivers.➥Leveraged key exposure and expertise in leading a team of 24 in the specific disinfection processes of 152 different models of scopes, probes, and other equipment. Trained to ensure each technician could correctly process any of the 998 devices in circulation, mindful of the 2013 California deaths attributed to bacteria that entered through a scope. ➥Performed routine inspections to ensure the absence of bottlenecks and adherence to established procedures and policies.➥Monitored expense reports, zeroing in on effective ways to minimize costs, and executed two roles for two years.➥ Managed change and achieved buy-in, navigating departmental concerns that equipment ranging from $15K to $100K scopes would get lost in a centralized shuffle. Thoroughly explained the new process and showed resulting efficiencies to build trust with department leaders and physicians. ➥Maintained a professional posture of guidance, welcoming healthcare leaders who request visits, on an average of twice a month, to see and observe operations.

In this role, I led the provision of all biomedical equipment and crucial power access points for a new Critical Care Tower being built at VCU Medical Center. As a bridge between equipment vendors and hospital directors, I elicited needs, sent quotes to procurement, and managed hospital-wide functionality once the equipment was received. With an “Ask Frank” reputation for technical and decision-making excellence, I mentored technicians every day in prioritizing functionality and a satisfied end-user. ➥ Played a key role in managing an inventory of 30k+ medical devices for the complex, which includes the main campus hospital substantial enough for its own zip code. ➥ Evaluated physician equipment requests with acknowledgment of VCU’s desire to be on the cutting edge – and awareness of the ability of a sharp sales rep to inspire a doctor to not want to miss out. Effectively communicated with specialists and physicians, trusted to explain how comparable devices might better meet needs. ➥ Kept pace with new technology and the power recommendations and air exchanges needed to support it. ➥ Communicated monthly and quarterly goals to 18 biomedical technicians, conducting performance reviews for those indirect reports to improve clinical quality and department growth. Assisted with hiring and training.➥ Managed all alerts and recalls for medical devices. Addressed patient safety reports filed on medical equipment within the facility.➥ Maintained and edited the Medical Equipment Management Standards and the Medical Equipment Management Plan.

I was promoted regularly in the Clinical Engineering Department, from a Biomed I technician for generic hospital equipment, to Biomed II working on dialysis machines, to Biomed III attending to life support equipment. When I was elevated to Biomed Specialist, I was entrusted with the performance of artificial heart machines, managing preventative maintenance, daily checks, and round-the-clock issues. As the department’s youngest employee, I absorbed my training enthusiastically and was named the Cardiac Unit’s Employee of the Month.