© 2020 ASHE Region 8 | Professionally Managed by CMP Management.


Jonathan Fanning

Professional Speaker, Author of “Who are you BECOMING?”


Jonathan Fanning is the author of Who are you BECOMING? and has been coaching leaders –from Fortune 500 executives to sole proprietors –for over 15 years. If you are familiar with TED talks, Jonathan was voted the best speaker at a recent TED conference. A traumatic car accident and several other “Frying Pan” moments in the middle of Fanning’s career as a management consultant to Fortune 500 companies triggered a quest for a deeper sense of purpose, meaning, and significance. “Who are you BECOMING?” and “Who are you helping others to BECOME?” became central to Jonathan’s life, businesses, and speaking. He has also built several successful businesses, including a national children’s fitness franchise and Entrepreneur Adventure, which helps young people experience business start-up and ownership. He has inspired and challenged audiences with his message in 49 states and on 3 continents.


Creative Leadership: Building a Culture of Innovation

Innovation and creativity are absolutely necessary to thrive in business, hiring, motivating, marketing, parenting, educating, coaching... Are you and your organization becoming more -or less-creative? Jonathan’s TED Talk on this topic won the best speaker of the conference. Participants will learn 5 core strategies to build a culture of creativity. Lessons and memorable anecdotes come from some of the most creative people and organizations in history, as well as Jonathan’s personal experience implementing these lessons as an entrepreneur, parent, educator, and with clients large and small. What Jonathan calls the “innovator’s equation” has been a game-changer for leaders across the country.


Learning Objectives

  1. How can you intentionally foster the 5 traits of the world's most creative people?

  2. What questions, stories, and models will get you and your team “unstuck”

  3. What is the “Innovator’s Equation”? – Jeff Hyatt (Hyatt Hotels) called this the greatest leadership lesson of the decade.



Deputy Executive Director for Advocacy - ASHE

Chad E. Beebe, AIA, FASHE, is a registered architect, a Certified Fire Protection Specialist, a Certified Healthcare Facility Manager, and a Certified Building Official. He is deputy executive director for advocacy for the American Society for Healthcare Engineering (ASHE) of the American Hospital Association. Chad serves on many national panels and committees that develop regulations for the design and construction of health care facilities, including the National Fire Protection Association’s Standards Council and the Health Guidelines Revision Committee (HGRC), the multidisciplinary body responsible for updating the Guidelines for Design and Construction of Hospitals and Outpatient Facilities. Chad has experience as the authority having jurisdiction (AHJ) for the Washington State Department of Health and managed its Construction Review Services program. He was honored by receiving ASHE’s Regional Leader Award and became the first AHJ to receive a leadership award from the American Hospital Association.

ASHE Update and Code Compliance Review

DOWNLOAD PRESENTATION - ASHE Update (Skanda Skandaverl) and Code Compliance

The regulatory environment in hospitals is a tangled web of codes and standards enforced by multiple authorities having jurisdiction. Future codes and standards must be streamlined and work together without conflict to ensure good stewardship of hospital resources. Cruise the ASHE Advocacy Highway to learn about ASHE codes and standards initiatives, major changes coming down the pike, and how you can get involved. The code development process, federal reimbursement systems, and pending changes in regulations will be addressed.

Moderator: Mitch Binns

Regional Manager - McCownGordon Construction


Mitch first started his career for a firm in Wichita, Kansas, managing several projects in and around central Kansas. Since working at McCownGordon, he’s worked on many notable projects including projects with Children’s Mercy and Kansas City University of Medicine & Biosciences. In January 2019, Mitch moved back to Wichita to become the Regional Manager to McCownGordon’s new office.  Mitch graduated from Kansas State University with a Bachelor of Science in Construction Science and Management.


Panelist: Tucker Peddicord, Dale Carnegie and LEED AP

Associate - McCownGordon Construction


Tucker has been in the industry for 12 years. As Estimating Executive, Tucker understands the importance of strong preconstruction services to make a project a success. He believes that early collaboration between the owner, design team and construction manager leads to a value-added project for the owner. On Patterson Health, he helped facilitate initial design charrettes with the design team and owners. Through this process he aligned the team’s goals with the budget. After the initial design charrettes, he performed weekly design and budget updates to keep the owner’s design desires and budget in line.  Tucker graduated from Kansas State University with a Bachelor of Science in Construction Science and Management.


Panelist: Denton Nichols, AIA, NCARB, LEED AP

Senior Associate - Gould Evans


Denton’s experience spans 20 years, with the last seven being at Gould Evans. As a senior associate, He has a continued focus on community and higher education student life projects, including master planning through construction administration. Denton graduated Cum Laude from Kansas State University with a Bachelor of Architecture and Design. He also attended the Centro Studi di Art in Italy at his time at KSU. Now rooted in Lawrence, Kansas, he is a skilled project architect and frequent lecturer for the University of Kansas School of Architecture, Design, and Planning.

Panelist: Patrick Patton

CEO - Patterson Health Center

Patrick Patton, is CEO of the Patterson Health Center. He brings  30 plus years as a healthcare executive with a broad set of experiences having managed hospitals, large medical group, and integrated health systems. He’s also involved with urban and rural health systems policy development including Critical Access Hospitals, Rural Health Clinics, and Federally Qualified Health Centers. He holds a Masters in Health Services Administration from the University of Kansas and is a Fellow in the American College of Healthcare Executives.

Designing the Future of Rural Healthcare: Combining Resources, Staff and Technology to Offer Advanced Care



The hospitals in Harper and Anthony, Kansas were struggling, like many rural hospitals. Townspeople traveled for hours to see specialists and receive treatments. That was until the two communities combined resources and built the state-of-the-art Patterson Health Center.

Now, patients from both communities access a centralized, upgraded facility that qualifies as a Critical Access Hospital. It includes everything the communities need to foster the health and well-being of nearby residents, including operating rooms, administrative offices, patient rooms, a clinic, an imaging department, a pharmacy, a lab, physical and occupational therapy, Teladoc rooms, cafeteria and support spaces.

The facility allows physicians to provide best-in-class care and leverages technology to aid in the process. Specialized rooms created for Teledoc consultations benefit  patients with access to specialty care and physicians, who can efficiently focus on other basic care concerns without losing patients to other hospitals with specialty practices. 

Another unique benefit Patterson Health Center brings the community is its focus on improving the well-being of community members. An on-site workout center promotes healthy lifestyles and the dining area serves as a local “restaurant” allowing community members to gather and share healthy foods. Plans are in the works for a community garden on the grounds. 

These amenities and give physicians an incentive to work and stay at Patterson Health. The community feel and engagement correlates with retaining healthcare physicians. Instead of working in a dying rural hospital, the staff now works in a vibrant environment where they are actively engaged and encouraged to create community.

This patient-centered and staff-friendly environment transforms and improves communications, reduces staff stress and tensions, increases retention, and enhances patient satisfaction. This innovative approach to serving the whole community in new ways makes Patterson Health Center an ideal model for serving rural communities now, and in the future.


Learning Objectives

  1. Learn how Teledocs and other technologies increase efficiencies in healthcare facilities.

  2. Understand how designing for wellness and not just health care can affect your patients and staff.

  3. Walk away knowing how a patient-centered and staff-friendly environment transforms and improves internal and external communications, reduces staff stress and tensions, increases retention, and increase patient satisfaction through its efficiency.

  4. Take away the innovative solutions of rural healthcare and how out of necessity, they’ve adapted to leverage human capital and resources to stay in afloat.

Mark Mochel, MBA, PMP, CSM, FCT

Vice President - Facility Health Inc.

With over 20 years of program management experience, Mark is passionate about the utilization of technology to drive preventative maintenance in HealthCare and improve facility performance.  That means creating an objective, data-driven communication link between the technicians, the engineers, the facilities management team, and the executive leadership where the capital investment decisions are made.  Mark has a Bachelor’s degree in Mechanical Engineering from Purdue University, and an MBA from The University of Michigan.

Repair & Replacement Capital Planning – “An Ounce of Prevention is Worth a Pound of Cure”


There is an increasing awareness and recognition at the national level about the aging HealthCare infrastructure and the impact of the physical environment on patient care. And when that issue is coupled with increasing compliance requirements and ever-tighter cost pressures, it creates the perfect storm of risk that will continue to challenge us all.

But for the people in this room, this is not new information.  Anyone who is involved in Facility Construction or Management lives with this risk and reality daily.  And we all know that continuing investment in the facility, over the full life cycle of the building(s), is the key to long-term success.  So why is it so difficult to secure the capital that is required?

There is no simple answer to this question.  But beneath any individual organizational constraints, there is an underlying problem.  It lies in the difficulty of communicating the risk of failure, and the tendency to apply traditional financial measures, like Return on Investment (ROI), to critical facility assets.

Facilities are cost centers, and infrastructure assets are a necessity for daily operations.  As an example, can you really calculate the ROI for the replacement of an ailing Air Handling Unit (AHU) that serves a surgery suite?  Looking only at the facility budget, you may be able to determine a payback period, if there are some tangible energy savings to be found.  If you look at credible risk, however, the payback for that AHU can be measured in hours and lives.  The ROI is infinite, because the AHU is crucial to hospital revenue and ultimately to patient life safety.  Unfortunately, that infinite ROI can only be proven after the unit fails.  So, we need a new definition of ROI.  ROI = Risk of Inaction.


Learning Objectives

  1. Agree that the facility leadership team has the responsibility to identify capital requirements and teach the C-Suite about the Risk of Inaction. The budgeting process is not to be feared. Securing capital for facility investment is one of the most important jobs a facility leader has. All other tasks require that funding for proper execution.

  2. Describe and define the Risk of Inaction, and own the tough role of communicating risk, with credibility, to the C-Suite.  Answer the question “what is the value of a failure that never happens?” and recognize that the benefits of replacing of an ailing asset before catastrophic failure will be invisible to everyone.  But it is still the right thing to do.

  3. Provide and review a specific task list that can be used to assess the maturity of each Health System and determine where in the 6-step process to engage.  For example, some health systems have healthy CMMS systems and processes, others do not.  Regardless, maintenance data is the building block of the budgeting process, so everyone needs to address their true capability and correct if necessary.

  4. Provide real-world examples of how a comprehensive asset management framework can link capital planning and compliance together, and mitigate risk for the facility. The assessment and documentation of utility asset risk is crucial to all facility operations so that resource investments can be prioritized on the most critical equipment.

Cie Cascone, MSN, RN

Ambulatory Manager - Truman Medical Center

Cie Cascone serves as the Ambulatory Manager at University Health Community Care Linwood and has more than 24 years of healthcare experience. She has a passion for relationship building and fostering engagement between higher education, healthcare and community leaders. In her current role, Cascone was integral to the development of the joint venture between the YMCA of Greater Kansas City and University Health Community Care Clinic focused on an original integrated health and wellness model, patient centered care, regulatory compliance and providing community education and resources. Her previous accomplishments include collaboration with multiple healthcare-biosciences education institutions and programs to encourage educational opportunities, offer clinical experiences, and act as a liaison between the two institutions. She also developed and managed a Graduate Nurse Residency program that resulted in a retention rate of 89% up from 53%. Cascone received her BSN from Avila University and her MSN from Rockhurst University.

Gene Lund, AIA


With almost 20 years of experience, Gene Lund is adept at translating user needs into effective and inspiring spaces across a wide range of building types. He brings to each project his strong capabilities in detailing, consultant coordination, construction management, and technical execution. As project manager/architect, Gene understands the complexities of producing and coordinating drawings and managing projects from start to finish. On each project he works closely with consultants, design partners and the contractor to develop and execute a project process that efficiently and effectively meets the client’s objectives.

Leveraging Strategic Partnerships to Create Efficiency: Truman Medical Centers and the YMCA


There is an increasing awareness and recognition at the national level about the aging HealthCare infrastructure and the impact of the physical

Providers and health systems are increasingly under pressure to align their delivery models with community partners and resources. In line with national efforts, this project connects patients with resources they can access well beyond the walls of their hospital or clinic through a strategic community-based partnership between Truman Medical Centers and the YMCA. Although there is broad consensus supporting healthcare system and community partnerships, few successful examples exist that demonstrate how resources and services lines can be streamlined achieve population health goals while realizing greater efficiencies.

In this presentation we will look at an in-depth case study of these efficiencies created by a newly built facility shared between a large academic health center and a local YMCA. The Kansas City based project combines 7,000 square feet of family medical and social care with 35,000 square feet of the YMCA which has a focus on healthy living, youth development and social responsibility. Clinical providers utilize 12 exam rooms and lab space, fitness rooms, strength and cardio equipment, gymnasium, operable roof indoor/outdoor natatorium, demonstration kitchen and a community meeting room. The integration resulted in seamless referrals for identification, treatment, management of patients and members between the clinic and YMCA wellness and fitness programs. Specific focus has been given to those chronic and preventable diseases within this highly vulnerable population.  

This award-winning project has received national recognition as a prototype for community-based population health.  

“By partnering with University Health/Truman Medical Centers, we’re able to create a healthier Kansas City and support physicians in the ongoing management of chronic disease.  The Y’s healthy living coaches will support patients to make ongoing lifestyle changes to improve overall health and to manage or prevent conditions.”  YMCA of Greater Kansas City President and CEO David Byrd.


Learning Objectives

  1. Identify the operational advantages created when establishing a partnership that provides proactive/preventative health within the community.

  2. Understand how a health care provider can leverage a community partnership to create space efficiencies and minimize the new build footprint.

  3. Describe how newer technologies create efficiencies and connections within and outside of the community while maintaining the integrity of the local community.

  4. Provide blended facility project lessons learned.

Moderator: Jon Pahl

Nabholz Construction - President, Midwest Region

John Pahl graduated from John Brown University with a Bachelor of Science in Construction Management and is both LEED BD+C and ASHE HCC certified. From Nabholz intern to Project Manager, then an Executive Vice President of Preconstruction Services and later an Executive Vice President of Operations, he now serves as President of the Midwest Region. Pahl has a long history of community service, and is currently a board member with Junior Achievement of Greater Kansas City, an advisory board member for both the Habitat of Humanity Kansas ReStore and the Olathe Chamber of Commerce EDC, a member of the Lenexa Economic Development Council, and a volunteer for PREP KC.

Panelist: Richard W. (Wes) Hoyt, FACHE

Chief Operations Officer - Hutchinson Regional Medical Center

Wes Hoyt became COO of Hutchinson Regional Healthcare System in 2016. As COO, Wes oversees operations of the hospital while implementing strategies, plans, and procedures. He spent most of his working career in the military where he was stationed in the States as well as overseas. He served in executive positions for medical organizations that developed rural healthcare networks as well as led Army medical units in combat. Wes grew up in Louisiana and has an undergraduate degree in Secondary Education, English and Social Sciences from Southeastern Louisiana University as well as a Master’s in Health Administration from Baylor University. He is Board Certified in Healthcare Operations and Administration and a Fellow in the American College of Healthcare Executives.

Panelist: Jon Miller, RN, BSN, CCRN

Hutchinson Regional Medical Center

Jon Miller received his BSN from Bethel College in North Newton, Kansas and has been an RN in ICU for 27 years. He is a preceptor for New Hires, Relief Charge Nurse, and an Advanced Cardiac Life Support Instructor (ACLS). He serves on various hospital committees including the Health Ethics Committee and Provider Engagement Committee, as well as previously serving on the Risk Management Committee and President’s Council ICU Design Team Committee. He is also a member of the HRMC Cerner EHR Planning and Design Team.

Panelist: Nancy Steele, AIA, NCARB, LEED AP

Senior Project Manager - HFG Architecture

Nancy Steele, AIA, NCARB, LEED AP, is a Senior Project Manager at HFG Architecture. Nancy has more than 30 years of experience in architecture, she’s an Accredited Professional for Leadership in Energy and Environmental design, and has a primary focus working in healthcare. Her healthcare portfolio includes dozens of specialty clinics, veteran hospitals, critical access hospitals, and large hospital systems projects.

Panelist: Lacey Brown

Business Development - SMA Engineering


Making Innovation Routine: Sparking Collaboration through Technology at Every Stage of the PDC Process


In August 2018, Hutchinson Regional Medical Center opened an innovative Intensive Care Unit and MRI Suite addition. The radial configuration of the new ICU improves nurses’ lines of sight to patients and improves health outcomes. The process of conceptualizing and executing this vision required leveraging technological resources to maximize human resources. HFG Architecture’s technology-assisted collaboration with HRMC staff during design charettes and Nabholz Construction’s implementation of GPS mapping during construction increased efficiency by unleashing the technical expertise of medical, design, and construction professionals. HFG Architecture collaborated with ICU nursing staff throughout the design of the ICU by inviting nurses to rearrange components of various floorplans. The unique radial configuration that emerged from this exercise posed challenges related to planning, construction, and materials selection. HFG worked through these challenges with assistance from nursing staff by utilizing virtual reality technology (VR) to determine desirable features in the radial ICU. VR fueled a design process that included deeper participation from medical professionals that would not have been possible otherwise. Nabholz Construction maximized human resources by pioneering the use of GPS mapping technology to coordinate the complex efforts of different construction professionals. First, GPS technology was used to define the foundation of the new ICU addition. Lasers then populated Spectra Mark Point software with spatial data by rotating across GPS identified points on the concrete slab in order to coordinate the layout of HVAC equipment, framing, drywall, and millwork. This GPS mapping process enabled the smooth integration of efforts between construction professionals. Nabholz’s efforts were essential as the radial ICU’s custom-designed components were often assembled off-site and required precision installation. HFG, Nabholz, and HRMC leadership and medical staff maximized efficiency by fostering communication through technology in order to deliver a finished product under budget and four months ahead of schedule.


Learning Objectives

  1. Understand that Virtual Reality empowers non-A/E professionals to deliver actionable design insights.

  2. Appreciate that GPS mapping software can improve efficiency by enhancing coordination.

  3. Recognize that technology-driven collaboration requires buy-in from client leadership and staff.

  4. Realize that technological tools should always improve communication between stakeholders.

ASHRAE Distinguished Lecturer, Incite Health Fellow at Harvard Medical School, CEO - Taylor Healthcare Consulting

Dr. Taylor now does research with the National Institute of Health, national and international healthcare facilities and schools to identify building characteristics and indoor-air parameters that affect occupant health, productivity and learning. This approach has revealed remarkably powerful relationships between architectural design and indoor air management, and the health and performance of all building occupants. This includes patients in hospitals, employees in office buildings, students in schools and all of us in our homes. Dr. Taylor is the CEO of Taylor Healthcare Consulting, Incite Health Fellow at Harvard Medical School, ASHRAE Distinguished Lecturer and Fellow of the School of Art and Architecture at Norwich University, Northfield, Vermont. She was also a 2019 recipient of the,”Top 20 Women to Watch in HVAC Engineering” award.

Stephanie Taylor, MD, M Arch

Designs for Health: Putting People First


The cost of healthcare has become exorbitant, both financially and in terms of patient harm from healthcare-associated infections. To examine the role of the built environment in this epidemic, studies were done to relate patient healing with indoor air management. We now present new studies resulting from the collaboration of clinicians, microbiologists and engineers.  Working together to align patient outcomes with the hospital built-environment, we now have data which clarifies the importance of indoor air management as an effective tool to decrease transmission of pathogens, enhance pre-existing surface hygiene strategies, and conserve energy use. Surprisingly, indoor air quality was significantly related to patient outcomes.     Get ready to learn about how HVAC design and maintenance can optimize patient outcomes, improve employee health and productivity, and benefit hospital budgets. You will be totally amazed by the healing potential of indoor air. These insights offer exciting new tools that we cannot ignore. In addition, these studies show that the current focus on hand hygiene and surface disinfection to decrease transmission of infections will never be adequate without considering this added dimension of indoor management. For those still unconvinced, the business case for these interventions will be presented.


Learning Objectives

  1. Explain the value of utilizing human physiological data as a metric for overall building health and operation.

  2. Describe the impacts of indoor air quality on the human body, the microbiome of the built environment, and the transmission of disease causing microbes.

  3. List new research supporting the health benefits of indoor air quality.

  4. Participate in ASHE, ASHRAE and FGI discussions on best-practice indoor management for occupied buildings.

James Kendig, MS, CHSP, CHCM, CHEM, LHRM

Field Director, Surveyor Management and Development, Accreditation and Certification Operations – The Joint Commission

James Kendig is the Field Director for the Life Safety Code Surveyors/Engineers at The Joint Commission. In this role, he oversees half (approximately 40) of the surveyor cadre who specialize in surveying The Joint Commission’s life safety, environment of care, and emergency management standards. Previously, Mr. Kendig also served as a Joint Commission Life Safety Code Surveyor. Prior to joining The Joint Commission, he was a Vice President and Safety Officer for a four-hospital system in Florida on the “Space Coast”. Mr. Kendig maintains certifications as a Certified Healthcare Safety Professional, Certified Hazard Control Manager, Certified Healthcare Environmental Manager, and is a licensed Healthcare Risk Manager. He serves on the faculty of the University of Central Florida’s Licensed Risk Management Program. Mr. Kendig holds a Bachelor’s and Master’s degree from West Chester University, West Chester, Pennsylvania. He is currently a resident of Florida.

Joint Commission Update



Jim Kendig, Field Director, from The Joint Commission will be addressing issues related to construction and infection control as well as identifying top findings, the code requirements for these findings as well as potential solutions for addressing these top areas of concerns. 

Learning Objectives

  1. Identify potential issues during construction and renovation activities that have a major impact on infection control

  2. Understand new direction related to NFPA 99 requirements to remove soaked items from the OR room

  3. Provide a solutions based approach to findings

  4. Identify opportunities for zero harm at your organization

  5. Provide resources that will assist organizations to comply with codes and standards