Meet the Team: Rommie Johnson, MPH, PMP

Rommie Johnson, MPH, PMP, manages the strategic and programmatic direction for Ambulatory Surgery Centers (ASC) and Office-Based Surgery (OBS) Centers seeking accreditation and certification through ACHC. A bona fide Accreditation Nerd, Rommie sat down with us to discuss knowledge-sharing, accreditation tips, and the value of digging deep. 

Posted: January 20, 2026

INTERVIEWER:
Rommie, let’s be honest. You’re an ACHC all-star. Or dare I say, an ACHC Accreditation Nerd Champion?

ROMMIE:
(Laughs.) I’ll take it.

INTERVIEWER:
You’ve contributed a steady stream of articles to both ACHC and other industry publications, you’re a sought-after speaker at conferences, and you’ve even starred in your own ACHC video.

ROMMIE:
I’m a big fan of education about accreditation. However that gets accomplished, I’m game.

INTERVIEWER:
Let’s talk about your contributions as a writer. A common theme in your articles is the idea of practical, attainable, often low-tech solutions. You offer strategies like using calendar reminders for credentialing and privileging, setting realistic performance goals, and even for clear document labeling when submitting a plan of correction.

ROMMIE:
You know, it’s right there in ACHC’s mission statement: this is a partnership. I don’t take that lightly. And as a good partner, we’re going to meet ASCs where they are, and support them with accessible, realistic guidance.

I think that’s where accreditation really shines; it helps to make connections between the what, the why, and the how. That’s why I got into this field.

INTERVIEWER:
Let’s talk about that. Your graduate degree is in public health with a focus in epidemiology. How did you land at ACHC, heading up two accreditation programs?

ROMMIE:
It’s funny how things turn out. Initially, my career goals were all about epidemiology. I thought I’d work at the CDC, but while I was in graduate school, I needed a paycheck. So, I got an entry-level position at an accrediting organization. I didn’t understand the impact of accreditation at first. But seeing some of the reports, hearing how accreditation standards were impacting surgery centers, that got me interested. I wanted to know more.

Luckily, I had a boss who encouraged me to keep learning, keep growing, and next thing you know, I was a manager. Eventually I transitioned to another organization, and I’ve worked in accreditation ever since. From account management to business development to being a program director at ACHC… Regardless of the role, I’ve always valued having direct relationships with providers and healthcare systems. And I’ve never stopped learning and finding ways to pass that knowledge on.

INTERVIEWER:
Has your focus always been surgery centers?

ROMMIE:
For the most part, yes. It’s such a unique space, both office-based and ambulatory surgery centers. I know Cyndi Newman already spoke with you about OBS providers, so I’ll stick to ASCs.

ASCs are compact, efficient machines. They need to run a tight ship with a small crew. Multiple staff members wear multiple hats, and it can feel a bit like a fire drill at times. We say process improvement—and by extension, accreditation—is all about “digging deep.” But how do you dig deep when your day-to-day is so full already?

 

When I joined ACHC in 2022, my top goal was to develop a team of highly collaborative educator-surveyors. Over three years in, I’m proud to say that we’ve got a fantastic group… I’m very proud of our team, and everything we’ve accomplished together. 

 

INTERVIEWER:
Speaking of digging deep… I’m going to ask a deep question. We recommend using organizational tools, like checklists, to increase compliance. And it seems like using a checklist should be a very simple task. Yet we see deficiencies for things like missing components from the medical record…

ROMMIE:
It’s true that ASCs have a high deficiency rate for ACHC Standard 08.00.03, which defines the requirements for the form and content of the medical record. It’s a complex standard, because there are several data points. If you miss even one, you’re marked deficient. But it doesn’t mean the organization isn’t providing quality care.

INTERVIEWER:
But one could easily wonder, “Why weren’t they using a checklist to make sure everything is in the medical record, in the first place?”

ROMMIE:
Well, there are several potential reasons. And as I said, every ASC is different.

If you’re busy, moving from patient to patient, stopping midstream to complete a checklist can feel like a barrier. You may think, “Okay, now I have to stop before I move on to the next process, and fill out this checklist? I’ve already served six patients today, and nothing bad has happened.” And unfortunately, it’s only when something “bad” happens that hindsight becomes 20/20.

I often remind ASC leaders that accreditation and risk management go hand in hand. What’s the risk of not following a simple procedure, like completing a checklist? Well, you’re risking patient safety, your reputation, and potentially thousands of dollars in fines. If you weigh stopping for a few minutes to complete a checklist vs. the alternative… Is that risk worth it?

Accreditation is an investment for ASCs. It’s an investment that ensures a strong, successful, risk-averse future.

INTERVIEWER:
I know you’re constantly thinking about improvements and solutions. What’s been on your mind lately?

ROMMIE:
Too often, accreditation knowledge resides with just one person at an organization. One staff member is designated as the point-person for the accreditation process. But it’s imperative that survey preparation is a shared task among staff, because a) you need a backup person, and b) knowledge builds confidence. When the surveyor shows up, nobody has to feel nervous. Everyone knows what to do, because they’ve been doing it every day.

Share the knowledge. Don’t just save the standards in your computer. Assign the chapters to individual team members. “Bill, you’re in charge of chapters 1 through 4. Ted, you’re responsible for chapters 5 through 8. That’s your thing now. You’re the champions of those chapters.”

And you don’t always need a big meeting to do this; you can cover it during your huddle. Look for ways to tie accreditation into your everyday routine. Don’t wait to say, “Oh we have a year before our renewal survey, we’d better start talking about it now.” Have regular, ongoing discussions. Get buy-in from everyone, from the ground up—staff, owners, physicians, governing body—everyone.

Several common deficiencies for ASCs relate to the governing body in some way. Remember, the governing body is accountable for everything that happens at your facility. But they’re typically viewed as “separate” from those who manage daily operations. Don’t let that happen. Governing body meetings don’t have to be three hours long. Schedule shorter meetings, but more often. You’ll have more success with getting your reviews, approvals, and signatures.

I addressed some aspects of governing body oversight in an article about contracted services in OBS centers, and much of the same guidance applies to ASCs.

INTERVIEWER:
Rommie, thanks so much for chatting today. Any parting words?

ROMMIE:
I’d like to mention my team. When I joined ACHC in 2022, my top goal was to develop a team of highly collaborative educator-surveyors. Over three years in, I’m proud to say that we’ve got a fantastic group. They receive consistent, positive feedback from our customers. When I go to conferences, and attendees learn that I’m from ACHC, they tell me they’ve heard great things. I’m very proud of our team, and everything we’ve accomplished together. I look forward to what’s next!

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Read more articles about Ambulatory Surgery Center Accreditation here.