Summary: In this HTM 24×7 episode, Maggie Berkey, CBET, discusses the BMET apprenticeship program, the need for increased awareness of HTM, and strategies for proactive service management. Berkey highlights the importance of communicating HTM’s value to executives and addressing workforce shortages through outreach and education.

Key Takeaways:

  • BMET Apprenticeship – A structured, flexible program to address the workforce gap.
  • Proactive Awareness – Outreach and executive communication are essential for HTM’s growth and visibility.

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In this episode of HTM 24×7, host Keri Stephens sits down with Maggie Berkey, a senior biomedical equipment technician (BMET) and certified biomedical equipment technician (CBET) at Bio-Electronics, to discuss the evolving landscape of healthcare technology management (HTM).

With over 15 years in the field, Berkey has witnessed and contributed to major changes, particularly in workforce development and awareness of the HTM profession. From national apprenticeship programs to proactive service management strategies, Berkey’s insights reveal both the challenges and opportunities ahead for HTM professionals.

The BMET Apprenticeship Program: Building the Next Generation of HTM Professionals

One of the central topics discussed was the BMET apprenticeship program, which Berkey helped pioneer. Registered nationally with the Department of Labor, the apprenticeship offers a structured path for training future BMETs, filling a critical need as many experienced professionals approach retirement. Before the program’s registration, Berkey and her team rigorously vetted it with over 100 professionals across various HTM roles to ensure it met industry standards.

RELATED: Growing a Career: Cultivating Your Own Biomed Tech Talent

Berkey emphasizes the flexibility of the program, noting that its competencies are publicly accessible on the AAMI website, allowing organizations to tailor training based on specific needs. Large independent service organizations (ISOs) have embraced the apprenticeship, with many adapting it to fit their unique operational demands. AAMI also supports organizations with resources like grant opportunities, making the program accessible to veterans and others who wish to enter the field. Graduates of the apprenticeship are guaranteed to become well-trained, entry-level BMETs, equipped to support HTM departments in a variety of settings.

Boosting Awareness: The “Best Kept Secret” of the Healthcare Sector

Berkey and Stephens discuss a persistent issue in HTM: lack of public awareness. Despite the crucial role HTM professionals play in maintaining healthcare technology, many people—including potential future technicians—remain unaware of the field. Berkey advocates for a dedicated media campaign to bring HTM into the spotlight, suggesting short commercials or even leveraging social media platforms like TikTok to attract younger generations.

Community outreach is another strategy Berkey endorses. Speaking engagements at schools, career fairs, and community events can pique interest in the field among young people, career switchers, and military veterans. By wearing branded HTM apparel and encouraging conversations, HTM professionals can help demystify their work and inspire those interested in technical, hands-on roles within healthcare.

Best Practices for Engaging C-Suite Executives

Another critical area for HTM professionals, Berkey advises, is the need to communicate effectively with C-suite executives to secure necessary resources and support. HTM teams must be prepared to articulate their value to the organization, using metrics that demonstrate cost savings and the importance of HTM in reducing equipment-related risks.

Berkey stresses the importance of creating a concise “elevator pitch” that summarizes HTM’s contributions, from equipment lifecycle management to regulatory compliance. She encourages professionals to focus on the proactive aspects of HTM, such as preventive maintenance and cost avoidance, which contribute to both safety and financial health within healthcare facilities.

From Reactive to Proactive: Improving Efficiency in HTM

A recurring theme in Berkey’s discussion is the shift from reactive to proactive service management. In a time when HTM departments face increasing demands with limited resources, Berkey suggests strategies such as conducting routine rounds with clinical staff and bringing tools to the field to streamline repairs.

Another initiative Berkey highlights is the application of Six Sigma principles to reduce redundant tasks and improve workflow. For instance, she points out that some equipment, like otoscopes and hospital beds, undergo routine checks by clinical staff that HTM teams can rely on, rather than duplicating efforts.

Addressing the Future: Challenges and Opportunities

As the episode concludes, Berkey reflects on her outlook for the future of HTM. She expresses both optimism and concern, noting that while technological advancements provide significant opportunities, they also present challenges. With the growing integration of HTM with IT and materials management, professionals need to ensure they’re focusing on value-added activities rather than “stupid work” that simply checks boxes without meaningful impact.

Berkey urges HTM teams to prioritize tasks that enhance the organization’s safety and efficiency, pushing for smarter resource allocation and cross-departmental collaborations. With many experienced professionals set to retire, developing a proactive, strategic approach is essential for the future of HTM.

Podcast Transcript

Keri Stephens (00:10)
Hi, welcome to the HTM 24×7 podcast. I’m your host, Keri Stephens. For this episode, I’m joined by someone I’ve wanted to talk to for years, Maggie Berkey, a senior BMET at Bioelectronics and a certified biomedical equipment technician or CBET. Maggie, thanks for joining me today.

Maggie Berkey (00:29)
Thank you for having me, Keri.

Keri Stephens (00:31)
Of course. So just to start, can you tell a listener a little bit about yourself and your background?

Maggie Berkey (00:39)
Well, I’ve been in the field about 15 years now. I’ve held various roles and just kind of

been in awe of how neat this profession is and surprised by the fact that people still just don’t even know it exists.

Keri Stephens (00:59)
Definitely, definitely. Well, I would say that you’re someone that’s really trying to make sure that people do know that it exists and you helped create the BMET apprenticeship. And I really want to delve into that because I think that’s so interesting. So how has the BMET apprenticeship evolved since its national registration?

Maggie Berkey (01:22)
Well, I would say that before we even got it fully approved through the Department of Labor, we vetted it by over 100 people in various roles in the HTM profession to make sure we got it right. And it’s been adopted, I would say, hand over fist in the field. There are several large ISOs that are

currently using the apprenticeship approach. There’s been a lot of modified versions that people kind of built to fit their organizational needs which is a really cool piece of that apprenticeship that those competencies are available for anybody anytime on the AAMI website so take what you like add to it what you need take

and remove whatever doesn’t apply to your organization. And I want to make sure our listeners know that there are still several interest candidates that are on an AAMI waiting list just looking to get started in our profession.

Keri Stephens (02:35)
No, great. Can you tell people just for those who don’t know kind of how the apprenticeship program works?

Maggie Berkey (02:41)
Absolutely. the first step is really reaching out to AAMI, more namely Danielle McGeary and she will kind of vet your organization to make sure that you have the means and should be in this realm. And so you find a candidate in your area that works and

you hire them at your organization and then you work closely with AAMI they can help you identify some funding availability some grants and other monies that are there especially for our VA folks or our vets sorry and just kind of go through that program there’s a level system so after you’ve gotten to a certain

competence level, then you’re going to get a raise, at least one raise throughout the apprenticeship. And by the time you’re done with your training and have checked off all your competencies, you’re going to be a really strong BMET one.

Keri Stephens (03:55)
know that it’s an amazing program and some what I’ve really, you know, at 24 seven tried to highlight because I think it’s so important, especially, obviously, you know, we know from the salary survey, how important it is to get more fresh blood in the field as people retire. So I think it’s an incredible way to just attract attention and, you know, to retain some good talent too, because they’re apprentices. so the reason I wanted to have you on is I worked with you, gosh, it’ll be a

year and a half ago, probably, because it was AAMI 2023. But you hosted a Fuel to Thrive session at AAMI. And I was lucky enough to partake in it. And I thought it was a great session. And I mean I kind of want to just go back to that. And what were some of most innovative ideas discussed for preparing for the future of HTM? And can you just talk about this session as a whole?

Maggie Berkey (04:51)
Absolutely. And I will correct you and say that was actually in 2022. So time does fly, just like they say. And actually, after we did the AAMI session, there were two more sessions, one in Nebraska at my local biomed association, the HBA, and then we did one out in California at the

Keri Stephens (05:01)
wow, you’re right. Yeah. 2022. Wow. You’re right.

Maggie Berkey (05:21)
Tech Nation event. And we took all the data from those three sessions and compiled them, collated them, and really had some interesting key takeaways that really focused on the candidate shortage that we’ve been experiencing for a while now, lack of standardization,

cross functionality with other departments in the hospital, what corporate responsibility, and then just some miscellaneous that didn’t really fit in any of those boxes. And some things that we really heard loud and clear was that we need a media campaign to just make people aware of the BMET profession.

you know, a 22nd commercial of some sort, you know, get us trending on TikTok or something to really just kind of blast us out there and get that visibility we’ve been looking for. Looking at hybrid roles and how, you know, today we look more like IT than we did 20 years ago. We looked a lot more like maintenance. And now we even

teeter into some materials management things. we also looked at community involvement and how just being in the community, doing speaking engagements, showing people, kind of showing off our work, how we get to almost play day to day. Things like that will help us be able to

really put that re-engineer HTM.

Keri Stephens (07:25)
So part of that too is attracting people to young age. And so what strategies do you suggest for attracting middle school students, military professionals, and career transition transitioners to fill the HTM employment gap?

Maggie Berkey (07:41)
Well, I would say the one thing I do on a very regular basis is use my voice, my passionate voice. And I think if each of us was just to ask a friend that’s not in the field to talk to somebody that they know that doesn’t know about biomed, when we get out in the community and just wear our swag from these events, you know, my bright green AAMI hat, my USOC t-shirt.

makes people ask questions and get some curious, get some thinking. We can make an impression, a big impression if we go to career fairs and our kids’ middle school and grade school and give a presentation, loop each team in a box in the background, make sure that when we’re talking to audiences, even if they’re not the interested participants,

ask them if they know somebody who likes to tinker, who’s a problem solver, who thrives on adventure and has good customer service skills, can they send them our way?

Keri Stephens (08:47)
Thank

No, I think those are all great. And I think it’s wonderful what AAMI’s doing to increase the visibility of the field for people, because that’s something I hear all the time, especially in my role as an editor. Like, what is this industry? I’ve never heard of it. And I think the visibility problem seems to be one of the main ones. So this is amazing.

Maggie Berkey (09:07)
Thank

We are the best kept secret, that is for sure.

Keri Stephens (09:16)
I agree, I definitely agree. okay, so kind of switching gears, about the best kept secret, what are some best practices you recommend for HTM professionals when communicating with the C-suite executives to gain support and resources?

Maggie Berkey (09:35)
Well, if you don’t already have your elevator speech put together, make sure you’ve got something where you can kind of talk to and if you should be, if you aren’t tracking the money that you not only save, but you avoid spending because you’re able to kind of bridge some of those costs and they just need to be aware of the value that you and your team add. We do cradle.

to grave equipment management in HTM. It’s not just PMs, it’s repairs, it’s projects. We sit in on meetings like capital and environment of care. We remediate recalls. We can do contract management. So they just need to be aware of and know that we’re in the trenches every day to make them look better. We’re focused on safety. We’re focused on quality.

that adds value to the organization.

Keri Stephens (10:37)
No, I completely agree. everyone’s trying to do more with less right now. And how can HTM professionals, departments make better use of limited resources? As discussed in one of the sessions at HTM Fuel to Thrive, one of the sessions on technician efficiency. So again, how can HTM professionals and departments make better use of limited resources?

Maggie Berkey (11:02)
That’s a great question. I would say we’ve got to be a little more strategic. So I think rounds with our customers is invaluable. It just builds that rapport and makes us so when they do accidentally drop something or if they are having an issue, they’re going to call us right away versus putting it in the cabinet and then we have to deal with it on a more reactive basis.

So some things that I’ve personally done is when it’s infusion pump month, I set up my shop on the floor so I’m not spending time running back and forth, back and forth. If that’s not something you can do, another option is to grab your pumps, walk them, you know, as you’re doing your rounds, drop them off, pick up the other pumps and bring them back to the shop.

So at least your time is being spent more wisely. Really, the AEM has been something that we’ve been talking about for over 10 years, but we’re still very much in the infancy of building strong AEM programs. In a lot of cases, that low-hanging fruit, we’re still touching thermometers and otoscopes and…

know, clinic tables when it doesn’t necessarily make sense. It’s not adding value. We also can be looking at some of those gray areas and deciding is that something that should be negotiated for our IT partners or maintenance friends to maybe take on that work.

Keri Stephens (12:40)
Yeah.

Well, I think it was interesting what you just said about the AEM So to you, how important is it for H-Team professionals to shift from a reactive service management to a more proactive approach? And how can this transition be made, in your opinion?

Maggie Berkey (13:12)
It’s critical. I think anybody who’s been in the field in the last five years know we’re trying to do so much more with so much less. We’ve got this retirement exodus. We’ve got the ongoing issue with name recognition. We have to be proactive, period. We can start today. We need to start partnering up with

our frontline clinical staff and do some of the education for anything that appears in the user manual that tells you that the users are expected to and capable of doing that work. I was reading an article about some Six Sigma, Mark Cuxley talked about, you know, the PM on a VersaCare bed.

It’s the function checks that are being done in the PM are being done by frontline staff every single day. So an otoscope basically you function check it every single time you use it and if you can just educate your staff to be looking for you know some kind of damage to the case then you’ve checked that box too. Don’t do that work anymore if somebody else is already doing it. Have your

partners in security maybe do your AED checks. They’re walking around the facility anyway and they can look for a green check mark just like you can. I’ve seen places use, you know, different staff to go around and bring the broken equipment back to the shop. My CMMS ticketing system allows me to kind of know what I’m going into.

So I can either email the person who created the ticket to say, materials can get you a replacement probe, or I can bring my power cord and my safety analyzer with me when I’m going to take that first look. Things like that are just huge. if you’re sketching out a 10-year capital plan, making sure that materials has the proper accessories

on their shelf and that there’s some backups for the weekend, then you’re going to save a ton of time and money on on call.

Keri Stephens (15:45)
Yeah. No, that’s great. As a final question, because you’ve been so, you just have so much knowledge of this. What scares you most about the field right now? What excites you most as, know, we’re kind of wrapping up 2024 looking ahead. What are your thoughts? Okay.

Maggie Berkey (16:02)
one answer. A, I would say it does both for me. I can definitely see some of the huge wins we can get day one. I also can see some of the scenarios that, you know, if we’re not ahead of it, and if we’re not, we don’t have a plan to manage it, we might get out of hand a little

Keri Stephens (16:06)
Right. OK.

Yeah.

Yeah.

Maggie Berkey (16:31)
faster than I would think we should. So I would say we’ve got all this technology and it can really be helpful. We’ve got to be working on value added activities and stop doing what I call stupid work. That doesn’t really help anybody. It’s just checking a box because that’s a box that we’ve always been expected to check.

Keri Stephens (17:01)
No, that’s really good. I have the same concern, so I see that. Well, thank you so much, Maggie. I know our listeners will be really excited to hear what you have to say. And to our listeners, thank you as always for your listenership. And be sure to check out www.24x7mag.com for the latest industry insights and news. Take care. Thank you.

Maggie Berkey (17:25)
Thank you. You take care.