Say something here about pride in the successful projects of your career.
o Established a Joint Operating Company, St. Joseph County Health Network, in collaboration with the governance and leadership from the competing hospital system within the county.
o A principle leader in creating a Michigan wide rural Clinically Integrated Network comprised of 16 health systems throughout the state for the purpose of improving access, reducing cost and third-party contracting.
Worked with the governing board, medical staff and the state of Montana to convert a rural healthcare system to Critical Access status. This conversion improved the organizations’ financial status by over $1 million a year. This turned the organization to the black after four years on negative margins.
● Developed a new comprehensive market-based wage and salary plan for a small rural Montana healthcare system. This resulted in improved consistency of organization wages, improved financial planning and performance, and improved employee morale.
● Guided the governing board and medical staff through a strategic planning process resulting in consistent organizational focus and operational performance. This resulted in the development of new services and began the process of reconciling a long-standing lack of physician engagement with the hospital.
Guided a new hospital through its start-up as a Long Term Acute Care demonstration period resulting in being recognized as a Medicare Certified LTAC provider without restriction.
● While working with a small rural organization I instituted new operating systems to improve productivity and eliminate operational waste resulting in a financial improvement of 35%, moving the organization from a 4% operating loss to a 3% positive margin.
● Working with the governing board and the employed medical staff purchased and implemented an electronic medical record resulting in improved documentation, coding, billing and an enhanced revenue cycle. This improvement resulted in a net revenue improvement of 20%.
Collaborated with medical staff to provide support services to Indian Health physicians and improve access for Native Americans within service area. Improving revenues by $6 million.
Developed several new service lines to include an acute inpatient rehabilitation program, a neonatal intensive care unit, and an expanded emergence room to include a chest pain unit, a cardiac rehabilitation program and a series of Medicaid prenatal care centers. All of these programs expanded Rio Grande Regional from a $350 million operation to an $800 million operation in four years.