Jason Mamac – Methodist Health System Charlton

When Jason Mamac worked in the facilities department of Parkland Hospital, his role carried a unique blend of responsibility, history and emotional resonance. Parkland Hospital is where President John F. Kennedy was pronounced dead after the tragic assassination in Dallas in November 1963.

Despite working in the same building, often wandering past the door to the famed Trauma Room 1, Mamac says it was necessary to never lose sight of the hospital’s mission, whether caring for a dying president or just the average person.

“Our focus here in facilities is to ensure a safe area for all staff and patients when they walk on to the campus,” Mamac says.

As the director of facilities for Methodist Health System Charlton, Mamac oversees a significant infrastructure improvement plan designed to improve the patient experience and ensure the hospital continues to provide high-quality care to patients for generations.

Overseeing a 21-member team, Mamac juggles the challenges of managing complex systems, updating infrastructure, and enhancing the patient experience while navigating the healthcare industry’s tight financial constraints. His leadership, shaped by his experience in the Navy, brings a disciplined, team-oriented, and forward-thinking approach to one of the most crucial yet often unseen aspects of hospital operations.

Improving tech and equipment

Since joining Methodist Charlton nearly a year ago, Mamac has been working to implement an ambitious infrastructure improvement plan, which is now in its third year. The plan focuses on updating outdated systems and ensuring the hospital operates efficiently and sustainably well into the future. A cornerstone of this effort is the replacement of the hospital’s aging boilers.

“We’re pulling out two ancient boilers and replacing them with four new ones,” Mamac explains. “The old ones were well maintained—you can keep them for a long time if you take care of them—but it’s time for an upgrade.”

The new boilers, two already operational, are designed to last 40 years, barring any significant changes in capacity needs. This replacement project underscores Mamac’s philosophy of balancing longevity with adaptability. By investing in reliable, modern equipment, he ensures the hospital can meet its current demands while preparing for future growth. These efforts also reflect the Methodist system’s commitment to financial accountability.

“The big thing with Methodist is the return on investment,” Mamac says. “If we spend $5 million on something, we need to know when we’ll see that money come back in terms of efficiency.”

Efficiency and sustainability extend beyond the boiler room. Another key project involves replacing four air handlers installed in the early 2000s. The new units will use advanced designs to provide more consistent heating and cooling to downstream spaces. With Variable Air Volume boxes holding hot and chilled water, the system will maintain a steady 72 degrees throughout patient areas, enhancing comfort and energy efficiency. These upgrades improve the hospital’s operational capacity and align with Mamac’s broader goal of enhancing the patient experience.

A better patient experience

For Mamac, patient experience begins long before a patient interacts with a doctor or nurse. It starts when they pull into the hospital, he says. From well-maintained parking lots with fresh striping to clear and updated wayfinding signage, every detail matters.

“We don’t want patients wandering around the hospital looking for where they need to be,” he explains.

To that end, Mamac’s team is reimagining the campus’s signage and incorporating creative elements to catch people’s attention. These efforts are part of a more significant push by the hospital’s new president, who took office six months ago and has prioritized improving patient experience scores.

In the hospital’s front lobby, a baby grand piano—recently purchased and capable of playing autonomously or hosting live performances—will soon greet visitors. This addition exemplifies the hospital’s focus on creating a welcoming and soothing environment. Elsewhere on campus, 34 water bottle hydration stations are installed, providing a small but meaningful convenience for patients, visitors, and staff. These seemingly minor enhancements collectively contribute to a more positive and seamless experience for everyone who enters the hospital’s doors.

While modernizing the hospital’s infrastructure and improving patient experience are essential aspects of Mamac’s job, his leadership style and team-building efforts have been equally impactful. Coming into a department that had been without a director for six to eight months, Mamac quickly focused on creating continuity and fostering collaboration. His leadership philosophy is rooted in his Navy background, where he worked with boilers, chillers, and other mechanical systems in high-pressure environments.

“In the military, readiness is everything,” Mamac says. “We drilled all the time, and that mentality has been a huge advantage in this role.”

At the ready

Mamac brings this readiness mindset to the hospital setting, emphasizing the importance of preparation and adaptability. He has worked to instill these values in his team, stressing cross-training and collaboration to ensure the department operates smoothly even when key personnel are unavailable.

“We’re only as strong as the weakest link,” he says. “I want everyone to understand the basics, even if they specialize in a particular area. That way, we’re not dependent on one person.”

One of his most significant contributions has been fostering a culture of mentorship and support. Mamac meets with his team members individually to understand their strengths and help them succeed.

“I don’t want to set someone up for failure,” he says. “If I assign someone a task, it’s because I know they can do it.” His confidence in his team members has paid off, particularly with one of the newest hires—a 21-year-old who has made remarkable strides under Mamac’s guidance.

“He’s learning on the fly, drinking from a fire hose,” Mamac says. “But he doesn’t stop learning and calls when he has questions.”

Recognition and morale are also critical components of Mamac’s leadership. He takes pride in celebrating his team’s accomplishments, using awards and other forms of recognition to motivate and inspire. This focus on teamwork and collaboration reflects the lessons Mamac learned from good and bad leaders during his time in the Navy.

“You learn on the fly in the military, but you also learn what works and doesn’t work, “I’ve had to adjust my leadership style to meet the needs of the individual employee.”

Despite his team’s progress, Mamac acknowledges that financial constraints remain the biggest roadblock to project completion. Getting things approved and funded is a slow process. Yet he remains optimistic about the future as healthcare evolves with new technologies and processes. His readiness mindset, focus on efficiency, adaptability, and teamwork position the Methodist Charlton facilities team to meet these challenges head-on.

In many ways, Mamac’s work is the backbone of the hospital’s operations. He quietly ensures that every system functions smoothly so medical staff can focus on providing top-notch care. From upgrading crucial infrastructure to enhancing the patient experience, his efforts reflect a deep commitment to the hospital’s mission and community. As Methodist Charlton continues to grow and adapt to the changing healthcare landscape, Mamac’s leadership will undoubtedly remain a driving force behind its success.