EVS Leaders Focus on Teambuilding and Morale

The EVS team at AMCSC is clearly driven by a singular, people-based mission: to nurture and develop talent. In fact, leadership will not hesitate to emphasize that the EVS position can be a potential launching pad for a fulfilling career within the greater healthcare system. This approach has fostered a culture of internal mobility, with employees eventually transitioning into roles in materials management, sterile processing, or even clinical positions like certified nursing assistant. 

Moffatt and Clark work hard to actively promote this culture of growth. Moffatt says she begins this conversation in the interview process, asking candidates about their career goals, and discussing the company's education assistance programs. The EVS team will also work closely with other department leaders to facilitate opportunities like job shadowing, and they strive to provide support for employees that want to pursue their own professional interests.  

“We’re all about developing our talent and helping our teammates grow into any position that they might see themselves,” says Petrauski. “EVS can be a great career, but it also can help someone get into any other career that they want in healthcare.”  

This commitment to professional development is a powerful retention tool, as it builds loyalty and ensures the organization retains high talent. The company's investment in its people is also evident in a willingness to provide support for life's challenges, such as helping employees with transportation or offering flexible schedules when needed. This approach creates an environment where people want to stay and contribute.  

A healthy workplace starts with healthy workers, and AMCSC has taken steps to get a jump-start on this, as well. To develop a well-rounded kickoff for each shift, Clark implemented a daily stretching program, a simple but effective practice that he brought with him from a previous role.  

Despite some initial balks, the team performs stretches together after their morning huddle, an initiative that has not only helped set a solid benchmark for the overall mood of the team, but has significantly reduced injuries related to lifting or back strain. Clark also notes the stretching program serves as a valuable engagement tool, bringing the team together and reinforcing a sense of camaraderie.   

Standardized, Consistent, and Collaborative 

The success of the EVS team at AMCSC ultimately lies in the fact its leadership team has a uniquely unified vision and deeply collaborative style — in conversation, the staff regularly fill in the blanks and supplement each other’s thoughts. Since experiencing a merger in 2018, the organization has taken steps to standardize its best practices into a comprehensive, global approach. This includes everything from the types of chemicals and equipment used to the various training and onboarding protocols. This standardization allows leaders to lean on each other for support and shared learning, and potentially even move between work sites with virtually no disruptions.  

As the vice president, Jose Feliciano plays a key role in fostering this collaborative spirit. He brings the leadership team together regularly for development sessions, emphasizing that they are “one big great team, no matter what site you’re at.”  

When leaders like Clark and Moffatt demonstrate support and dedication, their frontline teammates naturally gravitate toward that management style. The resulting ripple effects ensure the positive culture at the leadership level is reflected in the behavior of the entire team, and the results, as Feliciano points out, "speak for themselves."  

The 2025 award win is a testament to the organization’s top-down commitment. One of the key ingredients? “It would not be possible without high-caliber people and talent,” Feliciano explains. The AMCSC model demonstrates that by investing in a complete onboarding process, creating and genuinely offering clear pathways for professional growth, and creating a uniquely unified leadership approach, a facility can build an EVS team that not only excels in its day-to-day duties, but reached industry-leading standards. 

Feliciano notes the organization's focus on retaining talent has been a central strategy since the merger and has resulted in tangible improvements in retention rates. 

The success of leaders like Clark, who transitioned to a larger site, is another direct result of this focus. Clark's body of work at Sheboygan, supported by his team, elevated his own opportunities within the organization, showcasing that employee development is a practice with real-world outcomes. The organization doesn’t just see this as a destination, but a continuous cycle.  

Feliciano's desire to support the frontline team with everything from transportation issues to home support is exemplified in the deep-seated belief that demonstrating a level of genuine care resonates with employees.  

The sustained success of the team at AMCSC has lessons for virtually any facility manager. Unavoidably, the challenges presented by recruitment, retention, and growing public health expectations can be "daunting," insists Feliciano. But the team has shown that by implementing a holistic strategy that focuses on the human element, consistency is achievable. The takeaway is clear: sustainable success must rest on a foundation of engaged, well-supported, and consistently trained people who feel a sense of purpose and belonging. 

Jackson Silvanik is the Managing Editor of Facility Cleaning Decisions magazine.

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People, Process, and Purpose Lead to Award-Winning EVS