Meet the 2026 ASHE President-Elect Candidates

What kind of leadership will shape the future of healthcare facilities management?

As voting for the 2026 ASHE President-Elect election begins on August 2, Healthcare Facilities Network presents a special candidate series featuring individual conversations with the professionals seeking to lead the organization into its next chapter.

In this episode, we sit down with Alison Brisson and Katy Quinn to discuss the experiences that shaped their careers, what inspired them to run for ASHE President-Elect, and the perspectives they hope to bring to the role.

The conversation explores each candidate's leadership philosophy, priorities for the profession, and vision for ASHE's future. From supporting the next generation of facilities professionals to navigating the evolving challenges facing healthcare environments, each candidate shares how they believe ASHE can continue to strengthen and advance the profession.

For healthcare facilities professionals, this episode offers an opportunity to hear directly from the candidates, better understand their priorities, and gain insight into the future direction of the organization that represents the profession.

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Today's Guests:
👥 Connect with Kathryn (Katy) Quinn: https://www.linkedin.com/in/kathryn-katy-quinn-342205288/
👥 Connect with Alison Brisson: https://www.linkedin.com/in/alison-brisson-chfm-sashe-5126b8245/

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Transcript

Facilities As Strategic Partners

SPEAKER_02 0:00

You know, as we talked a little bit about elevating healthcare facility folks as strategic partners, we have a tremendous amount of experience in the facilities realm, and we need to be able to help organizations better plan from a capital perspective, from an operational efficiency perspective, sustainability, resilience, et cetera, so that organizations can achieve their larger goals of caring for patients. Also, I think a risk andor opportunity, depending on how you look at it, is our workforce shortages and our pipelines.

SPEAKER_00 0:45

You just noted a skill set that facilities leaders really have to take to heart, not necessarily to speak about themselves, although that's probably a component in a lot of ways, but speak on behalf of their systems, their teams, you know, their operations, which I mean, it's an incredibly technical field. But, you know, if the patient care people can do it and speak about their technical field to leaders and get attention for their needs or their risks and their successes, I think the facilities people have an opportunity there too to be able to develop the skills to speak, speak to their needs.

The Aging Crisis In Healthcare

SPEAKER_03 1:30

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 thought 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. You will find that is a theme across our content. This is the Healthcare Facilities Network. I'm your host, Peter Martin.

Remembering Jack Gosselin

SPEAKER_03 2:20

We're talking to Allison Briston and we're talking to Katie Quinn. Both are running for Ashy President 2026. I'm gonna ask Allison to more formally introduce herself in a bit, but we start, so this episode is uh is being released on July 31st. And so we start with on a heavy note. I need to um my former business partner and friend, Jack Gosselin, uh passed away just yesterday. So that was July. We're recording what July 16th, and it is only fitting um that I talk about it here on the Healthcare Facilities Network. Jack was a uh Jack was a wonderful man. Um funny guy first met Jack, John Crowley. Thank you for making that introduction. But I first met Jack in 2013, and I think the reason we got along so well and we had such a great partnership was that Jack loved to talk and I loved to listen. And so from there we got along swimmingly. And I have so many, you know, so many stories, so many memories of Jack over the years, from Jack's idiosyncrasies at airports. I used to film him. It was something to see. His love of Rubens, his love of the Rolling Stones, his love of Joe Castiglione and the Red Sox, his love of trains. I never had met anybody who loved trains more. His love of his family, his wife Steph, his sons Ian, and his sons Alex and and his grandchildren. Um, Jack was just full of life. And so rather than drone on and on about what a great guy Jack was, and he was, and all the things Jack liked, I think one story is instructive um or to who Jack was. And so I came into Jack's business in 2014. We negotiated a lot of 2013, and Jack was Jack was a man of his word. He was a man of integrity. Jack and I never brought any lawyers into the whole thing. It was just always him and I and handshakes, and sometimes we'd go backwards, and sometimes we'd go forwards, but he was always an honest broker, and there's few people that you could literally trust to keep to their word and do what they would say, and you still come out on the other end saying, you know what, that was a success. And so I I'll stop there. Um, I will say it is fitting that we're talking to Allison, it's fitting that we're talking about the Ashy uh presidency, her running for the Ashie presidency. Jack so loved Ashy, and he loved the New England healthcare engineers. And you know, Jack and I would go every year to the conference, and and Jack, if you've gone to the Ashy Annual, and I know the Ashy Innovation, Allison, I know you know this. When you're walking around the um the trade show floor, they give away all those tchotchkis, right? All the crap that you really don't want. But Jack loved it. Jack lived for it. Jack would get his bag, and Jack would walk vendor to vendor, he wouldn't talk to them, he would just take what they had. He would like their food, he would take their tchotchke, he would be so proud of himself, and he would take that bag and he would always bring it home full of crap. Michelle Dean, who I know you know, Michelle Dean would complain because Jack would bring it into his office. He might give her a whistle, might give her a back scratcher, might give her a stretch armstrong, whatever it happened to be. And Jack loved working the trade show floor. And I went to visit Jack a couple of weeks ago when he wasn't doing so well. And his uh his son Ian was there. And it was funny. We were actually talking about that, and Ian was obviously a little boy when Jack started to go. Now he's a grown man with a family of his own and three beautiful daughters. Um, but Ian and staff, Jack's wife, were talking about that. Do you remember that? All that crap you would bring home, and it used to drive him nuts. But Jack, Jack loved it, and Jack loved so much in life, and uh I thank him, you know, for for so much. And you know, I remember when we started the Healthcare Facilities Network, this YouTube channel. I remember Jack and I talking, I'm like, you know, Jack, we need to do something more to promote this opportunity. And and Jack's like, well, what do you want to do? Jack was more old school, you know that Alice. And he I had to drag him to be on this network. He only appeared once, and that was three years ago with Ed Brown. When he retired, he went back to get his captain's license. And I'll close with this. I said one story. He went back to get his captain's license, and I remember we would talk through it, and he was really nervous because he hadn't been to school since he graduated from UVM in 1976. And so he was nervous he would flunk. But he studied, he studied, he studied, and he passed, and he was so excited. And so we talked a little bit about that. And he went to work for the Mystic Seaport down in Mystic, Connecticut, and they have those little launches that go out through the river there. And so Jack was a Jack was a captain on one of those little boats, and he was a tour guide. So he'd give his little tour. I think it was like an hour, but Jack loved to talk, so Jack could fill in with BS, whatever it happened to be. But Jack left that job, and here's the irony Jack left that job because he said it was unsafe boating conditions, the way they got people in and out of the boat. He didn't feel it was done safely, he didn't feel it was done properly. He brought it to the mystic people, asked them to fix it, they wouldn't. So, like a good facilities director, what did he do? He left. He's like, Because I don't want to be responsible for that. And that was Jack, full of life. And so, Allison, I know you know you are needies through and through, you're New Englander, you're right across the the water for me. I'm in Boston, you're in Cambridge. Any thoughts on on Jack? He lives in he leaves a mammoth sized hole.

SPEAKER_02 8:19

Yeah, absolutely. You know, Jack, I think I met Jack probably 20 years ago, and um right away we we hit it off. Uh he's got a great sense of humor, and I feel like I do too. I don't know if everybody agrees with that, but uh and um, you know, Jack was really uh a founding father of Nees, and and I again I don't mean to make him sound like he's a hundred he was a hundred, but I think he would like to know. Uh but but he really uh was he was a past president of Nee's, just so New England Healthcare Engineers, for those of you who don't know what Nihis is. Thank you. And uh yeah, just um he really was he embodied um healthcare facilities management, and um he was so helpful in in my career when I first started because I had come from the hospitality field into healthcare and uh needed to uh learn right away. And he was just so helpful uh in that, and then you know, obviously with with his business and and then uh the Goslin Martin Martin Associates, um, you know, the work that uh that company did for the pipeline of healthcare facilities uh professionals was unprecedented um and just so helpful to our industry. So he it is a sizable um loss, and um we will certainly miss him.

SPEAKER_03 9:54

Yeah, well well said. Thank

Allison Brisson’s Career And Scope

SPEAKER_03 9:56

you, Alison. And uh with a very, very inelegant transition. And as I said, there is irony that we're talking about the Ashie presidency, and I'm talking to you. But let's talk, Allison. Um, Allison Brisson, what do you do? Who are you? Where do you work? Give us a little uh background professionally, if you don't mind.

SPEAKER_02 10:18

Sure, yeah. So um I'm the vice president of support services, facilities and support services for Cambridge Health Alliance. Uh so my team is responsible for the operations and financial performance for uh plant operations and maintenance, public safety, security, uh, parking, transportation, food services, environmental services, um, real estate, planning, design, and construction. And um we have a three, a small but mighty three hospital system here and about 20 um off-site locations. And um we are a safety net system. Um, so our at the core we're um really providing care for the underserved. Uh, so it's um it's a rewarding position to be in. And um I've been here for three years now, uh, so uh enjoy my role greatly. Um and you know, we have uh my teams have a great deal of responsibility in ensuring that the environment is uh safe and we're able to provide high quality care here. So couldn't couldn't do it without my team.

SPEAKER_03 11:31

So

Hospitality Skills In Hospital Facilities

SPEAKER_03 11:32

you mentioned that you came in from the hospitality area. Now I I know your backstory, but for people who don't, you know, they hear hospitality into FM. Can you talk a little bit about that transition? How did it happen? Yeah, sure.

SPEAKER_02 11:48

So um I was in hospitality management for about 17 years, and a friend of mine worked for a hospital system in New Hampshire and had been trying to recruit me into healthcare for some time. And um I uh kind of had an aha moment and said, hmm, you know, in hospitality, I don't feel like I'm totally challenged anymore. Uh, and I don't feel like I'm helping the people of my uh community. Um, obviously, people do come in and in hospitality and have a wonderful meal and a place to stay and and and all of that, but I wanted to take my skill set of um capital planning and leadership and employee relations and um customer service and uh strategic planning and apply that to something that really, really made a difference. Um, and uh I found healthcare to be that path for me. Um and I actually originally came in as a practice manager. So I worked on the physician corporation side and ran a urology practice actually for a few years. Um but then I it was sort of like a gravitational pull uh that brought me into facilities. Um and once I um entered into the world of facilities management, it was I never wanted to leave. I um absolutely love it. I grew up in the lumber industry. My um dad had a couple of lumber yards, so I would uh skate around on a pallet jack as my um skateboard when I was young. And so um, you know, I had kind of the the trades and um you know that in my bloodline, I guess I would say. And uh so I found that you know the transition from hospitality to health care was actually a really good one because in hospitality, you know, I was a general manager, so similar to a director or or maybe even like an assistant VP, where you know, we had overnight stays, we had um accrediting bodies with AAA and mobile inspections, um, you know, we like I said, we had strategy and capital planning and um human resource management and all of the things that we have in healthcare. Um, however, as we as you know, if you're in healthcare, there's a lot more code and regulation because there's a lot more risk, right? So uh, but really the foundation was there. Um, just needed, I just needed to learn a little bit more about the NFPA standards for healthcare-built environments and you know, other standards that um like with Joint Commission uh or DNV, um, so that I could be successful in the

Hiring Beyond Traditional Pipelines

SPEAKER_02 14:46

role. Let me ask you a question.

SPEAKER_03 14:47

You talked about you know hospitality. I was talking to Mike Neely from Baycare um down in Florida. And if you haven't watched that episode, watch it because Mike and I talk a lot about um hiring and bringing people in. But we were talking about skills, and I'm wondering what your opinion is on this. Mike said that um and it shows you how the skill set, like what's needed, is changing. Mike said you're not gonna get exactly what you're looking for, right? They're just not like you can't create the perfect candidate anymore. There's not enough of them, and there's too much challenges. But Mike said he would take a person who's got the soft skills. If they have the customer service, if they can communicate, if they have the soft skills, the hospitality bent that you were talking about, he's like, I'll take that because I can teach them the technical part. But if they don't have that, it's much more difficult. Do you what are your thoughts on that? Do you feel similarly, or what do you kind of think about the breakdown in skills at the trades level, what's necessary for success?

SPEAKER_02 15:52

Yeah, I 100% agree with that. Um, although, you know, I think it is still important that you have skilled trades uh in in healthcare and licensed skilled trades. Um, and but I think it's becoming less and less where the skilled trades folks are only in the boiler realm and are not interacting with other um other people in the organization, are are not coming across patients, etc. So now, you know, we we do need to be able to um be able to interact uh with others and in in tandem with having those technical skills. So um, and our teams are you know, sometimes they're larger, sometimes they're smaller, but we have to be able to have uh you know excellent teamwork to be able to advance the mission of um what whichever department you're working in. So, you know, I think have having the ability um to be able to have conversations and um in a respectful way, understand other people's perspective, um, understand that you know each day is going to be a little bit different and probably not as you planned, uh, is is something you know that we need. But I think that there's no question we have to um look at other industries, other pathways of bringing people into our industry uh because it is it is harder and harder to find um candidates to fill the seats.

SPEAKER_03 17:29

Are there industries you find are um more fertile or or or or produce a better outcome? Or is there anyone anything, any industry that stands out for you?

SPEAKER_02 17:40

I've had great success with folks with a uh military background, yeah. Um, and um have had uh some um some success with folks from uh the lab industry or aerospace, um, but also you know, hospitality, like we we talked about, um certainly business, uh folks with business degrees um, you know, have been very successful. I nobody's gonna believe this, but I it's true. I recently, um within the last couple of years, um had a one of my staff members who was in public safety actually transitioned over to um facilities engineering as a director, and he's doing fabulously. You know, he has the leadership skill set, knows how to ask the right questions, knows how to motivate the team, and and it's worked well. So I think we we just have to think a little bit broader about how we're bringing people into what we do.

SPEAKER_03 18:42

Yeah, no, you know what? I don't want to I don't want to sidetrack the conversation, but I think you're exactly right. You know, I I find it Jack and I, ironically enough, God bless him, um, we would talk about that all the time because he loved to talk and he never stopped talking. Um and he realized, but I we would always talk like to kids. The ability to ask a question and to listen to the response is so important in some ways, like it's a lost art. Just asking and listening, you uncover so much. Yeah, you really do. Um so I'm gonna ask you a question and then I'm gonna listen to you.

Purpose, Mentorship, And Daily Impact

SPEAKER_03 19:18

What do you like about what you do, Allison?

SPEAKER_02 19:20

Well, I uh as I mentioned, you know, just transitioning from now it's been 20 years since I've moved into healthcare. So uh it's been a while. Um it's a career. You're right, yeah, yeah, it's a real thing. Um, but I you know, I I really like that um we my teams really make a difference for people. Uh and when it, you know, often we're mostly doing work behind the scenes, and people may not exactly know um what it is we're contributing, but they do know when things go poorly or aren't working. Uh they certainly know. But uh, you know, having the ability to impact uh the way that care is delivered, and um it really we are saving lives every day with the work that we do. We're making it so caregivers can focus on the care of patients. Um, so that to me is is incredibly uh rewarding. Um it's also uh I love what I do because it always challenges me and I learn every day. Um and it it stretches me as a professional to um to learn and grow and keep current uh with with codes and standards and um business practices and now AI and you know other tools uh that we have at our disposal to make our jobs easier. You know, I also find um a great amount of satisfaction in mentoring and educating. Um so when when I'm able to help you know somebody develop in their career um and see their success, that's a true win for me. Uh so I I truly enjoy doing that.

SPEAKER_03 21:21

Yeah, no, that's he did love that, you know, and not to sidetrack it, but it's funny, I just you had your post on LinkedIn from the July 3rd. You were on you you weren't on the Eagle, were you?

SPEAKER_02 21:31

I did go on the Eagle. You were on the Eagle, yes. Yeah, Coast Guard cutter.

unknown 21:35

Yeah.

SPEAKER_03 21:35

Yeah, Jack would have tossed you off the Eagle so he could be on the Eagle.

SPEAKER_02 21:40

Yeah, that that was amazing. I um I I had planned to go see the the Topple ships um yesterday, on Wednes Wednesday, but on Monday I read the schedule and I saw that the Eagle was going to be leaving on Tuesday. And I said, Oh gosh, that's really the one I want one of the ones I really want to see. So I got down there like literally probably 20 minutes before they closed the tours and I got on the boat on time. It was it was special.

SPEAKER_03 22:09

Yeah. No, that that

Making Facilities Matter To Executives

SPEAKER_03 22:11

is awesome. I do want to ask you why you decide to run for Ashley president, but before I do, because you brought it up, you you you talked about kind of advocating in the sea level and just people understanding what facilities do more than when just something breaks. How do you help executives in your organization? How do you help them see the strategic value that facilities brings and what you do?

SPEAKER_02 22:35

Yeah, so I think um there's we we always we have to shift the the narrative from just you know fill facilities as an expense department to really um being a partner in organizational outcomes. I think also explaining the risk of not doing certain things and the impact of patient care is an important driver of the conversations. Um, you know, I think that when we communicate and celebrate that the work that our teams do, um, it really can be an eye-opener for folks that that don't um always understand exactly uh what our teams are doing in the background. Um so I think, you know, really having the conversations around, you know, we have we need, for example, um, you know, this much in capital funding to be able to ensure that patients still have access to the ORs, still have access to their primary care providers, um, have the right uh uh safe environment and reduce infection risks. Um, you know, so there's you have you really have to tie it to it's it, we're really, you know, keeping the buildings, which to us are are like a human uh alive uh so that they can can be there and the the organization can continue on their way. Um it but also now with um more and more uh stretched sustainability goals, you know, it's also kind of navigating um what we need to be planning for in the what we need to do now, what we need to be planning for in the future, and what that means for the future of healthcare.

SPEAKER_03 24:31

Yeah, no, it do you find it so you you know, 20-year career, you've been in the VP role for three years, but do you find that is more challenging today? And when I say that is more challenging today, advoc advocating for at the sea level and getting the buy-in, has that changed over the years, the difficulty in doing that, or is it the same?

SPEAKER_02 24:52

I think it really depends on um on your relationship with the with the C-suite and your ability to make uh good connections and your ability to really articulate the needs um of your departments. So um I will say at CHA, it is it's a great um, we have a really nice dynamic here. And um, so it's not uh for me, it's not as challenging, I don't think, or maybe I've just become more skilled. I don't know. But but um, you know, we do we do compete for dollars, you know, in some ways. Um, you know, an OR robot is an expensive endeavor, but you know, I think getting um the other part of it is really putting systems in place so that as organizational priorities uh shift and or are planned for, they include the facilities components of those plans. So, you know, I mentioned in in OR robot, okay, do we have the power? Do we do we have the space? Do we have, you know, is it is it the right um air changes, etc. Do we do we have the support spaces? Do we have the spaces in our um central processing to clean the instruments, etc.? So you know, just kind of bringing that value so that you're that we're looking at projects uh throughout the continuum um of the project from the clinical needs to the infrastructure needs.

SPEAKER_03 26:29

Yeah, nothing happens in a silo, that's

Why Allison Runs For ASHE

SPEAKER_03 26:32

for sure. So transitioning, Alison, why did you decide to run for Ashie Ashy president 2026?

SPEAKER_02 26:38

Right. So it's uh president-elect, running for president-elect in um 2027. Right, yeah. If elected, I would be um president-elect in 2027.

SPEAKER_03 26:48

Sorry, Dennis. Or 2027. Sorry, uh Danielle.

SPEAKER_02 26:52

Yeah, yeah. No, all good. Um, you know, I think it's uh Ashie has been a huge uh part of my career. I would not be where I am without Ashie and the tools and resources that Ashie has given me, uh, especially, you know, as I mentioned 20 years ago, changing career paths. Um, you know, I think that running for president-elect is my way of being able to give back to the profession, but also I think that I um come in with a great deal of experience, and I um I am a strategizer, and uh the advisory board does do a lot of work around strategy for the organization. Um, and when I served on the advisory board for four years, I had the opportunity to help inform two different strategic plans. So, you know, a lot of what you're seeing out of Ashy now came from a few years ago uh and the advisory board that was in place then. But I find a lot a lot of um passion in that work and it's volunteer work. Um, you know, I do that really on my own time. And um, but it's it's it's fulfilling in that we're we're helping to shape the trajectory of our profession in the future and um ensuring that we have the tools and resources and um really the best tools and resources to be able to do our jobs efficiently, effectively, safely. Um so that that's why.

SPEAKER_03 28:33

What do you look at, or what do you see, I should say, as some of the opportunities and some of the risks within the field at large?

Workforce Shortage And Early Outreach

SPEAKER_02 28:45

Yeah, thank you. I I think that um, you know, as we talked a little bit about um elevating healthcare facility folks as strategic partners, um, we have a tremendous amount of experience in um in the facilities realm, and um we need to be able to help organizations better plan from a capital perspective, from an operational efficiency perspective, sustainability, resilience, um, etc., so that organizations can achieve their larger goals of caring for patients. Also, I think a risk andor opportunity, depending on how you look at it, is um our workforce shortages and our pipelines and what we are doing to ensure that we have um you know have a successful pipeline of folks coming into our industry. We're gonna be constantly competing with other industries for the same type of talent. And um we I think really need to um get people excited about the work that we do early. And when I say early, I mean like high school early, um, so that we have a pipeline of folks that are interested in in these types of roles. Um but that can't be the only strategy. I think we've we've got to have multiple multiple pathways to get into the industry, like we we talked about with uh folks coming in from other industries as well. But if we we're seeing that as a significant problem now, um and really the work that we do now is is gonna help us in the future. Um, so that's what I'm excited and and motivated by.

SPEAKER_03 30:35

Yeah, well, you know, it's you mentioned that like early, very early. I you know, talking and I've said this before, but you know, I occasionally talk to folks down mass maritime, you know, on our southern coast. And yeah, you know, I was very surprised. They told me a couple of years ago, like it's into high school now, and some even like eighth grade. It's crazy. When I was in eighth grade, well, you were doing you were on your skateboard in the lumber yard, none of us were thinking about what we're doing as a career, but it's just it's changed so much, you know, and it you do, you kind of got to get people early. And you know, you fortunately found your way into it, and it just doesn't always happen that way.

SPEAKER_01 31:12

Right.

SPEAKER_03 31:13

Yeah, no, it's it's yeah, it is crazy. Had what do you think, you know, relative to kind of uh attracting people into it, what do you think can be done to attract folks into it? Because we know we're up against pay, right? You're not gonna you're not gonna be the highest payer. Um you never are. It's just it's the way it goes. But what can attract folks in, do you think?

SPEAKER_02 31:34

You know, I I wish we could fix I know I wish we could fix the the pay situation, but you know, I think um I think if if people would like a higher purpose in uh the work that they do and they want their work to be um really rewarding and fulfilling, then I think we have a strong case. Um, you know, can you be a facilities uh manager of you know business occupancy, business offices? Sure. And can you have a good career in that? Yes, uh, you probably could. Um I think that we um in in healthcare facilities engineering, we do that's we do that plus plus. Uh and I I think that is uh if you like to be challenged and you like to be creative, um this is a good career for you. Um but I think that we also need to attract people in by getting the word out that it's not just nurses and doctors that work in healthcare. You know, there are uh a lot of other folks that make things tick here. And um, so I think getting people introduced into what the role is and how rewarding it can be, and how um it can really build you as a person, as a leader, uh, build your character. Um it's it's a good career to get into. So I think those conversations need to start early. And I think mentorship is a good way to do that. So, you know, mentorship, um, bringing people in uh from high school, college, uh like you said, even maybe elementary school. Um heck, I would bring in my five-year-old niece and show her if that will help in the future. Um, you know, just really uh kind of showcasing and being proud of the the work that we do and the importance of it.

SPEAKER_03 33:31

Yeah, yeah. Well, you know what's funny, when you talked about your five-year-old niece, it reminded me. So um Patrick Murphy and I prefer we went out to dinner last night with a consultant, and um the consultant happens to watch the healthcare facilities network. So he was telling us that his 10-year-old son heard an episode and he said, I I I believe, I believe his story, I don't think he was blowing his book, but his 10-year-old said, Don, if I was an engineer, would I have a good career in healthcare facilities management? And his father's like, Yeah, you would. So it's like it's interesting. It goes back to your point of it can't be one way to get people in, it has to be a number of ways. And like, listen, he's 10. Is he gonna be healthcare facilities manager? Probably not, but at least it's on his radar now, and that's off of a random YouTube show, right? So it it has to be many things as opposed to one thing. And you know, I want to go back to you and Ashley and Ronnie, but you know, so often I hear organizations to attract people, they're only putting it out on like social media. And as Neely, as Mike Neely said, it's like your trades folks, they're not always on social media, they're using more traditional, like Monster or like they're you know, they're not on TikTok or not that it helps, but you use a multitude of tools to get people. We have to. We have to. Um so Allison, if you would have three goals for your presidency, what would they be?

Three Goals For The Presidency

SPEAKER_02 35:00

Absolutely. So I think you know, kind of what we've touched on here, but goal number one is really continuing to build uh and developing the future of our workforce. So um developing those pipelines. We do have, um Ashie does have some um collaboration with colleges. I think we need more, I think we need more in our regions, um, and just really building excitement around the work that we do and interest. So I know you said the the 10-year-old may not become a health care facilities manager, but let's make sure he knows what he'll be missing. So um, so I think you know, truly building excitement around what we do and um and doing that at an early stage, building more relations with schools um so that they're um educating folks to be uh ready or closer to ready day one um in the healthcare field.

SPEAKER_03 36:00

So that they're close to ready day one. Is there something that you would like that automatically comes to top of your mind that would prepare, because you're never fully prepared, right? But is there something specific you think could be built into a curriculum that would help on day one?

SPEAKER_02 36:15

Yeah, absolutely. And I think Ashie is is doing that with some community colleges, but I think you know, being sure that some of the baseline knowledge around um around codes and how how to handle things in the healthcare environment and the importance of the work is critical, um, coming right into the field. Of course, you know, each facility is different, and you you would have to be oriented to um whatever facility you're in, but the the basis of what we're trying to do is very similar. We're all for the most part following similar codes. Uh and um, you know, so I think for the most part, I like that. Yeah, right. Getting early knowledge um of what we do and why. That's the really important piece, is not just what we have to do, but it's why do we have to do that uh is so important to educate folks early. You know, also strengthening the value that AGI delivers by providing resources to members that they can, you know, implement in their facilities under real constraints. And I think leveraging um leveraging AI, leveraging um getting data and information um in a way that it can be accessed uh more readily, easily, quicker. Uh, we have less and less time. Um, and just like we talked about with pipelines, I think it's not a one size fits all in as to how people need to receive and learn. So, you know, I think that we need to continue with diversity and how we develop education and and send that out to folks or make that available to folks, but also um just ensuring that people, the members have resources to mentorship. And um, you know, we do have the Ashy community, which is also a huge resource and is amazing. I can't tell you how many times I've been able to phone a friend to be able to help get an answer to something that I really just couldn't figure out or or you know, some sort of challenge. So um so it's not only education but networking too, uh, and being sure that we have the right opportunities in the right way for the right people. Um and then I think the the goal number three is really around um elevating um the work that we do because you know, again, I think that you know, when people think of hospitals, they think of doctors and nurses and don't necessarily think of the folks that do all of this work in the background to ensure that people have a place to come and work and receive care. Um, so I think we really need to have a stronger voice to lift up uh the work that we do, and that's gonna help with our with goal number one around the pipeline, um, and hopefully uh compensation. And um and really I think that um our the work that our teams do deserves uh a great deal of respect and recognition. And so that's something that I would like to elevate.

SPEAKER_03 39:39

You mentioned AI just quickly.

AI Tools For Time-Strapped Teams

SPEAKER_03 39:43

Have you guys started to utilize it? Have you found a helpful, um not a helpful, have you found an easy or not easy, but have you found a way to integrate it that assists you because you are so taxed on time? Is there one or two ways you're using it effectively?

SPEAKER_02 39:58

Yeah, we are um at Cambridge Health Alliance, we are a Google shop. Uh so um we do use Google Gemini, which is really helpful for um taking notes and meetings, etc. Um, and it it will email folks right after the meeting with the notes. Um, you do, you know, you have to sometimes sift through there to be sure that it's you know correct. Um, but that's one one way that it certainly uh has helped. And then um, you know, there are certainly a number of things under under the facilities realm with smart devices um and you know other tools and technology that are helping us do more with less, um, more with less people and more with really less time. So uh so yeah, it's definitely helping us, and it will continue to, and I think it just changes um day to every day it it advances. So um, so it's exciting. It's an exciting future.

SPEAKER_03 41:01

It is in some ways, and I know it's scary a lot of folks, or not scary, but can be daunting. But like from a timing perspective, you do. You have fewer people, you have less time, and this is a way that can bridge some of that gap.

SPEAKER_02 41:14

I think the future for Ashie and our membership will really be um you know, sort of a uh an AI um situation where we can plug in and get reliable information around codes and standards, etc., um, rather than a variety of different sources. So what I'm you know proposing or talking about is one source um that has the ability to pull from multiple sources, but is specific to healthcare facility engineering. So that's something I'd like to see advanced in the future.

SPEAKER_03 41:52

We're talking about that on our end, just with knowledge. I mean, you have the ability to do it, it's a little bit of an upfront, but it's there. Just tap into it. Um talking to Alison Brison, vice president of facilities management support services, Cambridge Health Alliance, running for president of Ashie.

Allison’s Closing Message

SPEAKER_03 42:10

Um, Allison, if there's one thing you'd like people to take away from this conversation, what is it?

SPEAKER_02 42:16

You know, I think that um I I really would be uh honored to become president-elect of Ashie. And I hope that um the membership and the folks that are are looking at this and watching this understand and recognize that healthcare facilities isn't just about buildings, it's uh about people, and it's a lot more um a lot more than you think. And I think that um, you know, even though uh patients may never know our names, they uh see the work that we do every day. Um, and I want folks to remember that uh the work that we do is truly saving lives every day. So it's important work, and um I appreciate everybody that's in the field, and uh I'm thankful to be in the field. I think that we're we're in this together. Let's move it forward together.

SPEAKER_03 43:13

Excellent. And you will be so this release, July 31st, you'll be at the Innovation Conference and you'll be doing your speech on Monday, correct? What is that, August 2nd, August 3rd?

SPEAKER_02 43:25

Yes, on Monday. Yep, yep, in the afternoon, I think around two o'clock ish. So, yeah, I look forward to that.

SPEAKER_03 43:31

They should move that into the morning. You want to be able to enjoy your lunch, not knowing you don't have to get up there and speak. Well, that's me talking. It's always about the stomach.

SPEAKER_02 43:39

It's good. I'm looking forward to it. To address that crowd of of you know, people that really make healthcare run. It's it's an honor.

SPEAKER_03 43:48

Good opportunity. Allison Briston, thank you for your time today. Thank you. And good luck. Thank you.

Like, Subscribe, Share And Transition

SPEAKER_03 43:57

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.

Meet Katie Quinn And Her Region

SPEAKER_03 44:13

So now we have our second presidential candidate running for Ashie President 2026, Katherine Katie Quinn. Katie, welcome.

SPEAKER_00 44:22

Thank you. Happy to be here.

SPEAKER_03 44:24

Thank you for uh thank you for joining. I have to tell you, I'm always partial to the name Katie because my oldest daughter is a Katie. She's a Katherine Katie. She's a Martin. So she begins with uh she's a C though.

SPEAKER_00 44:36

Oh, yes. Yes. There's probably a dozen different iterations for sure.

SPEAKER_03 44:42

Well, yeah, and you probably know too, because you spell yours K-A-T-Y. I'm sure people have butchered your name. Even my daughter's is pretty simple, but it's amazing how many different ways you can spell Katie.

SPEAKER_00 44:51

Yeah, it was kind of funny. My aunt, my mom's sister, when I was born, made shirts for my parents that said Katie's mom and Katie's dad, and that was the spelling.

SPEAKER_03 45:01

Yep, yep. Now, do you I know in your professional profile it's Catherine Katie Quinn, but do you do you ever use Catherine? Is it always Katie?

SPEAKER_00 45:10

Um it's mostly Katie for sure. I think there's diff definitely been different times, um, especially in my college career or in my work career where I've tried to stick with Catherine and the Katie always comes out.

SPEAKER_03 45:24

Yes, yes. Now I don't know about you, your college career. It's too bad the college career is only four years.

SPEAKER_00 45:31

Oh, mine was um six and a half. Six and a half. But I saw you went to Boise State. Yes, for both my um bachelor's and my master's, yes.

SPEAKER_03 45:40

Nice, nice. Uh did you go to the football games at Boise?

SPEAKER_00 45:43

Oh, yeah. Um, when I was a student, I'm lucky to say it was much easier to get tickets to go to the games. Um, you know, there were definitely seasons when I was a student where we weren't so great, so it was a lot easier to easier to attend the games. Um, but yeah, great, uh, great college environment. Um, you know, Boise wasn't as big as it is now uh when I was going to school here. So I got to do dorm life and be on campus and go to the games. Yeah, great experience at Boise State.

SPEAKER_03 46:15

Yes, yeah, no, I love the turf too, the blue turf of the uh so uh what's that word? It's so distinctive. It's the only blue turf in the country, right?

SPEAKER_00 46:24

Yeah. And I think Eastern Washington and our uh geography has the bright red turf, which is kind of cool. Well, I haven't seen that.

unknown 46:33

Yeah.

SPEAKER_03 46:34

To check that out. They're not as good as you guys in football. So that's that's yeah, probably haven't seen on TV for sure. Yes, yes. So Katie, actually, we've kind of talked about Boise. Tell people you know what's your role, what do you do, who you with, and what's your uh what's your position?

SPEAKER_00 46:51

You bet. So I'm the West Region Manager for Safety and Emergency Management for Trinity Health. Um, I'm based out of Boise, Idaho, um, but I cover the St. Alphonsis Health System region, which is um we have two hospitals in eastern Oregon, um, two hospitals in southwest Boise, and then about an 80-site uh clinic or medical group network across that entire footprint. Um, and I also support our hospital St. Agnes in Fresno, California. Um it's really interesting, you know, there's a lot of similarities between Fresno and Boise and back to football, you know, they're pretty strong competitors, or used to be before all the um tournament groups got mixed around. Um but then so Boise and Fresno are pretty similar-sized hospital, you know, they're we're in a city urban location. Um, and then my hospitals that I support in eastern Oregon are very rural, you know, they're an hour away from the next hospital location. And in fact, the furthest one from me out in Baker City, Oregon, is a critical access hospital.

unknown 48:00

Nice.

SPEAKER_03 48:00

So yeah, you're extending. It's funny, you said Eastern Oregon, my roommate freshman year, was from Eastern Oregon. He was from a small town called Boardman. Oh, yeah, yes. Um, and so yeah, it was funny. So I was a freshman in my guy in 1985, and so I'm from you know the Boston area, and Tom was from Boardman, Oregon. Very, and Tom was literally a guy who they tipped cows. I was like, people really do that? Yeah, yes, we do. And one time I drove through Boardman, um, he had moved away, but I was like, wow, he was telling me the truth. There was really not a lot there, but I love that I love that part of the country.

SPEAKER_00 48:39

Yeah, it's it's beautiful. Um, I'm native to the Pacific Northwest, so I grew up in western Washington. Um, but my family actually relocated to Le Grand, Oregon. Um, so just just outside of Baker City. Um, and then I landed in Boise for college. So I've kind of made this big loop over my life around the Pacific North Northwest.

SPEAKER_03 48:59

Not a bad place to make a rotation.

SPEAKER_00 49:01

No, it's beautiful. And I'm lucky all my family is still in this area. So um, you know, we get to see each other and revisit all the places we've lived around the area. Yeah, excellent.

SPEAKER_03 49:14

Um, so that's what you do. Um, what do you like about what you do, Katie? What do you like about the role?

From Biology To Emergency Management

SPEAKER_03 49:20

What do you like about the industry?

SPEAKER_00 49:22

Yeah, a loaded question there. Um I no, that's okay. In fact, um, my friends and I were kind of talking about this the other day, just how um, you know, our different careers and things have evolved after college. And I came to realize in talking to them, I am in a career right now that when I finished my master's, I had no idea that this role even existed. So I think um, you know, I started college pursuing a bachelor's of biology, and that's actually what I ended up with. I feel like I get to um uniquely say I never changed my major or anything like that in my um college career, but I originally started out thinking I was gonna be an orthodontist. Um, and when it got point to wrapping up my bachelor's, you know, that path just didn't feel like the right path for me anymore, but I still really liked um health. I've always been in um interested in health science and science. And um, you know, I think there's a lot of I kind of saw at an early age, you know, there's a lot of advantage in choosing a career in this in this realm, you know, there's stability, there's always a need in the community. Um, and from a human perspective, it really is great to be a part of something where you're providing a service, you know, back to others or back to the community. Um, and so I finished my bachelor's and really just thought I'm not quite sure what I want to do yet. And I just kept going to school. So I started a master's of health science program um literally three weeks or so after graduating with my bachelor's. Um and through that program, what sorry?

SPEAKER_03 51:12

You didn't wait.

SPEAKER_00 51:12

You just wanted to keep going on. No, I, you know, it was kind of like I gotta keep going to school to figure this out. Um, but through my graduate program, I got to take courses around epidemiology and environmental health and health and safety. And I really um just became drawn to that kind of career. And so the downside is I finished my graduate degree in um the summer of 2008 when the economy was really struggling.

SPEAKER_01 51:44

Yeah, I went down.

SPEAKER_00 51:45

Um, and so my mindset when I graduated was I just need a job anywhere remotely connected to this field.

SPEAKER_01 51:52

Yeah.

SPEAKER_00 51:52

Um, and I was lucky to become the health educator in the public health emergency management um department here in the Boise area.

H1N1 Lessons And Hospital Action

SPEAKER_00 52:02

Um, and then, you know, even more fortunate, not so fortunate for the incident, fortunate for my career and my experience, but H1N1 happened about a year after I started at public health. And that was um amazing. I mean, just from a career perspective, obviously, but just learning what a real world response looks like, um, putting our plans in action, you know, that we had been working on, and I had certainly only been working on for a short time, given given my time in that um role before the event happened. Um, but I really just enjoyed the problem solving, the teamwork. Um, you know, you're kind of faced with these impossible situations, these impossible questions, and you um, you know, you just have to rely on your history and your experience and what others are doing to figure out the best course forward in a lot of different ways. And I think that in a different scale today, for sure, you know, not luckily dealing with a pandemic, um, you know, I still get to apply those um experiences today on different situations. Um I'm really fortunate to have an excellent team to work with here. Um, I work with, you know, certainly our facilities leaders, but infection prevention, security, um, our workplace violence program manager, um, and those are just within the walls of my um system, but I also get to collaborate with my, you know, current co-emergency managers in the other health systems in the area, EMS, county emergency management. Um, and so I I just enjoy that part, you know, the the teamwork and kind of problem solving in these really impossible situations that we're faced with.

SPEAKER_03 53:56

So tell me, how did you make the leap from um the public health over to the hospitals?

SPEAKER_00 54:01

Yeah, I was in public health um for about five and a half years. So I started, as I said, as a health educator. And then just through um turnover and you know, being fortunate in my career growth, I got to be the program manager um for our public health emergency management program in the Boise area. Um, and you know, through the years of being in the different roles within that program, and then eventually as a program manager, I had the chance to work with people that are in my role now in the hospital-based setting. Um, and I really thought in the moment I was like, the action is in the hospitals, and I I guess I wanted more work. But I just I saw, you know, going back to just um really having that community service kind of mentality and um, you know, the hospital public health certainly is mission-based and supporting the community, but I I could just see the dynamics and the action of the hospital being um just kind of more aligned with where my interests were at that time um and still today. Um, and you know, having real patients within the walls of our hospital, I mean the mission is is very visible, you know, every day on what what we're trying to do in our different roles.

SPEAKER_03 55:23

You know, you use the word mission. I think that's really what separates people who really enjoy these roles from people who don't, right? You tie into something bigger than than you, and it it just it invigorates you if not challenges you.

SPEAKER_01 55:37

Both, both, forever.

SPEAKER_03 55:38

Right, right. So was there kind of an aha moment? And maybe obviously the H1N one sounds like it was one when you were, you know, just breaking in, but within the healthcare facilities, emergency management realm, was there kind of an aha moment for you that that that changed your perspective on what you do, or or you're like, or alternatively say, hey, I am really glad I made this choice to to enter a field that I didn't know existed because a lot of people nobody knows the field exists. That's part of the problem, right? Bringing bringing the spotlight to it that this is a great field, but we don't promote it enough.

SPEAKER_00 56:17

Yeah, I think there probably wasn't a singular moment, but just over time and having um, you know, having the opportunity to kind of reflect on your career through different um situations, especially the situations you remember the most. I mean, there's a lot of different moments I can think of that just, you know, kind of answer your question and give me like that why, you know, why did you enter your career and why did you or why did you stick around, basically? Um, you know, I think having people educate me when I was a new staff member, you know, new to the hospital realm, and and have the time to explain um the importance of what we're doing. And it's not just, you know, certainly there's regulatory compliance as our foundation, of course. Um, but the why goes way beyond that. And there's such, you know, I got the opportunity, my first hospital um was in Lewiston, Idaho, small community. The hospital had been around forever. And there's such a tie in facilities like that. And you can you can have that too in an urban setting, but just from my first experience, there's such a tie with hospitals to the culture of the community and the emotions of the community, and you're a a pillar organization and your look to as a leader of the community, just as an organization. Um, and I think I feel fortunate to have started at a hospital like that and be able to, you know, certainly learn my specific role, but then be connected in that way to um our broader network.

SPEAKER_03 58:04

Yeah, it's a very interesting perspective. You're right. Never you know, starting in that smaller environment, um, you probably see a lot more, you do a lot more, you wear a lot of hats, even though you have a formal hat.

unknown 58:14

Yeah.

SPEAKER_00 58:15

Which actually, you know, I think that is another um fortunate situation for me and starting in a hospital like that. You know, certainly I had my direct scope of responsibilities, but um, you know, once you develop trust with your team, you get to know the leadership, you almost can do you can touch every department in one way or another throughout the course of you know what's happening in the um at the time. And so um, you know, getting to be involved in, you know, certainly emergency management responses, but um, you know, being involved with developing security policies and um ICRA's, ILSMs, and you know, all of the facilities work. Um it was, like I said, a great learning opportunity, great experience. I had, you know, just great memories of of starting out there.

SPEAKER_03 59:07

Shifting gears a little bit, let's talk Ashy presidency.

Why Katie Runs For ASHE

SPEAKER_03 59:11

Why did you why did you decide to to run for the Ashie presidency? And what do you see kind of bigger picture as Ashie's role in healthcare facilities?

SPEAKER_00 59:20

Sure. So I will say it wasn't um, you know, kind of back to your aha comment. I would say there's probably no aha moment for me as far as how I ultimately decided to run for Ashy president. Um, I'm really fortunate in my career. I um my first boss in the hospital setting was a former ASHI president. And so literally day one, um, it was hey, we're gonna get you involved with the local Idaho chapter. You'll be a member of Ashie. Here's what it's about. You know, here's how you can access these resources. And um, you know, there's a lot you can do career career-wise in this field, um, being part of your chapter and being part of Ashie. So I um I really don't know this career without that type of access or that type of resource, um, which I do feel fortunate saying, but I think it was especially as a new person engaged in in the hospital life, which you know, myself coming from public health into hospital, it's like you think you know what it's like until you until you do it. Yeah. Um, and so I think just having access to people both, you know, formally through conferences and things like that, as well as informally, as you network and and get to um, you know, meet peers and and develop those relationships, um, you really just have such an appreciation for having access to people that have the been there, done that experience. Um, and the and I think um that's ultimately what Ashie supports at the national level is just having that foundational network of people that are in your field. This is a difficult industry. These are hard roles, there can be hard days. Um, but I do think we have more alike than we do differently. Um, and so being able to take advantage of that type of resource and that expertise from each other is significant. Um, but back to how I kind of landed in the Ashie president candidacy spot, um, you know, through my mentors being part of Ashie and and serving at the national level, um, you know, they have said, you know, especially my former boss was like, oh, you'll be president of ASHI one day. And um, and I feel like I I am an ambitious person and that has been a goal for me, but I always wanted to make sure um when I made the decision to run for president, it was going to be at the right time. Um, I wasn't just gonna run, you know, for the sake of running.

SPEAKER_01 1:02:02

Yeah.

SPEAKER_00 1:02:02

Um, and you know, I think once you become um a board member at the national level, um, as a regional representative, um, you know, the pool of candidates any given year is pretty small. And you end up, you know, ultimately competing with colleagues and people you've collaborated with on the on the national level as a board member. Um, and so I always wanted to be in support of people that were were interested in running in any given year and um, you know, really wanting to just uh of course carry out my board board position um term. Um and then I kind of thought, well, we'll just you know, kind of see what each year looks like and if it's the right time for me, then you know, I'll throw my name in the hat and and give it a go. And um I think you know, towards the end of 2025, beginning of 2026, when you when we start the application process, that there was just more things falling, more factors, you know, both personally for me and and work-wise. Um, you know, all of my hospitals are going through joint commission um in 2026, so I can check that box off my to do list. Yeah. Um, so there were just more factors falling in the column that, you know, maybe this is the right time to step up. Um, I also really thought about what it meant to um be part of the succession plan. Um, you know, Ashie's one of Ashie's key speaking points, you know, for every facilities person, but also for state chapters for Ashie themselves is having a succession plan, um having an effective succession plan. And I also kind of thought, you know, well, you know, I I made the decision to, you know, pursue chapter leadership, to pursue being on the Ashie National Board, you know, I am setting up myself to be part of the succession plan. Um so it was it was also, you know, kind of thinking, why would I not try to carry that out to the fullest extent?

SPEAKER_03 1:04:13

You know, I was when you were talking about uh you you know, you run against people you were colleagues with and that you collaborate with, made me think of, you know, I was talking to Mike Hatton a couple of years ago. I interviewed him when he was president, and he said, and I'm wondering if if you find this, he's like for him, it was a step out of his comfort zone of kind of like being you're not a politician, but yet you you know you're you're out there, you're putting yourself out there and and and you're speaking. And he, you know, he said to me, a lot of folks in our profession, that's not how they start, that's not what they want. So if like for him to do it, he literally had to push himself because it's out of your comfort zone. And then once he did it, he's like, Yeah, and he recommended that people not necessarily run for president, but try to push beyond that because the experience was positive overall. Do you find that? Does that push you out of your comfort zone, or are you naturally comfortable with it?

SPEAKER_00 1:05:04

There are factors kind of both that I'm comfortable with and uncomfortable with. I mean, I'm while I think this is a skill set I will develop throughout my life. I do feel fairly comfortable public speaking, just having had that experience behind me in different parts of my career. Um, you know, college was definitely creating the foundation of public speaking. And then just with my role in the hospital setting, you know, I frequently have to present either with senior leaders or to senior leaders. I've, you know, presented to community members, um, certainly had opportunities to present as part of my my Ashy roles. Um I think probably less comfortable talking about myself, to be honest. So I think the concept, like you said, of camp campaigning and and speaking about yourself is probably where I'm where I'm least comfortable.

SPEAKER_03 1:06:00

Yeah, you know, it's funny you say that. Um, so before joining Cref, you know, worked in the recruiting world, and I used to tell folks all the time, like who were looking for jobs, and obviously you're looking for a role, right? But it it was as like you have to, especially during an interview, you got to advocate for yourself because if you don't, like nobody's going to. So especially when you're going for jobs, like you can't you can't demur to that because you're you won't get the role. Now, obviously, there's a balance because you don't want to come off as but so we talk about that too. But it's very interesting that you say that. Um, because I think that's indicative of a lot of people in this field, right? You do what you do, not for the glory of it, but you you love what you do, and as you talked about mission. So what do you see, Katie, as some of the opportunities and risks that are out there now in the world of healthcare facilities and the world of Ashley and hospitals?

Translating Facilities Risk For Leaders

SPEAKER_00 1:06:55

I think um, you know, there's always going to be the foundation of regulatory compliance and just the ability to keep the lights on, the doors open to a hospital. But I think, you know, thinking about how you sell yourself or or speak about yourself, I think that is um, like you you just noted, a skill set that facilities leaders really have to take to heart, not necessarily to speak about themselves, although that's probably a component in a lot of ways, but speak on behalf of their um systems, their teams, you know, their operations, which I mean, it's an incredibly technical field. Um, but you know, if the patient care people can do it and speak about their technical field to leaders and get attention for their needs or their risks and their successes, I think the facilities people have an opportunity there too to be able to develop the skills to speak, speak to their needs, um, speak to their programs, have the opportunity to be in front of senior leaders. Um, and this is, you know, want to give credit to the facilities director at my facility, um, who started actually providing a pretty formal report out on, you know, almost like the state of the union for facilities management within our health system. Um, you know, using language that our senior leaders will understand, defining risk in a way that is understood outside of facilities. Um, you know, because I think it's easy, it's easy to see for people that are just interacting with your environment, not in inside of the facilities world. Um, you know, if the lights are on and the HVAC system's working, and you know, you don't, it's like you don't notice us until something bad happens, kind of thing.

SPEAKER_03 1:08:59

Exactly.

SPEAKER_00 1:09:00

Um, and so I think really having the skill set to communicate what exactly they're dealing with, what what's keeping them up at night, um, and making sure that senior leaders are aware of that and that the collaboration can then begin to consider what is the path forward, you know, for whatever the the circumstances at hand. Um, I know, you know, we talked about succession planning a little bit from the Ashy perspective, but you know, that's a hot topic within just the day-to-day facilities world too. I think um I think it's important to really take a look at succession planning as a process. So, you know, your succession plan isn't I'll be gone, and then you're gonna come in, and that's the plan. You know, the plan really has to include, you know, collaborating on orientation, setting the person up for success, making sure they have the right skill set, not only to be part of the succession plan effectively, but also carry forward um, you know, and ultimately take over a role or take over um a leadership position, that that's part of their progression. Um, I think, you know, like I said, with Ashi being a resource, this is an incredibly difficult industry. Um, I think it's important, you know, to speak to the why, you know, the mission of healthcare is is clear. Um and you know, I I know it's difficult in a lot of ways to discuss in this very short forum, but you know, having competitive pay is important because people, especially from an entry-level perspective, um, you know, working in a difficult field and maybe not getting the support once you're hired, um, it's easy to see how people would look for, you know, perhaps a less intense industry with better pay and and take that on if you know if they weren't supported and and fully ingrained in you know the team and the culture of the organization.

SPEAKER_03 1:11:10

Yeah, no, that's uh you're so true, you know, so accurate with that. I was it's funny, I was um over the weekend, this past weekend, um, you know, Mike, you know, Mike Rowe is the guy from yeah, and obviously big in the you know, getting people in the trades, but I heard an interview with him, and he said that over the you know, that that right now the Pentagon is looking for over 400,000 electricians and welders over the next seven to eight years just to work on the submarine program, like just the subs, and you know you think about that, right? And it puts it into perspective, like because you know, everything goes downhill, and they're worried about finding them. So you get the Pentagon. We we compete against people who can probably pay more, offer a little bit more, and as you said, the burnout rate is so high, especially if you're not, especially if you get thrown into a role and you're not supported. You know, you hit on mentorship, which is so important, but as you lots of companies don't do that because they just don't have the time. You throw people to the wolves.

SPEAKER_00 1:12:12

Right. I do think though, mentorship can take on a lot of different um paths. I mean, I think well, I think one thing here, um, you know, we have some new leaders within our facilities team. Um, you know, some of them just having are either new to healthcare totally or they've worked in the healthcare field and maybe just never had an interest in taking a leadership role. Um, but if they, you know, I think it's um capturing their talent and recognizing that um and really helping them maximize and show like you will have help and you will have friends not only from the facilities realm, but from infection prevention, from security. You know, we're all we're all in the same boat, you know, we're all in the same hospital. We are all tied to the same goals every day of making sure we have safe and quality patient care and the hospital looks like we want it to look, and um everyone's working together to you know carry that out in whatever aspect they have to commit to that. Um, and so I think really helping to make sure like it's okay to ask questions. You know, I'm gonna say I don't know sometimes, and you're gonna say you don't know sometimes, and we'll you know work together to figure it out. So I think you know, mentorship doesn't just have to be um mechanic to supervisor to facilities director, um, you know, really looking at that team dynamic to mentor and be peer helpers to each other um to really get people you know comfortable with with that type of collaboration. And it's it's it's you know, I'm speaking on my experience with my health system. We're not perfect, you know, we have challenges and we have communication gaps, and um, I think also you know, the ability to work through those is is important too.

SPEAKER_03 1:14:12

Yeah. So I was talking to a director this morning, and he said to me, So he's he he's being promoted, so he's seeing more of the organization. And you said in this he said, you know, Pete, uh the higher up I get, he's like, the more I realize, at least in the system I'm in, that these sea level people are complaining to each other all the time and they don't get along. So I'm not asking you to respond on that. That's a parent, that's a statement that somebody made. But what I would like to ask you to go back to a point that you just made about advocacy, how can we help those executives, those sea level people who maybe they're fighting amongst themselves, but how do we help them see the strategic value of the facilities world and how it impacts like its impact on patient care? How what are some ways to do that?

SPEAKER_00 1:15:02

Well, I think with you know, um patient safety, patient satisfaction, which has elements that are directly tied to, you know, cleanliness, the physical environment, that kind of thing, um, you know, having that be part of hospital reimbursement, I think the C-suite does understand, at least, you know, from a high-level perspective, the importance of facilities and the physical environment on patient satisfaction scores and patient safety and and understanding, and it's not just the patient. I mean, think about um loved ones coming in to visit a patient and they're seeing the facility from a different side, and then you know, commenting to the patient on what they are seeing and experiencing throughout the facility, either through their visits to the cafeteria, using a public restroom, um, trying to find parking, coming in through, you know, an entry lobby versus an emergency department, or the patient may have come through. Um, so even though there may be like one patient satisfaction survey, there potentially are multiple voices contributing to that information. Yes. Um, so I really think it comes back to the granular detail of facilities being able to communicate, you know, here's um here's the plan for reflooring this area, or here's the plan for um new infrastructure to ensure, you know, we can maintain temperature and humidity in a way that's you know both regulatory compliant and comfortable for for patients and visitors. Um, I think the other aspect too is certainly when um an incident happens, you know, a flood or another kind of utility failure that impacts patient rooms, um, that certainly gets the C-suite's attention. And so um maybe it was a one-time unexpected incident, or maybe it's evidence of, you know, a historical thing where, you know, it is aging equipment or aging infrastructure that doesn't need replaced. And now it has had a very, you know, acute and unexpected impact on patient care or patient services. Um, and so I think, you know, having those communication skills, the record, you know, of the work that has been done thus far to maintain the situation and the ability to say, you know, here's based off of our history, based off of what we know has happened or what we are doing to maintain this, you know, here's what I predict is gonna happen over the next six months, year, five years, and then um, you know, being able to collaborate with the C-suite on how to move forward from there.

Joint Commission Standards Shift

SPEAKER_03 1:17:52

Relative to um the new physical environment standards, have have you found how have you found have you I know you said you you have your hospitals in the window. Have you gone through any yet? And did you notice a big change?

SPEAKER_00 1:18:05

Uh I hate to I hate to say both to all of your questions. I didn't, yeah, I didn't when you mentioned I was yes, I have had uh two of my facilities have gone through joint commission this year. Um and it was a mixed bag. I mean, I think the building tour, a lot of the document review um was familiar, you know, to our process. I think one of the things um we also were intentional about and preparing for, you know, 2026 being our our survey year um was really just maintaining what we knew was right in 2025. Um we, you know, were educated on the new standards, we could speak to them, we knew we understood the changes, um, and then we were intentional about, you know, not on December 31st, 2025, you know, just like swapping everything out. We just, you know, we said, here's how we've maintained the 2025 and and past versions of the information, and here's what we're looking forward to to um be more clear with the the new physical environment standards or even you know change change them out altogether. I think um, so I'm the chair of the SAS EOC committee, and there's an old term EOC now.

SPEAKER_01 1:19:28

Yeah, no kidding.

SPEAKER_00 1:19:29

But I think um still an only of a goodie. Yeah, exactly. But I think one thing um we haven't formally done this yet. I think our strategy thus far is still to just complete our round of joint commission surveys and then and then take the time to kind of reevaluate, okay, how do we how do we actually move forward programmatically with the substantial changes that have occurred? Um and it's almost like an EOC identity crisis. Um and it's not that sweeping changes are probably needed, but um, you know, is there an opportunity to evolve our policies, our documents, our our committee, you know, in a way that uh maybe more functional just for our day-to-day needs, in addition to being, you know, compliant with the new regulatory standards.

SPEAKER_03 1:20:19

Oh well, thank you for that. You guys are unfortunately the guinea pigs in 2026. Yes.

SPEAKER_00 1:20:24

Too bad it couldn't have been 2027. I think our survey experience has been has been pretty positive. Our surveyors were very educational focused, and and that was that was great.

SPEAKER_03 1:20:34

Excellent. So back to Ashie, two

Katie’s Three Goals For ASHE

SPEAKER_03 1:20:37

final questions. So if you could accomplish three goals during your presidency, what would they be, Katie?

SPEAKER_00 1:20:42

I think one thing I would like to see more of, and Ashie already does this uh fairly well, but I think just more opportunity for the multidisciplinary conversations to happen within the Ashy forum. So um, you know, facilities managers, I think now, or facilities leaders, facilities teams are already day-to-day working with, you know, their counterparts throughout the organization in security, infection prevention, patient care teams. I think really seeing that come forward more in how we develop um, you know, articles for HFM or or conference presentations or um webinars and that kind of thing, really helping to show like the ashy focused resources that are for facilities management have been considered, reviewed, developed with a multidisciplinary mindset. And I think having having those other voices be part of the information helps set up facilities leaders for success when they have to communicate that information back out locally. Um, you know, they're using infection prevention vernacular or, you know, uh information that's current to patient care. Um, and I think that will be that will be very helpful. I think too, um, you know, we think a lot about how to grow ASHI members into chapter leaders and perhaps even the ASHI national level. Um, I think that that can be more clear for our members to understand, you know, if they're interested in navigating the ranks of their chapter and what does it mean to serve on the ASHI board or contribute to ASHI nationally, whether it be on a committee or you know, to a publication, um, really helping to foster that path for those that are interested. But I also think just ensuring our ASHI members have have access, you know, have access to our education, access to resources, access to their, you know, their peer or leader network where they can get information even if they don't, um, you know, even if they aren't interested in moving up the ranks.

SPEAKER_03 1:22:58

So I'm talking to Katie Quinn. She is running for ASHI president 2026. She's also safety officer and emergency management manager for Trinity Health, West Region in Boise, Idaho.

Takeaways, Access, And Voting

SPEAKER_03 1:23:08

What would you like as a takeaway for folks who are listening, Katie? What would you want listeners to remember from this conversation, everything we've talked about so far today?

SPEAKER_00 1:23:17

Well, first off, uh, just want to thank you for the opportunity to participate and thank you to the listeners for taking the time um to hear the conversation. Um, I think one takeaway is, you know, when I made the decision to run for Ashie president, I knew I was going to commit to the whole process. I want to be a present and attentive leader. Um, and that is really important to me, you know, not to just uh take on a level of responsibility that I hadn't, you know, thought about. Could I really contribute at this level? Um, could I really, you know, have the time in my life to give due diligence to the process and to the role. Um, and I feel confident that I can at this moment. Um, and so I appreciate the potential opportunity to serve, serve in that capacity in the future. Um, I also think uh, you know, I've I'm from a smaller state chapter, um, had the opportunity to serve as a leader with my state chapter, had the opportunity to be on the national board. Um, I think my perspective is similar to many members out there. Um, and I, you know, like to bring that perspective to the actual president role.

SPEAKER_03 1:24:32

That's really an important distinction because we talk about that a lot, like the smaller community hospitals, the critical access hospitals that are in your your state, in some ways, and this is the wrong terminology, you feel like they're getting left behind because they either don't have the funds to go, they don't have enough people to go, they simply can't wait. Because like you early in your career, you were wearing multiple hats. So I think not forgetting about those folks is very important.

SPEAKER_00 1:24:58

Absolutely. And I think that's where just making, again, the access to information and people as easy as possible. Ask a simple question or don't ask us what you think might be a silly question. Um, because I think that's where um connections can be made that will exist, you know, over the course of someone's entire career, potentially. Um, I think, like I said earlier, um I think hospitals and our challenges day to day are more alike than they are different. Um, and so someone else is probably going through a similar thing or has gone through a similar thing and can maybe point you on an easier path.

SPEAKER_03 1:25:40

Yeah. This is a great community because people do help, like you said, you asked the question, people are going to help you out. Yes. So you will be at the Ashy Annual, Ashie Innovation. You and Allison are speaking Monday afternoon, correct? We are, yes. What time is that? Is that the what time is that one o'clock? In the afternoon? Yes, yes. And voting starts the 2nd of August. And when does it end? Do you know?

SPEAKER_00 1:26:03

Through the month. I believe it goes through the month of August.

SPEAKER_03 1:26:06

Long month for you.

SPEAKER_00 1:26:07

I know. Sorry.

SPEAKER_03 1:26:09

It should make it a little easier. But anyway. Well, Katie Quinn, thank you for your uh thank you for your time this morning. Good luck in August, and we'll see you out at the uh at the innovation conference. Yes, thank you so much. Thanks,

Final Push To Vote

SPEAKER_03 1:26:23

Katie. So Peter Martin for the Healthcare Facilities Network, as always. Thanks for watching. Go vote. You got two great candidates, you got Katie, you got Allison, vote. Thank you.com and let us know who you are and what you want to talk about. Because together, we can solve this critical aging issue.