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Speakers & Session Information

October 22-24, 2025 | Omaha Marriott Downtown at the Capitol District| Omaha, NE

Keynote Session Speaker

Keni Thomas

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​In the summer of 1993 Staff Sergeant Keni Thomas was deployed to Mogadishu Somalia with the 3rd Ranger Battalion as part of an elite special operations package called Task Force Ranger. Their mission was to find and capture a criminal warlord named Mohammed Farrah Aidid. On the 3rd of October, Keni and his fellow rangers distinguished themselves in an eighteen hour fire-fight that would later be recounted in the highly successful book and movie "Black Hawk Down". Nineteen Americans gave their lives and 78 were wounded in the worst urban combat seen by US troops since WWII. A powerful speaker, Keni captivates audiences from beginning to end as he tells the incredible story of extraordinary individuals and how they fought to bring each other home. Drawing from his experiences on the battlefield, Keni inspires people to achieve greatness by stressing the importance of outstanding leadership at every level, even if the only person you are leading is yourself. His message of "Train as You Fight, Fight as You train and Lead By Example" for epitomizes the Ranger motto "Rangers Lead the Way!" Keni sums it up like this, "Leadership has never been the rank, the position or the title you hold. It's the example you set for the ones you serve. And we all serve somebody. There are people to your left and to your right who are counting on you and it's up to you to deliver. But you will only be as good as you prepared yourself to be." After Mogadishu, Staff Sergeant Thomas volunteered for one more enlistment in the Army. He became an assistant team leader for a six-man ranger reconnaissance team. He earned his master parachutist rating with over 400 military free fall jumps. He completed the Special Forces Combat Diver course, became an Advanced EMT and was one of ten Americans to complete the Belgium Commando Course. Keni got out of the Army to pursue his music career and became an award-winning country music recording artist and songwriter in Nashville. He and his band Cornbread were featured in the movie "Sweet Home Alabama" and his music can be heard on country stations nationwide. Keni continued to serve our troops with regular tours to Iraq and Afghanistan. Keni Thomas is a best selling author, an Emmy-winning producer and a regular guest on all the major news networks as a military analyst. Keni also got to be a military advisor for the Mel Gibson movie "We Were Soldiers". He has been recognized by the President of the United States, by Congress and has been awarded the American Patriot Award for his dedicated work on behalf of our veterans and their families. Keni is most proud of his appointment as a national spokesman for the Special Operations Warrior Foundation. They provide college educations to the children of our special operations personnel killed in combat or training. "Our special operations warriors are the tip of the spear. Their's is a dangerous and high risk mission" says Thomas. "Because of that, their losses are disproportionately high when compared to the rest of our military. Taking care of their kids, is the least we can do. It's what those dads would have wanted." Keni is a graduate of the University of Florida and a recipient of the bronze star for valor.

My Mission, My People, Myself

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Abstract

The Ranger servant-leadership model of “My Mission, My People, before Myself” is a mind set that is taught and lived by our decorated combat operators from the Special Operations community; Army Rangers and Special Forces commandos. The Battle of Mogadishu ( Blackhawk Down ) is still the most highly decorated single battle in the history of the United States Military. The stories of selfless service are an opportunity for each leader in the audience to evaluate their personal leadership style, how it affects others, the organization and the success of the mission.

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General Session Speakers

Jen Bartholomew

Mike Doiel, AIA

Director of Project Delivery, HDR Architecture, Inc. - Omaha, Nebraska

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Michael Doiel is a Senior Vice President with HDR. He has accumulated more than 44 years of experience with a focus on large complex programs and projects and currently serves as the Director of Project Delivery for the Architecture Building Group. His team oversees alternative delivery, critical and strategic activities, project controls and training. Mike champions our Integrated Project Delivery initiative and is dedicated to enhancing safety and quality thru innovative modular/prefabrication strategies. Mike is a registered architect, a licensed interior designer, and is certified by the National Council of Architectural Registration Boards.

Alicia Edsen

Introduction to Project Health

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Abstract

Session Details Coming Soon.

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Chad Kruse, MHA, CHFM, CHC

Executive Director | Capital Projects Planning & Construction, University of Nebraska Medical Center

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Chad Kruse is the Executive Director of Capital Projects Planning, Design, & Construction at UNMC | Nebraska Medicine. With over 20 years in healthcare facilities leadership, Chad oversees a multidisciplinary team delivering major capital initiatives that support patient care, research, and education. He brings strengths in belief, connectedness, activation, communication, and learning—driving projects with purpose, clarity, and a deep commitment to building spaces that serve people and communities.

Sean Mulholland, PhD, PE, FASHE, CHFM, CHC - CEM

Division Chief/ Associate Professor, USAF/ US Air Force Academy
 

With over 25 years of experience in design and construction—including two decades focused on healthcare environments—Sean Mulholland brings a unique blend of engineering expertise, facility leadership, and strategic planning to the healthcare built environment. His work bridges clinical operations, patient-centered design, and capital project delivery, making him a strong advocate for integrated, risk-informed decision-making.

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Sean has held leadership roles as a construction manager, assistant director of facilities management, and director of planning, design, and construction for major healthcare systems. These roles have informed his deep understanding of how to translate construction and operational risks into actionable insights for healthcare executives.

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In addition to his leadership roles, Sean actively consults with healthcare organizations on capital planning, project risk evaluation, and strategic delivery methods. He is an author and applied researcher, with published work spanning collaborative project delivery, contingency management, and risk communication. His academic and professional work is centered on equipping healthcare leaders with the tools and frameworks needed to navigate complex construction and renovation challenges.

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Sean is a Fellow of ASHE (FASHE), a licensed Professional Engineer in Colorado, and holds certifications as a CHFM and CHC. He earned his PhD in Engineering and Applied Science (Construction Engineering) from the University of Colorado, an MS in Civil Engineering from the University of Washington, and a graduate certificate in Healthcare Administration.

Clarifying and Communicating Project Risk to the C-Suite: A Multidisciplinary Perspective

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Abstract

Risk is often conflated with hazard, misunderstood by stakeholders, and inconsistently communicated throughout the lifecycle of a healthcare project. This presentation—delivered by an interdisciplinary team including a contractor, owner representative, and architect—aims to clarify the concept of risk within the context of design and construction, particularly for audiences at the executive (C-suite) level. Drawing from lessons learned on collaborative healthcare projects, including those using Integrated Project Delivery (IPD), we will distinguish between hazards and risks, identify what decision-makers need to know (and when), and provide strategies for contractors, designers, and owners to coalesce around unified risk narratives. This will be an interactive session, inviting audience participation through live surveys and facilitated exercises in risk identification, communication, and prioritization. The session will also present sample risk registers, example C-suite briefing notes, and effective risk mitigation strategies drawn from both renovation and new construction case studies. Attendees will leave with practical tools for identifying, evaluating, and messaging risks across project phases, including how to align communication with organizational priorities and support timely, informed decision-making at the executive level.

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Learning Objectives

  1. Differentiate between hazards and risks in the context of healthcare construction projects, and explain why this distinction is critical for effective executive decision-making.

  2. Describe how contractors, designers, and owners can collaboratively identify, assess, and prioritize construction risks—particularly in renovation scenarios—and align these assessments with strategic project goals.

  3. Demonstrate communication strategies for presenting risk information to C-suite stakeholders in a way that supports clarity, urgency, and alignment with organizational priorities.

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Sean Mulholland, PhD, PE, FASHE, CHFM, CHC

CEM Division Chief/ Associate Professor, USAF/ US Air Force Academy
 

With over 25 years of experience in design and construction—including two decades focused on healthcare environments—Sean Mulholland brings a unique blend of engineering expertise, facility leadership, and strategic planning to the healthcare built environment. His work bridges clinical operations, patient-centered design, and capital project delivery, making him a strong advocate for integrated, risk-informed decision-making.

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Sean has held leadership roles as a construction manager, assistant director of facilities management, and director of planning, design, and construction for major healthcare systems. These roles have informed his deep understanding of how to translate construction and operational risks into actionable insights for healthcare executives.

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In addition to his leadership roles, Sean actively consults with healthcare organizations on capital planning, project risk evaluation, and strategic delivery methods. He is an author and applied researcher, with published work spanning collaborative project delivery, contingency management, and risk communication. His academic and professional work is centered on equipping healthcare leaders with the tools and frameworks needed to navigate complex construction and renovation challenges.

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Sean is a Fellow of ASHE (FASHE), a licensed Professional Engineer in Colorado, and holds certifications as a CHFM and CHC. He earned his PhD in Engineering and Applied Science (Construction Engineering) from the University of Colorado, an MS in Civil Engineering from the University of Washington, and a graduate certificate in Healthcare Administration.

ASHE Update

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Christopher Hariz

Founder, Hexmodal

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Christopher Hariz is the Founder of Hexmodal, a leading provider of Smart Devices for Healthcare Facility Teams. With a background in IoT and Facility Management, he builds tools that simplify complex challenges for healthcare facilities. His focus on simplicity and reliability has helped over 130 healthcare systems save 10,000+ hours annually by automating testing and record-keeping of life safety devices. Hexmodal has deployed 80,000+ IT-free Smart Devices to automate monitoring and maintenance of Exit Signs, Emergency Lights, Room Pressure, Refrigeration, and more.

Skanda V. Skandaverl, MBA,CHFM,CHC, FASHE

Division Director, Facilities Management, Energy and Infrastructure Midwest National Real Estate, CommonSpirit Health

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Skanda Skandaverl has over thirty-two years of progressive experience in all stages of the healthcare industry and is currently serving as the Division Director of CommonSpirit Health. He oversees Facility Management, Energy and Infrastructure in Midwest divisions. Skanda strives to enhance the healthcare industry to ensure that all healthcare services are delivered with efficiency. Prior to his career in healthcare, Skanda worked in the electrical construction industry, where he acquired invaluable skills and extensive international experience in construction. He has demonstrated an unwavering dedication to improving the quality of the healthcare industry. Skanda is active, regionally and nationally, in various healthcare organizations. He has been an active member of the American Society of Healthcare Engineering (ASHE) since 1990 and continues to hold various positions with ASHE. He graduated from the ASHE Leadership Institute in 2008. Skanda was the President of the Kansas City Area Healthcare Engineers (KCAHE) and Kansas Hospital Engineers Association (KHEA) from 2003 to 2005 and 2005 to 2006 respectively. ASHE selected Skanda as the Region Eight Emerging Leader in 2004. When Skanda was in Virginia, working for Sentara Healthcare System, he served as the President of Virginia Society Healthcare Engineers (VSHE) Hampton Chapter and represented region three on the ASHE board. Skanda was the president for Nebraska Society of Healthcare Engineers (NSHE) in 2017. He served on the ASHE Healthcare Executive Leadership Council, was on the faculty of many healthcare engineering conferences, including ASHE. Skanda has written numerous articles and spoken at many conferences and served on the ASHE Board 2018 to 2021 representing region eight. Skanda continues to serve on ASHE committees. Skanda is the current ASHE president . Skanda holds a diploma in Electrical Engineering, a bachelor’s degree in Management and an MBA. He is a Certified Healthcare Facility Manager (CHFM), Certified Healthcare Constructor (CHC) and a Fellow Member of ASHE (FASHE). He is a member of American College of Healthcare Executives (ACHE) and is a firm believer in continuing education and professional growth to further his contributions within the healthcare industry.

Panel: Rethinking Documentation - How Technology Is Reshaping Compliance Workflows

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Abstract

With regulatory pressure rising and resources stretched thin, many facilities teams are asking: Can technology help manage compliance documentation without compromising readiness or code adherence?

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This panel brings together uniquely qualified voices: Skanda Skandaverl, Division Director, Facilities Management at CommonSpirit Health, one of the largest health systems in the country, Roy Joly who oversees two of the largest facilities within SSM Health, and Christopher Hariz, Founder of Hexmodal, a technology company specializing in Life Safety compliance automation. Together, they’ll explore how digital tools are reshaping documentation workflows and redefining what’s possible for compliance-driven facilities teams.

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Maintaining up-to-date Life Safety Plans, meeting documentation requirements under NFPA 101, NFPA 10, and adhering to expectations from The Joint Commission, DNV, and the AHJs has never been more complex. Many healthcare systems are exploring automation and wireless monitoring solutions to simplify testing, eliminate paper logs, and enhance traceability. Others are still evaluating key concerns, such as system reliability, data integrity, policy alignment, and the implications of limited IT support.

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This discussion will provide a grounded look at how forward-thinking teams are deploying digital solutions for all things documentation, including emergency lighting, room pressure, and other compliance-heavy areas. Panelists will share real-world implementation strategies, insights into what’s working and what’s not, and future-oriented perspectives on how evolving AHJ interpretations and code updates are influencing digital adoption.

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Learning Objectives​

  1. Evaluate the role of technology in meeting NFPA 10 and 101 compliance requirements and assess future code trends.

  2. Understand strategies for implementing automation in healthcare facilities while maintaining alignment with TJC and DNV expectations. 

  3. Identify new categories of compliance technology that operate without dependency on hospital IT networks, and assess their role in reducing compliance workload.

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Educational Session Speakers

Jonathan Flannery, CHFM, MHSA, FASHE, FACHE

Senior Associate Director, ASHE Regulatory Affairs, American Society for Healthcare Engineering of the American Hospital Association

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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 currently serves as a voting member of ASHRAE SSPC 241, 514 and 170, Chair of the G43 Work Group, NFPA 90A & B and the ICC Committee on Health Care. Jonathan has over 35 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. 

Eric Granzow, PE, HFDP, SASHE, CEM, LEED AP

Lead Engineer / Healthcare, Olsson

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Throughout a career of more than 25 years, Eric Granzow has established a reputation for technical expertise, innovation, and client satisfaction. Eric has led or been a part of numerous innovative healthcare projects including several ground and lake source geothermal plants, post disaster rapid recovery projects, and planning for resilient facilities capable of adapting to the ever-changing healthcare landscape. Eric serves on multiple ASHRAE committees including TC9.6 – Healthcare, SSPC 170 – Ventilation of Health Care Facilities, Handbook Committee, and Certifications Committee. Eric also served on the health care subcommittee for the ASHRAE Epidemic Task Force during the COVID-19 pandemic working with experts from throughout the world to recommend best practices.

Guideline 43 – It’s here – NOW WHAT?

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Abstract

Description: Health care organizations are challenged to meet a series of unclear and sometimes conflicting heating, ventilating, and air conditioning (HVAC) standards and guidelines established by a variety of professional organizations. Making the situation more difficult is that some standards like ASHRAE/ASHE 170, Ventilation of Health Care Facilities, are design standards that do not apply to operations but are applied as an operational standard by authorities having jurisdiction. Also complicating the issue is the enforcing of differing versions of the various standards at different instances in the building lifespan.

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This presentation will discuss the road that has led to the development of a one-of-a-kind guideline. The purpose of Guideline 43 is to provide baseline recommendations for the operation of heating, ventilation and air conditioning (HVAC) systems that provide environmental control in health care facilities as a whole for the safety and comfort of health care facility occupants. The Guideline covers the implementation of a ventilation management program plan (VMP) through defining the responsible party, the minimum elements of a maintenance program along with providing guidance on legacy systems, condition indicators, excursion variations, and program improvement opportunities.

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The presentation will cover the genesis of the guideline, how the recommendations were developed and how to develop and implement a ventilation management program within a health care facility. By implementing a VMP the facility will not only be able to better optimize HVAC systems throughout their facilities but will also be better prepared to address surveys and inspections of these systems.

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Learning Objectives

  1. Pontificate the justification for an operational guideline within a health care facility.

  2. Describe the recommendations of ASHRAE/ASHE Guideline 43, Operations Guideline for Ventilation of Health Care Facilities.

  3. Apply the guideline to their systems.

  4. Justify the use of a VMP for the operation of their facility HVAC systems

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Donna Kohlan, FPE

Vice President / Fire Protection Engineer, Farris Engineering

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Donna is a Registered Fire Protection Engineer working as Vice President for Farris Engineering out of their Omaha Office. Donna has extensive experience in fire protection design and life safety in health care facilities around the country.

James Quinn, CHFM

Farris Engineering​

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Jim currently serves as the Director of Health Care Services for Farris Engineering. Jim has over 40 years in health care, most recently as the Operations Director with what is now CHI Health Creighton University Medical Center - Bergan Mercy in Omaha, Nebraska. 

Matt Ruhrer, CFPS, CFI-I, CEI

Life Safety Manager, Nebraska Methodist Health System

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Matt Ruhrer is an NFPA Certified Fire Protection Specialist, Certified Fire Inspector I and an ICC Certified Electrical Inspector with over 35 years’ experience in the area of fire protection and code enforcement.  He is currently the Life Safety Manager for Nebraska Methodist Health System in Omaha, Nebraska where he is responsible for maintaining code compliance through plan reviews and construction inspections throughout the entire health system. Prior to this Matt worked for 12 years for the State of Nebraska conducting inspections across the State as a Deputy State Fire Marshal and also conducting CMS inspections throughout all types of health care facilities.

Andy Sass

Service Leader Epidemiology / Infection Prevention, Nebraska Methodist Health System

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Andrew is currently the service leader of epidemiology and Infection prevention and control for Nebraska Methodist Health System.

Mark Sears

Faith Regional Health System

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Mark has been in the healthcare industry for 32 years starting as a maintenance technician at Colorado Plains Medical Center then later moving to Norfolk Nebraska in 1999. He currently serves as the Manager of Safety Services at Faith Regional Health Services, a 131-bed hospital in Norfolk Nebraska. He has been employed by FRHS for 26 years; 13 years as a Facilities Management Supervisor, and in his present position as Manager of Safety Services for approximately 11 years. His primary responsibilities are Life Safety, Environment of Care, Emergency Management, and Safety.

Debate on Safety: Infection Prevention vs. Life Safety

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Abstract

Presented as a somewhat comical debate, speakers will compare and contrast the requirements of infection control vs. life safety in maintaining the safety of healthcare facilities for patients, visitors and staff. Areas of discussion included in the debate are Alcohol Based Had Rub Solutions, Isolation Precautions, Infection Control Risk Assessments, Required inspection, testing and maintenance of hospital systems, Qualified Persons and others.

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Learning Objectives​

Upon attendance of this program the participants will understand the importance of working together to in determining the proper safety precautions for evaluating infection prevention risks and life safety requirements. Upon attendance of this program the participants will understand the significance of maintaining health care facility systems and their role in infection prevention. Upon attendance of this program the participants will understand the importance of maintaining life safety when evaluating infection control measures. Upon attendance of this program the participants will understand the importance of using qualified persons and their role in maintaining a safe health care environment

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Ryan Lawson

Manager, Properties & Real Estate, University of Nebraska Medical Center

Ryan Lawson has been a dual employee with UNMC and Nebraska Medicine for over five years, leading real estate and development efforts on both sides of house. Ryan focuses on real estate transactions, development work, and property management efforts throughout the entire portfolio.

Amy Thompson

Director, Campus Development, University of Nebraska Medical Center (UNMC)​

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Amy Thompson is an accomplished leader with over two decades of experience in business development and strategic planning, recently expanding her impact as an entrepreneur. As the Director of Campus Development at the University of Nebraska Medical Center (UNMC), Amy oversees the strategic direction and business development of key real estate initiatives, including the EDGE District, UNMC’s flagship healthcare and life sciences innovation hub. In this role, she leads cross-functional teams to execute transformative projects, ensuring alignment with institutional goals and fostering partnerships with internal stakeholders, development partners, and community leaders. Her work focuses on creating long-term value for both UNMC and Nebraska Medicine through innovative real estate strategies, financial stewardship, and the identification of new growth opportunities. Previously, as the Founder and CEO of Maize Solutions, a certified woman-owned small business, Amy spearheaded the launch of two biotech startups—Chemical Maize, Inc. and Medical Maize, LLC—alongside a thriving business development consultancy. Her leadership helped organizations across diverse industries—including healthcare, pharmaceuticals, biofuels, design & construction, and education—achieve significant strategic growth and market success. Amy’s earlier roles at McCarthy Building Companies and Leo A Daly saw her significantly expand their healthcare and life sciences portfolios. She built strategic partnerships, secured high-profile contracts, and consistently drove revenue growth. Amy holds a B.S. in Marketing Management from Bellevue University and is a graduate of the Leadership Sarpy program. In 2016, she was honored with Building Design & Construction’s “40 under 40” Award, recognizing her as a national leader in the AEC industry. Amy remains an active community leader, having served on multiple boards and committees, including Bio Nebraska, the Nebraska Society of Healthcare Engineers, and the Greater Omaha Chamber’s MedTech Targeted Advisory Group.

From Vision to Vertical: Building UNMC’s EDGE District, a Healthcare Innovation Ecosystem

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Abstract

University of Nebraska Medical Center’s EDGE District is reshaping 30 acres of underutilized urban land into a dynamic healthcare innovation ecosystem designed to accelerate translational research, attract top talent, and foster entrepreneurship through public-private partnerships. This session dives into the strategic planning, infrastructure investment, and phased development approach that are driving flexible, long-term growth. Attendees will gain insights into how facilities and planning leaders delivered foundational projects such as Catalyst—a high-tech office space featuring a brewpub, restaurant, and event center—and CORE, a mixed-use building integrating BSL-2 lab and office space with retail and supporting amenities such as a 750-stall parking garage. The presentation will also explore real estate and programming strategies, and key lessons learned in aligning operational realities with bold institutional vision.

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Learning Objectives​

  1. Understand the vision, strategy, and innovation goals driving the development of the EDGE District.

  2. Identify key lessons learned and best practices from the EDGE District’s implementation, including stakeholder alignment and infrastructure planning.

  3. Explore how strategic leadership and real estate innovation can shape the future of healthcare and life science districts.

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Katie D'Agostino

Strategic Business Consultant, Lori Stohs Consulting Group

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Katie D’Agostino, a Strategic Business Consultant at Lori Stohs Consulting group, is a dynamic finance and operations leader with nearly 20 years of experience driving strategic and operational initiatives across diverse industries. With deep roots in accounting and finance, she brings a consultative, big-picture approach to every engagement, helping leaders and teams navigate organizational inflection points. Katie is grounded in the belief that people are the driving force behind every successful initiative. Her work prioritizes stakeholder alignment and engagement, ensuring that solutions are not only efficient but embraced across all levels of the organization. Having held multiple leadership roles throughout her career, Katie has successfully led complex, large-scale initiatives that drive organizational effectiveness. With a natural ability to collaborate cross functionally, she brings clarity to complexity by connecting the dots between teams, surfacing risks and opportunities, and aligning stakeholders around a common purpose. Clients value her ability to integrate data-driven insights with a nuanced understanding of people and organizational dynamics. Her industry-agnostic, talent-centric perspective enables her to tailor solutions that are both strategic and actionable.

Lori Stohs

Human Capital Strategist, Lori Stohs Consulting Group​​

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Lori Stohs is a trusted consultant and strategic partner to executives and organizations, helping them align business goals with their most valuable asset – human capital. With deep cross-industry experience, Lori specializes in guiding leaders and teams through growth, transition, and organizational change by combining strategic insight with a deep understanding of human potential. Her work spans sectors such as engineering, architecture, senior living, and healthcare, where she partners with clients to shape culture, enhance performance, and build environments where people thrive. Lori believes the foundation of every business solution lies in understanding people—their strengths, behaviors, and capacity to contribute meaningfully to an organization’s success. In addition to leading her own consulting firm, Lori has held several executive roles, giving her a unique perspective from both inside and alongside leadership teams. She played a pivotal role in launching Think Whole Person Healthcare as Chief People Officer, helping scale the organization to 350 employees. She has also partnered with healthcare leaders navigating complexity and change, always ensuring that people remain central to strategic decisions. A sought-after speaker, Lori shares insights on leadership, organizational effectiveness, and the power of human capital. 

Ensuring Readiness for Future Success

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Abstract

The time will come when you as executives and leaders, will need to prepare a transition strategy for growth or advancement and for the success of the organization. Having an established framework and a defined process can prepare you to have a bench of talent who are ready and developed to take over when we are ready to hand them the keys. Going through transitions of any type can be disruptive and are often emotional. Our framework and process help bring a thoughtful and collaborative approach to transitions while ensuring your people remain the priority. Our approach is to help organizations see the inflection points of transitions from a human consciousness perspective: managing the business side while being conscious of the impact on the human element.

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Learning Objectives​

  1. A framework to align your business strategy and talent strategy.

  2. A process to implement in your organization to determine leadership criteria.

  3. How to measure your existing talent to the criteria.

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Roger Larson, AIA

Architect / Code Consultant, BWBR Architects

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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.

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At BWBR, with an office in Omaha, NE., 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 has presented on hazardous materials in construction at Building Code Conferences.

 

Healthcare conferences have found him presenting on the needs for dampers and the opportunities where abandonment/removal of dampers are possible and how to proceed with AHJ approval.

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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.

When One Code (LSC) is not Enough - IBC plays a Role

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Abstract

As an architect working in many states and therefore jurisdictions, having to navigate the waters of submissions and code conformance comes in many forms. The health care design world admittedly has a large portion of its requirements coming from the NFPA world; rightly so. But there's a lurker in waters of conformance that must be addressed in order to build virtually every construction project. The International Building Code or IBC for short. BWBR, the firm Lars has worked for 36 years as architect and code resource/consultant, has had many a frustrating time trying to work with competing/companion codes and regulations. Successful mostly but still not without trials. The presentation will demonstrate the "joys" of not only making sure the project maintains compliance with NFPA for health departments, accrediting agencies, and CMS certification but also the lurker. Procuring a permit for construction as well as occupancy is almost always reliant on the ICC standards. Here's the hitch, while they are "mostly" the same, they are not "always" the same and sometimes they are opposing! I had the privilege of helping ASHE National (Now retired, both, Doug Erickson and Dale Woodin and a band of passionate helpers) present to the ICC Executive Board as well as the ICC Board of Directors over 15 years ago in Baltimore which started the "Ad Hoc" committee and now a real committee for ICC to bring commonality between the IBC and LSC. It was my experience at that time that the health care industry is paying a tremendous amount of money for the lack of commonality. Alas, though better it is still an issue. Examples of what will be discussed, not lectured, takes many forms. They will include: -Differences and definitions between CMS Certification, TJC accreditation, Department of Health Licensure, and Local Building official’s permitting. Similar as they are all AHJs, but very different entities with very different requirements and temperments. - Non-Patient Care Suite in LSC and Non-Separated Use Occupancy in the IBC. If the designer doesn't know how to deal with the fact the LSC mandates a two-hour rated occupancy separation, but the IBC does not, the documents will not demonstrate that ratings of wall along with dampers that are needed will in fact be included for not only original cost, but the gift that keeps on giving..... damper testing and maintenance. - continuing, the IBC 2015 edition finally removed the need for smoke dampers in smoke barrier walls for most conditions to match the LSC. Problem is AHJs and consultants don't know it and the costly smoke dampers are STILL being added. Ignorance is expensive. I've found 50 combination fire/smoke dampers in a project that was ready to be issued that were unneeded. That's a huge savings up front and every six and four years depending on the occupancy. -IBC does not require a horizontal exit supporting wall to have protection at the exterior walls that have less than 180-degree engagement. LSC does and when the designer complies with the IBC, the lack of one-hour rated walls (45 minute glazing) is expensive "in the field". Presentation will show example of this along with innovative assemblies that mitigate the issue but still costly. -doors in IBC's smoke barrier walls require 20-minute ratings with an "S-Label". LSC requires a 1-3/4" solid door with closers. If one designs to only the LSC, every one of the doors will not work for the IBC and infield costs are huge. This issue also comes into play when after the facility is running, a facility may be told they do not need latching hardware as LSC does not require. The surveyors will not have an issue but the next construction project will have hidden costs in order to get an occupancy permit. -the IBC's smoke partitions that serve same purpose as the LSC's walls that limit the transfer of smoke in corridors may look the same, but the IBC's Commentary suggests that the lay-in ceiling system that the LSC basical.

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Learning Objectives​

  1. Attendees will learn the four Authorities Having Jurisdiction and how they work and don't work together.  Them being CMS for Certification for reimbursement, TJC/DNV/other for accreditation (also for certification at times), States' Departments of Health for Licensure, and Building officials for permitting. 

  2. Attendees will learn that one needs to meet not only the NFPA 101 Life Safety Code requirements, but also the IBC to get the building built through permitting.  Without IBC compliance, CMS will never get to see the building for Certification for reimbursement.  IBC is necessary.

  3. Similarities abound between the two.  This presentation also shows where savings can be had by knowing what the codes require instead of what people think" they require.  Cost savings in knowledge will happen for attendees."

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Aaron Anderson,PE, HFDP, LEED AP

Associate Principal, Specialized Engineering Solutions

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Mechanical Engineer specializing in Healthcare Facility Design.

Nate Hogberg, CHC

Project Manager, MCL Construction

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Nate Hogberg is a distinguished Project Manager at MCL Construction with over a decade of experience specializing in healthcare construction. As a Certified Healthcare Constructor (CHC), active member of American Society for Healthcare Engineering (ASHE), and the Nebraska Society of Healthcare Engineers (NSHE), Nate guides MCL’s healthcare team with a strong focus on safety, precision, and innovation. Nate’s expertise and resume of past projects demonstrate his commitment to building design and construction, infection prevention, and patient safety. He is versatile in his accomplishments at reputable healthcare institutions that range from smaller projects to delivering highly technical and coordinated work. He is a graduate of the University of Nebraska–Lincoln with a degree in Construction Management. Since the start, Nate has been driven to create spaces that promote healing and advance the future of healthcare.

Andrew Thompson, PE

Vice President, Cerris Systems

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Andrew Thompson is Vice President of Cerris Systems in Omaha.  Cerris Systems is a full service mechanical construction company.   He leads the Preconstruction Group and the Building Management Systems team.  Andrew is a Professional Mechanical Engineer with a background in consulting engineering and mechanical construction.

A Journey Through the Boiler Room: Modernizing with Steam and Hydronic Synergy

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Abstract

When it's time to replace aging, inefficient steam boilers, the solution shouldn't be a simple one-for-one swap. This presentation explores the full journey of a boiler plant transformation that combined new steam boilers with high-efficiency condensing hydronic boilers to create a flexible, energy-smart hybrid system.
Attendees will gain insights into how the project team evaluated project locations, budget, efficiency goals, and operational constraints to arrive at a balanced system design. The presentation will walk through the planning, design, and construction phases—highlighting how the owner, engineer, and contractor collaborated to maintain plant operations throughout the upgrade. Real-world lessons learned, including, stack lining, phasing strategies, control system considerations, integration challenges, and limited shutdowns will provide valuable takeaways for the audience.

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Learning Objectives​

  1. Understand how boiler plant upgrades can reduce operational costs, improve system reliability, and support long-term energy goals.

  2. Learn how to design and integrate a hybrid steam and hydronic boiler system that balances efficiency, redundancy, and facility demands.

  3. Identify key construction and phasing strategies to successfully replace critical boiler systems while maintaining facility operations.

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Anthony Ashby

Immanuel Hospital President, CHI Health

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Anthony Ashby currently serves as the President at CHI Health Immanuel Medical Center overseeing the overall performance and operations of the Hospital. Previously he served as VP, Operations since 2019 and was responsible for the day to day operations of clinical ancillary and support services, as well as overall hospital culture, engagement, performance improvement and community relations.  Anthony believes it takes a great place to work to be a great place to receive care and that the engagement, connection and fulfillment that his team gets from their jobs are fundamental to providing high quality and safe outcomes for patients and the community.  One of Anthony’s most notable accomplishments is leading a recruitment and retention culture transformation resulting in a net gain of over 120 employees over 2 years.

 

Anthony is committed to leveraging his role in serving the community to advance health equity, reduce costs of care and elevate health outcomes for all.

Tyler Busboom

Executive Director & NSHE President, UNMC/Nebraska Medicine

Erin Pearson

Talent Outreach Strategist, Children’s Nebraska

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Erin Pearson serves as the Talent Outreach Strategist at Children's Nebraska, where she excels at fostering connections between people and possibilities. Raised in Nebraska, she brings a deep sense of community pride and a strong Midwestern work ethic to everything she does. Her background fuels a passion for creating authentic connections that drive lasting impact.

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Erin plays a key role in advancing the organization’s outreach and pipeline efforts by building strategic relationships that cultivate and strengthen talent pathways for the organization. Outside of work, she is an avid runner who values balance and perseverance in all areas of life. Erin lives in Omaha with her husband, Justin, and their two sons, Jack and Brody.

Nash Mahupete

President and CEO, QLI

 

Nash Mahupete serves as the President and CEO of QLI, a nationally renowned program for brain and spinal cord neurorehabilitation.  Established 35 years ago, QLI has served clients from across the nation, consistently delivering exceptional outcomes and pioneering innovative care. Nash’s journey with QLI began as a caregiver 25 years ago, and he has since fulfilled several other roles prior to his appointment as the CEO in 2025.

 

Nash is committed to building people-focused systems, cultivating a skilled and engaged team, and developing partnerships that yield significant impact across Nebraska and beyond. His leadership centers on creating an environment where teams are inspired to deliver life-changing outcomes for the individuals and families QLI serves.

Angela Ullman

Business Development Senior Specialist & Women in Healthcare – NE and IA President, Olsson

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Angela Ullman is a Business Development Sr. Specialist on Olsson’s Corporate Business Development Team. For 25 years, she has held roles in business development, marketing, and communications for firms in the engineering and construction industries. She is passionate about building genuine connections, collaboration, teamwork and creating a lasting impact on the teams and projects of which she is involved. Moreover, she has supported and served multiple community and industry organizations through board and committee involvement. These organizations include the Society of Marketing Professional Services, Keep Omaha Beautiful, Commercial Real Estate for Women, Society of Iowa Solid Waste Operations, Society of American Military Engineers, the Nebraska Society of Healthcare Engineers. She is currently serving on the Executive Committee of Keep Nebraska Beautiful and is President and Co-Founder of Women in Healthcare – Nebraska and Iowa.

 

In her free time, Angie spends her time outdoors, running the trails and sidewalks in Omaha and following her kids’ many activities. She resides in Omaha with her husband and three children, Samantha, Avery and Evan.

Bridging the Gap: Enhancing Communication and Collaboration Among Healthcare Teams

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Abstract

This panel will explore the communication tools and strategies adopted by leading healthcare systems to strengthen interdisciplinary collaboration and teamwork. By examining real-world examples and innovative approaches, panelists will highlight how effective communication enhances patient care, streamlines operations, and fosters innovation across medical facilities. Topics will include useful technology, training and alignment goals that build collaborative culture, and leadership practices that support integrated team dynamics.

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Learning Objectives

  1. Understand how organizations are bridging the gap in supporting the overall healthcare community through strategic partnerships.

  2. Identify effective communication tools for external and internal collaboration

  3. Understand strategies for building a collaborative culture

  4. Understand real-world examples of enhanced patient care

  5. Explore leadership practices for integrated team dynamics

  6. Approaches to streamline operations through communications tools and tactics.

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Joe Schommer

Business Development Manager, RESA POWER

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Joe Schommer has been involved in the electrical maintenance and testing industry for over 29 years. Starting as a field service technician and progressing through the disciplines, Joe has experienced the importance of maintenance and electrical testing and how these practices improve reliability and ultimately safety within your electrical distribution system. Joe brings practical application experience for improving the safety of your facility by adhering to NETA and the NFPA 70E and 70B guidelines, merging electrical safety with electrical maintenance which are both critical in regard to your electrical safety program.

Arc Flash, The NFPA 70E Standard and Your Electrical Maintenance. ARE YOU PREPARED?

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Abstract

The world of electrical hazards, protection and accident prevention can be a confusing place. Hundreds of deaths and thousands of injuries can be avoided each year by following the NFPA 70E: Standard for Electrical Safety in the Workplace. Be prepared by arming yourself with the knowledge of the types of electrical hazards and the effects of electrical shock and flash. This session will identify the need for electrical safety as well as electrical maintenance and safety programs. Attendees will learn about arc flash hazard risk assessment, personal protective equipment (PPE) and shock and arc flash approach boundaries. Reduce your liability concerns while establishing a culture of safe work practices among employees after attending this session.

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Learning Objectives​

  1. NFPA 70E Overview

  2. Flash and Shock Boundaries

  3. Correct PPE For the Hazard.

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Rich Anderson, PE, LEED AP

Senior Engineer, Mechanical, LEO A DALY

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Rich leads mechanical engineering for the Omaha design studio, guiding technical excellence and advancing best practices across disciplines. With over 30 years of experience, he brings deep expertise in central utility plants, controls, steam systems, and chiller-boiler optimization. His work spans healthcare, K-12, and higher education environments, with a strong focus on systems that enhance occupant comfort and performance. A licensed professional engineer in Nebraska, Iowa, Florida, and Oklahoma, Rich is passionate about the role of technology in solving meaningful design challenges. He remains active in the Nebraska Society of Health Care Engineers and serves as a mentor to engineering students at the University of Nebraska.

Kim Cowman, PE, LEED AP, HFDP

Vice President, National Director of Engineering, Leo A Daly

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Kim leads engineering services across the LEO A DALY brand. In this role, she directs strategy and growth for the engineering practice of the integrated planning, architecture, engineering and interiors firm. Her technical expertise stems from 22 years of work as a mechanical project engineer and mechanical discipline lead for the Omaha Healthcare Design Team. She was responsible for the management and quality control of this team consisting of professional engineers, engineers-in-training, and mechanical technical specialists. The team was responsible for the production of mechanical engineering documents to support a variety of healthcare project types. 

Nicholas Lassek, PE, CBCP, LEED Green Associate

High-Performance Design Engineer, LEO A DALY

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Nick Lassek is a mechanical engineer and commissioning agent with ten years of experience in building energy modeling and systems optimization. He has developed early-phase and fully detailed energy models across diverse markets to support envelope, HVAC, and control system decisions. Nick’s work also includes simulation for third-party certifications and calibrated models for existing buildings. As a commissioning agent, he has authored and executed prefunctional and functional tests for various building systems, including retro and recommissioning projects. His deep knowledge of building controls and performance makes him a key contributor to both our modeling and commissioning teams.

Reviving Spaces, Restoring Health: Adaptive Reuse in Veteran-Centered Healthcare Design

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Abstract

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 share two case studies, the adaptation of two 50-year-old existing office buildings into a modern inpatient hospital and the conversion of a parking ramp into a research laboratory.   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 along the way.

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Learning Objectives​

  1. Understand the Principles of Adaptive Reuse in Healthcare
    Participants will gain foundational knowledge of adaptive reuse, using the VHit project as a case study. 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.

  2. Evaluate the Environmental, Economic, and Community Impact
    Through the lens of the VHit project, 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.

  3. 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.

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Kelly Johnson

Director of Systems/Energy Engineering, University of Nebraska Medical Center and Nebraska Medicine

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Kelly Johnson graduated from Kansas State University with a degree in Architectural Engineering with a Mechanical focus. Her career experiences range from design of HVAC systems to third party commissioning and Owner’s representation. In her current role as the Director of Systems/Energy Engineering at the University of Nebraska Medical Center and Nebraska Medicine she enjoys focusing on proactive energy management strategies, engineering project planning, and developing operational engineering techniques which improve the built environment. Kelly also enjoys interests in sustainability, positive leadership, and mentoring future talent.

Rick Kmiecik, PE, CBCP, CEM, GBE, CMVP, CxA

Client ExecutiveI, IMEG

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Rick Kmiecik, PE, CBCP, CEM, GBE, CMVP, CxA, client executive of IMEG’s Omaha office, is an accomplished mechanical and energy engineer with more than 25 years of experience in strategizing, planning, designing, and managing mechanical systems for maximum performance and energy efficiency, in buildings of all types, sizes and complexity. As a former small business owner and former owner representative for a nationally recognized healthcare and medical research university, Rick has a proven track record as an effective leader and a creative problem solver, and is known for his smart, effective and sustainable energy projects that generate real cost savings. 

Doug Sitton, PE

Sr. PrincipalI, IMEG

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Doug Sitton, PE, is a senior principal and client executive supporting the strategic direction of IMEG’s building performance and analytics services. Doug has 40 years of experience with clients of various types and sizes and is known for his track record of helping organizations drive sustainable growth and improvement. Through his leadership, strategic thinking, and complex problem-solving skills, he has helped past and existing clients generate strategic growth while saving more than $50 million in energy costs. 

A Dynamic, Integrated Process for Optimizing Building Performance

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Abstract

Hospital systems face many headwinds when it comes to optimizing the performance of their buildings while also decarbonizing. These challenges include lack of capital and staff resources, aging infrastructure, maintaining compliance, safety and comfort, and meeting the U.S. Department of Health & Human Services’ and American Hospital Association’s voluntary pledge to reduce the health care sector’s emissions (the U.S. healthcare system is estimated to account for 8.5% of the carbon emitted annually in the country, making it a substantial source of greenhouse gases that impact climate change). 


These challenges can often lead to a less strategic, and more sporadic approach to managing facilities. 

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However, the benefits of high performing buildings are worth the effort of addressing these significant obstacles. Maximum energy savings at the lowest cost, lower operation and maintenance costs, optimum occupant comfort and health, and reduced carbon emissions can be achieved by finding innovative solutions to these issues. 

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This presentation given by two client executives from an engineering consulting firm and a healthcare facility’s director of systems and energy engineering, will discuss best practices and case studies from multiple owners – Children’s Hospital Colorado, Mercy, University of Nebraska Medical Center, et al – in the following areas: 

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  • Vision, Strategies and Goals Development

  • Utility/Energy/Carbon Data Analytics: Collecting, Analyzing, Applying and Reporting

  • Building/Project Performance Targeting, Planning, M &V and Tracking (PDC and FM) 

  • Integrated Commissioning-Retro-commissioning-Monitoring-based Commissioning  

  • Building Controls Optimization

  • External Programs: Funding, Building Performance Standards, et al 

  • FM/PDC Process Integration 

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Presenters will discuss how healthcare systems and other institutions are taking a more strategic, dynamic, and analytical approach to optimization, energy efficiency, and carbon reduction—providing solutions to address the many challenges and the benefits that outweigh them.

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Learning Objectives​

  1. Describe how to establish and sustain a dynamic, integrated process of building performance optimization, including energy efficiency, decarbonization, operational efficiency, compliance, etc.

  2. Describe the data-analytics-driven process of building performance targeting, planning, implementing, and tracking.

  3. Describe how to optimize and integrate the performance of controls, metering and diagnostics systems.

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Christa Mardaus

ICRA Coordinator, Carpenters Training Institute

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Christa Mardaus brings over 20 years of construction industry experience, with a focus on large commercial, multi-family, and healthcare projects. She is a leading instructor in Infection Control Risk Assessment (ICRA), helping project teams—including architects—understand how construction impacts occupied healthcare environments. Christa contributes to curriculum development and serves on Women in Construction (W.I.C.) committees. She has trained leadership at the Carpenters International Training Center and frequently collaborates with architects and contractors to improve communication and coordination on complex builds. Christa has also led Diversity, Equity, and Inclusion sessions and spoken at healthcare engineering and construction conferences across the Midwest and nationally.

Amanda Brown

Education Specialist, Carpenters Training Institute​

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Amanda has served as an Education Specialist with the Carpenters Training Institute since 2021, where she brings her background in education to ICRA healthcare construction training. She focuses on fostering collaboration between contractors, facility staff, and healthcare professionals to ensure safe, efficient construction in occupied healthcare settings. Amanda has shared her expertise at ASHE Region 6, AIA Minnesota, and infection control and engineering conferences throughout Minnesota, Wisconsin, and Iowa. She holds a Master of Education from Concordia University–Portland and an Education Specialist degree from Walden University and is passionate about helping project teams work smarter and safer—together.

Spec it to Protect it: Lock in ICRA Project Requirements Early​​​

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Abstract

Construction activities in healthcare settings pose significant infection control risks if not properly managed from the start. This session explores how embedding Infection Control Risk Assessment (ICRA) requirements into bid specifications can proactively protect patients, staff, and project outcomes. Attendees will learn key elements to include in project documents, gain insight into stakeholder responsibilities, and review sample bid language that supports clear, enforceable infection control measures from design through construction.

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Learning Objectives​

  1. Explain the importance of including ICRA requirements in bid specifications to ensure compliance and infection control during construction.

  2. Identify key elements that should be included in project documents to address ICRA from design through construction.

  3. Apply best practices for drafting bid language that proactively addresses containment, communication, and stakeholder roles.

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Dennis Ford, MHA, CHFM, CHC, FASHE

Corporate Facilities Management, Atrium Health (Advocate Health)​

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Dennis Ford, MHA, CHFM, CHC, FASHE has been in Healthcare Facilities Management (FM) for over 30 years. He currently serves as President-Elect of the ASHE National Advisory Board and teaches an online course for the University of Texas San Antonio (UTSA) Facility Management Master’s Program. He received his degree in Civil Engineering and started his career in the Air Force where he served in FM roles and at headquarters where he led the development of a Computerized Maintenance Management System (CMMS) currently in use at all military hospitals (DMLSS-FM). Before arriving Atrium Health (now a system of over 69 hospitals under Advocate Health), Dennis served as Director of Engineering at the world-renowned Texas Children’s Hospital in Houston, TX (a 4-hospital system), Program Director of Healthcare Facilities at the University of Texas Medical Branch (UTMB) in Galveston, TX (a 5-hospital system with a prison hospital) and as Director of Facilities Management at Baptist Health System in San Antonio, TX (a 5-hospital system). Dennis is a Certified Healthcare Facilities Manager (CHFM), Certified Healthcare Constructor (CHC) and received his Master of Health Administration from Texas A&M.

Mark Mochel, MBA, CHFM, PMP, ACABE

Strategic Account Executive, Brightly, A Siemens Company

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Mark Mochel, MBA, CHFM, PMP, 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.

Matthew Stiene, PE, CHFM, CHC, CFM

Senior Vice President Construction and Facility Services, Novant Health

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Matthew Stiene, PE, CFM, CHFM is currently the Senior Vice President of Construction and Facility Services for Novant Health in Charlotte NC, where he oversees design and construction, plant operations, property management regulatory compliance, energy management, environmental affairs, infrastructure capital replacement, engineering design and construction, medical equipment planning, and manages several real estate initiatives. With Novant Health, Matt has been involved in over $750 million of acute care construction and renovation and oversees an operating budget of $60 million with over 250 FTEs. Matt possesses a Master of Engineering degree in Fire Protection Engineering from the University of Maryland, and a Bachelor of Science degree in Mechanical Engineering from Clarkson University. Matt has worked in the facilities management and construction industry for over 20 years as a consulting engineer, project manager, and facility manager. He is a licensed professional engineer in New York, North Carolina, South Carolina, and Virginia and is a Certified Healthcare Facility Manager and a Certified Facility Manager.

Operational Handover Best Practices – Day One Resiliency in Facility Operations

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Abstract

Strategic asset management is vital for organizations to effectively oversee their physical assets throughout their lifecycle, ensuring optimal performance, resiliency, and longevity. It involves a systematic approach to acquiring, operating, maintaining, and disposing of assets in alignment with organizational goals and objectives.

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In the context of building management, strategic asset management plays a crucial role in maximizing the value and utility of the facility. It encompasses various aspects such as asset identification, condition assessment, risk management, performance optimization, and financial planning.  In relation to building infrastructure systems, components and assets, risk management is defined as the probability of system failure multiplied by the impact of the failure.  Risk of harm to patients (and/or other customers) in critical areas of medical facilities can be great if certain utilities or building infrastructure systems fail.  Projects must understand and mitigate these risks to the greatest extent possible, which leads to discussions around resiliency.

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One key component of strategic asset management in building operations is the implementation of Computerized Maintenance Management Systems (CMMS). CMMS software enables organizations to efficiently manage maintenance activities, including scheduling, work orders, inventory management, and asset tracking. By centralizing maintenance data and automating processes, CMMS enhances operational efficiency, streamlines maintenance workflows, and facilitates informed decision-making.

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During the operational handover of a building, CMMS population is essential for ensuring a smooth transition from construction to operations phase. By populating the CMMS with accurate asset data, maintenance schedules, and historical maintenance records, facilities management teams can effectively assume responsibility for ongoing maintenance and management activities. This ensures that maintenance tasks are performed on schedule, asset performance is monitored, and potential issues are proactively addressed. This is particularly important in large facilities and complex construction timelines, where many core MEP assets may be in service for months or even years ahead of formal occupancy, and thus require routine maintenance even as construction continues.


From a management perspective, proper CMMS population facilitates knowledge transfer between project teams and facilities management staff, ensuring continuity of operations and preserving institutional knowledge about the building's systems and equipment. It also provides valuable insights into asset performance trends, maintenance costs, and lifecycle projections, enabling informed decision-making for future maintenance and capital planning initiatives.

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In summary, strategic asset management and CMMS population are integral to the operational handover of a building, ensuring efficient maintenance practices, cost-effective asset management, and long-term sustainability. By implementing robust asset management strategies and leveraging CMMS technology, organizations can optimize building performance, enhance operational resilience, and maximize the value of their assets. Please join this session and case study discussion to learn more.

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Learning Objectives​

  1. Define life cycle asset management and demonstrate an asset management framework that defines the relationship between PDC and FM teams, using asset inventory data as a primary communication vehicle.

  2. Provide case study examples of best practices and results from an informed operational handover, identifying critical success criteria for ongoing facility life cycle management.

  3. Introduce an asset-driven framework and debate pros and cons of facility business planning, risk mitigation and increased resiliency in facility operations. From Day One.

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