Visionary Operations professional with solid experience managing all levels of multiple projects including budgeting and administration.
Business operations organization
MPA - triple core concentration in Strategic Management, Leadership and Government
Bachelor of Science - Healthcare Operations
Initiated more than twenty capital equipment projects ranging from EMR, PACs and RIS to medical imaging equipment, i.e., MRI, CT X-ray, Nuclear Medicine and Imaging Centers within the scope of the project, on budget and on time.
Spearheaded new 'Good to Great program which increased retention by aligning employee ambitions with departmental goals.
MRI Technologist June 2014 to March 2015New Orleans East Hospital － New Orleans, LA
Performed daily MRI examinations and accountable for the MRI department.
Performed daily operational, clinical and administrative duties as the Chief MRI Technologist at a start-up hospital.
Provided training, coaching, and mentoring to MRI and CT staff.
Wrote MRI Standard Operational Procedure, safety policies and procedure manuals.
Reviewed/revised policies to ensure compliance for initial Joint Commission and safety inspections.
Setup ACR compliant MRI clinical protocols, policies, and procedures for neurologic, body and musculo-skeletal imaging to ensure superior diagnostic quality that exceeded current standard of care benchmarks.
Reviewed chargemaster and worked with Sorian representatives to ensure MRI charges were accurate.
Reviewed MRI/CT studies and made recommendations to emergency room physicians to assist in clinical evaluation and diagnosis of acute cerebral vascular attacks.
Worked with emergency department physicians, radiologists and hospitalists to develop stroke protocol prior to having Neurologists on staff.
Created new revenue streams for radiology and MRI through meeting with perspective physicians and community groups and
Formulated strategy for developing business relationships byhand delivering reports to referring orthopedists, internal medicine physicians and general practitioners to review diagnosis and advise on optimal MRI services for best patient outcomes.
Performed morning rounds of ED, ICU, critical care and med-surg departments to discuss changes in patient status, review MRI studies done after hours, and triage cases for the day.
Provided leadership by defining roles and area of responsibility to vendors, and facility engineers.
Provided classes for nursing and surgical services on MRI safety, policies and procedures in the MRI department.
Completed clinical install, calibration, and overcome environmental challenges unique to magnetic resonance shielding and clinical safety.
Represented the hospital at several community outreach functions, i.e., Susan B Koman, American Association Heart Walk and Open House.
Spoke on Workforce Development collaboration program between Wells Fargo and City of New Orleans with Mayor Landrieu, and the hospital CEO.
Consultant/Locum Tenens Technologist April 1999 to January 2012Medical Technology Imaging － Bethlehem, GA
Contracted services as a consultant and locum tenens technologist.
Performed CT and MRI exams in hospitals, clinics, and imaging centers in Atlanta, GA, Nashville/Shelbyville, TN, and Columbia, SC.
Performed exams and provided coaching, and mentoring to staff technologists.
Made recommendations for improving image quality, staff development, and process improvements to increase productivity.
Worked with technologists and held meetings with radiologists to foster professional relationships, market services and develop time-sensitive imaging protocols for claustrophobic and critically ill patients.
Executive Director May 2005 to August 2006Thomas Reed Ambulatory Care Center － Tuskegee, AL
Managed daily operations for new multi-discipline outpatient treatment facility.
Administrative/Operational Organized, planned, implemented and directed the opening of a startup county health center that serve the population of Tuskegee and three surrounding counties in Macon, Lee and Montgomery counties Alabama.
Worked with Board of Directors to develop administrative policies, charter, and bylaws.
Provided accountability and oversight.
Established performance metrics for employees.
Negotiated medical equipment service contracts, cleaning contracts and medical billing contracts.
Managed the daily operations with twelve diverse medical and auxiliary direct staff reports.
Recruited medical staff and implemented a plan to extend service hours.
Negotiated teleradiology contracts with radiology group.
Building Business Relationships Developed six (6) revenue streams by developing new student and athletic physical contracts with Tuskegee University.
Negotiated contracts with City Manager for yearly physicals and workmans' compensation injuries with the City of Tuskegee.
Wrote administrative and clinical policies for the center.
Worked with the local banks to create a line of credit and direct deposit to ensure the center employees and vendors got paid on time.
Establish a relationship with the attorney and bond attorney to that created some latitude on bond payments.
Collaborated with local stakeholders, Macon County Health Authority, Board of Directors, City Manager, and City/State Representative to pass a $0.01 sales tax earmarked to fund Thomas Reed's operational budget.
Marketed center services and drew up plans for a Sleep and Women's health center on the campus.
Met with state legislators and major funders to develop foundation donor and funders list.
Established business and community relationships with physicians and community leaders.
Community Involvement Served on local high school Steering Committee to develop programs for anger management and reducing drop-out rate in Tuskegee.
Served on Macon County American Heart Association board.
Spoke at high school and university about violence, male responsibility, teen pregnancy, and sexually transmitted diseases.
Director of Radiology June 2004 to March 2005Jackson Hospital － Montgomery, AL
Managed the profit and losses of the inpatient and outpatient medical imaging departments.
Streamlined staffing and setup each modality like a small business.
Trained area managers how to manage their areas, worked with them to modify staffing hours, reduce overtime, and set performance metrics/action plans.
Reduced overtime by 67% in first quarter.
Increased productivity by 52%.
Planned and implemented McKesson PACS 'go live'.
Worked with GE and McKesson to solve analog to digital imaging integration issues by negotiating 'merge' boxes for older equipment as part of premiere pricing for new equipment procurement contracts ($150,000 budgetary savings).
Worked with the radiology group to setup T-1 lines at their homes for after-hour emergency interpretations.
Wrote policy for 'After Hour Emergency versus Urgent' protocols and call-back criteria.
Renegotiated procurement and installation contracts to include, 'Latest & Greatest' state-of-art capital medical equipment purchases to ensure that we would receive most current technology.
Contracts also included penalties up to fifteen (15) percent for late installations to cover loss of business revenues that were not due to hospital processes.
Negotiated service contracts with two (2) calendar year preset overtime at regular pay visits (done by vendor biomedical engineer).
Served as Project Manager for outpatient imaging center install.
Assistant Director/Clinical Operations Manager May 2002 to August 2003St Anthony's Healthcare － Bethlehem, GA
Created clinical budgets, managed the profit and losses of the imaging department of the inpatient and outpatient medical imaging department in a multi-hospital system.
Stabilized staffing, eliminated eight (8) contract positions in critical areas of the department by cross-training in MRI and CT.
Operations/Fiscal Responsibility Setup eight (8) cost centers like small businesses and worked with area managers/staff to setup performance metrics and goals.
Gave area managers control over scheduling, labor costs, and supply management costs.
Held them accountable for variances in access of 7% of budgeted amounts.
Provided direction, training and oversight for managing overtime, excessive supply costs, waste and morale.
Overtime was decreased from 80hrs/pay period to less than 8hrs/pay period overall.
Met with the hospital CEO and HR VP and froze two budgeted FTEs.
and overall performance.
This was done to offset the disparity of some recent hires making more than loyal staff that had been in their positions for five to ten years.
Outcomes - Overtime was reduced from an average of 80hrs/pp to less than 8hrs/pp throughout the department.
Breakeven point was seen in 2nd quarter versus late 3rd/early 4th Q thereby increasing the bottomline and better managing P/L.
Quality Measures Increased employee morale and satisfaction scores by adding myself to MRI on-call schedule.
Afterwards, other area managers followed my lead.
Establish 'Good to Great' department recognition and staff retention program that matched staff ambition with department goals.
Implemented a quarterly recognition program that focused on team continuous improvement goals and individual performance.
Increased employee satisfaction scores 80% by eliminating two (2) FTE open positions and using budgeted money to raise technologist's wages from 65 to 80 percentile.
Formula used was based on two (2) variables time of service.
Outcome - Increased morale and satisfaction by 80%.
Staff development and retention stabilized staffing in a critical staffing market.
Project Management Served as Project Manager for selection/installation for two (CT), one (1) MRI, one (1) Women's Imaging Center (mammography, stereotactic and dexascan).
Directed the opening of the Carillon Outpatient Imaging Center.
Coordinated with the vendor, architect, construction manager and facilities management to define scope of project, area of responsibility, review blueprints, ensure compliance, and monitor progress to ensure that the project was being completed as stipulated in the contract.
Monitored project costs to ensure the equipment was latest/greatest delivered and was being installed correctly.
Outcome - Provided accountability to ensure that eleven projects were completed within the budget parameters and on time.
Community Involvement Chaired the Sistas Breast Awareness 14 member committee - Vice Chair for fund raising and education program.
Wrote HIPPA compliant policy and implemented procedures for satellite access.
Compiled and analyzed quantitative data, wrote qualitative reports and reported findings to senior leadership and community stakeholders.
Served on the Stroke and Chain Pain Committees - worked with senior leadership and Med Exec Committee to develop CT stroke protocol.
Wrote after-hour MRI Emergent/Urgent/Routine callback policy.
Established a Medical Explorers Post at the Hospital.
Lead Technologist/Radiology Manager April 1991 to April 1999National Naval Medical Center (NNMC) － Bethlehem, GA
Hired as first civilian to manage the operations of the radiology department at NNMC, deemed the 'Flagship of Navy Medicine'.
Operational Leadership - Staffing Solutions GS 9 (step 10), filled a GS 12 billet for more than 10.5 years at the 'Flagship of Navy Medicine'.
During tenure was rated, "Top 1% in profession".
Only independent contractor (of 6 locum tenens technologists) hired as civil service.
Transitioned from independent contractor to pivotal federal civil service employee responsible for operations and administrative matters.
Led diverse staff comprised of 104 regular/reserve military, federal civil service and independent contract radiology technologists.
Served on the primary healthcare team for the President of the United States, VPOTUS, Supreme Court Justices and members of the US Congress.
My personnel management area of control encompassed directing and developing more than 104 technologists plus 25 support staff during Desert Shield/Desert Storm; Mogadishu, Somalia; Croatia and Operation Restore Hope in Haiti military campaigns.
Facilitated changes in managerial styles ranging from Deming's TQM, to Continuous Quality Improvement and Quality Improvement.
After raising skill set in military staff increased military 8 FTE's (billets) and 3 federal civil service FTEs to stabilize staffing during military conflicts.
Worked medical service corps officer and department head to design staffing model on USNS Comfort.
Model called for 90 day specific cross-training and staffing to be completed in three (3) phases and supported by two (2) radiologists on board and teleradiology/PACS support via NNMC in-house military and civilian radiologists.
Outcomes - Solidified my managerial role.
Provided solutions for transporting radiology images from the USNS Comfort and field hospitals to NNMC.
Project Management - Procuring State-of-the Art Imaging Equipment Upon arrival at NNMC in 1988, two (2) of six (6) x-ray rooms were operable.
There was a Franklin head unit, lithotripsy, a chest room and two (2) x-ray rooms that were inoperable and one of the two (2) operable rooms was semi-functionable.
Met senior leadership, developed RFPs and ROI for state of the art imaging equipment, i.e., three (3) x-ray, two (2) rad/fluoro, and two (2) dedicated chest rooms.
Made recommendation to select GE equipment and negotiated removal of old equipment (at no cost) as part of the purchase contract with consideration of making NNMC a beta site for GE equipment.
Served as Project Manager for installation of first rad-fluoro room, and teleradiology system during Operation Desert Storm.
Also selected CT units for the 1000 bed USNS Comfort hospital ship.
Outcome - 1988 - 1999 - x-ray, fluoro, mammography, CT, US and Nuc Med imaging equipment was completely replaced and the first MRI scanner was installed.
CQI - Staff Development and Redefining Department Objectives Initially locum tenens personnel were used duties military technologists were not capable of performing.
Met with Capt Adams and senior radiologist to discuss the difference in diagnostic quality of civilian versus military techs.
Developed the skills of four military x-ray techs - made a presentation to demonstrate that increasing the skill set of military technologist; decreased the amount of radiation to the patient, reduced the repeat rate, and could be a cost savings that would free up money in the budget to be redirected to other fiscally critical areas.
Opponents of my plan were also persuaded by the noticeable increase in the standard of care.
Adams the staff development as a staple of his quality improvement.
The program to retrain military technologists was formally adopted and I was given the autonomy to modify the program for basic, advance and OJT military personnel.
Collaborated with hospital and college based radiology tech program to design hybrid OJT and basic military x-ray tech training that mirrored civilian radiology schools, prepped and prepared mock exams to help x-ray staff become certified.
Compiled all the data collection, evaluation and analysis for a book written by the Capt.
Select Hank Adams on TQL/TQM in NNMC Radiology Department.
Chaired two (2) committee and facilitated an interdisciplinary team to reduce Emergency Room Wait Times.
Outcomes - Wait times were reduced from more than four (4) hours, to under forty-seven (47) minutes; including orthopedic and neurology consults.
ARRT certified technologists increased from1% to 98%.
HIPPA - Information Security Worked with vendors and IT to manage first PACS, HIS/RIS interfaces, and image management systems.
Trained the trainers on the HIS, RIS, CHAMPUS, and medical billing/reimbursement software.
Provided oversight and prepared reports that tracked everything from demographics, payor mix, Champus reimbursement and image quality for a department that performed more than 120,000 studies/yr.
Setup film tracking program to decrease the number of lost film and reduce the associated cost of reexamining patients.
This report was also part of two (2) quality measures (HIPPA and unnecessary exposure) that was reduced by 55% in the first 15 months.
Met with Secret Service advance team to strategize and work out logistics for the POTUS and VIPs for the George H.
Bush and Bill Clinton administrations.
Implemented policy and procedures to ensure the integrity, confidentiality and accuracy of radiology images, reports, and health information was secured and only accessed on a need to know basis.
Outcome - By having referring physicians sign out film studies and limiting the number of film jackets that were given to physicians;we held the file room clerk and physician accountable.
Within the first six(6) months we saw a reduction of 60% of patient files being left on the ward and 55% reduction of studies overall being repeated because of lost chest x-rays over the first 18 month period.
Facilitated TQL/TQM and CQI training in the radiology department.
Prepared TQL/TQM and CQI staffing reports with analysis and recommendations.
Community Involvement: Public Health Committee with former Surgeon General Dr.
Joycelyn Elders, USPHS.
Setup x-ray room at 'So Others May Eat' in Washington, DC and trained technologist to operate unit.
Established a 'shadow' program at Edison Career Center/Wheaton High School and recruited like-minded healthcare professional to volunteer time to teach high school students who were interested in healthcare careers.
Give guest lectures in anatomy and physiology to OJT's (on-the-job trainees), junior technologists and high school students.
USNS Comfort Staffing Committee NNMC Ombudsmen Committee Guest Lecturer Edison Career Center Awards: Letter of Appreciation President George H.W.
Bush Outstanding Young American 1996 and 1998 Radiology Senior Employee of the Quarter twice.
Lead Locum Tenens Technologist/Radiology Liaison November 1988 to April 1991Nurses Incorporated － Falls Church, VA
National Naval Medical Center S: Mary.
5000 Fairfax Blvd Company no longer exists Hired initially as independent contractor/radiologic technologist at NNMC.
Performed radiology examinations and served as onsite coordinator for Nurses Inc.
Managed radiology contracts, time cards, and maintained staffing levels for agency.
After three (3) months, promoted to onsite radiology liaison.
Setup locum tenens schedule, coordinated with military Medical Corps Officer to provide coverage.
Worked with radiologists to establish QC/QA criteria.
Trained military technologists in neuro and ortho radiology procedures.
After six (6) months as Onsite Technologist/Liaison, appointed as interim Clinical Quality Control/Lead Technologist.
Master of Science : 12/07Bloomsburg University of Pennsylvania － Bloomsburg, PennsylvaniaGPA: GPA: 3.3327 of 39 hrs course completed GPA: 3.33
Master of Public Administration : Strategic Management, 08/09Leadership Florida State University － Tallahassee, FloridaGPA: GPA: 3.57GPA: 3.57 completed 2 yr program in 13 months
05/14 Information Assurance and Networking Security : 06/88Charity Hospital School of Radiologic Technology － New Orleans, Louisiana
High School Diploma : 05/77Delgado Community College － New Orleans, LouisianaGPA: GPA: 3.75GPA: 3.75
Bachelor of Science : Healthcare Management, 05/05Southern Illinois University － Carbondale, Illinois COGPA: GPA: 3.33Healthcare Management GPA: 3.33
American College of Healthcare Executives FSU Graduate Chapter - Golden Key International Honour Society Pi Alpha Alpha Public Policy Honor Society, Linked In Group Manager Louisiana Health Information Management Association Operating Systems and Cyber-Security Software
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Companies Worked For:
New Orleans East Hospital
Medical Technology Imaging
Thomas Reed Ambulatory Care Center
St Anthony's Healthcare
National Naval Medical Center (NNMC)
Bloomsburg University of Pennsylvania
Leadership Florida State University
Charity Hospital School of Radiologic Technology
George Washington Carver Senior High
Delgado Community College
Southern Illinois University
Job Titles Held:
Consultant/Locum Tenens Technologist
Director of Radiology
Assistant Director/Clinical Operations Manager
Lead Technologist/Radiology Manager
Lead Locum Tenens Technologist/Radiology Liaison
Master of Science : 12/07 Master of Public Administration : Strategic Management , 08/09 05/14 Information Assurance and Networking Security : 06/88 Certificate- Radiologic Technologist : 06/88 05/77 High School Diploma : 05/77 Bachelor of Science : Healthcare Management , 05/05
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