Healthcare Facilities Network
The Healthcare Facilities Network podcast highlights the essential role of facilities
management in delivering high-quality patient care. Hosted by Peter Martin, this show brings you expert insights on the issues, trends, and solutions shaping the future of healthcare spaces. Learn from industry leaders and discover ways to drive positive change in your facility.
Healthcare Facilities Network
An Employment Special: Opportunities at CommonSpirit Health
Finding the right career in healthcare facilities management is about more than just a job. It is about purpose, opportunity, and the ability to grow.
In this special installment, the Healthcare Facilities Network spotlights career opportunities at CommonSpirit Health, the nation’s largest faith-based health system and the third-largest system in the country. Steve shares what sets CommonSpirit apart, including its mission-driven culture and the scale that allows facilities professionals to build long-term careers without leaving the organization.
Steve reflects on his personal journey, including serving the homeless in Sacramento, and how those experiences shaped his approach to leadership and service. He also discusses the career growth available for individuals who are motivated to learn, advance, and take on new challenges.
With facilities roles across the country, CommonSpirit offers employees at every level opportunities to expand their skills, explore new paths, and grow within a single health system.
Whether you are just starting out or looking for your next step, this episode offers a clear look at what a career at CommonSpirit Health can make possible.
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Having the relationship with those with the sisters and the founding um folks for our organization that are still alive and well and thriving within our group, um, I think it's it's amazing that they gave up their sponsorship to be able to continue the ministry itself as a whole. They knew that they needed something bigger to be able to continue to further the ministry of what they were trying to do to serve the disenfranchised and the poor while furthering the ministry of Jesus Christ, which is crazy. I'm not a practicing religious person most of the time. I should be doing it more, but just to be connected to that mission, um, to see them. I had the privilege of going out with one of the sisters here in Sacramento a couple weeks ago, driving around and ministering to the homeless in the morning, which was amazing to go on an electric trike bike with the sister handing out coffee and hot cocoa and gloves and socks to the homeless while they're on the street. So it's pretty amazing to be connected to that kind of journey.
SPEAKER_00:There's a major crisis facing healthcare facilities management. We have aging employees, aging buildings, and aging infrastructure. We've created the healthcare facilities network, a content network designed specifically to help solve for these three pressing issues in healthcare facilities management. We bring on fleet leaders and experts from across healthcare facilities management, all the way from the C-suite to the technician level, because at the end of the day, we're all invested in solving the aging issue. Thanks for tuning in. Look at our videos, and you will find that is a theme across our country. This is the Healthcare Facilities Network. I'm your host, Peter Mike. We are here today to talk to Steven Strovers. And Steven is the System Director, Facility Operations, and Special Projects at Common Spirit Health. Steven, welcome. Thank you, Peter. How are you doing? I'm well, thank you. I'm well. Thanks for uh thanks for getting up on a Friday morning and talking. Although you've probably been up for a while, I'm doing well, though. Thank you for asking. So I'm gonna set the table real quickly before we start our discussion. So this is a little bit different of an episode that we're doing on the Healthcare Facilities Network today. We're gonna be talking to Steve about um employment opportunities within the FM function at Common Spirit Health. And I think as we've said a number of times on this network, and Stephen, you and I have talked before, and I know you're in agreement, with such a shortage of available talent out there, we need to, we need to try to get to that next generation in different ways. The old, you know, the old job job description that you throw out on LinkedIn, it doesn't always work. And it takes a variety of manners to hit the people you want to hit. And so that's why we're creating this special employment show today with Steve and with Common Spirit. And just as a bit of background, you know, Steve's going to explain how Common Spirit evolved and how the organization came together. But, you know, back in my recruiting days at Gosselin Martin Associates, we worked, Jack and I, my great business partner, Jack Gosslin. Jack and I worked uh quite often with CHI, Catholic Health Initiatives at that point. We never did work with dignity out on the West Coast, but we worked with CHI, Dennis Smith, and Skip Smith and Andy Moomavoya, and you know, so many great leaders. And I've always, I've always I've liked working with CHI. I liked your mission, I liked the organization, I liked the people. And so, you know, I reached out to the folks at Common Spirit and said, hey, I would love to help you guys promote your opportunities, tell your story, because I think you do have a unique story to tell. And everything's about fit these days, right? Everything's about finding that right organization that fits your ethics, your morals, where you want to be, where you want to work, that makes you feel good. And so I'm really happy that Steve was able to join me today and talk a little bit about the various opportunities that you guys have on a system level. And Steve, just to set the table, first question. If somebody doesn't know Common Spirit, which I would find that difficult, but if they're not sure who Common Spirit is, what Common Spirit is, can you give a sense for scale, for scope, and even how the organization evolved?
SPEAKER_03:Yeah, and most definitely, I think for us, we're still battling through what that merger looked like. There's a lot of barriers for what happened after 2019 when both of those large um organizations came together. We are now the third largest healthcare system in the country, right behind Kaiser, HCA. Um, we are the largest faith-based not-for-profit healthcare system in the country. So we have 169 hospitals. We we own, I think about 139 across 22 states. We have business in um 24 states. I think it's close to 2,500 care sites um throughout the organization. Since the merger, um, we've added the mountain, they're the only ones branded Common Spirit, with the exception of North Georgia, which just opened. Everything else is still their house of logos. So people still out here in California, they still recognize this as Dignity Health. Um, in Texas, it's CHI. Up in the Northwest, it's Virginia Mason, Franciscan Health, or uh Virginia Med uh Virginia Mason Medical Center. All of those different logos are still there. It's part of Common Spirit as the whole. Um, we even have a joint venture over overseas with another facility that we've we help with. So yeah, it's a very large faith base. Uh we're run by the Catholic Healthcare Federation. The sisters are still around, the 17 women religious group um that kind of came together and founded Common Spirit, which is based on scripture, uh, 1 Corinthians 12, 7 for the common good, right? The those the gifts are given to us, the manifestation for the common good. So it really sinks in. When I came to dignity slash common spirit 13 years ago, somebody told me it'll be you'll you'll like faith-based. I'm like, it's not for profit. Well, it there's no big difference. Having the relationship with those, with the sisters and the founding um folks for our organization that are still alive and well and thriving within our group, um, I think it's it's amazing that they gave up their sponsorship to be able to continue the ministry itself as a whole. They knew that they needed something bigger to be able to continue to further the ministry of what they were trying to do to serve the disenfranchised and the poor while furthering the ministry of Jesus Christ, which is crazy. I'm not a practicing religious person most of the time. I should be doing it more, but just to be connected to that mission, um, to see them. I had the privilege of going out with one of the sisters here in Sacramento a couple weeks ago, driving around and and ministering to the homeless in the morning, which was amazing to go on an electric trike bike with the sister handing out coffee and hot cocoa and gloves and socks to the homeless while they're on the street. So it's pretty amazing to be connected to that kind of journey and we're still there. So um I think we we have some some market share to get going. We're kind of working on that branding effort as we speak with some other um parts of our business, but um it is a little bit different. And then I think for us for Common Spirit and the facility side of the world, uh most large-scale healthcare companies are matrixed organizations, who reports to who, whether you're Kaisers, HCA, or others. I think what's a little bit different with us in Common Spirit, our facility managers and directors are national employees that report directly to us on the facilities management side. They're dotted line back to the local facilities, dotted line to all of the other people that they serve. But I write their evals, not me, but our team writes their evaluations. We meet with the local leadership about what we can do to help improve that. We're we're trying to engage a little bit better and really live by the by our mission and vision and collaborate with our local operators. So I think that's a little bit different for us than than others. Um, I think a lot of other organizations have gone back and forth since we've merged and we've started to to kind of to do that. It's worked out really well for us.
SPEAKER_00:So wow. Um, there's a lot there, Steve. And and um I say that in a good way. I want to go back to something you said first, but I guess if you you've given how long we've been talking? I don't know, five minutes. Like there's what, three major differentiators that you hit on within the first five minutes. One of them, you know, faith-based not-for-profit. I've worked for a for-profit, I've worked for a not-for-profit. There is a huge difference. I mean, you know this. So faith-based, um, not-for-profit, yeah, uh large, large organization, countrywide, and faith-based that's lived. And that's what I want to go back to first, because I was going to ask you, you know, you were talking about how within the organization, when you came to the organization, you're like, well, how does it manifest itself? And you gave a great example of going out with that sister. So you literally went out to the homeless and and and tended to them. Read how let me, how old was the sister who you went with, and how was that received when you guys did that?
SPEAKER_03:I think, I think the full scale for me, and this is a personal story. So um one of the things that Common Spirit allows us to do is to donate back with whether it be PTO money or whatever else to the ministry, to the sisters. So here in Sacramento, the Sisters of Mercy are still thriving. They have a Mercy Foundation. I happen to be able to be donating a little bit of PTO over the last several years, and it afforded me the opportunity to get connected to a couple of ministries that they serve. So one is Crystal Ray, which is a uh Catholic health, I mean a Catholic high school system across the country. There's 40 high schools that they uh minister to. I happen to get to go to work or one day and go see them here in Sacramento for their campus. The other part of that was to find Sister Libby. Um here in Sacramento, there's a large homeless um population, and here we have a ministry for loaves and fishes, which is a large homeless camp, so to speak, where they bring them in. There's a mustard seed school for the for the children, just trying to make a difference and do that. Sister Libby stopped that. She was running that when I got into the organization. She used to volunteer there. Um, she was actually a veteran in the Air Force and started volunteering. She has a degree in social work, and so she started to volunteer at the Lowe's and Fishes, and they said, Hey, you should go talk to the sisters, and she became a sister through that program. Well, took over Lowe's and Fishes as a whole and ran it for I think it was 17 years, and then started what she calls the Mercy Peddlers over the last six or seven years. Now she has over 200 people all the way down to Stockton where they do the same thing, where they literally take bikes, she has donations of food and shelter, and then she goes out and serves them. What was really interesting is I've been giving to the Mercy Housing Group, and they they somehow lost their affiliation with Mercy Foundation. So that's how I got connected with the Mercy Peddlers, and they said, Hey, would you like to go see what happens? I said, Absolutely, let me sign up. And so we struggled to get that to go with weather and other things. She goes out five days a week every morning from 8 to around 10:30, serving the homeless and serving the ministry for that. And then she has, like I said, 200 or so volunteers. There's a storage shed that she has down here, and then they service the homeless from that. So um, and then like I said, so for me, the full circle was part of their ministry is if the if the homeless folks want to get off the street, they're clean, they're sober, they reach out to her, she pays for their deposit to get into a a stable house or apartment. They go find it, they come back to her and they say, Hey, I've got it. So one of the last people that we were um downtown serving, he came running up to her and was so thankful to Sister Libby for him being able to get off the streets. She gave him the deposit and was able to get off the streets now that he's clean and sober. And so, and he's actually at the Mercy Housing, which is one of the other things I was donating. So, to see how my involvement, again, so minor, but makes an impact on somebody's life was huge. And that's really where the connection for me is deeply rooted for me.
SPEAKER_00:Boy, that is a that's a tremendous differentiator. I have to say, kind of personally, my aunt, my Aunt Mary was a sister of mercy, and so she's deceased now, but you know, she was of the older generation, like so the big, you know, yeah. Like when I was a little kid, boy, she scared the heck out of me. And I think she probably still scared the heck out of me until when she died. Because they're not you sisters are strong, they're tough, they got a backbone, they're tremendous. It's a tremendous calling, tremendous.
SPEAKER_03:Yeah, no, it's it's huge. My my my wife who now works for us, but um, one of the award dinners we went to one time, um, one of the sisters gave her like the centerpiece, and uh it she still had them on until she passed away uh recently, unfortunately. But um, she was just amazing, just amazing. Sister Kathleen was was just a beautiful person. This four foot four foot nine, eighty-pound lady. But um it was kind of crazy. My wife also went took the kids when they're young down to the Sutter house here in Sacramento, and they had an old VHS tape actually rolling about the sisters of mercy and how they came into the Sacramento area in California, and their sister Kathleen on the video. My wife thought it was like such a celebrity moment. She actually busted out her phone, recorded it, sent it to me. She goes, Hey, look, look at this, Sister Kathleen, like she's some celebrity, right? So, yeah, it's it's that's the connection I think that we have. Um, and again, in each of our markets and areas, there's I think it was 13 facilities that were non-Catholic that are in its own separate group, but all part of the same good, whether it be in Bismarck, North Dakota, all over the all over the country. So we've done a few studies along the way and asked our folks to kind of give us the connection to the ministry. You know, the mission, what spaces do they have, sacred spaces? Those that are non-faith-based still have um areas of of sanctuary for for others, whether it be a Zen garden or other things that they have. We have chapels throughout a lot of our facilities. There's a Muslim prayer room in St. Luke's and uh in Texas for Baylor St. Luke's has a Muslim prayer room in a Catholic hospital, which is it was blew my mind a little bit. But again, it's more about inclusive and the um the diversity that that they want us to do, they live by it, and it doesn't matter what the legislation and what the the politics of the world are, they want us to include everybody. We accept all, we want all, and we want to service everybody. So that's really what separates us from others.
SPEAKER_00:That's that's tremendous. And and I do want to move on to your opportunities. We could get stuck here talking about this, but you know, when you were talking about the Bismarck, North Dakota, I think like St. Alexis out there, Kevin O'Neill. So this is before this is before you guys became Common Spirit. Kevin O'Neill was a regional director for you guys, Minnesota, North Dakota. He had the upper Midwest, and I know you guys have kind of changed regions and all that. I remember Kevin telling me that there was a facility, I think, in Minneapolis, maybe Twin Falls, it might be called. I'm um, but it's in Minnesota, it might be Minneapolis. But he was telling me, this is what you reminded me of this, Steve. He told me, like the nuns who were there, they used to, they used to make um caskets, like wooden caskets, beautiful work. And they would bury, obviously, I think it was the nuns or the people in the caskets that they made adjacent to the hospital.
SPEAKER_03:Yep. Yeah, but I think it's double's left um up there. Yeah, no, we've had a few, um, there's some really great stories. And again, I'm connected here in Sacramento just because I've been around for a little um with the sisters here that you know there's a uh convent up on Auburn up here that they kind of retire to. We have a uh assisted living facility, so as they progress uh right across the street from Mercy General is the assisted living facility that the that the diocese and the sisters kind of go to uh when they need help for those kind of things. So, yeah, no, that that full circle of how their ministry is and what they give, it's it's incredible to see that they give up their entire life to serve the ministry. And so to be connected to that mission again, whether I'm completely in and religious wise, it's not that. It's about the mission, it's about being able to serve what they started, and that's what really resonated with me when I started, and it's still there today. I I still remember when we were doing some work at Mercy General um salvaging a piece of stained glass they had gotten received, right? A donation, and it's now sitting in the front lobby of Mercy, well, not the front lobby, one of the lobbies, I'll call it a prominent place for people to see what they had as far as a gift. And so I wanted to make sure that we highlighted that and continue that just that focal point into the future. So it's it's pretty cool. Like you said, just to be connected. So yeah, that's why I do what I do, that's why I continue to to kind of speak to it. I I manage up as best I can for any of the things that come up when I talk to a new applicant, it's the same thing. I tell them kind of my story, I tell them how the ministry is and the connection that they have. I think that resonates with a lot of folks. Um, one of the things that we do, and we'll talk about it later, is um with BYU, I never understood where the how the connection could go with with the LDS community, but it's about the mission. And so the fact that it's Catholic, they didn't care, it's because it's serving a greater cause, a mission. We got a lot of military, same thing, right? A lot of us veterans had a sense of mission, and this provides that. It it's it kind of fills that hole for them when they come into the organization because that's what they're used to and what they've been serving for a while.
SPEAKER_00:So, yeah, well, you know, you you're exactly correct. And I'm you know, again, I'm just kind of thinking back to, you know, when I was recruiting at Gosland Martin, and you know this because you hire people all the time. Yeah, the fit is so critical and so important because if it's not a fit, they're not gonna work with you. And you know, going back to that, you know, the Minnesota example, and we were recruiting for Kevin at the time, and he told me that story, and I would always tell that story to the people I was recruiting because that's a little insight into the organization. And if somebody's like big deal, well, they're probably not gonna work well with you. But if somebody's like, like that's something you can connect to, and that's what we're looking for these days, like a connection, a little bit more than a paycheck. And if you offer that, it's a differentiator.
SPEAKER_03:I I think for us, and this is where again, we're not just like other not-for-profits, we're we're not the highest paid. We we want to be competitive. Um, it it goes back and forth, the ebbs and flows, because we, you know, everybody in healthcare seems to be, you know, going after the next greatest thing. So you know, pay always tends to go back and forth. What the differentiator for us is really being able to have a conversation with what's the culture within the organization. What does what what drives us? Is it about the bottom line? Uh obviously, we have to make our inbid of margins to be able to be viable as a ministry within the organization, right? All of the things that we need so that we can achieve all of the other things that we want to do to continue the ministry, whether it be our infrastructure to to buildings, to Capital, whatever. But what really sets us is to be able to have that open conversation about what drives us and what makes a difference for us. And so when I have somebody that reports over, or I just had another somebody sent me something on LinkedIn, hey, you should check this guy out. Well, he gave me my phone number, started talking to him, and I talked to him for about 45 minutes. And by the time he was done, he goes, sign me up. So you know, that's me being able to sell the business, it's more about what it is within our culture of the organization that's that really sets us apart and why we can do that. When I go talk to students out at BYU or Tech State M, one they want to know what it is, we expose them, but it's really connecting it back to the mission about where we can go. And then again, with our size and scale, it's how can we get them to fit in for a life? I mean, it it really, if you want to do this, there's opportunities to continue to grow and and prosper within the organization, and that's that's what we get to sell.
SPEAKER_00:So, yeah, that's why I think you know this is so valuable because you don't get that off of a piece of paper, you only get that through the connection, and and this is uh as a not to be a broken record, but it's a huge differentiator for somebody who wants to be a part of that.
SPEAKER_03:Yeah, for us, and right now we I mean, although we're going through another, you know, understanding of restructuring, we'll get our positions back out on the market, everything else we have, but anywhere from you know entry-level folks all the way up through market directors, I think. Yeah, there's a couple market directors, one at least that I know of across the country. So um we're working on job descriptions to standardize that. We're working on a training program so that you know, I call it a train journey. If somebody comes into the organization from entry level and they want to be the grandpubah and take over our SVP's job, as a leader, I should be able to map that out for them, tell them this is what they need from an experienced education perspective and some guesstimation on time of what it's going to look like to get them through their journey on that train ride. And along the way, as they get to the next station, they may need to get off to get some more experience and exposure, and then they can hop back on to the next level when they get that. That's what I should be able to do is give them, you know, where they want to go. And sometimes it might not be an insane direction, right? Within our organization, because we are so large and different parts of the business they can get into, they can jump off the train and get on to the next one and still continue to move forward instead of jumping completely off and getting off the train and not being part of it the system anymore, right? They want to go jump on a cruise ship or something. Hey, we'll help. But honestly, for us, it's about building that future and and making it uh sustainable for the for for succession planning and everything else that we want to do.
SPEAKER_00:Yeah, I like that analogy about the uh the cruise ship. So I know like if you go to Steven Strover's on LinkedIn, you have a couple of positions. You know, I see there's a market director there, there's a director of FM. But are there any, Steve, are there any um opportunities you you want to highlight or or talk about specifically within your you know, purview of facility app system director?
SPEAKER_03:I don't know. For me, it's it's really how do I connect, um, whether it be up in Northwest, which I was supporting from last year, um, even into California, Texas, where do we have those opportunities? My take when I when I actually talk to somebody, and again, I think it's just me, not all leaders are like this. I actually go look to see where they've applied. I ask them where they want to be, find out if like you're asking, right? Is it a fit? Where where do they see themselves? I joke with, I was told by one of my counterparts I shouldn't joke during the interview process, but I always ask, you know, what do you want to be when you grow up, right? You've been doing this for 20 something years, you're applying for this position now. Where how does that fit into your journey? Right. So I do it as a joke. He goes, Wow, but you want to ask him this. I'm like, no, dude, I I have a I that's my style, that's the way I am. I want them to feel comfortable to be able to tell me what they what they're looking for. So when I when I ask that question, it's twofold, right? I want to know how does this fit into their journey for for where they're headed, and then two, what's next? What are they looking to do so that we can help get them to where they want to be, right? For both the organization and for them. So that's where the fit becomes is where where can I help grow somebody when they come in, whether it be the frontline staff. We have a couple of examples of folks um that I've worked with. Not I don't I wouldn't say it's me, but I I started and the guy was a supplemental painter when I started. Been working at the hospital for three years, not benefited. I'm like, and he he wanted to be benefited. I said, Well, I can't do it. I'm from a business perspective, I can't afford you to be my painter. I can get a contract rate cheaper than what I can pay you for benefits, your burden rate, everything else. So if you want benefits, here's a position I can do for you. I didn't know he was going to take a huge pay cut, but he ended up taking the position as a utility engineer. We paid him to go back to school with our tuition reimbursement. He went on to get his AA and then went on to get his BS, became a hospital engineer, and then when I had an opening at corporate, I called him back because he'd done everything I'd asked him to do. I said, Hey, would you like to be an area manager? And he goes, What is that? So he was running our infrastructure program for Northern California. Now he's the program manager in infrastructure. He's running, I think it's all of California and the Southwest, maybe just California and I forget. He's on the other side of our ministry now, but he started out as a supplemental parent.
SPEAKER_02:Yeah.
SPEAKER_03:Another individual that grew up from a, I think we hired him as a utility engineer, and he was a plumber apprentice, actually. He came into the organization, he went to get his degree because he saw what others were doing. He got his degree, he did all of our courses in our our LMS, our learning management software system. And now he's a manager at one of our hospitals, which is an incredible story to me, right? Went through the journey and didn't take the shortcut. He put in all of the work that he needed to get done. Now, what I would like to do is be able to chart that out and go, all right, this is what he did. This is how long it takes about, you know, that's these are the things you have to do. And I was gonna ask you that, Steve.
SPEAKER_00:How long did it take him to go from when you when you when he became the utility from painter to area manager? What was the do you know the duration?
SPEAKER_03:So I started in 13 and then he came over to work for me in about 19 or 20, so about seven, eight years. That's tremendous. And then the manager, again, if you think about some of us, you know, some of the studies out there, simpler, I think, is putting out information because they've done a lot of research on this with um Steve and um Jake, right? What does it look like? They came to the organization, talked to us about, you know, hey, we have it takes about 15 to 16 years trajectory from going off of the tools to get into leadership, typically. We want to be able to circumvent that and go a little bit faster because I can't replace the number and the demographics that we have today. We're all fighting for the same individuals, right? The same bodies, yep, and I don't have time to do that. We we don't. We have over 10% of our workforce today. If the pot was right and the politics were all good and financially was all good, would walk away from the organization today because they're above the IRS minimum. That's 10%. We have 12, I think it's over 1,200 employees within our facilities management group. I keep I don't have 120 bodies waiting to come in.
SPEAKER_02:Right.
SPEAKER_03:And if you think about leadership and other positions, we're we're way behind the times. When I got into the organization into the corporate world, right? I I was focused on my little hospital when I came to corporate. It opened my eyes up to all of the demographics that we have within the system. We were then at about 9% were aged out. We had 45% roughly that were in the next um, I think it was less than 10 years, so over 55 at that time. Today, fast forward seven years later, we're got more people in that that upper bracket. Yeah, nothing bad, it's just that's where we're at. And I think it's over 50% of our workforce is over 50. Over 50% of our workforce across the nation. So imagine if I don't build something today that's sustainable for the next guy. I you know, I have a few years left, thankfully. I'm fairly young compared to some of the other folks we have working for. I'm in that next echelon, right? I used to joke about it again. Andy others kind of beat me up because I I actually sat in a room. We did a Shark Tank idea a few years ago, presented on an idea to create a talent pipeline. We didn't win. Um, unfortunately, I think it's they all said it's because I offended them. I I sat in front of our entire leadership team for natural real estate, and I said, Look around the room. One I can't see, I need my sunglasses because the glare from your head and the q-tips, the q-tips that are out there in the audience. And they all looked at me like, q-tips, they didn't figure it out until later. And I learned that actually at a church service. The the the gal in front of us, older lady, she goes, I think you guys are in the wrong service. And we're like, What are you talking about? This is the q-tip service, because it was all the older generation, the traditional service. We belonged in the contemporary one where it wasn't as many q-tips, she said. So I so I use that, and people are they started talking about me greasing my hair and dyeing it, all the other things. But it was really to illustrate the point. Listen, we need to embrace how are we going to start doing things different. The next year, one of the other uh my colleagues said, Hey, we should dust this off, talk about the talent pipeline for facilities management, just facilities management. And so we didn't win again. I he quoted me from the year before on Q-tips, but try not to highlight that part. But really, it was about we wanted to create a pipeline, we want to create management training positions, we want to create interns, we want to start to do something. Um, and then we were told just go forth and do it. We didn't know what we were approved for, we didn't know any of the details, we didn't have a budget, we didn't do it, we just started to create a curriculum and we started to hit the street with colleges. We were focused on leadership because we were struggling for those today, a year later, we have two facilities management trainees, one in Colorado, one in Arizona, that are starting to work through our curriculum, all the things of what it looks like to become a facilities leader, right? A facility manager. Um, we're trying to get to the interns for the in the frontline staff to come in as well, right? We have a lot of union activities, so we we don't want to circumvent that. What we want to be able to do is just promote what we have and the opportunities across the ministry of where we can. Eventually, I think we'll have with our learning management software system uh more of a full development of program from entry level all the way through. As we standardize the job description, we'll be able to build the curriculum, all of the necessary things from an education and experience perspective to tell them here's the job family, here's what you need to do to get to the next level, and here's all of the coursework you need to do. And then to supplement that, as they want to get into more leadership stuff, we have our tuition reimbursement benefit that was huge. I use that myself. Um, and then we can help them get into that program. My journey, and this is again just sharing personal stories because that's what I think connects us to our our our people when they come on work for you. I came up with tools as a as a plumber steam fedder back in the day. I was in the Navy, toiled around for a couple of years and commercial building, didn't know what to do. And somebody said, What about um what about colleges? I'm like, Okay, well, let me go see. So applied for colleges, like, wow, hey, they have central plants, they have all the piping systems that I dealt with in the Navy. I'm like, this is and I and I honestly I tell the story with people within healthcare because I I thought I started my career back then. My brother and I celebrated when I got an interview to go work at Stanford University. I hit the big time, I'm working at Stanford. Um, and then I got into healthcare years later when somebody said, Hey, did you ever think about healthcare? And I'm like, Again, what am I? I'm a plumber. I do pumps and piping. What are you talking about? I walked into the first hospital and they had firebox boilers like I used to have on the ship. And I'm like, wow, this is it all resonated with me. I'm like, man, I missed the boat, man. Why are we talking like that to get people like me to come into the ministry? Well, healthcare specific, right? Not just my ministry, but just healthcare in general. How do I help map that for other, whether it be veterans or trade schools or other things? People don't know about healthcare facilities management, and we don't do a good job at selling it. And in the past, and I've not embraced over time, starting to get more involved with Ashley and C She and all the other organizations, but we don't do that. We're kind of the good old boys where you you got to know somebody to get in, and then once you get in, we we don't have time for that anymore. We really need to go out and market and communicate all of the opportunities we have within all of our industry. Healthcare facilities management, a huge industry. Again, I'm I'm partial common spirit because I love the mission, but sure, I don't care. When I go talk to somebody out on the street, I just talk about healthcare facilities management, about what it does for you, what kind of a career you can get out of it, and how long term and the longevity of what we can do once you get in here. It's your choice. And once you get in, you can stay here as long as you want for the most part. As long as you're performing, doing your job, you can have a really nice life for your family, provide all of the opportunities, and continue to grow and prosper. And again, I I'm probably not the norm. I went from a facility supervisor back in 2003, became a director without a degree, did all these great things here in Sacramento. And then when I came to corporate, I could not ask others to do what I wasn't willing to do. So I went back to school, I got my undergrad, got my MBA along the way, got my CHFM and did other things, and you know, magically I took every opportunity that presented itself. And that's the other thing I do is I don't back away from opportunities. So that's really what I tell others. You're never going to be perfect for any role that you're doing.
SPEAKER_00:Exactly.
SPEAKER_03:As long as you can get most of it and you can do all the other things, we'll help you along the way. Most organizations will invest all sorts of resources, time, money, education to help promote their people. That's what we do. We want to engage and we want to start to get them to get their buddies in and help us continue to to to you know help our organization thrive. That's really where um what we're trying to do from the technician all the way up through, like I said, the grandpoop. Right. I want my I want my replacement. That's what I'm training for, is I want to promote somebody to me. When I leave, that there, that there's somebody already ready to go. There's multiple people ready to go into our roles, and we haven't done a very good job of that. We we and I think that's where we get to do it differently because we are national. And so we get to see how they're performing across the ministry and start to help them and identify where we can help them fill in the gaps, right? And then give them the guidance on again, they don't have to, they don't want to take on the market role. Okay, stay at the facility, we're good. But hey, I want you to help build and teach the next guy that comes in so that we're not eating our young like we do in healthcare most of the time, right? Just take the job and then we just beat them up for days and then not give them the resources. We want to we want to make sure that they're stable and can perform within the organization for us.
SPEAKER_00:So if you like this video, please like and subscribe to the network. And more importantly, share it with your colleagues in the healthcare industry. Together, we can solve the aging crisis that's impacting all of us. Yeah, we started the healthcare facilities network when I was at Goslin Martin because you know, I would sit there, and you guys are great. You know, you talked about education. Common spirit brings, you bring your people to Ashie, you allow your people, you know, these learning opportunities. It stands out because you see the common spirit folks there. But you know, like you sit there at Ashie. So you sit there at 2017, 2018, 2019, pre-COVID, and everybody's talking. Like back then, you're like, okay, the great tsunami's coming, and everybody's talking about it, and I'm obviously gray. Um yeah, everybody's talking about it, but like we just don't promote this opportunity. Kids don't know that it exists. Like people come people coming out of the military, like you said, they are perfect for this role. But if you don't know it exists, you're not going into it. And we don't have that luxury anymore to kind of sit back and say, hey, I hope they find us. They're gonna be in pharmaceuticals, they're gonna go to a data center. Like they're gobbling people up. And so you're right, that's part of the reason. And the other thing you touched on, which I think is uh, and I've had a lot of discussions about this, and we've we've talked about it on healthcare facilities network. You didn't have your degree, you have your degree now, but common spirit hired. Like they didn't, I I worked with worked with so many organizations, they'd see somebody who didn't have their degree and automatically, like it wouldn't matter if they were a plumber and if they, you know, if they were a trades guy with their licenses, automatically, no, they can't work here, they don't have their degree. We don't have that luxury.
SPEAKER_03:No, I think it's being able to find the you you hit it earlier when we find the right fit. Can I do that? I don't need somebody to be the perfect facility director anymore. Uh if I want that, one, I'm I'm waiting for the unicorn that's never gonna be there. Uh two is I can't I can't competitively pay them well enough to the other. So, really, what can I do different? Uh I tell our organization all the time, you got to at least give me a hook and a line to fish with. But my job is to go out and sell people on what we do and how we can help fit their needs for both. Again, I was fortunate. Sutter was really good to me back in the day. I was able to promote within, do a lot of great things through hard work. I did it in the military, right? You just you just put your put your head down, just go to work, get it done, just just show results, and you'll you'll be able to do it. Sutter was very good for me um in that regard to go from a supervisor, I think it was a master plan project commissioning coordinator or something like that, to the facility director, right? Along the way, got to open and commission my own energy center, which is pretty crazy. Uh, which again gave me the experience and the the confidence that I could put in for the other positions, right? When I came over to to dignity health at Mercy General, I was the EOC director and they saw the construction experience to do it without that degree. Um, and I had some great COOs. So again, I've been very blessed, and maybe I am that unicorn, but I believe that if you have people within your circles that are helping to coach, mentor, and and sponsor you, and I had a couple of COOs at Mercy General who were like that. My former VP, um, before all of the shifts happened, saw that and was the same thing, was just amazing to come in and go, Hey, you can do this. And I'm like, All right, well, I will do it then. Thank you. And was able to take over Northern California, 13 facilities, which is crazy while I was getting my degree. So went back to school, got my business degree in healthcare facilities management. I mean, healthcare management, not facilities management, healthcare management, and then got my MBA again, talking to them the COO, asking for their advice and their opinion of where they see I could fit within the industry, not just with common spirit, but in the industry. Because hey, sure, MBA would probably be better. Perfect. So I just finished off, got my MBA, and then like I said, now I get in our world for a for an old facility guy to go talk to Wait, you're not the Q-tip generation.
SPEAKER_00:Yeah, yeah, not yet. Not yet.
SPEAKER_03:I use wet gel so it doesn't look so bad. I don't have to bleef my or dye my hair. I just use wet gel. I still got it in my beard. No, so to go out to talk to to kids, and I call them kids because they're younger than my children now, and talk to them about what opportunities that we have, whether it be lighting the lamp or somebody at BYU or the kids at Tech CM or any other school that will have me. Um we've talked to Temple, we've talked to others, and it's all because of what we're able to do within this this organization and across the the industry, right? This is what you can do. And then again, I think the other one that we miss out in in healthcare is we are not going after those CFMs, the IFMAs, the BOMA's of the world that you know, getting that and creating that crosswalk so we can be a little bit more, you know, uh enticing for them and and market that a little bit better. But we just we don't. We we kind of sit back, we're like, oh, we'll just let others. And we want we all want that 20-year veteran guy. Right. He's been in the industry, he's gone through eight joint commissions, and this is the guy we need. You're like, oh my gosh. We're we're we're fighting for the same candidate. We we've got to be able to do something that might make uh a little bit difference for him. So I would prefer, in my opinion, for our group to actually start to work towards that first line and even our entry-level position so that we can grow and help them into their journey of where they want to go, versus let me go get the guy that's been around for 20 years that is you know highly competitive. It's just not gonna happen. And and we have to fit him. So what and again, what the differentiation for us is if I grow somebody here in California, I think our first uh transfer happened right after we merged, which was very painful for that individual because we didn't know how to do it yet. So he went from I think it was Las Vegas to Kentucky, of all things. We didn't know all of the consequences of what all of our barriers we have within the system today. We figured that out a little bit better. So now if somebody wants to lead between the two, because we're on all these disparate systems, ERPs and other things, we have to we've learned that we can't do that to individuals anymore. So, hey, if you're in on this side, we're gonna keep you over here until we get to one. We've kind of figured out we don't want to do that. But again, if I have somebody in Northwest that wants to go to Utah, which we've done, he gets the position, right? He gets promoted, or um, it's a lateral. There's an opening port, could be Texas to California, California. Somebody doesn't want to live in California anymore because we're we're such a great state with all of the the things we have going on. They want to leave, you know. If we had facilities in Texas that want them, they they have the ability to do that. The position's open. Hey, I'm a facility director in California, I'm gonna go to Baylor St. Luke's, I want to go to the woodlands in Texas, wherever. That's what our size and scale offers these folks to be able to do that. And it's one system, they still report to the national program. So it's just changing who they're responsible for. It's not always easy, but we can do that in the system. They don't change anymore. They don't have to, they don't have to apply, reapply, and you know, go through the the the paint for all of that stuff. We kind of figure that part out, which again it's good, whether it be technician level, as we build those standardized job descripts, the the same position, tech one, tech two, whatever we call them, will be the same in Texas as it is in California, same in Northwest. We'll build it upon some of the things we have to deal with. We have some representation that we we we kind of got to fall in line with to make sure that we're not overstepping that. But ultimately, at the end of the day, we want we would love to be able to create our own apprentice program and start to get people in from the high school level. Like I said, when I go talk to folks out on the street, I'm not it's not completely altruistic. I'd love to say that I went to Crystal Ray because I just want to be part of their system. No, I did it so I could get connected and go, hey, have you ever thought about healthcare facilities management? Right. There's a student, one of the guys that actually works for me in Colorado graduated from Crystal Ray in Colorado, and he never heard of facilities management. Didn't even know it existed. He went to go get his, I think he's got his master's, I forget what it's in. It might be just in MBA, and he was working for our IT group. Didn't work out, got laid off, or whatever it was. He applied for one of my positions as an operations analyst and had no idea what this industry was about or what the side of the ministry was. If I could just go talk to 20 of those high schools, imagine if I just got two or three, or one person from each one of those would solve a huge gap for me. And so as we start to do that within our leadership team, is where do you guys have connection, right? So we have folks talking to the University of Nebraska. We have others talking here in California to different schools. Um, where can we actually get the word out? And it doesn't always have to be me as the mouthpiece, right? Here's what we offer. I think for us is being able to have those positions open so that I have the ability. If somebody so chooses and they're the right fit for us, and we think that we should be investing in them, I can immediately put them into position. That's what we don't have yet. We'll get there. I think we're getting closer to having that internship continuum. Um, we had five last year. I had four interns working for me over the summer. Um, one converted into the management trainee position that we were what we were going after. So it's it's starting to work. Now we just need to continue to expand. And then, like I said, in the industry, if we can get others, I know uh folks up in uh Michigan, right? Um one of the other task force, they they go to Fair Estate, they just get insurance, Mike. Is that official program? No, we just we just call them up and we just get somebody like oh. So I think if we all embraced in our industry to do something similar, it can't be all the same, and you know, you you never know. I know that um our learning management software group is working with another healthcare system, so we collaborate a couple of times on some of those things, so they're building something similar to what we have, but we don't market it, right? You go actually, we know the silver tsunami is coming. You can call it all the different names and tag lines. We all know it's coming, but what are we actually doing to solve that? And there's only a few organizations that are really embracing that challenge and doing something, and that's really where I get excited every day to be able to pick up the phone and talk to somebody when they call and they're like, Hey, I saw this, and I'm not good, I'm an old guy, so LinkedIn is terrible for me. You know, I have to actually force myself to embrace that that message, but that's where our kids are at. That's where, you know, I don't want to be on Instagram, TikTok. I don't, it's just I I gotta draw a line someplace. But if I have others that can do it for me, that's really what it was. So when this opportunity came in to talk to you, it was that same thing. It's how can I be the mouthpiece, not just for common spirit, but for our industry as a whole. Hey guys, get off your keisters and let's go do something. Like you two, I submitted on the on for Ashie this year. I might even submit for Sishi this year. I want to make it to where we one, we get others excited to do this similar things, they'll figure out their twist on it or how they want to do it. But how can we start to do that as an industry? I think Ashley's missing the boat on some of that. They started a pilot program in, I think it was Louisiana this year. They had 10. I don't know how it turned out. Or that kind of the internal apprentice program that they were gonna pilot in in that location. I know others in um are working on other certifications and other things we can do, but I think as a whole, as an industry, it's not mapped out for anybody to know how to get into it, right? That's really where we're missing.
SPEAKER_00:And I know um, you know, like Owensboro Community College, Mike Canalis and the work they're doing, he's another guy who's been heavily influenced. I was I I was gonna say, you know, so much of what you said is right. I've been thinking about this honestly since like 2017, 2018, because the recruiting world, you see it. And I like I have a list of people. We it's a small community, right? I mean, there's a lot of 6,100 hospitals, so you know a lot of people in honesty. Like I still like we use a uh a CMS system, but I also still use you know Excel spreadsheet. And and honestly, like I'm starting now, I'll put like deceased next to folks or retired, and that list is growing. And it grows every and these are people I would talk to all the time, 2014, 2015, they're gone. And we don't have anybody coming in. And one of the frustrations that I have with organizations, and you hit on it, like when I just recruited, they'd say, Well, can you get me a mechanical engineer or an electrical engineer? Or they ask for a PE. And I'd be like, Listen, I can't create that. Like, I can't wave a wand and give you a mechanical engineer. Yeah, right. So you've got to be realistic to the market and you hit on it. I don't think healthcare always is. We kind of live in this world where we're the number one driver, and that's just not the case anymore.
SPEAKER_03:Not anymore, not at all, right? It it just really, and I think that we've and again, not to bash all the organizations that we belong to, that's really where over the last several years is for me to get involved. I can't talk crazy about it anymore if I'm not gonna do something. My my daughter taught me that even with some of the things that you know, in the political world of all the things that have happened over time with COVID and all the other things that people believe. But um, she really said, Well, you know, you can sit back and say something, but you're not doing it. So really shut up, shut up, right?
SPEAKER_00:You started the conversation talking about the mission of common spirit, and you've kind of come full circle. And I know you said you're out there recruiting for common spirit. Obviously, that's who you work for, but like on a mission basis, everything you're doing is just bringing it's bringing a spotlight to it. So you get some maybe they're not going to common spirit, maybe they're going to a competitor, but at least you're helping to fill that void.
SPEAKER_03:I I want them to actually think about it. And I tell them the same thing, whether it be students of BYU or wherever, if I talk to anybody, it's like, hey, listen, here's the parallels of what you've done, here's where opportunities are. I think the other thing that we we do a really not a really good job at is we we call them differently, right? Plant operations, yeah, facilities to whatever, right? The naming convention is so goofy. And so, especially for a military guy, I have no idea what any of that stuff meant, right? Until I got into the industry and I was like, oh, hey, it's the same, knucklehead. But I didn't know that coming out. So if you're doing a Google search or Indeed or any of these other platforms, you'll get a myriad of different things, and you have no idea. They're kind of written a little bit differently. So you're like, what is that?
SPEAKER_00:Exactly.
SPEAKER_03:It doesn't be all the same. We need to get better at it and and really start to talk through it. And again, it's not about our competitors or our other industry leaders, it's really about how can we solve. We all have this problem. It's not getting better, and it's not just healthcare facilities management. Population as a whole is changing. And if we don't embrace what's going to happen with all of the baby boomers and out of all the generation things, and you hear about it, our population is starting to straight line. It used to be a nice pyramid, right? It's now not like that. So nurses are going to compete, healthcare is going to compete across the industry, other industries, and now, right now, tech is the biggest one that's driving everything, right? Yeah, and we're competing for those same resources. So, what's happened is schools have done everything about college, you got to do this, kind of shifting everything that we do, and we haven't been at the table to talk about it from a from a healthcare facilities management, going after the same people. We really, everybody needs to go out there and talk about it. And again, if I can help others, um, and again, our buildings will change. We all know that. You know, healthcare is getting better. I'm still gonna need a hospital. What's in the hospital might change, I'm still gonna need them at the end of the day. So, what does that look like? And how do we transform that so we're ready to go for that next workforce? So healthcare for us is gonna be changing because we'll be doing more stuff at home. So, what does that look like? I need more clinical engineering, I need this, I need that. It's just gonna shift where that where that work is. I'm still gonna need them, it's just gonna be in a different environment. So, what can we do to help promote that and get people into our industry as a whole so that we can help serve all of the patients that we're gonna need, right? All of our parents that are gonna need help and and care in the near future, that's what we want to get ready for.
SPEAKER_00:So, final question, Steven Strover, thank you for your time. Uh, Common Spirit and and the like the impetus of this episode is to get people to check out Common Spirit, look at all the opportunities. So, Steve, if there's somebody's watching this, and you know, I'm thinking you're exactly right. Like guys our age or up your age, you know, I'm a little older than you are. They're not always on LinkedIn, but the younger generation is sometimes on YouTube. Somebody who like you've been talking about doesn't know this opportunity exists. So if that person's out there, say they're 30, they're listening to you, they're like, oh man, I like that mission, and there's opportunity there with Common Spirit for me to grow my career. What where do they go? Where would you tell people to go to learn more? What should they do? How do they get in touch? What's the best way for somebody to start to see the journey for working for Common Spirit?
SPEAKER_03:That's a great question. I think LinkedIn is the best. I mean, obviously, commonspirit.org, um, our careers website. We actually have our own. Um, this year it was actually very exciting. We have our own little landing page now for national real estate. And so it's it's kind of good. We even have a veteran landing page um for folks to be able to change their their MOS or their rating that they had in the military. It links then to whatever opportunities we have with the Incommon Spirit. We're recognized as one of the leaders for veterans to be able to come work for us um for those specific things. But as a whole, I always give people when somebody applies, and again, I might be a little bit different because I really read their resumes, find out what they're looking for, if they have any resemblance, any resemblance of facilities management, I reach out, and if they're new to the organization, whether um, you know, they've done other industries or other things, I reach out to them and then I give them a list of all of the things that they should go look at Ashi, Sishi, or their local chapters. I give them IFMA information. I give them organizations that they could get connected to today. Again, just to give them the ability to do a little bit of research. And then what I always leave them is call me back. One of the things that I'm probably pretty crazy on, even when I email somebody, I have two links at the bottom of my signature page. One is for our our careers webpage, which is first, and the very bottom, if they actually read through the whole thing, is a link to my schedule. It's literally a link to my schedule. I open up to everybody. I shouldn't say that to vendors, but there is ability. If they get an email from me, they can schedule time and have a conversation about what it is. And then um, my wife tells me I shouldn't do this for free, but I I I don't know how else to do it. So it's really just about talking to individuals about where can I meet them, where can I meet them in their journey and then help sway them in what might need to happen because we're not we're not in every state. I don't have facilities in Alaska, Hawaii, you know, upper Idaho, Montana. We have employees that work there, but we don't have facilities that work there, right? So we have employees in Connecticut of all places. One of my CMMS guys works in Connecticut, so um, we're not in all of those areas. So, where can I help them get them connected to their local teams? And that's really through their local chapters with Ashie, with their state chapters, and how can they start to bridge that gap and ask those kind of questions? So um, I think if we all kind of helped each other out on the contact page, we could be our best recruiters for each other, whether it be Kaiser with others that reach out. Um, local guys reach out all the time. Hey, I'm not looking, but if I find somebody for you, I'll be first to call you and say, hey, this is somebody you should probably look at. I think if we did that a little bit better, we would be able to serve not just you know my company better with Thomas Spear's organization, but our healthcare facilities management as a world a little bit better to be able to have those conversations, frankly, and not have to worry about, oh, I'm helping the competitor. No, I'm helping the industry, I'm helping to serve a greater cause, which is bigger than Thomas Spear, which is bigger than healthcare, serve the those that need it, those that are vulnerable, that are sick and need help. That's what I want to be able to create as that next person.
SPEAKER_00:Every one of us, no matter who you are, we all need hospitals. Nobody, nobody escapes, right? Nobody escapes. So Steven Strover, System Director, Facility Operations and Special Projects for Common Spirit Health. I appreciate your time today. I man, you've you create a compelling case. And I I one last really question, because I know we got to go both have meetings to run too, but I'm listening to you say what you do to kind of push this. How much of your time is taken? Like you uh you have a system job too. How much time are you taking on the like really the yeoman's work of publicizing the opportunity? It sounds like you got to be doing a ton.
SPEAKER_03:I did for a while. I think um it was a little bit more again with budget constraints and all that, but whenever I can, my wife will think I'm nuts because I'll take calls at six in the morning, I'll take calls um late at night. To me, it doesn't matter. I don't really track it. Um, honestly, it's more about creating the internal stuff. That's what I get to work on. I'm very fortunate before this meeting, in fact, to talk to you. I was working with our learning management software group about what's the next thing for us, what's the next version of better? How do we how do we expand it outside of our vertical within facilities management operations? How do I serve the ministry better with our national programs, our planning, design, and construction folks, our real estate team? How do we start to create really a curriculum that works for all? And then I can point them to that when we hire somebody, here's all of the things you need to go do. My orientation becomes better, that connection back to the ministry, teach them about the ministry, right? Here's all of the sisters. I mean, that's one of the things I've been um very fortunate to be able to have the opportunity to talk through um with our leadership team, and we're really starting to embrace the connection back to the mission to the sisters of what they started 150 plus years ago that we want to continue to help thrive. So yeah, no, I spend a lot of time on it, but I don't know, I don't really track it. I spend usually a couple hours a day looking at something or talking about it, but that's just part of what I get to do. I'm very thankful for the position that they've given me to be able to be able to advocate and and talk through that. I've been able to go to conferences. I mean, we're one of the only ministries or one of the only organizations that actually has a booth at Ashy.
SPEAKER_00:Yes.
SPEAKER_03:And it's it's not it's not just for putting the marketplace out, it's been for recruitment efforts to to just introduce common spirit out to the industry as a whole, and that's through PDC and Ashy. Um, and really have a booth every time for the last couple of years on that. It's been very fortunate. That our our organization wants us to do those kind of things.
SPEAKER_00:And it stands out. It stands out. And your passion, Steve, is admirable. So Steven Strover, System Director of Facility Apps, Common Spirit, CommonsPirit.org, even though anybody knows, like, I feel like an old guy saying common spirit.org, right? How many people who who are watching this are like, I know what it is.
SPEAKER_03:But anyway, you feel like you almost have to throw it out. Absolutely. I know I appreciate it. Again, the the the other house of logos are still existing for now. So you'll start to see that change here in the next few years.
SPEAKER_00:So I love that phrase, and I am going to remember that House of Logos. That would be a great episode. I don't know what it would be about, but it sounds like it would be good. Maybe a reality show or something.
SPEAKER_03:When you go to school and you kind of learn some of the that puts the the push to it, right? The marketing plan that we have to do. Marketing includes communication, right? It includes all of that. So as we start to think about it, there was a conscious choice about how we were going to do that. So we actually marketed within our own organization of how we were going to do this and how we were going to kind of keep it going. So um, yeah, it's kind of crazy. Very fortunate. So thanks, Peter, for your time. Um, welcome to all that listen. Hopefully, there's a few folks that you know get a couple of nuggets out of this and uh look forward to helping people.
SPEAKER_00:You're mission-based. Give Steve a call. Thank you, Steve. All right, thanks, Pete. Peter Mark from Healthcare Facilities Network. Thanks for joining. If you want to be a guest on a future episode of the Healthcare Facilities Network, go to healthcarefacilities network.com and let us know who you are and what you want to talk about. Because together, we can solve this critical aging issue.