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SHIFT  Happens. 


Lindsey Brackett


Change is inevitable and nothing in life is guaranteed. People lose their jobs. Others make a mid-life career change. Some go back to school. And others claw their way up the ladder only to never realize their career goals. We attend conferences, luncheons, golf outings, and jump on a plane just to shake hands and stay relevant. We’re active on social media and compete for 10 seconds of someone else’s attention. It’s exhausting, and despite the glamourous appeal, it’s hard work Really hard work. But it’s worth it. Isn’t it?

No one is immune to unexpected change. Shift happens whether we want it to or not. When plans fall through and the unpredictable happens, you have the choice to be passive or active. You can give in to the circumstance, or you can pivot.

Special Session:

Branding Bootcamp 

Quick 30 min session to focus on identifying your current personal brand and then developing a plan to build the brand that you want to be known for inside and outside of your professional network. 

Lindsey Brackett is the President of Legacy FM, LLC, a Certified Healthcare Constructor, Certified Healthcare Facility Manager, SASHE, and influencer in the Healthcare Facilities Management industry. She has more than a decade of healthcare experience providing solutions, including staff assessments and training, to facilities management teams. Lindsey has led the development and management of over 200 educational resources and currently serves on the ASHE Advisory Board, chairs the ASHE Sustainability Task Force, and has authored numerous articles and white papers for the health care facilities management industry. 

Hospital Facility Operating Cost Benchmarking: Improving Budget Justification and Forecasting


Dr. Steven A. Call


This session presents a reliable and easy-to-use model for healthcare facility budget forecasting and benchmarking. The presentation explores various hospital utilization/financial metrics including patient days, available beds, admissions, gross square feet, property, plant, and equipment values and their strength of association between facility operating expenses. Healthcare professionals can use this model to benchmark facility operating expenses to better improve facility budget justification and forecast operating expenses for planned capital construction projects.

Healthcare organizations are experiencing increasing pressure to improve profit margins and must effectively manage expenses to ensure long-term financial wellbeing while meeting the sizable and growing demand for healthcare in the communities they serve (Bureau of Labor Statistics, 2014; Deloitte, 2017). Physical facilities, including hospitals and clinics, that healthcare organizations manage are critical to supporting many important healthcare services (FEMA, 2019). The operation and maintenance of these critical facilities, however, is a major expense that must be accurately forecasted and budgeted in order to meet accounting best-practices, justify the cost, and positively affect hospitals’ financial performance (King et al., 2012; Markin, 1992; Vraciu, 1979). Nevertheless, few models are available to aid facility and finance professionals in forecasting, budgeting for, and benchmarking hospital facility operating expenses.

The most common metric used in establishing benchmarks for facility operating expenses is a building’s gross square feet (GSF) (National Academies of Sciences, Engineering, and Medicine [NASEM], 2019; International Facilities Management Associations, 2020). Yet, using the GSF metric in a ratio model can be problematic as the GSF is typically not publicly available, space calculations can be inconsistent, and it is unclear whether there is a significant correlation between GSF and a hospitals’ facility operating expenses (U.S. General Services Administration, 2012; NASEM, 2019). This presentation explores publicly available data regarding utilization and financial metrics and their correlation with hospitals’ facility operating expenses to then present a reliable and easy-to-use ratio model for budget forecasting and benchmarking.

Dr. Steven A. Call

Dr. Steven A. Call is an Assistant Professor in the School of Design + Construction at Washington State University.  He possesses more than 15 years of professional experience leading real estate, construction, and facilities programs for corporations in healthcare, defense, technology, and manufacturing. Dr. Call completed his PhD in Construction Management at Arizona State University, his Master of Science degree in Real Estate from Florida International University, and his Bachelor of Science degree in Facilities Management from Brigham Young University.  His current research focuses on healthcare facility workforce planning and benchmarking.

Design Global, Act Local: Planning for the Next NC Health Crisis


William Schlein AIA, LEED AP, NCARB

Walt Vernon, PE, LEED AP, MBA, LLM

Dustin Smith, PE

During The Pandemic, Mazzetti engineers and LS3P architects have collaborated on the rapid design of over a dozen contagion triage hospitals (COVID-19, Ebola, and cholera) and infrastructure facilities for the IFHE (International Federation Healthcare Engineers) serving the World Health Organization (WHO) Téchne team. The designers and hospitals (and diseases) have spanned the globe: can this collaborative/multi-disciplinary/ technological/virtual triage model be applied to North Carolina for future pandemics and other natural events? Yes!

Learning objectives:

After attending this presentation, participants will be able to:

1. Advocate for design services as an integral part of public health. As hospital designers, engineers and architects are part of the front line in defending the public health, regardless of location, culture or economics. Flattening access to healthcare services improves outcomes for all communities, especially in a pandemic or other natural disaster. Can we design preventative and healing environments (whether the healing occurs in tents, modular/prefabricated units, renovations or new buildings), particularly during a crisis when expertise demands action to protect ALL of us, whether in Yemen or North Carolina? Yes.

2. Gain confidence in collaborating across times zones, languages, and locations using technology. Technology platforms such as Zoom, Revit, and White Board facilitate triage design and construction with laptops and shared networks. With designers and epidemics all over the globe, can we design together across time zones, languages, and locations, whether in Burkina Faso or North Carolina? Yes.

3. Implement an open-minded approach to problem management through interdisciplinary collaboration. Interwoven expertise between engineers, architects, contractors, doctors, epidemiologists, anthropologists and administrators fosters the design and delivery of healthcare projects in “life and death” crisis situations. Can an open-minded approach to problem management save lives in Haiti or North Carolina? Yes.

4. Model effective processes to mentor the next generation of designers. Inclusive and equitable mentoring is a professional and global imperative for future pandemics and natural events. With limited expertise and human resources, can we “grow to sustain” emerging and new professionals in design, construction, and management roles in healthcare in Ethiopia or North Carolina? Yes.

William Schlein AIA, LEED AP, NCARB

Willy brings over 30 years of healthcare experience in programming, planning, design, project management, and construction as LS3P’s firmwide Healthcare Practice Leader. His previous professional experience includes roles as Director of Healthcare Architecture, Principal, and Office Director at firms in South Carolina, Texas, California, Arizona; he was also President and Founder of Anthrotects, a firm he established to design the keystone services of a new “medical city” featuring a 300 bed hospital, cancer center, and MOB now under construction in Addis Ababa, Ethiopia.

Willy has served on the Board of Directors and Education Chair of the AIA Academy of Architecture for Health; and Founding Chairman of the AIA South Atlantic Region Architecture for Health Inaugural Conference, now in its second decade.

Walt Vernon, PE, LEED AP, MBA, LLM:

Walt is the CEO of Mazzetti, an Electrical Engineer, a Lawyer, a Change Agent, an Environmental Ambassador, and a Lifelong Learner. Walt has spent his 35-year career, driving change to help reduce Healthcare’s environmental footprint. Towards this, he’s spearheaded critical research, pilots, and advocated policy changes. Simultaneously, he guides healthcare clients to best position for change and solve critical climate/sustainability challenges. His legal, technical, and financial expertise uniquely positions him for this work.

Dustin Smith, PE:

Dustin is an Associate Principal, Mechanical Engineer, and leader of Mazzetti Atlanta. He strives to always lead his team in providing the most innovative and sustainable solutions to a client’s situation and environment. His works focuses on providing support to the design team, placing an emphasis on complex healthcare facilities. He is dedicated to energy efficient and environmentally responsible HVAC design. He has performed field investigation, load analysis and equipment selection for a variety of projects.

Evolution of Water Management According to Novant Health


Gary Milewski MS, CHFM, CHSP, CHE, SASHE Raleigh North Carolina



Scott Whipp
Regional Manager – East, Phigenics


Nine years ago, Novant started blazing a path of water management. This was even before ANSI/ASHRAE Standard 188 became a standard and the Center for Medicare and Medicaid Services (CMS) issued their memo in 2017, indicating a water management program was to be implemented. Since that time, not only has Novant's water management program evolved, but the industry itself has evolved. Initially, when Novant began developing their water management program (WMP), they did not understand many of the fundamentals that make up a water management program, let alone their own systems. Through a tremendous amount of "trial and error" and effort to figure out on their own what water management was, Novant forged forward.

When ANSI/ASHRAE Standard 188 outlined a seven-step process to water management, Novant began to see how uncomplicated the program could be. At first, it could be said that Novant was "lucky", their results overall had always shown good results. Over the last four years, the Enterprise has evolved from being "good" into one of the leading industry’s WMP’s as backed by the Joint Commission’s use of Novant’s WMP as a benchmark for their region. The team learned that moving away from the ideology of clinical programming defeats the basic concept of the ANSI/ASHRAE Standard 188 and water management in general: “KEEPING IT SIMPLE AND UNCOMPLICATED”.

Teaching Points

1. How to formulate a water management program

2. How to operationalize the program

3. How to monitor the program

4. Process Improvement of the program

Gary A. Milewski

Gary A. Milewski has 30+ years of professional experience in facilities management, safety management, disaster preparedness, and loss prevention. For the past 28 years he has provided safety, life safety, emergency preparedness, hazardous materials, facilities, and biomedical consultations to a wide variety of industry, with a focus for the past 25 years on acute care hospitals. His areas of expertise include safety and hazardous materials management, life safety compliance, disaster planning, employee education, and engineering controls for hazards inherent to the healthcare industry.

Currently, he is Novant’s Corporate Engineering Compliance Manager. His career has covered operational responsibilities with Forsyth Medical Center, Memorial Health University Medical Center, and Duke Raleigh Hospital.

Gary is a member of the North Carolina Healthcare Engineers Association, Inc. since 2006, served as the Association’s President for two terms. He is a member of American Society for Healthcare Engineers (ASHE), with a SASHE designation and International Association for Healthcare Security and Safety (IAHSS).

Gary was also a member of North Carolina Hospital Association and sat on the Emergency Preparedness Advisory Committee. Gary is certified as a Healthcare Facility Manager (CHFM) since 2006, Healthcare Safety Professional (CHSP) since 1993, Certified Healthcare Engineer (CHE) since 2011, with a background in Hazardous Materials, OSHA, FEMA Incident Command Systems, NFPA and Georgia’s Office of Homeland Security Senior Leadership Program.

He holds a MS and BS in Occupational Safety and Health, from Columbia Southern University, an Associates in Marketing, from Triton College, and numerous studies in facilities construction, loss prevention, safety, hazardous materials, incident command, regulatory compliance, health surveillance, and weapons of mass destruction.

Scott Whipp

Scott Whipp is an Army Combat Veteran with extensive water management experience. During his five years with the military, he worked in numerous capacities, including serving as an Assistant Basketball Coach for West Point and serving in combat during the Gulf War. He had 21 years’ experience with Nalco Chemical Company, including 14 years in the Global Business Unit Environmental Hygiene which helped clients manage and reduce risk. With Phigenics, Scott specializes in helping clients develop and implement comprehensive and defensible water management programs that achieve regulatory compliance (CMS 17-30 and ASHRAE Standard 188), prevent disease and injury from Legionella, improve water and energy efficiency, optimizing total cost, and ensuring the program is operational

Lessons Learned for Successful Hospital AHU Replacements


Daniel Meyer
WakeMed Project Manager

Kristen Puryear, PE
Dewberry Project Manager and Mechanical Engineer

Rick Sidebotham
Danis Construction Company Project Manager

Tony Morris
Allred Mechanical Services Project Manager

    The course will cover the primary areas of concern and coordination we’ve seen with these complicated projects.

    Items covered will include these four measurable learning outcomes:

    1. Signs of Trouble: When it is time to replace
    2. System Design: Safety, Airflow, Pressure, Temperature, and Relative Humidity Needs
    3. Implementation: queuing and sequencing, shut-down coordination and operational impacts
    4. Closeout: System checks and turnover to the owner

    Session Description:

    A panel discussion covering best practices for the replacement of hospital Air Handling Units (AHU’s) minimizing operational impact and maximizing patient safety. How to identify the need, validate the scope, implement the design and construction, and closeout highly successful AHU replacement projects from a seasoned team representing perspectives from the hospital, the designer, and the contractor.

    Daniel Meyer PE
    Facilities Project Manager
    Wakemed Health & Hospitals

    Daniel Meyer is a Facilities Project Manager for WakeMed Health and Hospitals in Raleigh. A licensed mechanical engineer, Daniel handles many of the infrastructure projects for the hospital system. Prior to joining WakeMed, Daniel spent time as an industrial design consultant in North Carolina as well as Railway Station Contractor and Hospital Project Manager in Hawaii.

    Kristen Puryear PE CHC
    Associate, senior project manager

    Kristen Puryear, PE, CHC is a project manager and mechanical engineer with more than 16 years of experience in the design of building mechanical systems. She has been a project manager for over 8 years, overseeing healthcare projects of all sizes: from single room imaging equipment replacements to multi-million dollar renovations and expansions. Her former experience as a plan reviewer for a local AHJ instilled in her the importance of building systems in creating safe environments for its occupants.  No two projects are alike; Kristen values being part of a multi-discipline team to meet requirements unique to each project and deliver a reliable system for the owner and end user.  She earned her bachelor’s degree in mechanical engineering from Virginia Tech.

    Rick Sidebotham
    Senior project manager

    Rick is a veteran construction manager who has focused solely on healthcare projects throughout his 25-year career. Recently his work has included several hospital AHU planning and replacement projects, having replaced seven such units in the past four years. The seemingly straightforward task of replacing new mechanical equipment is often replete with intricacies and constraints which require detailed planning and coordination between the user groups, CM, and MEP providers. Rick truly understands what it takes to complete these complex projects while keeping critical hospital facilities operational 24/7.

    Anthony (Tony) N. Morris

    Tony is the Mechanical Division Manager and is responsible for assigning estimators and project managers for the company’s projects. Responsibilities also include human resources, payroll, safety programs, purchasing, scheduling, forecasting, contracts, bonding, estimating and project management. As a principal of the company, he shares in decision making and daily operations for the company.

    Tony grew up in New Bern, NC and started his HVAC career in 1986. With 30+ years in the industry, Tony brings experience in all aspects, from entry level to management. Tony obtained his Mechanical Contractors License in 1998. In 2005, Thomas Allred and Tony Morris started Allred Mechanical Services, Inc. Tony’s primary focus for Allred Mechanical Services, Inc. is developing and maintaining the company’s large medical portfolio. When not at work, Tony enjoys spending time with his family, spending time at Lake Gaston and playing golf.

    UNC Hospitals Chilled Water System Upgrades –
    Add a Building without Adding a Chiller


    Matt Daves, PE,
    Business Unit Leader, McKim & Creed



    Mitch Brown, PE,
    Technical Director- Healthcare, McKim & Creed


    Charles A Scott, PE CHFM
    UNC Hospitals, Chapel Hill, NC


    In 2019, UNC Hospitals completed an $11-M upgrade of the primary/secondary/tertiary chilled water systems at UNC Medical Center. The project successfully improved operational reliability and resiliency, optimized energy efficiency, implemented failure recovery, and utilized installed chiller capacities. Chiller plant utilization was so improved that UNC Hospitals is planning a building addition while maintaining N+1 chiller redundancy and without adding a single ton of new chiller capacity. Presentation will highlight engineering methodologies implemented on the project.

    Matt Daves, PE, LEED AP, CBCP

    Matt Daves, PE, LEED AP, CBCP, has 22 years of experience, completing professional assignments in project management and mechanical design for numerous healthcare clients across the state.  He is a graduate of NC State University (Bachelor of Science degree in Mechanical Engineering), Professional Mechanical Engineer, Association of Energy Engineers Certified Building Commissioning Professional, as well as a LEED-accredited design professional.  Matt specializes in HVAC system design for new construction, renovation, and central energy plant/infrastructure projects.  Matt has been at McKim & Creed for 9 years and leads the company’s MEP division while still serving client needs on projects.

    Mitch Brown, PE

    Mitch Brown, PE, has more than 25 years of experience providing engineering services on new construction and renovation projects for healthcare facilities. Mitch has been with McKim & Creed for 9 years and serves as the Technical Director for Healthcare. His areas of expertise include the design of HVAC systems, plumbing systems, medical gas systems, steam and condensate systems, boiler and chiller plants and facility condition assessments. Mitch has a Bachelor of Science degree in mechanical engineering from North Carolina State University.

    Charles A Scott, PE CHFM

    Mr. Scott is a Senior Facility Manager and Professional Engineer with 27 years of experience designing, maintaining, and upgrading complex mechanical, plumbing, and fire protection systems for large facilities, with proficiency in facility management, planning, leadership, customer service, and communication.  In his role as Engineering Manager at UNC Hospitals, Mr. Scott has been the senior leader and principal engineer responsible for the maintenance, operation, compliance, repair, and replacement of the mechanical and plumbing systems for the UNC Medical Center in Chapel Hill, NC.  In previous years, Mr. Scott designed mechanical and plumbing systems for public and private academic and healthcare environments.  Mr. Scott’s professional passion is to serve the people, mission, and vision of academic/healthcare/research organizations through delivery of safe, reliable, cost-effective, and innovative facilities and utilities. Mr. Scott enjoys life with his wife and four daughters in Durham, NC.

    Effective Generator Testing from Three Perspectives:
    The Rules, The Manufacturer and the Technician.


    Tom Wein, Training Officer, Prime Power

    Perform Testing which best simulates and prepares the EPSS for it’s intended purpose. Increase system reliability. Provide training, experience, and confidence to engineering staff.

    Tom Wein

    With over 30 years of combined experience which includes 23 years Power Generation and 16 years HVAC, Tom has a strong training background and has set up numerous technician training programs for the military, Tech schools, major manufactures, RV, and HVAC industries.

    After the Military, Tom ran his own business as an Electrical and HVAC contractor for 12 years, is a Master Training Specialist, EGSA certified journeyman technician, holds a Universal EPA certification, Technician Excellence instructor, active in EGSA's technician certification, education, and load bank committees. Tom specializes in developing task-oriented hands-on training for internal technicians and external customers to meet their specific training needs.

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