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Interlink 2018 Speakers
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Rodney Allison

Dir. Health Care Strategy and Business Development • Door Control Services, Inc.

Rodney Allison has been in the door industry for 6 years, specializing in life safety for the healthcare industry. For the last thee years, Mr. Allison has focused his efforts toward ligature detection in psychiatric hospitals and inpatient psychiatric patient areas in general hospitals nationwide. Mr. Allison has a passion and dedication for educating the healthcare industry to help save patient lives in the communities that you serve.

Abstract

Minimizing Suicide Risk Factors in Healthcare Design

This presentation is centered around the recent CMS and The Joint Commission's added emphasis on the assessment of ligature, suicide and self-harm observations in psychiatric hospitals and inpatient psychiatric patient areas in general hospitals. This comes at a time when there is national concern about the number of suicides in hospitals. Suicide is among the Top 5 sentinel events in The Joint Commission’s database. Research has shown that many suicide attempts are impulsive. There is little disagreement that a facility that can eliminate environmental risks is reducing the means and opportunities for patients to commit suicide and/or harm themselves. In 75% of inpatient suicides, the method used by the patient was a hanging on a bathroom, bedroom or closet door in the patient's room. This presentation helps to promote methods to deter this from happening and/or give hospitals an indication when a patient is in the act.

Learning Objectives

  1. Relate the frequency, location and method of in-patient suicide trends to the challenge of environmental safety design.
  2. Review The Joint Commission’s goals for patient safety, suicide alert notifications, and contributing physical environmental risk factors.
  3. Identify common environmental design patient safety risks and solutions.
  4. Source and reference recommended product safety solutions from industry publications

 


Eduardo Calderon

Principal • SSR

Eduardo Calderon has been with SSR for 26 years, working closely with Cook Children’s Medical Center on all projects large and small continuously for 21 years. He serves as senior project manager for the mechanical and electrical engineering consulting efforts, as well as interfacing with SSR’s Telecommunications and SSR Cx Sustainable Solutions groups. Eduardo received his Bachelor of Science degree from Trinity University in San Antonio.

 

 

Spencer Seals

Director of Construction and Facilties Planning • Cook Children's Medical Center

Spencer Seals: Spencer has been with Cook Children’s Medical Center for 6 years. He previously served as Administrative Resident, Facility Transition / Space Planning Coordinator, and Senior Construction Project Manager until his latest role which he began in 2012 as Director of the Construction Facilities Planning Department. Spencer has a Bachelor of Science Degrees in Psychology, Behavioral Science and Health and Organizational Behavior Studies from the University of Utah as well as a Masters in Hospital Administration from Trinity University in San Antonio.

 

 

Kevin Imming

Vice President • Linbeck

Kevin Imming has been with Linbeck for 18 years, leading projects in Dallas-Fort Worth and Houston, Texas. He has his MBA from University of Texas -Arlington and Bachelor of Construction Science and Management from Kansas State University.

 

 

Abstract

Use of BIM, LEAN and other Collaborative Tools to deliver Complex Healthcare Projects

  1. How to focus a team on the Owner's goals, tying performance and incentives to achieving those goals
  2. The work the team did to come together and perform
  3. The use of BIM, LEAN tools to enhance the team interaction and avoid mistakes in the field
  4. Other collaborative tools utilized on the project
  5. Results achieved from the Owner’s point of view

Learning Objectives

  1. Engagement of Team: poly-party IPD
  2. BIM and Laser Scanning
  3. Results in savings returned, early turnover and value added

Charles Carlisle

Program Director, Fire and Life Safety • University of Texas Medical Branch, UTMB-Health

Charles (Chuck) Carlisle, CIH, CSP, CHMM. CHFM, CHC graduated from the university of Houston with a Bachelor’s of Science in 1994 and Masters of Science in Environmental Sciences in 1996. He is a Certified Industrial Hygienist, Certified Safety Professional, Certified Healthcare Constructor, Certified Healthcare Facilities Manager and Certified Hazardous Materials Manager. Chuck has over 27 years’ experience compliance programs development, emergency response, industrial hygiene and professional safety systems development in the petrochemical and healthcare industries. With more than 17 years’ experience with Joint Commission program development as the compliance lead, he has been integral to the Life Safety and Environment of Care compliance efforts at UTMB-Health. Additionally, he has had the experience of responding to major emergency events such as Hurricanes Ike and Harvey as well as response to major fire events. Todd Perry, CHMM, CFI graduated from Texas A&M University with a Bachelor’s of Science degree in Environmental Sciences in 1996. He is a Certified Hazardous Materials Manager, Certified Fire Inspector I and a Captain in the Friendswood Volunteer Fire Department. Todd has 21 years’ experience in emergency response, hazardous waste industry, fire, life safety and construction in the petrochemical and healthcare industries. With 10 years’ experience with Joint Commission program compliance and is the lead for the UTMB Health’s 2 regional Hospital in League City and Angleton Texas and multiple regional clinic locations. Additionally, he has experience responding to major emergency events such as Hurricane Ike and Harvey and major fire events for UTMB Health and the City of Friendswood Texas.

Abstract

2017 Fire and Flood in the Hospital: Successes, challenges and lessons learned from the major 1/4/17 fire In John Sealy Hospital and responses to flooding during Hurricane Harvey nine months later

On January 4, 2017 at 1:18 pm UTMB-Health experienced a fire the scale of which destroyed the entire second floor elevator lobby, caused the evacuation of the entire John Sealy Hospital and resulted in smoke damage to most areas of the building. Emergency responders and staff’s rapid and sometimes heroic actions resulted in there being no patient injuries and only one reported, minor staff injury. This case study will examine the events of the day, contributions to fire damage caused by contents, response by staff and effects to the organization. UTMB-Health responded quickly, evacuated an entire hospital and Neonatal Intensive Care Unit in under 30 minutes and applied typical Incident Command System techniques to recover from this major fire event. Several very surprising lessons were learned from the coordinated formal investigation conducted by state, local and UTMB-Health professionals. Subsequent, recorded burn testing indicated surprising results from the contents and will be demonstrated. Material content, finish types and contribution to the overall damages will be reviewed along with operational challenges. Other topics reviewed include: infection control issues due to smoke damage, loss control activities, emergency response challenges, and early communication challenges during the first 15 minutes of chaos and coordination of emergency response improvement activities with the local fire department. Nine months later, Hurricane Harvey struck the Houston-Galveston area causing massive destruction. Ten years after Hurricane Ike, UTMB-Health had completed most of its mitigation measures from the devastation that Hurricane Ike wrought on the campus. While the campus sustained very little damage, several off-site clinics were damaged or completely destroyed. Additionally, with an employee population in excess of 12,000 many, if not most could not return to work due to flooding for about a week. UTMB-Health was forced to take unusual measures to adjust to demands such as temporary housing of employees, feeding them and getting additional supplies to and from the campus. Additionally, with three main campuses inter-campus supply and sample transfer required creative measures to accomplish. As soon as flood waters receded, the process of recovery had to begin on the damaged facilities. These recovery efforts required quick action and some novel techniques to muck-out and preserve facilities. Other topics reviewed include: managing leadership expectations and misconceptions about flood damage response, assistance/coping with employees personally impacted, transport of blood products by Blackhawk, when to obtain a “Duck boat”and “Thank goodness we have rednecks with jacked up trucks.

Learning Objectives

The participant will learn the following: 1. That some common room contents may be more combustible and produce significantly more products of combustion than typically anticipated. 2. Canned, prototypical fire response plans may not be adequate when a significant fire occurs 3. Lessons learned in coping with the first 15 minutes of chaos in a fire 4. Lessons learned from evacuating very vulnerable populations such as Neonatal Intensive Care unit and mothers in active labor. 5. Hurricane Harvey; when the hospital is dry, can you get your employees back? Some experiences and tips provided. 6. Some experiences and lessons learned from flooding in off-site clinics, such as maintaining supply lines, creative re-routing and working with local agencies to maintain services during high water events. 7. Effective response actions to flood-affected facilities.

 


Justin Carron

Global Segment Manager - Healthcare • Eaton

Justin Carron serves as Eaton’s Global Segment Manager for Healthcare where he leverages more than 15 years of experience in mission-critical power systems and energy efficiency services to help customers advance electrical safety, reliability and efficiency. Carron has a Bachelor’s of Science in Finance from the University of Rhode Island along with an MBA in Economics from the University of Manchester, UK.

Abstract

Preparing your electrical power systems for weather-related events

For any healthcare operation, it is always critical to minimize interruption to operations. However, electrical emergencies are often inevitable due to the unexpected nature of blackouts, equipment failures, hurricanes, lightning, floods, high winds and other natural disasters. With pre-established emergency procedures and proactive planning, the consequences of the loss of electrical power can be minimized if a disaster occurs. Pre-crisis planning also provides the opportunity to identify internal problems that could cause risk in the future, including overloaded or malfunctioning equipment, storage blocking equipment access and/or escape routes, missing breaker racking or lifting tools, missing drawings and more. This presentation will discuss how to perform a pre-crisis risk mitigation audit that can help your organization estimate the potential impact of credible disaster scenarios and identify ways of minimizing vulnerability in the event of a disaster. Attendees will also learn common areas where essential electrical and backup power systems can be modernized or upgraded to improve response time following a disaster. Finally, the presenter will provide an overview of how to assess equipment damage safely before weighing available options for equipment reclamation, life extension and/or replacement.

Learning Objectives

  1. Understand how proactive planning and modernization can help minimize downtime following a natural disaster
  2. Learn how a pre-crisis risk mitigation audit can help your organization estimate the potential impact of disaster scenarios while reducing vulnerability
  3. Discover how to plan ahead for rapid equipment reclamation, life extension and/or replacement to ensure your facility can return to service continuity following a weather-related event in a rapid and safe manner

 


Michael Crowley

Vice President • Jensen Hughes

Mike Crowley holds a BS in Fire Protection and Safety Engineering from Illinois Institute of Technology, and an MBA from The University of Houston. Mike is a licensed professional engineer in 5 states. Professional organization involvement includes Fellow in Society of Fire Protection Engineers (SFPE), National Fire Protection Association (NFPA) Membership and activity on NFPA Technical Committees including NFPA 101 - Healthcare Occupancies and Means of Egress, and NFPA 99 - current Correlating Committee Chair, among others. He is a Life Safety Code and NFPA 99 instructor for NFPA. In addition, he is a Fellow Member of the American Society of Healthcare Engineers. Mike has authored numerous technical articles and made presentations at various conferences and symposiums. He is Vice President Development and healthcare practice leader for Jensen Hughes. Mike provides consulting to architects, facility managers and building owners around the world.

Abstract

CMS Emergrency Management - Key Complaince Items

This is a review of the November 2016 Emergency Management CMS rule and applications issues and citations related to emergency management. Recent K tag items from Texas and around the country will be presented . Compliance issues will be identified. Proposed solutions to the K Tag issues will be discussed.

Learning Objectives

Identify Major new emergency management requirements Discuss recent K Tags related to Emergency requirements Review trends in emergency management related to recent Storms Discuss proposed K Tag solutions for emergency management.

 


Matt Eversmann

Hero of the Epic Film, Black Hawk Down, and the Battle of Mogadishu

A true American hero, First Sergeant Matt Eversmann illustrates the importance of leadership, courage and selfless service to succeed when ordinary circumstances become extraordinary challenges.

As an Army Ranger deployed to Somalia in 1993, Matt experienced the horrors of war when he and his fellow soldiers were trapped in a hostile district of Mogadishu and marked for death by an angry mob. His inspiring story of survival was immortalized in the epic film, “Black Hawk Down,” which recounts the harrowing experience.

Committed to sharing the lessons he learned in the military, Matt draws parallels from his experiences to highlight the importance of leadership, courage and responsibility within any team or organization. Unambiguously humble, gracious and warm, his powerful story and straightforward insights on instilling these values stay with business leaders longs after the applause has ended.

With presentations that leave an emotional impact, take away a renewed sense of patriotism and inspiration for dedicating your efforts to a worthy cause.

Abstract

Dedication, Pride & Commitment: Leadership Lessons from Black Hawk Down for Business & For Life

abstract coming soon

 


Gary Fitzjarrell

VP Facilities Management • Texas Health Resources

Gary Fitzjarrell, AIA, CHFM is the Vice President Facilities Management for Texas Health Resources. He is responsible for the teams that oversee the Plant Operations/Engineering functions of the 13 wholly-owned hospitals and multiple real estate facilities throughout the Dallas/Fort Worth metroplex, totaling 10.8 million square feet. He has been involved in healthcare architecture, construction, and facilities management for over 25 years in Louisiana and Texas as an owner’s representative, architect, and contractor. Gary holds a Master of Architecture degree from Tulane University and is a registered architect in both Louisiana and Texas. He joined THR in 2008 after moving to the Dallas Fort Worth area as an indirect result of Hurricane Katrina.

 

 

Brent Rutherford

Program Manager - System Engineering • Texas Health Resources

Brent Rutherford, CEM, CHFM is a Manager of System Engineering for Texas Health Resources (THR) in Arlington, Texas. Responsibilities include: Energy Management, MEP Infrastructure Consultation, and Infrastructure Capital Replacement Programs. In this role, he develops and implements Infrastructure Master Replacement projects as well as Utility conservation, reliability, and optimization procedures for the Plant Operations/Engineering departments of the 13 non-profit entities throughout the Dallas/Fort Worth metroplex. He has been involved in healthcare facilities management and construction for over 17 years in Louisiana and Texas as a Facilities Director, contractor and consultant. Brent holds 2 Bachelors of Science degrees in Environmental Science from Abilene Christian University and in Education from McMurry University and has obtained the designation of Certified Energy Manager and Certified Healthcare Facility Manager. He joined THR in 2013 after working for 12 years in Louisiana.

Abstract

Sustaining the Reliability of your Facility through a Capital Renewal Program

Sustaining the Reliability of your Facility through a Capital Renewal Program Infrastructure performance and reliability is the life blood of a HealthCare facility, and maintaining the proper operation of those essential systems is one of the most important functions of the Facilities Management Team. Developing an effective Capital Renewal Program is the basis of ensuring reliability. We will demonstrate through example how to develop and implement a capital renewal program and show how Texas Health Resources addressed this challenge and successfully developed a capital infrastructure replacement and enhancement program which has become one of the most admired programs in the industry. As an added benefit, we will also show how this program has contributed to the energy efficiency of our facilities. The presentation will outline the analysis process, prioritization process, and budget development process, in addition to selling the concept to the c-suite as a long term reliability benefit to the organization. Texas Health Resources is one of the largest faith-based, nonprofit health systems in the United States. The health system includes Texas Health Physicians Group and hospitals under the banners of Texas Health Presbyterian, Texas Health Arlington Memorial, and Texas Health Harris Methodist. It serves the 16 county area of North Texas and is primarily centered around the Dallas-Fort Worth metroplex. Facilities Management is responsible for plant operations and maintenance of 13 wholly-owned non-profit hospitals totaling 7.4 million square feet and multiple wholly-owned real estate facilities of 3.2 million square feet. As capital infrastructure was aging, requests for “emergency”capital funding of replacement equipment were increasing due to failing equipment. Seeing that there may be a problem developing, Texas Health Resources tried to be proactive and had an engineering firm perform a formal facilities condition assessment in 2006 which identified the condition of the major infrastructure equipment in each one of the entities. The initial assessment was completed and provided a comprehensive list of the infrastructure capital equipment including age, condition, and life expectancy under normal maintenance. The assessment also provided an estimated cost for the replacement of the equipment and a timeline based on the life expectancy. The facility condition assessment (FCA) reports were distributed to each entity, and told that they were financially responsible for these capital projects and to include them in your capital funding over the next few years. Over the following few years and to no one’s surprise, very few of the capital infrastructure projects were being planned and completed, finding it hard to compete for limited capital funding against a revenue producing capital improvement. As “emergency”capital requests rose again, another solution was identified. In 2010, THR created a new department know as System Engineering, and one of the major functions of the new department was the creation, coordination, and oversight of a new capital funding source known as FCA Capital. The purpose of this funding was to provide a resource for the replacement of the aging infrastructure in the wholly-owned non-profit hospitals and wholly-owned real estate buildings. Projects could be analyzed and prioritized across the system using the FCA as a guideline along with input from the entities. The initial steps in the process included the development of the FCA budget and the updating of the FCA which was now 4 years old, both of which happened in 2011. The Texas Health Infrastructure Capital Renewal Program, referred to as the FCA Program, was presented to the executive suite and approved. Our presentation will take you through this process, the benefits it has brought to our system, and how this can be duplicated in your facilities.

Learning Objectives

  1. Describe the value of an Infrastructure Assessment
  2. Understand the process of developing a capital renewal program
  3. Describe the importance of a reliable infrastructure network and how it supports the delivery of healthcare services.

 


Dennis Ford

Attending Physician • Texas Children's Hospital

Dennis Ford is currently the Director of Facilities Engineering at Texas Children's Hospital in Houston TX. He has served in Health Care Facilities Engineering for over 20 yrs. He received his degree in Civil Engineering and started his career in the Air Force where he served in facility management roles and led the development of a Computerized Maintenance Management System currently used by all military hospitals. Prior to Texas Children's Hospital, Dennis served as Program Director of Property Services at the University of Texas Medical Branch (UTMB) in Galveston, TX, as Director of Facilities at Baptist Health System in San Antonio and as a facilities management consultant. While at UTMB, Dennis was involved in the construction of two new hospitals, managing FEMA projects as the result of Hurricane Ike, and in the transition of an existing hospital to UTMB operated -doubling program size to 4 MIL SF. Dennis is currently responsible for maintenance and operations of over 5.5 MIL SF, growing by 1.2 MIL SF in 2018. In 2018 he will complete his Masters of Health Administration from Texas A&M. Dennis is an active member of the Texas Association for Healthcare Facilities Management (TAHFM) and the American Society for Healthcare Engineering (ASHE). He is currently serving as TAHFM Region 4 Director and member of the ASHE Knowledge Based Designation Task Force. He brought Certified Healthcare Facility Manager (CHFM) training to UTMB, resulting in 20 new CHFMs and has presented at the 2014 ASHE PDC conference and the 2014, the 2017 ASHE annual conference and 2017 TAHFM Interlink. He has published articles in the 2013 and 2017 Inside ASHE Magazine and in the 2011 Critical Care Nursing Quarterly, “Does Proper Design of an ICU Affect Compliance with Isolation Practices?” Feedback from the 2017 ASHE conference presentation was received from 52 attendees with an average score of 4.72 out of a possible 5.

 

 

Brent D Kaziny

Attending Physician • Texas Children's Hospital

Dr. Brent D. Kaziny obtained his Bachelor of Science degree at Duke University, majoring in both Biology and Philosophy. Upon completion of his undergraduate degree, Dr. Kaziny attended the Columbia University Graduate School of Arts and Sciences where he completed a Masters of Arts in Philosophy. He obtained his medical degree at the University of Texas -Houston, School of Medicine. He started his pediatric intern year at Tulane University, where he received the Hurricane Katrina Code Grey Hero Award for his efforts caring for patients and assisting with the evacuation of Tulane Hospital during the aftermath of Hurricane Katrina. His experience during Hurricane Katrina ignited his interest in pediatric disaster preparedness. After completing his intern year, he transferred to Baylor College of Medicine, where he completed his residency training in general pediatrics. At Baylor College of Medicine he was involved in a number of preparedness initiatives including review of the patients cared for at the Reliant Stadium shelter and work on the creation of shelters for individuals with functional access needs. He completed his fellowship in Pediatric Emergency Medicine at the University of Utah in Salt Lake City. While in fellowship, Dr. Kaziny served as a team physician for the State of Utah’s Pediatric Strike Team, a pediatric specific disaster response team, and as the American Academy of Pediatrics’ State disaster contact. He was also able to complete a variety of training programs in topics ranging from incident command to radiation emergencies and toxic chemical treatment. Upon completing fellowship, Dr. Kaziny took a position as an assistant professor at Baylor College of Medicine and Texas Children’s Hospital. He has served as a subject matter expert on the Texas A&M Engineering Extension Services curriculum development team for FEMA’s Pediatric Disaster Response and Emergency Preparedness Course, continues to serve as adjunct faculty teaching the course across the country, and is the current Medical Director for the course. At Texas Children’s Hospital he works in the Emergency Center, is Director of All Hazards Preparedness and Response for the Section of Emergency Medicine, and serves as the Physician Lead of the Emergency Management Committee. As Physician Lead of the Emergency Management Committee, he fills the role of Chief Medical Officer under the Incident Command Structure. Dr. Kaziny was also an instrumental team member in the training of hundreds of health care workers in the use of personal protective equipment during the Ebola outbreak of 2014. This work led to his involvement in the creation and development of Texas Children’s Hospital’s Special Isolation Unit, an 8-bed pediatric-specific bio containment unit. Regionally, he serves as a member of the board of directors for the Southeast Texas Regional Advisory Council, working to continue to improve the region’s readiness efforts. He also serves as Texas’s State Disaster Contact for the American Academy of Pediatrics and as the Disaster Advisor for the State of Texas EMSC State Partnership Advisory Council. He is the Co-Chair of the Committee on Pediatric Emergency Medicine for the Texas Pediatric Society. On a national level, he serves as the Domain Lead for the Disaster Preparedness domain of the EMSC Innovations and Improvement Center (EIIC). In this role, he interfaces with a number of national organizations working to improve the care of children in disasters. This work includes, but is not limited to, sitting on a number of expert panels. He is also an executive member of the National Pediatric Disaster Coalition. Ever since his first exposure to disaster work, during his first months as a physician in New Orleans during and after Hurricane Katrina, Dr. Kaziny has devoted much of his career to working to improve the care of children in disasters of all types. He continues this work on many levels as described above, hoping to improve his institution’s response to local man-made and natural disasters, but also hoping to affect change on a regional and national level as well.

Abstract

House, MD - A Comparison of a Hospital to the Human Body

Our House, MD today is Dr. Kaziny from Texas Children's Hospital in Houston, TX. Like many other doctors at Texas Children's Hospital, Dr. Kaziny spent his time as a resident trying to stump our past chairman and physician-in-chief, Dr. Feigin. Now, we have the opportunity to see if we can stump Dr. Kaziny! We are professionals charged with the management of facilities operations. We take care of buildings, which are made up of many systems, which have become more complex over time. Dr. Kaziny, an Emergency Room physician, takes care of patients who are also made up of complex systems. When these systems begin performing outside of their design intent, which one is the hardest to diagnosis, the building or the human body? This presentation will compare the infrastructure and interoperations of a hospital to the human body. Like a human body, a healthcare facility is a complex integration of several systems, all working in co-ordination according to specific sequence of operations. This involves various kinds of mechanisms including diverse types of inputs, processing and outputs, along with monitoring, feedback and control systems. The hospital building comprises of many components and systems analogous to organs and systems in the human body. These include, but are not limited to the skeleton, skin, sensory organs, nervous system, and respiratory system. We will present unusual cases within a hospital that were both difficult to diagnose and “treat”. These cases will be presented in a format familiar to Dr. Kaziny. A discussion of the history of present illness, past medical history, and physical exam will be made available. Dr. Kaziny will then discuss a list of potential diagnoses, a “differential diagnosis,”and discuss what tests will assist him in making a final diagnosis and what the treatment plan will be. These cases will have multiple symptoms and many possibilities. Through this exercise, the systems and symptoms experienced in the hospital facility will be compared to systems and symptoms in the body and presented to Dr. Kaziny to see if he can properly diagnose the problem and determine a practical solution. We will then walk Dr. Kaziny and the audience through the facility cases and see if we agree with his diagnosis! It is hoped that this presentation will be useful to help facilities staff bring a better understanding of the complexity of the systems we maintain to the clinical staff in a hospital so they will understand the functioning of the hospital building, and the complex relationships that exist between various building systems.

Learning Objectives

  1. To present the various systems and components of the building system in a hospital in a simplified manner.
  2. To help clinical staff in a hospital understand the functioning of the various building systems and the complex relationships that exist between them.
  3. To assist the clinical staff and hospital leadership appreciate the complexities of the various building systems and their impact on regulatory requirements and patient care.

 


Sean Goings, CEM, CHSP, SASHE

President • DAC, Inc.

bio coming soon.

Abstract

Cyber Security - Mitigating risk in your facility infrastructure systems

The US will spend $101.6B on cyber security in 2020. That’s a 27% increase from the amount spent in 2017. Corporations, institutions, small businesses, governments and the average consumer are at a higher level of risk than any time in history.

Information technology and facility infrastructure systems are key components to helping hospitals manage the mounting pressures of reinventing delivery of care, regulatory scrutiny, competition, attracting the best staff, and improving patient outcomes and experience. They are a critical component to delivering patient care, and they too are vulnerable to cyber threats.

Understanding these looming threats and taking the correct preemptive measures to protect facility are critical to future success. This presentation will educate the facility manager on what this IT-centric topic means for their day-to-day operation, and what they can do to get ahead of the curve.

Learning Objectives

  1. Discuss what cyber-security means to facilities management and why it is a growing concern in the healthcare environment
  2. Dispel the myths around cyber-security, understand the differences between viruses, malware, spyware, and other threats to critical infrastructure
  3. Understand what infrastructure in your building is IT-based and how to talk to your IT managers about the functions of those systems.
  4. Learn how to properly architect systems to increase efficiency and reduce vulnerability to cyber and other IT related threats

 


Bert Gumeringer

Assiatant Vice President • Texas Children's

Bert M. Gumeringer, MBA, MSIT, CHFM, FASHE is the Assistant Vice President for Facilities Operations at Texas Children’s Hospital located in Houston, Texas. In this capacity Mr. Gumeringer is responsible for Facilities Engineering, Environmental Services, Security Services, Supply Chain, Patient Escort and Valet Parking Services. Mr. Gumeringer has over twenty-eight years of healthcare related experience with his last fourteen years at Texas Children’s Hospital. Mr. Gumeringer has also served as a Life Safety Code Consultant for Joint Commission Resources. Prior to joining Texas Children’s Hospital, Mr. Gumeringer served as the Regional Director of Operations-Western United States for Fluor Corp. and as the Director of Facilities Management at St. Joseph’s Hospital and Medical Center located in Phoenix, AZ. Mr. Gumeringer is the Past President of the Texas Association of Healthcare Facilities Management and a current member of the American Society for Healthcare Engineering. He currently sits on the Board of Directors for the Rise School of Houston.

Abstract

Hurricane Harvey-Inside Logistics Command at Texas Children's

Hurricane Harvey will go down in history as one of the deadliest storms to hit the Texas Gulf Coast in more than 100 years. Hurricane Harvey dropped more than 51 inches of rain in parts of Texas, destroyed more than 150,000 homes and killed 75 people in its wake. This session will provide a look into Texas Children’s Logistic Command and the activities required to prepare for a storm of this magnitude and the unusual events that occurred during the storm that required outside of the box thinking. This session will provide a broad overview of the damage sustained within Texas and how Texas Children’s Logistics Command responded to Hurricane Harvey before, during and after the storm. By attending this session attendees will be able to: - Understand the importance of the Hospital Incident Command Structure - Identify shortcomings within their current emergency management plans - Explore innovative ways to solve complex problems during the storm - Realize the importance of a broad network of contacts outside of your hospital On August 12, 2017 Texas Children’s began watching a tropical disturbance that began moving across the Atlantic Ocean toward the Caribbean. The tropical disturbance moved across the Yucatan Peninsula into the Bay of Campeche and began to intensify in strength. On August 25, Hurricane Harvey now a Category 4 storm packing 130 mph winds slammed into the Rockport area near Corpus Christi, TX. A little more than 100 miles away Houston residents were getting ready for a storm that appeared to be turning around and heading to Houston. Little did the residents of southeast Texas know that this would be one of the most deadly storms ever to make landfall on the Texas coast. Once the rain started in the Houston area it just kept coming for days. Rainfall was recorded in one part of the city at 51.4 inches. Eighteen counties were declared federal disaster areas, 6 million people living in the area received more than then 30 inches of rain, 136,000 buildings in Harris County were flooded, 500,000 vehicles were flooded, the death toll stands at 75, and officials estimate that 8 million cubic yards of debris from buildings will have to be cleared. While the storm raged on Texas Children’s implemented its incident command structure on Saturday, August 26, 2017 at 7:00am. The Texas Children’s Incident Command Structure includes five distinct commands or sub-commands: Main Command, Planning, Finance, Operations, and Logistics. Each of these commands has a unique mission and this presentation will focus on the Logistics sub-command. The Logistics Command is charged with the acquisition and provision of resources, deployment of critical resources, ongoing facilities operations and post storm damage assessment. The Logistics Sub-command is comprised of Facilities Operations, Facilities Planning & Development, Environmental Services, Biomedical Engineering, Security Services, Property Management, Food and Nutrition Services, Supply Chain and Information Systems. This presentation will discuss the importance of advance preparation and training for events such as Hurricane Harvey. An inside look at the Texas Children’s Logistics Sub-command will demonstrate the resourcefulness required to keep a hospital facility open for women and children when authorities were unable to render assistance. The presentation will also address the importance of internal and external relationships to accomplish tasks that seem unsolvable. We will also briefly discuss the commitment and resilience of staff and leaders who had flooded homes yet still came to work….we call this Texas Strong!

Learning Objectives

This session will provide a broad overview of the damage sustained within Texas and how Texas Children’s Logistics Command responded to Hurricane Harvey before, during and after the storm. By attending this session attendees will be able to: - Understand the importance of the Hospital Incident Command Structure - Identify shortcomings within their current emergency management plans - Explore innovative ways to solve complex problems during the storm - Realize the importance of a broad network of contacts outside of your hospital

 


Patricia Hildebrand

Executive Director • Hlldebrand Healthcare Consulting LLC

With over 40 years' healthcare experience, Ms. Hildebrand brings a seasoned approach to regulatory compliance. She is nationally known for her expertise in regulatory RESCUE, survey readiness activities, revenue stream audit-coding-billing, and as a speaker in regulatory compliance. She is a Black Belt in Lean Six Sigma, a fellow of the American College of Healthcare Executives, a certified professional in healthcare quality, a certified professional in healthcare risk management, and a certified Joint Commission Professional. She opened her consulting agency a decade ago, and now has clients across the nation who depend on her expertise and collaborative approach.

Abstract

A Primer on CMS' Condition of Participation

CMS' Conditions of Participation (CoP) provide regulatory structure for care delivered to Medicare Beneficiaries, regardless of location of service. Those same CoP provide the foundation for most states' requirements of healthcare facilities. However, surveyors look for different aspects of compliance every year. This upcoming year, surveyors will be specifically looking for active involvement of facilities and engineering in all operations including clinical. This session provides a basic primer on the CoP and a discussion on those requirements that are under high scrutiny.

Learning Objectives

At the end of this session, the learner will be able to:
  1. recognize at least two CMS Conditions of Participation (CoP) affecting their organization
  2. identify at least one gap in their organization's current performance as compared to the CMS CoP 3) develop at least one concrete action they can take on returning to their facility to address the gap

 


Mark Kenneday

Vice Chancellor, Operations • University of Arkansas For Medical Sciences

Mr. Kenneday has a Bachelor’s Degree from the University of Houston in Construction Management and an MBA from UH with a concentration in Service Marketing. He currently holds the position of Vice Chancellor for Campus Operations at the University of Arkansas For Medical Sciences. Mark was elected to be the 2013 president for ASHE, The American Society for Healthcare Engineering of the American Hospital Association (AHA). He created and now serves as chair for the ASHE Healthcare Executive Leadership Council (HELC) whose responsibilities are the good stewardship and executive leadership for the industry. With 32 years of experience in healthcare facilities management, Mark has served in various committee and board roles including President of TAHFM, Texas Association of Healthcare Facilities Management, where he now serves on their Board of Directors with emeritus status. He has also served on the Board of Directors for the Arkansas Association of Healthcare Engineering (AAHE) as their ASHE liaison and chair of the Small Hospital/e-Learning task force. Mark led the ASHE Health Facilities Commissioning team, chaired the task force for the development of the both the Health Facilities Commissioning Guidelines and the Health Facilities Commissioning Handbook. In that role he co-authored both documents along with principal engineers from some of the leading healthcare design firms in the industry. For the past 22 years Mark has tirelessly championed the process for health facilities commissioning in his roles at Texas Children’s Hospital, M. D. Anderson Cancer Center and at the University of Arkansas For Medical Sciences. The success of these institutions in response to their owner’s project requirements, resiliency of operations, protection during tropical cyclones and management of capital projects is a direct result of their commitment to the ASHE Health Facilities Commissioning Process.

Abstract

Total Project Alignment, "Achieving the Owner's Project Requirements"

Total Project Alignment (TPA) is a process of prioritizing the Owner's Project Requirement and managing the change necessary to achieve success. TPA looks at the PDC process as a means to an end to improve operations from its current state and acellerate to a higher level of performance in the future state. To achieve TPA the collaborative must understand their goal is not just to deliver an amazing project on time and on budget, but to assure the owner's operations are significantly improved as a primary outcome. Total Project Alignment is an owner centric solution that brings the many technologies of Lean Design, High efficiency energy solutions, Lean construction, Health Facilities Commissioning and Lean Six Sigma (LSS) process of performance improvement into focus to support the Owner's Project Requirements. The model provides the Facility Manager with solutions that align the technologies of Revit, BIM, Construction Management Software and Computerized Maintenance Management Software to transition the Facility Manager from their current state to their future state as the project proceeds assuring the operational aspects of the project are functional in conjunction with Substantial Completion.

Learning Objectives

  1. Learn how TPA can give the Facility Manager solutions to assure that every project meets or exceeds the Owner's Project Requirements.
  2. Understanding of how the project collaborative can be aligned to assure the Facility Manager's team is properly engaged and prepared to support a higher level of outcomes once the project is complete.
  3. Identify the many advantages LSS brings to project management and the potential improved ROI from project and operational cost improvements.

 


Kevin Miller

Senior Vice President • WSP USA

Kevin Miller is a Senior Vice President with WSP. He has been with the firm for 20 years as a mechanical engineer for healthcare. He has been responsible for 10 million SF of hospital MEP design in the last 10 years as project manager or principal in charge. He has been a group manager in charge of 25+ engineers and designers and is now overseeing a group dedicated to hospital owner direct infrastructure projects. HIs experience all across the United States has allowed him to bring lessons learned back to Texas where he does the majority of his work.

Abstract

Airflow Distribution Strategies - Code and Reality

Various codes and standards address airflow distribution and locations of returns in different types of spaces. This session will present the reality of different airflow distribution strategies with a focus on infection prevention. While prescriptive code requirements may dictate some of what is in our facilities, we all need to understand the actual performance of different strategies, and be able to communicate with inspectors and surveyors to show that we are meeting the intent in the best interest of the patients while also managing risk for the hospital.

Many types of spaces will be discussed, with a detailed analysis of neo-natal care as an example as is a hot topic in the state of Texas. With the care model of in-room nursing, TDSHS is, in some cases, requiring every post-partum room to be designed as a nursery with low returns, taking square footage and requiring additional maintenance. This presentation will include CFD modeling and actual laboratory mock-ups of newborn nurseries, NICUs, and post-partum rooms with different types of supply air distribution and return grille locations to illustrate the effect on comfort and air quality for the mother and baby.

Learning Objectives

  1. Understand the different supply air distribution types and the effect on human comfort and infection prevention.
  2. See reality of the impact of low returns and when it is effective.
  3. Understand the prescriptive code requirements related to airflow distribution strategies and TDSHS interpretations, specifically in neo-natal care.
  4. Reality versus modeling in airflow distribution.

 


Drew Mire

CEO • Computrols, Inc

Drew Mire is the CEO of Computrols where he has been employed since 2008. Along with running the day-to-day operations of the company, Mire also secures strategic partnerships and develops new avenues for the company’s growth. Drew’s background has given him experience from the ground, up which has proven to be invaluable in his current position. In his time with Computrols, Mire has grown the number of branches and dealers, helped the company expand into international markets, and secured Computrols foothold as a leader in the building automation industry.

Abstract

Technology Trends Impacting Building Automation Systems in Healthcare Facilities

New technology is typically first seen in large-scale consumer products like cell phones and entertainment devices, but soon after, we start finding it in healthcare applications. This presentation will focus on three primary examples of technological advances in healthcare facility management: mobility + wireless, integration, and machine learning. Each example will be explained in layman’s terms along with examples of where we see them in our everyday lives. Participants will then learn how these new technologies are starting to be utilized in healthcare facilities, with a focus on building automation, lighting, and security (access control).

Learning Objectives

  1. Review the latest trends in technology
  2. Learn where we are seeing these trends in healthcare today
  3. Discover how to prepare for these new trends in your facility
  4. Discover what new technology is on the horizon and how it will affect healthcare facility management

 


Mike Mostardi, P.E.

Regional Director, Healthcare • ATG, a JLL Company

Mike has 15 years of healthcare experience and has been with ATG, a JLL company since 2007. Mike is responsible for managing the facility information for over 170 healthcare facilities and 60 million square feet of space. As a result of his interaction with healthcare organizations across the country and his experience as a licensed mechanical engineer, Mike has a unique skill set that has assisted ATG in continuing to provide solutions to improving the planning, compliance, and management of healthcare campuses.

Abstract

Where You Can Shove Closeout Documentation

Healthcare projects are typically designed and built with the latest BIM / 3D technology. However, when documentation is turned over to the facility teams managing and maintaining this information, there is a huge disconnect. A considerable amount of time and money is spent organizing submittals, cut sheets, and as-built documentation that, in theory, should be easy to find and use. Yet, the healthcare industry struggles to implement systematic, repeatable processes which all organizations can use regardless of the architect, engineer, or contactor involved in the project.

Learning Objectives

  1. Sharing real-world strategies used to manage closeout documentation
  2. Discussing opportunities to improve the process
  3. Offering tips and tricks on organizing closeout documentation, as well as traps to avoid

 


David Schurk

Healthcare Strategic Account Manager • Carrier Corporation

David Schurk DES., CEM., LEED-AP., CDSM., CWEP., SFP., CIAQM., is the Healthcare Strategic Account Manager for Carrier Corporation, on of the worlds largest providers of HVAC products and solutions. He is a Licensed Designer of Engineering Systems and has over 30-years of experience in the design and analysis of complex heating, ventilating, and air-conditioning systems for a variety of market sectors, with a special focus on health care facilities. He is a LEED-AP and has been involved in the conception, design and selection of systems for over 10-projects achieving LEED certified status. He is a Certified Energy Manager, a Certified Demand Side Manager, a Certified Water Efficiency Professional, a Certified Sustainable Facilities Professional and a Board Certified Indoor Air Quality Manager. He is active in the Houston ASHRAE chapter, the Houston Area Association for Hospital Engineering, the Texas Association of Healthcare Facilities Management, the Association of Energy Engineers and serves on ASHRAE TC-9.6. David has authored various technical articles for a number of industry trade magazines and is a featured presenter at regional and national industry events.

Abstract

Air-Cooled Chillers, Efficiency, Affordability and Life Cycle Cost Advantages for Healthcare

Today’s owners are driven by “first-cost” concerns when it comes financing their new construction and replacement/renovation efforts. Their expectation for a “high-efficiency”building comes along with tight restraints on capital-expenses. Evolving technology has led to the development of Air-Cooled chiller products capable of standing “toe-to-toe” with their traditional water-cooled counterparts, while delivering outstanding efficiency, performance, and serviceability along with lower installed and life-cycle cost. This presentation will cover the recent efficiency-evolution in air-cooled chillers and discuss the various innovations (variable-speed compressors, refrigerant economizers, variable primary flow capability, etc.,) helping drive the air-cooled advantage. It will detail life-cycle cost differences between air-and-water cooled chilled water systems and it will speak to the “delivered-system”as a whole, pointing out that chiller-efficiency alone won’t produce the most efficient central plant.

 


Pete Smith

President • SmithImpact

Pete Smith has been called “one of America’s leading personal and professional development coaches.” He is a sought-after international speaker and trainer in the fields of leadership, management, personal growth and development. His energetic, edgy, and interactive style is complimented by his ability to provide practical takeaways that actually work, while having a little fun in the process. He is the author of Dare to Matter, which elevated to the #2 Best Seller in the Business Motivation and Self-Improvement category. Formerly, Pete was the Operations Executive at one of the largest non-profit, alternative schools in Northern Virginia, serving the students with disabilities population. During his tenure, he helped increase the total income, employee base and client base by over 102%. He helped increase the average employee tenure by 74%, and saved the organization over $420,000 in turnover costs during that time.

Abstract

Get in the Game: Facilities Management Isn't a Spectator Sport

This is for a keynote presentation only. A list of prior speaking engagements and evaluations can be provided upon request. Inspiration. Leadership. Transformation. None of those occur while standing idly on the sidelines. Described as a keynote that combines both inspiration and practicality, attendees will be educated, entertained, and elevated as they travel through the detailed framework designed to help healthcare facilities managers live life through a lens of significance, not just success. After all, significance is what we desire. Experiencing both tremendous satisfaction yet tremendous responsibility in their jobs, it’s easy for these healthcare facilities professionals to feel overworked, overwhelmed, and under-appreciated. It’s not uncommon for many to begin wondering whether who they are and what they do even matters. This presentation reminds them that their significance exists not just in the jobs they do but within the individual doing the job.

Learning Objectives

Understand why a Facility Manager or owner may not want to sign off on a standard vendor propoBuild stronger, sustainable organizations by understanding what attracts, connects, and retains the best talent Understand how individuals, teams and organizations advance quicker through the recognition and acceptance of current conditions Increase commitment, engagement, and production by encouraging behavior that challenges individuals, teams, and organizations to extend beyond their current levels of comfort Learn to recognize and overcome the internal limiting beliefs that pose as a detriment to effective relationships and communication at all organizational levels.

 


Stephanie Taylor

MD, M Arch • Taylor Healthcare Consulting

Dr. Stephanie Taylor received her MD from Harvard Medical School, Boston, Massachusetts in 1984. For the next several decades, she practiced clinical medicine and did academic research in cellular growth mechanisms. During this time, she became increasingly concerned about the patients who were harmed by medical errors and new infections during their in-patient treatment. Determined to gain a better understanding of the impact of the built environment on patient wellbeing, she returned to school and obtained her Master's Degree in Architecture and Engineering from Norwich University in Northfield, Vermont. After working for several years in an architecture firm which focused on hospital design, she founded Taylor Healthcare Commissioning, Inc., a consulting company that specializes in designing, building and maintaining hospitals and other commercial buildings for optimal occupant safety. She finds that her physician insights help beyond understanding how spaces are used in healthcare facilities. Her knowledge of the human body helps her envision the ideal building infrastructure. For example, ventilation is needed for the respiratory system while information technology is a kind of neural network that provides sensory data about the hospital’s internal environment, with all systems working together to support patient healing. Dr. Taylor is currently working on projects that overlay engineering schematics on data about patient outcomes to identify building characteristics —especially management of indoor air quality—associated with changes in the rates of healthcare-associated infections or other adverse outcomes. She has recently expanded her focus to include occupant wellbeing in all commercial and residential buildings. Dr. Taylor is passionate about the construction industry understanding the tremendous impact of the built environment on occupant health. To communicate the importance of buildings on health, she writes a monthly column and bi-annual feature articles for Engineered Systems Magazine and other healthcare-related blogs. Dr. Taylor has designed hospitals globally, from the United States to Papua New Guinea to Vietnam. In addition to her Taylor Healthcare Commissioning work, she is a member of the Harvard Medical School Incite Health Fellowship, a program that brings together multidisciplinary teams from across the US, trains them in design thinking and entrepreneurship, and gives them the tools and resources to invent the future of primary care. Dr. Taylor lives in rural Stowe, Vermont with her husband and six dogs. In her spare time, she plays just about all sports. Skydiving, which she does with her son who is in both medical and business graduate school, is a favorite activity.

Abstract

"Why Engineers are the New Guardians of Occupant Health"

Engineers put much thought and work into designing and managing building HVAC systems with the goals of preserving building materials, conserving energy consumption and keeping occupants comfortable. The primary function of most buildings, however, should be to protect the health and safety of the building occupants and the patients being treated. Paradoxically, the intersection of Indoor Air Quality (IAQ) and occupant health or disease is one of the least understood subjects in the field of public health! This is not from intentional neglect of engineers, but from lack of medical research on IAQ and health. This presentation is a step toward bringing together the medical community and the engineering community together to face the existing problems. Two significant trends are occurring in this century: people spend more and more time indoors, and the incidence of chronic disease is higher than ever before. Are these two factors related? If so, how can indoor air management support occupant health and not promote chronic illnesses? The problems we face with Healthcare Acquired infections (HAI's) and the indoor air quality have significantly impacted patient outcomes. The Micro-biome Study that will be presented was a direct result of looking for answers to the HAI problem. The methods used in this study were newer DNA identification tools, known as PCR testing. This method allowed us to closely identify specific pathogens and follow the path of travel throughout the facility and also their duration of travel under different conditions. The data collected gave us 8 million data points and allowed us to determine statistical significance of each variable measured.

Learning Objectives

Learn about cutting edge research at the intersection of health and indoor air quality. Learn how to manage your healthcare building, your office and your home environment to improve your health and performance, and create a research project with your findings. Learn the financial benefits of supporting occupant health.and improving patient outcomes Learn about the biology of indoor air and how vital your work is to human health.

 


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TAHFM is the state chapter representing
American Society of Healthcare Engineering & Association for the Healthcare Environment

PO Box 26498 | Austin, TX 78755 | Phone: 512-220-4291 | Fax: 512-857-7711