SPEAKERS
What’s Your MVP? Leadership Lessons from the Coach who Inspired Ted Lasso
Donnie Campbell
If the word “believe” resonates with you, it means that you are probably a diehard fan of the hit series Ted Lasso, which portrays a football coach from Kansas who is hired to be the head coach of the English Premier Soccer Leagues AFC Richmond. But did you know that there was a real inspiration behind this award-winning show?
Coach Donnie Campbell is a math teacher and a high school basketball coach from Kansas who was plucked out of obscurity when Jason Sudeikis, the American actor and star of the 5-time Emmy Award winning show, revealed to Stephen Colbert on the late show that Campbell was in part the impetus for the lead character he plays with such wit and wisdom. It was back in the late 1990’s when Jason played basketball at Shawnee Mission West and Donnie was his coach. Little did Campbell know that all of the pearls of wisdom he was dropping on Jason and the team would appear years later and make an indelible impression on millions around the world.
Today, Campbell has been busy making appearances on local and national television including ABC’s Good Morning America and NBC’s The Today Show. In addition to teaching, he is now speaking to organizations and companies about leadership and specifically, how important it is to instill strong values in the people you work with. He credits his leadership skills to his always positive attitude and to his mentors that prepared him for success both in the classroom and as a coach.
Campbell graduated from Lyons high school in 1980 and attended Kansas State University on a football scholarship and played basketball his freshman year. For the past 36 years, he has coached and taught math, but more importantly he has been building the confidence and character of the young men and women who have played for him.
Abstract
Coach Donnie Campbell is not just an inspirational coach, but also in part, the impetus for the wise and ever so cheerful lead character of the Emmy Award Winning show, Ted Lasso. His colorful keynote provides valuable leadership lessons that can be seen on the court, but more importantly applied in the workplace.
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At a time when embracing your uniqueness is a rare quality, he shows how to define your core values while forming your mission, values and plan.
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This one-of-a-kind keynote is a real treat for the audience as it combines heartfelt storytelling with specific lessons in leadership that are just as successful on the basketball court as they are when applied in the real world. Donnie weaves together his personal stories of inspiration with tactical take-aways that are more than applicable and welcomed in today's challenging environment.
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Donnie’s presentation hits on the following leadership principles and more:
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Believe: In a world that seems to be defeating each person in some way, that there is a reason that people are attracted to kindness and good.
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MVP: You are your own most "valuable" player - but it's important to know your MVP - (mission/values/plan) as it builds the foundation for everything else.
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Motivation and Mentoring: if you are open to it, mentors can provide some of the most meaningful lessons, ones that you will carry with you for years (Donnie shares the invaluable advice he learned from others, how he still carries the knowledge with him today and uses it to motivate his players)
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Leadership: You continue to learn when you have a leader and then you learn even more when you become one
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Confidence: A simple premise in theory, but it really has many layers - Donnie shares how to build it in yourself and others
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Know Your Why: When you are a great leader and you are clear on your “why” - the rest will take care of itself and you will get results beyond what you ever imagined.
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Success: Many ways to define success - but it all boils down to how you define it and what matters to you.
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Note: Throughout his presentation, there are several quick references to the Ted Lasso show and how Donnie feels about being the inspiration for the show.
Building Secure Healthcare Facilities: Strategies for Designing in Security and Designing out Violence
Drew Neckar - Principal Consultant, COSECURE Enterprise Risk Solutions
Drew served in senior security executive roles in the healthcare and higher education industries including serving as a Regional Director for Mayo Clinic and the as the Chief Security Officer for ECMC Group.
In 2018 Drew stepped away from in house security management roles to devote himself full time to consulting and opened Security Advisors Consulting Group, a consulting firm concentrating on security management and forensic security consulting. After growing Security Advisors Consulting Group to include six additional consultants and serve clients throughout the US and internationally Security Advisors was acquired by a larger consulting firm, COSECURE Enterprise Risk Solutions. Drew now serves as the Principal Consultant for COSECURE working to grow their brand and expand their operations to assist an even wider array of clients.
In addition to his experience leading and coaching security programs, Drew holds an MBA with a focus on international business, maintains a number of industry certifications, and serves in volunteer leadership roles including as a member of the International Association of Professional Security Consultants’ Board of Directors, a member of the International Association of Healthcare Security and Safety’s Council on Guidelines, and ASIS International's Professional Standards Board.
Mike Coplen - Director, Security & SafetyCentra, Care Health System
Mike has decades’ of experience in healthcare Security, serving as the senior most security leader for two separate health systems, building security and workplace violence prevention programs for healthcare organizations ranging from large urban trauma centers to rural critical access hospitals and health clinics.
He is also recognized as an expert in the healthcare security industry having presented on healthcare security and workplace violence prevention related topics at conferences both in the US and internationally. He has also served in volunteer leadership roles with several healthcare security specific organizations holding positions including the President of the Minnesota Association of Healthcare Security and Safety, and the Chapter Chair of the International Association of Healthcare Security and Safety's Upper Midwest Chapter and a Charter Member of Minnesota Hospital Association / Minnesota Department of Health: Healthcare and Law Enforcement Collaboration Working Group.
Gordy Howie - Regional Chair - Facilities & Support Services, Mayo Clinic
Gordon (Gordy) Howie is the Regional Chair - Facilities & Support Services for Mayo Clinic Health System in Northwest Wisconsin and is based out of Eau Claire. Gordy is a candidate for the American Society for Healthcare Engineering (ASHE) President position. Gordy earned a Bachelor of Science degree in Industrial Technology/Plant Engineering from the University of Wisconsin - Stout and a Master of Science degree in Project Management from the University of Alaska - Anchorage. He is a Certified Healthcare Facilities Manager, Certified Healthcare Constructor, and is a Past President of the Wisconsin Healthcare Engineering Association State Board. He is an active ASHE member, currently serving as the Region 6 Advisory Board Member. He has served on the Region 6 Conference Planning Committee for the past six years and served on the Region 6 Nominating Committee. With 26 years of facilities management and leadership experience, Gordy has successfully lead teams in the U.S. Army and Army National Guard, hotel industry, and in healthcare. Before transitioning to healthcare, he served as a leader in Property Operations for Hilton Hotels in Washington, D.C., Pittsburgh, Anaheim, and Anchorage. Gordy spent six years as a Facilities Director for Mayo Clinic Health System and the past seven years as Regional Director of Facilities & Construction. He has responsibility for facilities maintenance, construction and project management, environmental services, emergency management, safety, and the Environment of Care for five hospitals, 12 clinics, and two outpatient dialysis clinics.
Abstract
Workplace violence and assaults on staff have always been a major concern for healthcare organizations, but the increasing frequency of these events during and after the pandemic has prompted action by accrediting and state and federal regulatory agencies, driving standards and regulations that have a significant impact on how we design the healthcare environment. Often the focus of building in violence prevention is in meeting healthcare accreditation requirements. However, there are other authorities that have influence and standards requirement that must be followed. Safety of patients, visitors, and staff should be the ultimate goal.
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The panel of security and construction practitioners and a consultant will discuss the current state of regulatory guidance and accreditation requirements related to violence prevention and how they effect your built environment, as well as existing best practices in environmental design to help reduce violence risk, and how to integrate these best practice & compliance elements into your construction and remodeling processes. They will also illustrate these best practices through use of real life examples for their own and other organizations.
Learning Objectives
This session will enable attendees to:
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Understand the current state of workplace violence prevention related physical design requirements as driven by accreditation and regulatory agencies.
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Identify best practices and tool kits that are in use at other organizations to help in designing a violence free environment.
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Take away actionable suggestions on how these requirements and best practices can be successfully integrated into your project management processes for construction and remodeling projects at your organization.
Jonathan Fanning - CEO and Founder, Who are you BECOMING Institute
Jonathan Fanning is a leadership development expert, internationally acclaimed speaker, entrepreneur, soccer coach and dad. He has written several books, including Who are you BECOMING?, Creativity Unleashed! and I Once Was Lost. Jonathan was voted best speaker at a TEDx Conference and has inspired and challenged audiences with his message in 49 states and on 3 continents. After a traumatic car accident provided a much-needed wake-up call, Jonathan knew it was time to make some serious changes. Since then, he’s shared his gift of combining story-telling, humor, emotion, and tough questions to help audiences discover practical game-changers for their work and lives. Audiences include Mars Chocolate, Mercedes-Benz, McDonald's, Churches, Schools, Parenting Groups, Alvin Ailey, the American Hospital Association, all branches of the US Military and the Fire Department of New York.
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Jonathan Fanning has also built several successful businesses, including the Who are you BECOMING Institute, a national children’s fitness franchise and Entrepreneur Adventure, designed to help young people truly experience the emotions, challenges, freedoms, and responsibilities of business start-up and ownership.
Abstract
Can creativity be taught, learned, developed, coached, intentionally strengthened? Based on 2 decades of research into world-class innovators, we found 5 practical strategies and a blueprint for unleashing creativity. Are you ready? Jonathan’s TED Talk on this topic won the best speaker of the conference. We’ll explore game-changers, including: “Einstein’s Hour”, “Wilber’s Sensible Piece of Paper” and the “Innovator’s Equation.” Inspiring and transformational! Attendees will walk away with practical tools and game-changers to unleash creativity in their hiring, employee engagement, customer experience, financial strategies and leadership.
“Jonathan opened my eyes with his ‘Innovator’s Equation’ - that concept will disrupt the way we run our businesses!”
(Jeff Hyatt, CEO Hyatt Family Facilities)
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Learning Objectives
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​Explore the “Innovator’s Equation”, a paradigm-shifting framework for intentional and strategic innovation.
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Get a fresh and energizing perspective on hiring, engagement, budgets, meetings and culture with “Einstein’s Hour” – a 180° shift in how we typically approach problems, including "how to get the garden to weed itself!"
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Learn and apply what Wilbur Wright called the "Sensible Piece of Paper" - the catalyst for innovating in your culture before you leave the conference.
Jonathan Flannery, MHSA, CHFM, FACHE, FASHE - Senior Associate Director, ASHE Regulatory Affairs, American Society for Health Care Engineering of the American Hospital Association
As the Senior Associate Director, ASHE Regulatory Affairs of the American Society for Health Care Engineering of the American Hospital Association, Jonathan manages ASHE’s advocacy relations to federal agencies and code development organizations that affect the healthcare physical environment. Jonathan provides testimony, engages in deliberation, and develops public comments on proposed regulations to the benefit of ASHE and AHA members. Jonathan currently serves as a voting member of ASHRAE SSPC 241, 514 and 170, Chair of the G43 Work Group, voting member of NFPA 90A & B and the ICC Committee on Health Care. Jonathan has over 36 years of health care engineering experience and has served as ASHE faculty teaching national programs on healthcare construction, managing life safety, fundamentals of healthcare engineering and has presented at national conferences in relation to the physical environment. Jonathan is a certified health care facility manager, has a master’s in health systems administration and fellow status with ASHE and ACHE.
Mark Mochel, MBA, CHFM, SASHE, ACABE - Strategic Account Executive, Brightly, A Siemens Company
Mark Mochel, MBA, CHFM, SASHE, ACABE is currently a Strategic Account Executive at Brightly, A Siemens Company. Before joining Brightly, he was a Co-Founder and Senior Vice President at Facility Health Inc., where he was instrumental in introducing new infrastructure investment solutions and benchmarking capabilities to the healthcare industry. Mark has a bachelor’s degree in mechanical engineering from Purdue University, an MBA from The University of Michigan, and has held executive leadership roles in multiple industries, providing a unique perspective on the challenges facing healthcare facility management today. As an advocate for increased infrastructure investment in our industry, and a member of the ASHE National Advisory Board, Mark is passionate about sharing his experience with all who serve and are served through the environment of care.
Abstract
Health care organizations continually face pressure to manage expenses and improve operating margins while meeting the growing demands of the communities they serve. Traditionally, those demands are driven by community growth, demographic shifts, anticipated census increases and/or changing service line complexity in various markets or regions.
In addition to these top-line metrics, health care organizations also may consider the need to harden facilities against natural disasters and cybersecurity threats, improve energy efficiency, reduce carbon emissions and reimagine the role of the facility itself.
In some cases, these considerations are discretionary, while in others, they may be mandatory due to legislative or regulatory activity. Regardless of the reason, it is imperative that health care organizations regularly conduct master planning exercises to help guide and forecast overall long-term strategic investment needs.
In parallel to this focus on the future, existing infrastructure continues to age. Deferred maintenance statistics show that a significant number of hospitals in the United States, and the mechanical, electrical and plumbing (MEP) assets required to safely operate them, have exceeded their expected useful lives and should be considered for replacement, especially when they are no longer supported by the manufacturer.
The data further suggests that without intervention, this aging trend will continue well into the next decade, potentially creating a perfect storm of conflicting financial priorities that will challenge health care facilities for years.
Infrastructure investment metrics may be included in master planning efforts by individual hospitals or health systems but not always, and rarely in a standardized manner. In the most extreme examples, organizations may concentrate heavily on architectural planning projects that focus exclusively on top-line growth, with only cursory inclusion of existing repair and replacement needs.
Meanwhile, the state of the existing infrastructure, even if determined to be adequate to sustain the program at the time of planning, may be one of the largest variables impacting the financial success of long-term growth plans for the organization. Consequently, it is important to include all relevant facility condition and infrastructure costs into master planning activities.
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Learning Objectives
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​Define master planning metrics and objectives and understand the importance of including existing infrastructure information throughout the process.
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Present national benchmark data to better understand deferred maintenance trends to highlight key risk factors that may impact master planning results.
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Compare infrastructure metrics, highlighting trends by asset and system type, introducing a risk and criticality framework that may be used to redefine the capital planning narrative.
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Provide a defined asset-driven framework for facility business planning and demonstrate how operational data can be used to support strategic master planning.
Lars Larson - Architect, BWBR
Roger ‘Lars’ Larson is a licensed architect in the State of Minnesota with 36 years of experience of various architectural project types which includes health care, detention, hazardous materials, science and technology, and education.
At BWBR, he is an Associate Principal Specializing in Codes and Regulations, he has presented at many local, state, regional, and national healthcare conferences. Lars, as he likes to go by, has participated in state amendment committees for both the International Building Code and International Fire Code. He is a member of WHEA's Code Committee as of fall 2026.
Lars is known for his ability to work with Authorities Having Jurisdiction (AHJ) to facilitate the right results. Not what is what is typically done.
Jerry Norman - Building Official, City of Rochester Minnesota
Jerry Norman serves as the Manager of Plan Review & Permit Services within the Community Development Department for the City of Rochester, Minnesota. In this capacity, he oversees building safety, code compliance, and permitting processes for residential and commercial projects. He is also actively involved in policy development and modernization of inspection practices, including the adoption of virtual inspections and drone technology for compliance verification.
Jerry is a certified building official and an active member of technical advisory groups for Minnesota building codes. He represents Rochester in statewide discussions on commercial building code updates and compliance standards.
Abstract
Healthcare facilities—urban and rural alike—face a persistent challenge: how to protect patients, staff, and visitors from harm while adhering to regulatory frameworks that prioritize fire life safety and free egress.
For behavioral health, memory care, and other secure environments, this mandate often conflicts with the need to prevent elopement, self-harm, or external threats.
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This session explores the complex intersection of code compliance and protective intent, examining how regulations like NFPA and IBC can inadvertently hinder safety goals. It will present strategies for reconciling these priorities through performance-based design, delayed egress systems, compartmentalization, and enhanced staff visibility.
Attendees will gain insight into how evolving guidelines and collaborative engagement with Authorities Having Jurisdiction (AHJs) can support more nuanced, context-sensitive solutions. To ground these concepts in real-world practice, the session will feature design examples and testimonies from security managers and healthcare providers, offering firsthand perspectives on the challenges and successes of implementing safety-conscious, code-compliant environments. By reframing safety as a holistic design imperative—rather than a binary between fire protection and security—this presentation offers a path forward for facilities seeking to meet both regulatory and therapeutic needs without compromise.
Learning Objectives
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Identify the core conflicts between fire life safety codes and the need for protective design in behavioral health and secure healthcare environments.
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Evaluate strategies such as delayed egress, compartmentalization, and staff visibility that help reconcile code compliance with safety and security goals.
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Interpret evolving regulatory guidelines and understand how performance-based design approaches can be used to meet both safety and therapeutic needs.
Mark Bradby, PE - Mechanical Practice Lead, LEO A DALY
Mark Bradby, PE, is LEO A DALY’s mechanical engineering lead with 25 years of experience in the construction industry, specializing in high-performance systems and project management that enhances environmental sustainability. He holds a Bachelor of Science in Engineering from Brunel University and is a Registered Professional Engineer in 23 states including Minnesota, Colorado, and Wisconsin. Mark’s expertise encompasses project management, environmental sustainability, cost optimization, and high-performance buildings, enabling him to effectively oversee and implement meaningful projects that set benchmarks for sustainable construction. His dedication to creating impactful, real-world solutions underscores his commitment to advancing sustainable construction practices.
Kim Cowman, MBA, CHFM - Engineering Director, LEO A DALY
Danielle M. Gathje, MBA, CHFM, currently holds the position of Vice President of Hospital Operations at St. John’s Hospital, part of MHealth Fairview. She is responsible for overseeing operations for ancillary and support matrixed departments within the hospital. Previously, she served as the Director of Plant Operations for St. Joseph’s, St. John’s, and Woodwinds Hospitals part of Fairview Health Services. She has also held roles as in emergency management and employee safety.
Danielle has her Bachelors of Science degree from University of Wisconsin-Stevens Point. She received her Certified Healthcare Facility Manager (CHFM) certification through the American Hospital Association in July 2015. She received her MBA degree from the University of St. Thomas May 2022. She also currently serves as the American Society for Health Care Engineering (ASHE) Region 6 Advisory Board member.
Daniel Yudchitz, AIA, NCARB, LEED AP - Design Director, LEO A DALY
Daniel Yudchitz, AIA, NCARB, LEED AP is a design director at LEO A DALY with over 22 years of experience. He holds a Master of Architecture from the University of Minnesota and a Bachelor of Fine Arts in Art/Industrial Design from the University of Wisconsin-Stout. Known for his collaborative approach, Dan believes that good design reinforces the client’s mission, enhances perception, and improves operations. He excels at facilitating visioning sessions and integrating user and stakeholder input into creative design solutions. His leadership style emphasizes open communication, consensus-building, fiscal responsibility, and community impact.
Abstract
We believe any structure can have value and attract reinvestment, “if the bones are right”. Through case studies we will illustrate that our everyday buildings can be transformed into high-performance facilities that support modern uses, advance our culture, and our environmental goals. A revolution in reuse addresses our dollars, our relationships, and our climate. We seek not just to reuse but to Transform elevate the human experience through design.
Adaptive reuse in the context of healthcare facilities involves the innovative transformation of existing structures not originally designed as healthcare facilities into modern, functional healthcare spaces. This approach combines sustainability, resourcefulness, and preservation to create facilities that meet the evolving needs of healthcare while leveraging communities existing building stock and respecting the value of reuse.
In this session, the LEO A DALY team will draw from multiple projects and focus on three case studies:
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The Veterans Hospital in Tulsa, which reimagined a 50-year-old existing office building into a modern inpatient VA hospital.
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The VA Tomah Outpatient Mental Health Clinic, which converted an outdated inpatient facility into a clinic that provides a variety of mental health services.
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The Anoka-Ramsey Community College School of Nursing’s adaptation from classroom spaces into a hands-on training facility.
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The discussion will include the evaluation process that led to the decision to reuse an existing building versus build new. The team will share their experience in addressing the challenges associated with including new vertical circulation elements, seismic bracing, new entrance lobbies, and MEP infrastructure replacement resulting in a sustainable design that reduces overall carbon, contributes to the community, and provides needed capacity. The audience will leave informed of what considerations to make when evaluating if a building is suitable for re-use and what challenges they may encounter.
Adaptive reuse for healthcare facilities embodies a forward-thinking approach to healthcare infrastructure development. By embracing the past, we can build a more sustainable, cost-effective, and patient-centered future for healthcare, fostering healthier communities and preserving our architectural and historical heritage.
Learning Objectives
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Explain the Principles of Adaptive Reuse in Healthcare
Participants will gain foundational knowledge of adaptive reuse. They will explore how it differs from new construction and why it is a valuable strategy for modern healthcare systems, particularly in terms of sustainability, heritage preservation, and resource efficiency. -
Evaluate the Environmental, Economic, and Community Impact
Attendees will learn how to assess the environmental and financial benefits of adaptive reuse, including reduced carbon impact, cost savings, and integration into the surrounding community. -
Apply Adaptive Reuse Strategies in Real-World Healthcare Planning
Attendees will be equipped with practical knowledge to apply adaptive reuse principles in healthcare facility development. They will understand how to assess existing structures, address design and engineering challenges, and transform aging buildings into patient-centric, high-performing environments.
Ryan Hunwardsen, ASSE 6060 - Mechanical Engineer, HGA Architects and Engineers
Ryan is a Mechanical Engineer with HGA. He has led the design of numerous, complex healthcare projects from concept through construction for facilities across the country. Specializing in plumbing and medical gas infrastructure for healthcare campuses and facilities, Ryan works with clients to understand code compliance, sustainability, infection control, and resilient system design.
Megan Zak, PE - Project Manager, HGA Architects and Engineers
Megan is an Engineering Project Manager with HGA. Proficient across all project stages, from initial concept design to overseeing construction execution, Megan excels as a collaborative problem-solver, adept at forging strong client and project team relationships to fulfill project objectives. With a dedication to integrating energy-efficient systems, Megan is deeply committed to supporting clients in achieving sustainability objectives, particularly within the healthcare domain. This emphasis on Megan’s experience underscores her capacity to leverage engineering skills to tackle healthcare challenges while championing environmental sustainability.
Abstract
Reliability and resilience are essential for health care facilities to deliver safe, continuous patient care. National benchmark data shows that over half of health care infrastructure systems have exceeded their expected useful life, highlighting a growing need for comprehensive evaluation of building systems. While many facility teams may be aware that they have deficiencies in equipment or aging infrastructure, they often struggle to quantify the issues and provide the required solution needed. A Facility Conditions Assessment (FCA) provides a structured, data-driven process to evaluate the physical state of facilities, enabling organizations to identify deficiencies, guide preventive maintenance, and support long-term capital planning.
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This presentation will demonstrate how a FCA helps organizations minimize operational risks, uphold regulatory compliance, and strategically prioritize investments in response to aging infrastructure. Attendees will gain practical insights through real-world examples of assessments completed for clients, showcasing proven approaches and measurable outcomes. By highlighting the value of FCAs, this session aims to empower health care leaders and facility managers to enhance safety, operational efficiency, and sustainability within their facilities.
Learning Objectives
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Understand what a Facility Condition Assessment is and how it is implemented.
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Review FCAs done for other facilities to understand how an assessment can provide quantitative data for facility teams and leadership.
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Understand how a FCA can lead to more structured discussions around facility infrastructure and better equip teams to discuss funding allocations.
Walker Golubiff - Facilities Manager, Mayo Clinic Health System
Walker Golubiff is the Facilities Manager for Mayo Clinic Health System Red Cedar. His primary responsibility is overseeing facility operations for the Critical Access Hospital in Menomonie, WI and outpatient clinic in Glenwood City, WI.
Walker earned his Bachelor of Art degree in Business Administration and Management from the University of Wisconsin – Eau Claire and earned a technical diploma in Electrical Maintenance from Chippewa Valley Technical College. He is a Certified Healthcare Facilities Manager (CHFM) and serves as Vice President for WHEA Chapter V.
Morgan Weiss - Program Manager - Staff Safety, Mayo Clinic Health System
Abstract
This session highlights key lessons learned from a Lockout/Tagout (LOTO) issue identified at the Menomonie, WI campus and how it reshaped our approach to confined space and energy-control safety across multiple facilities. The event made one thing clear: many Confined Space and LOTO gaps happen because staff assume the task is safe, not due to intentional noncompliance. Those assumptions—combined with inconsistent processes between sites—created variations in how equipment was de-energized, documented, and verified.
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Learning Objectives​
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Many Confined Spaces and LOTO issues happen because people assume something is safe - not by intentional noncompliance.
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Without a standardized process, programs fall apart across multiple sites.
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The most impactful improvements come from field engagement, not policies.
David C. Meyers, AIA, CxA, PMP, LEED AP - Director of Commissioning, Burns & McDonnell Engineering Company, Inc.
For nearly three decades, David C. Meyers has been at the forefront of helping deliver complex facilities that operate as intended to support research, healthcare and other mission critical activities.. As an architect, project manager, and certified commissioning authority, he brings a rare, multi-discipline perspective to the challenges of facility design, construction, and long-term operations.
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In his role as Director of Commissioning for Burns & McDonnell, David leads a team recognized by Consulting-Specifying Engineer as the 2025 Number 2 Commissioning Giant. His knowledge and experience has guided the commissioning of over $19 billion in new projects over the last decade alone. Furthermore, his leadership in retro-commissioning has resulted in over $5 billion in energy improvement projects, helping organizations achieve significant cost savings and sustainability goals.
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David has shared his industry knowledge in presentations for organizations such as the DOE Energy Exchange, ASHRAE Technical Conference, National Institute of Building Sciences (NIBS) Conference, and the National Conference on Building Commissioning (NCBC), David is passionate about sharing practical strategies that empower facility owners to achieve greater efficiency, resilience, and control over their buildings.
George Hawkinson - Commissioning Manager, Burns & McDonnell Engineering Company, Inc.
George and his team understand the value of converging energy, facility, and business domains, and how open systems and data-driven strategies improve clients’ bottom lines. With more than 26 years of experience, George leads the Building Automation System (BAS) control group at Burns & McDonnell, overseeing end-to-end project execution—from initial design through deployment, startup, commissioning, and support throughout occupancy.
A recognized industry voice, George has designed and deployed intelligent building and big-data solutions for OEMs, national accounts, utilities, universities, major healthcare systems, federal agencies, and nation-states. His work aligns long-term corporate business objectives with environmental sustainability goals. He also holds extensive certifications across platforms such as Honeywell, Tridium, TAC, Hubble, Wattstopper, Allen Bradley, Alerton, Distech, and KMC.
Whether supporting new construction or upgrading existing facilities, George’s team always begins with the end in mind. They evaluate the technologies, solutions, and services required to deliver effective command and control of facility assets, generating essential energy and operational performance data. This proactive approach enables stakeholders to adopt effective facility management practices.
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Ultimately, George aims to help clients protect their investments, enhance productivity, reduce and avoid costs, and establish workflows that enable rapid recovery from break/fix scenarios.
Abstract
Is your facility locked into a single controls manufacturer, facing costly, disruptive, or all-or-nothing upgrades for your Building Automation System (BAS)? Is your BAS data readily accessible? This session offers a practical and proven roadmap to break free from being locked into a single vendor that may no longer be the right solution for your facility's objectives and future goals.
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Using a real-world example of a 1.1 million-square-foot campus, we will demonstrate how the client transitioned from multiple disparate proprietary systems to a unified, open-architecture Tridium N4 platform. This deployment provided the client with a single interface for managing their multi-vendor DDC systems, while unlocking operational data from their equipment.
This presentation extends beyond theory to outline a phased migration strategy that enables gradual upgrades over time, aligning with operational needs and budget cycles. We will share actionable steps on how to empower your in-house staff to handle minor component replacements and system expansions, significantly reducing long-term costs and downtime. Finally, we will demonstrate how to utilize this open environment to create a unified, comprehensive dashboard for monitoring campus-wide energy usage and equipment health, integrating AI and Fault Detection & Diagnostics (FDD) to transition from reactive maintenance to predictive, intelligent facility management.
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In addition, this session will demonstrate how facility leaders can shift from reactive problem-solving to a state of proactive, predictive maintenance. Attendees will leave with a practical framework to enhance system reliability, reduce operational costs, and empower their operations and maintenance (O&M) teams, all while directly supporting patient safety and financial stewardship. Learn from real-world case studies from leading healthcare systems that are making this critical transition.
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Learning Objectives
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Attendees will learn how to develop a phased migration strategy to upgrade a campus-wide proprietary Building Automation System (BAS) to an open-architecture platform. This will empower in-house facility staff to perform minor system replacements and upgrades, thereby minimizing disruptions and reducing financial impact.
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Attendees will gain the knowledge to create a retro-commissioning plan that includes deploying a fault detection and diagnostics (FDD) environment that uses equipment performance data to monitor campus-wide energy use and equipment performance.
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Attendees will be able to identify the key components of a successful monitor-based commissioning (MBCx) program, including FDD and the integration of BAS data and how to use those to increase operational efficiency.
Brian Ellsworth - Section Head of Construction Management, Mayo Clinic
Brian Ellsworth is the Section Head of Construction Management at Mayo Clinic in Rochester.
While working as a professional in the healthcare construction project delivery field for more than 25 years, Brian is privileged to work with a team of Owner’s Representatives and Construction Industry Partners to execute small and large projects in a manner where the needs of the patient are primary.
He has a bachelor’s degree in Composite Materials Engineering from Winona State University and a master’s degree in Construction Engineering from Iowa State University. Brian focuses on building and maintaining contract relationships, implementing technology, and finding ways to help the team make data driven decisions. When not driving a desk, Brian likes to spend time driving a Lund Pro Guide.
The construction industry has always included volatility. Global, domestic and local challenges and expectations compound the risks of delivering projects on time and within budget. Skilled labor is in high demand, fluctuating tariffs and material costs introduce uncertainty, regulatory requirements, demanding schedules, accelerated timelines, and client expectations leave little room for error or delay.
This presentation explores the interconnected nature of these risk factors and the magnification that comes with building in a patient centered manner. The presenter will review strategies that have been employed on current and previous projects and offer strategies for mitigating risk through proactive planning, adaptive resource management, and collaborative stakeholder engagement.
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Learning Objectives
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​Review the risk factors that are affecting the local and regional construction market.
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Identify strategies that can be implemented to address construction project risk factors.
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Demonstrate effective implementation of collaboration relative to project delivery.
Abstract
Mike Canales - Professor & Program Director, Owensboro Community & Technical College
Mike Canales is a 30+ year Healthcare Engineering Professional, who has worked as a Healthcare Facilities Director for 21 years. Mike is currently in his 10th year serving as the program director for the Healthcare Facilities Leadership degree and Facility Healthcare Technician program at Owensboro Community and Technical College. Mike is the President of the healthcare technician development organization called IHFEA (Institute for Healthcare Engineering Advancement), the organizations main credential is the CHFT – Certified Healthcare Facilities Technician. Mike earned the CHFM certification in 2003, and is a founding member and past president of the Virginia Society of Healthcare Engineers(VSHE). Mike has expertise in Clinical Engineering, Maintenance & Plant Operations, Security, Emergency Management, Project Management, Environmental Services, Telecommunications, Public Water Works, Leadership Development and Education. Mike is passionate about the professional development and advancement of healthcare facilities leaders from the entry level to the seasoned veteran. Mike holds a Masters in Personal Organizational Leadership from Western Kentucky University and a Bachelors of Science in Electronic Engineering Technology from DeVry University. Mike received the 2022 ASHE Presidents Award for his work on the healthcare facilities developmental pathway.
Abstract
Reimagining recruitment, development, and advancement for the healthcare facilities profession.
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A thought provoking, interactive, and inspiring presentation on establishing long term talent acquisition for the healthcare facilities profession. This presentation re-imagines and provides very specific strategies on how to “never recruit again” while gaining access to the best and most passionate talent available.
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Learning Objectives​
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​Identify Key Factors For Future Success of Healthcare Facilities
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Review Foundational Skills for Advancement
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Review Sustainable Strategies and Practices
Patricia Hlavka, MS, CSP - Compliance Manager, Mayo Clinic
Patricia Hlavka, MS, CSP serves as Compliance Manager for the Facilities Management Division at Mayo Clinic, Rochester, MN. She holds a B.S. in Chemistry and an M.S. in Safety. She is a Certified Safety Professional, a member of the American Society of Safety Professionals, and holds the academic rank of Assistant Professor of Laboratory Medicine and Pathology in the Mayo Clinic College of Medicine and Science. With over 15 years of prior experience in industrial safety, Pat has spent the last 17 years in healthcare supporting clinical laboratories and facilities by advancing safety, emergency management, and environmental programs, leading safety committees, publishing, and developing procedures, training, and assessment programs. As Compliance Manager, she leads a team of safety professionals supporting facility operations, maintenance, utilities, and environmental services ensuring that facility staff meet the highest standards for staff safety, regulatory compliance, and operational excellence. She has presented on various safety topics at national and international conferences, and her contributions have earned her two Mayo Clinic Excellence Through Teamwork Awards and the Mayo Clinic Silver Quality Fellow designation.
Jeff Buenaventura - Project Manager, Mayo Clinic
Jeff Buenaventura is a Project Manager at Mayo Clinic, serving as the liaison for Bold Forward Unbound Robotics and Automation, Department of Nephrology and Food Services. In his role, Jeff leads conveyance and elevator projects and supports robot integrations, ensuring all designs and implementations align with Mayo Clinic’s safety standards and design guidelines. He also serves as a member of the Education Space and Equipment Subcommittee, which is responsible for managing education facility space and equipment resources on the Rochester campus and overseeing education equipment resources across Arizona, Florida, and the Mayo Clinic Health System. Prior to joining Mayo Clinic, Jeff worked at Sanford Health in Bismarck, North Dakota, as a Project and Construction Manager, where he oversaw new construction and renovation projects across the organization, ensuring that all initiatives were well-defined, efficiently executed, and aligned with institutional needs.
Alan Mennecke, P.E. - Design Engineer III, Mayo CLinic
Alan Mennecke, P.E. is an electrical design engineer for the Division of Architectural and Engineering Design Services within Facilities Project Services at Mayo Clinic, Rochester, MN. He received a Bachelor of Science. degree in Electrical Engineering from the University of Arkansas-Fayetteville. He is a licensed Professional Engineer, registered in Wisconsin and Minnesota and has over 38 years’ experience in electrical system design and project management. He is currently a Principal member of the NFPA 800 - Battery Safety Code Technical Committee. Prior to joining the Mayo Clinic, Alan worked as a consulting engineer for numerous design firms in Illinois and Minnesota. Since joining Mayo Clinic in 2015, he has been involved with electrical system designs and providing electrical subject matter expertise for most internally and externally designed projects. He is now the responsible professional engineer for all project design electrical specifications and is currently the Chair of the Mayo Clinic Electrical Technical Consultative Committee which establishes institutional design guidelines and standards. He is the recipient of the Charles Steinmetz Award for Technical Merit for his work on the renovation of the historic Monroe Building in downtown Chicago.
Abstract
What do you do when there is a known hazard, and there are very limited regulations or codes that have been established? The use of lithium batteries is literally exploding across healthcare and other industries. In our facility’s operations, we are experiencing an exponential increase in the number of lithium batteries being used in a wide variety of applications such as greeting cards, hand tools, medical devices, autonomous mobile robots, battery backup (energy storage) systems and everything in between. Codes and regulatory requirements have been very limited in providing guidance related to the safe handling, use, charging, storage, and disposal of lithium batteries. Industry resources are rapidly becoming available, and battery technology is also changing. Our facility’s approach involved a practical methodology in identifying the batteries, applications, risks, environment, and control measures. We worked as a team to develop a risk assessment tool, procedures, design guides, staff awareness and response actions, safe disposal practices, and communications. Join us as we discuss our collaborative journey through the process of developing safe protocols using a cross functional team of subject matter experts.
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Learning Objectives
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​Describe key considerations for a lithium battery risk assessment.
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Identify at least three resources for lithium battery safety information.
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Identify key stakeholders who should be part of the development of a lithium battery risk assessment process for your facility.
Dustin Schipper - Digital Practice Manager, Perkins&Will
Dustin Schipper is a Digital Practice Manager with a passion for spatial data analysis and architectural research. He has experience supporting programming and planning teams, analyzing and working with GIS data, conducting surveys to gauge community perspectives, managing large datasets, building custom design applications, and finding unique ways to incorporate computational methods into the design process. With project experience across Higher Education, K-12, Workplace and Healthcare market sectors, Dustin approaches each project with an eye toward what types of information he can collect and analyze to strengthen design solutions, striving to mix design thinking with rich contextual information and data.
indsey Duffy - Senior Project Manager, Perkins&Will
A Senior Project Manager, Lindsey is particularly drawn to the process side of things—a trait that’s well-suited to healthcare design. It’s also what drove her to earn a Lean Black Belt certification from the Institute of Industrial & Systems Engineers, equipping her with the kind of skills and expertise required to lead complex projects and drive significant organizational change.
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Lindsey’s healthcare-design experience includes lab renovations, clinic additions, pharmacy upgrades, and campus master plans for large and small healthcare systems alike, and she has contributed to the designs of spaces focused on such specialties as surgical suites, emergency medicine, physical and occupational therapy, diagnostic imaging and residency clinics.
Abstract
Healthcare organizations are managing increasingly complex facilities and user needs. Many continue to rely on outdated, disconnected data systems to shape space and operational decisions. This presentation explores how integrated data analytics can transform space planning from a reactive effort into a strategic driver of performance and value.
We will clarify core concepts in data management and the evolving data ecosystem within design, construction, and facility operations. Attendees will learn how to interpret the types of data available to them, from BIM and tabular datasets to real-time occupancy insights, and understand the challenges that arise when systems do not communicate effectively.
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Through case studies spanning clinical, research, and higher education environments, we demonstrate strategies that leverage dashboards, living data sets, and enterprise-linked tools to right-size space, improve utilization, and support growth planning. Examples include driving improved outpatient clinic throughput by analyzing actual room usage, consolidating laboratories across a distributed campus, and aligning facility need with operational demand to create a more sustainable portfolio.
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Participants will leave with a practical roadmap to standardize their approach to collecting, connecting, and visualizing data across departments, and to use those insights to make confident, future-ready decisions.
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Learning Objectives
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​Understand foundational data concepts and recognize key facility data sets that inform space planning decisions.
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Leverage integrated data and analysis methods to improve space utilization and operational performance across a healthcare environment.
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Establish standardized processes and tools that enable consistent decision-making and collaboration across departments.
Mark Mochel, MBA, CHFM, SASHE, ACABE - Strategic Account Executive, Brightly, A Siemens Company
Mark Mochel, MBA, CHFM, SASHE, ACABE is currently a Strategic Account Executive at Brightly, A Siemens Company. Before joining Brightly, he was a Co-Founder and Senior Vice President at Facility Health Inc., where he was instrumental in introducing new infrastructure investment solutions and benchmarking capabilities to the healthcare industry. Mark has a bachelor’s degree in mechanical engineering from Purdue University, an MBA from The University of Michigan, and has held executive leadership roles in multiple industries, providing a unique perspective on the challenges facing healthcare facility management today. As an advocate for increased infrastructure investment in our industry, and a member of the ASHE National Advisory Board, Mark is passionate about sharing his experience with all who serve and are served through the environment of care.
Abstract
Health care organizations continually face pressure to manage expenses and improve operating margins while meeting the growing demands of the communities they serve. Traditionally, those demands are driven by community growth, demographic shifts, anticipated census increases, and/or changing service line complexity in various markets or regions.
In addition to these top-line metrics, health care organizations must also consider the need to harden facilities against natural disasters and cybersecurity threats, improve energy efficiency, reduce carbon emissions and reimagine the role of the facility itself. And in today’s economic and political climate, CMS reimbursement uncertainty adds a layer of complexity when considering strategic investment opportunities.
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Through it all, existing infrastructure continues to age. In 2017, the American Society for Healthcare Engineering (ASHE) reported that “the median average age of plant (AoP) for U.S. hospitals in 2015 ranged from 10.78 to 11.48 (depending on publishing source), compared to 9.8 to 9.96 years in 2004, and 8.6 in 1994. This increase in median average AoP ...indicates that hospitals, in general, have struggled to raise the capital needed to keep their facilities up to date.” (ASHE Monograph, State of U.S. Health Care Facility Infrastructure). That data was published before COVID-19, long before the industry was forced to confront the adverse impacts of the pandemic itself and then digest the post-pandemic macroeconomic trends that further inhibited infrastructure investment. In 2025, both the American Hospital Association (AHA) and Becker’s Hospital Review published data suggesting that the current average AoP for hospitals in the U.S. could be as high as 13.2 years, increasing by approximately 18% in less than a decade. With 30+ years of underinvestment in our critical health care infrastructure behind us, it is imperative that we take intentional steps to redefine the Return on Investment (ROI) of infrastructure investment. Our legacy as healthcare facility leaders depends on the actions we take now.
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In May of 2025, thanks to the efforts of a significant community of health care facility leaders, ASHE and the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) combined forces to publish Guideline 43, an Operations Guideline for Ventilation of Health Care Facilities. Aside from the obvious and direct benefits of the comprehensive management of HVAC assets and systems, this new guideline represents a monumental step forward in the ability of facility leaders to define and defend infrastructure investment needs, with direct ties to both financial performance and patient care.
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The foundation of Guideline 43 gives facility leaders the flexibility to operate certain HVAC parameters outside the more rigid ASHRAE 170 design guidelines. That alone offers many benefits in the day-to-day operation of the facility. More importantly, however, the adoption of a policy-driven Ventilation Management Program (VMP) offers a chance for facility leaders to (re)engage non-facility executives and administrators in an entirely new way. When infrastructure performance is tied directly to business outcomes and patient care, and when innovative thinking meets investment needs, we can redefine the BUSINESS VALUE of our critical health care infrastructure. Please join this session to learn more!
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Learning Objectives
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Define ASHE/ASHRAE Guideline 43 and explain how its comprehensive approach to ventilation management establishes a new framework for operating and evaluating HVAC infrastructure within health care facilities.
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Understand how infrastructure performance can be directly connected to financial outcomes, enabling leaders to redefine ROI by linking HVAC and facility investment decisions to measurable operational and economic impacts.
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Recognize how a policy-driven Ventilation Management Program (VMP) enables facility leaders to re-engage executive stakeholders, elevating infrastructure from a capital expense to a strategic business asset that supports long-term organizational performance.
Krista Biason, PE, SASHE - National Electrical Engineering Practice Leader, HGA Architects and Engineers
Krista Biason, PE, SASHE, is a licensed engineer and the National Electrical Engineering Practice Leader at HGA Architects and Engineers with over 30 years of experience specializing in healthcare electrical design, infrastructure upgrades, and facility assessments. Krista is recognized for her expertise in applying code knowledge to practical design challenges. She serves on the NFPA 70 (NEC) Code-Making Panel 13 and is a special expert on the NFPA 99 Health Care Facilities Code Technical Committee. She contributes to NFPA task forces focused on microgrids and alternative energy. Krista is a member of the Facility Guidelines Institute Health Guidelines Revision Committee and serves on its Emergency Conditions Task Force and it's Handbook Committee. An active member of ASHE, she supports their educational initiatives and frequently presents at national and regional conferences. Krista also co-hosts The Splice Girls Podcast (thesplicegirlspodcast.com). She holds bachelor’s degrees in Electrical Engineering and Music (Clarinet Performance) from the University of Iowa.
Amy Douma, AIA, NCARB, LEED AP - Design Principal, HGA Architects and Engineers
Amy Douma, AIA, NCARB, LEED AP, is an Architectural Design Principal who works closely with clients to understand their goals and reflect the unique character of their culture and community. Her work has been recognized through national and regional awards, and she is a frequent presenter at national conferences. Amy will work closely with leadership and the HGA team to delve into the challenges, opportunities and priorities related to the project, integrating ideal experiences and optimized space use into programming and planning. She leads the team in developing a design that balance efficiency, flexibility, and f low as well as aesthetics and branding to support community presence.
Jeff Harris, PE, LEED AP - Director of Engineering/Mechanical Engineer, HGA Architects and Engineers
Jeff W Harris, PE, LEED AP is the National Director of Engineering at HGA Architects and Engineers. In addition to overseeing the engineering practice Jeff leads the design and construction of mechanical systems for hospitals, clinics and other healthcare specialties, focusing on client service and satisfaction. With a degree in architectural engineering, he practices a collaborative, integrated and interdisciplinary approach to design. Jeff has led mechanical teams on the design of award-winning large, complex health care projects throughout his 35-year career. Jeff was a member of the 2021 FGI Alternate Care Sites steering committee and has contributed his extensive knowledge of mechanical systems to help shape the requirements for HVAC protocol recommendations during a pandemic event along with the 2023 ASHE Decarbonization Task Force.
Abstract
In our practice, we begin each project with a collaborative discussion to clearly define the goals and outline what success looks like. More often than not, sustainability and decarbonization are key objectives. However, through years of experience, we've learned that it's rare for a project to meet or exceed these lofty goals in its final form. In this presentation, we will share proven strategies and concepts that create a pathway toward Net Zero, while also highlighting common pitfalls in their implementation. We’ll explore both partial and full solutions to achieving these ambitious goals, viewed through the lens of both engineering and design. We believe that for a healthcare project to be successful, engineers and sustainability experts need to be involved in giving form, shape and rationale to the solution.
A practical approach we take is to begin with a "waterfall" of energy strategies, mapping out their impact on reducing or generating energy toward achieving Net Zero energy use. Identifying these options is just the start—each option comes with its own set of considerations, including budget constraints, spatial requirements, design impact, and other factors that influence the success of the project. During this session, we’ll discuss strategies such as optimal solar orientation, geothermal system integration, the location and impact of PV arrays on building design and aesthetics, and more. We’ll also acknowledge the reality of budget and space limitations—many of these strategies can be partially implemented now, with a roadmap for full implementation in the future.
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Our presentation team, which includes seasoned experts in healthcare design, understands the delicate balance between owners, designers, and engineers. We’ve all been part of the tug-of-war between regulatory compliance, target value design, construction costs, best practices, code-sensible solutions, practicality, and innovation. In this ever-evolving landscape, finding the optimal solution requires a nuanced approach where all voices contribute to the final outcome that balances aspirations and affordability.
Krista and Jeff bringing their expertise to this presentation has years of experience designing healthcare systems and has shared their insights on numerous occasions through ASHE events and publications. This time, we are also joined by Amy Douma, a nationally recognized design leader, who will bring a more holistic, inclusive perspective on the strategies and options available for achieving sustainable, operational, and aesthetic goals.
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Through the lens of the Owner Project Requirements (OPR) process, and utilizing Lean tools like the A3, we will focus on the building’s function, use, and image to describe the delicate balance between owner aspirations and the realities of design and engineering. From energy efficiency to resilience and adaptability, every decision we make is guided by a shared vision: creating healthcare facilities that are not only sustainable but also future-ready.
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While we often set ambitious goals—both in life and in design—sometimes the real win lies in simply making progress toward those goals. Our objective for this presentation is for the audience to leave with actionable design concepts that can help achieve Net Zero buildings while maintaining essential functionality and aesthetic integrity. We’ll provide the audience with tools to help define a path forward and reinforce the idea that progress is just as valuable as the end result.
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Learning Objectives
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​Analyze trade-offs and constraints related to budget, space, and design when implementing sustainable solutions.
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Understand the complex interplay between “net zero” goals, building design, and operational success by putting sustainability in a broader context.
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Gain insights into tools that can be used to make decisions regarding incorporating energy efficiency and decarbonization strategies into the project.
Kristina Mehmen - Principal, Architect, INVISION Architecture
Kristina Mehmen is a Principal and the Health & Wellness Practice leader at INVISION. She has extensive experience in the design and construction of healthcare facilities. Her knowledge of all project phases, from planning through construction, allows her to lead interdisciplinary teams throughout a project. Kristina has worked as a medical planner for large national firms and high-caliber regional teams, working on projects ranging from master planning to major additions and renovations. She believes in understanding and exhausting every concern and idea to provide the most value to clients and strives for solutions that make sense, are beautiful and satisfy project goals.
Steve Cusher - Director of Regional Facility Operations, UnityPoint Health
Steve Cusher is the Regional Director of Facility Operations for UnityPoint Health – Waterloo. Steve has also served an interim role as director for Fort Dodge from March 2025 through December 2025. This position has oversite over maintenance, construction, and property management for two hospitals and several properties covering a 15-county service area. Steve has experience in low voltage systems, hospital maintenance, healthcare environmental safety, emergency management, and security. Steve received a degree in Healthcare Facility Leadership from Owensboro Technical and Community College, has been a CHFM since 2014 and obtained his CHOP certification through DNV in 2022. He has served as the Interim Director of Facility Operations for UPH – Fort Dodge Market from March 2025 to December 2025, is a past board member for the Iowa Society for Healthcare Engineering, and is currently on the ASHE Region 6 Conference Planning Committee. Steve takes pride in offering safe and functional environments for patient care.
Ken McCormick - Vice President, Murray Company
Ken McCormick is a Vice President at Murray Company in Des Moines, Iowa, bringing more than 30 years of experience and deep expertise in preconstruction and master planning. Known for his strong leadership and client-focused approach, Ken plays a pivotal role in shaping project strategy, guiding early-phase development, and ensuring well-informed, value-driven decisions throughout the planning process. His ability to blend technical insight with long-term vision has helped strengthen Murray Company’s reputation for excellence across the region. Dedicated to integrity, collaboration, and continuous improvement, Ken is a trusted partner to clients and colleagues alike."
Abstract
After the completion of a Facility Master Plan, Trinity Regional Medical Center in Fort Dodge, Iowa chose a Surgery Services expansion & renovation as their phase one project. The Facility Master Plan explored how rightsizing can align a facility’s scale and services with the realities of modern care. Specifically for Surgical Services, the existing buildings, one undersized for outpatient demand and one outdated for inpatient use, no longer reflected the operational or procedural needs of the community. Through thoughtful evaluation and planning, the design team and healthcare leadership identified opportunities to consolidate services, streamline operations, and create a more efficient and sustainable model for the future.
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The resulting right-sized solution focuses on optimizing staff efficiency, patient flow, and flexibility for evolving technologies and procedures. Beyond the physical transformation, the project demonstrates how aligning facility planning with long-term strategy can generate lasting organizational value. Attendees will learn how Fort Dodge leveraged rightsizing principles within a master planning framework to strengthen care delivery, improve operational performance, and reinvest resources where they matter most.
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Learning Objectives
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​Examine how master planning principles can drive meaningful rightsizing decisions within existing healthcare campuses.
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Explore how rightsizing a single department can improve return on investment through reduced operational costs, optimized staffing, and more efficient use of space.
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Learn how Fort Dodge reimagined and rightsized their surgical space to maximize efficiency and long-term value.