CEO/Chief Integration Officer01/2017 to CurrentAstria Toppenish HospitalToppenish, WA
I was brought into this position to assist the CEO of Sunnyside Community Hospital in the acquisition of two neighboring CHS-owned hospitals under the name of Astria Health, a new non-profit health system.
The scope of my role included working with legal counsel and CHS executives on due diligence, supporting the effort to obtain regulatory approvals from the State of Washington CN program, working with executive teams at the two hospitals to plan for the merging of benefit plans, management systems and reorganization of management roles; coordinating physician recruiting efforts between the three hospitals; negotiating a behavioral health contract for system-wide services; and working with planners and architects on renovation work on acquired clinics.
The acquisition was effective September 1, 2017 and I am currently serving as the CEO at Astria Toppenish Hospital.
Chief Administrative Officer (CEO) EvergreenHealth Monroe01/2013 to 11/2016Valley General HospitalMonroe, WA
I served as chief executive of this licensed 72-bed community hospital.
Negotiated new strategic alliance and operating agreement with EvergreenHealth, a 300-bed tertiary hospital, and implemented clinical and financial integration activities Created Heart of the Matter culture improvement initiative based on Studer principles to improve patient and employee satisfaction Achieved ISO Compliance during 2014 DNV accreditation survey Achieved zero CLABSI and CAUTI infection rates and pressure ulcers in 2013 and 2014 Negotiated lease and services agreements with Fairfax Behavioral Health for a 34-bed psych hospital within our facility, which opened January 2016 Turned around a net loss of over $6 million in 2013 to a $600,000 gain in 2015 Restructured day-to-day operations as part of aggressive turnaround effort saving $1.5 million annually in labor costs and $500,000 in purchased services Worked with a citizen's committee to pass a voter-approved $2.7 million maintenance and operations annual levy increase Added a detox program to hospital's 40-bed addiction recovery center to improve admissions, resulting in $1.2 million in improved revenues annually Initiated chemically-using pregnant women's program at addiction recovery center Achieved EHR Stage 1, Year 1 and Year 2, and Stage 2 certification, and received $1.5 million, $ 1.1 million and $800,000 respectively in incentive dollars Negotiated a repayment plan with the State of Washington for $1.7 million in Medicaid CPE overpayments from prior years Negotiated termination of Siemens IT contract and implemented new Medsphere CareVue EHR and Insights patient accounting software.
Chief Executive Officer10/2008 to 01/2013Regional Hospital Complex CareSeattle, WA
Served as CEO for this licensed 40-bed, not-for-profit specialty hospital, which serves medically complex and chronically, critically ill patients requiring extended hospital care.
Initiated a financial turnaround in 2011 that reduced annual operating expenses by $4 million in 2012, which included a 20% reduction on hospital FTEs Brought contracted Human Resources, Patient Accounting, Transcription, Linen and Purchasing functions in-house and developed a GPO contract with Amerinet Led a financial and strategic planning effort that facilitated a Board decision to abandon a satellite hospital project and CON in 2009 Reduced RN vacancy rate in 2009 from 39% to 0% in 11 months Negotiated termination of our chief medical officer contract and re-designed the physician staffing model with newly contracted intensivist/hospitalist group that integrated ARNPs into inpatient care Initiated an outside program review by a nationally recognized peer hospital to establish performance benchmarks and re-design clinical protocols Achieved a 67% decrease in patient mortality, reduced hospital-acquired pressure ulcers to zero and increased ventilator weaning rate by 40%.
Chief Executive Officer12/1995 to 10/2008Kittitas Valley Community HospitalEllensburg, WA
I served for 13 years as the CEO of this large critical access hospital.
Performed in the top 10% of hospitals nationally on 56% of national quality indicators in 2007 Achieved Medicare inpatient satisfaction results over the 90th percentile on all key attribute areas Became a Studer partner organization and established quarterly Leadership Development Institutes for education and skill development Ranked 1st among critical access hospitals in Washington State on Qualis Health's Appropriate Care Measure index in 2008 Achieved positive operating margins 12 out of 13 years Initiated a joint leadership group of physicians, board members and administrators to facilitate joint problem-solving Created the first medical director position for the hospital Established a full-time hospitalist program to support physician recruitment and retention Established Foundation Director position and increased fund-raising by 300% in 3 years Partnered with the university, school district and public library to establish a community health library on the hospital campus Passed a voter-approved bond levy for a 52,000 sq.
hospital expansion and renovation project completed in 2002 Partnered with Central Washington University on a sports medicine clinic Established a management contract with a smaller public hospital district in Cle Elum and re-opened a failed urgent care center Negotiated acquisition of a four-provider family medicine practice in Cle Elum and an two-physician internal medicine practice in Ellensburg Successfully recruited specialists in orthopedics, OB/GYN, pediatrics, family medicine and general surgery during my tenure.
Chief Executive Officer07/1988 to 12/1995Forks Community HospitalForks, Washington
I served as CEO of this 53-bed rural hospital that operated a hospital, skilled nursing facility, BLS ambulance service, licensed mental health center and three medical clinics.
Achieved a positive total margin six consecutive years Increased inpatient market share 33% Established a hospital-based general surgery practice and women's rural health clinic Implemented a master facility plan resulting in approval of a CON for additional skilled nursing beds and a successful bond campaign Completed a 30,000 square foot addition/renovation project Established a telemedicine clinic linked to Virginia Mason Medical Center in Seattle.
Education and Training
BSUNIVERSITY OF WASHINGTON
Activities and Honors
Association of Washington Public Hospital Districts, Board Member, 2013-2016; AWPHD President and Chair 2015-2016 WSHA Board of Directors, Non-Voting Member, 2016 AWPHD/WSHA Productive Governance Task Force, 2016 Monroe Rotary, 2015-2016 Everett Community College, East Campus Advisory Board, 2013-2016 Puget Sound Inpatient Mental Health Collaborative Steering Committee, 2013-2014 WSHA Achieving Best Care Awards, 2013, 2014 and 2016 AHA/WSHA Most Valuable PAC Player, 2011 WRHA Outstanding Contribution to Rural Health Award, 2003 American College of Healthcare Executives, 1990-2016; Fellow 2007-2016 WSHA Public Policy Committee, 2016 WSHA Strategic Planning Committee, 2016 WSHA Rural Committee, 1996-1999, 2008; Chair 2008 WSHA Board of Directors, 1999-2000 Northwest Hospital Council, President, 1998-2000 PHD Workers Compensation Trust, Board Member, 2004-2008; Vice Chair, 2008 PHD Unemployment Compensation Trust, Board Member, 2002-2008, Chair, 2008 WRHA, Board Member, 1995-1998 Kittitas County Board of Health, Board Member, Vice Chair 1997-2000 United Way of Kittitas County, Campaign Co-Chair, 2003 United Way of Clallam County, Board, 1988-93; Forks Campaign Chair, 1990 Governor's EMS/Trauma Care Steering Committee, Member, 1994-2001
accounting software, Behavioral Health, community health, due diligence, family medicine, fund-raising, internal medicine, Leadership Development, mental health, OB/GYN, orthopedics, pediatrics, Purchasing, renovation, Siemens, surgery, urgent care