Have overall responsibility for the operations of the Pender Community Hospital District, which is comprised of a 25-bed Critical Access Hospital, 42-bed Care Centre and, a 16-unit Assisted Living Facility. Have built strong relationships with the Board, medical staff, employees, and community leaders. Have provided a clear vision with measurable goals and objectives and have worked hand-in hand with the leadership team in planning, organizing, directing and evaluating all service lines and activities. Accountable for providing a continuum of exceptional healthcare services in a healing environment for everyone. Provide strong leadership in rural healthcare that is proactive, visionary, and financially responsible. Work to assess, anticipate and respond to the needs of our service area. Provide a framework for enabling maximum human development while channeling human energies towards the accomplishments of our philosophy, mission and goals. Promote quality of life for patients, personnel and the community served.
· Improved patient satisfaction from the 70th percentile to an average overall 96th percentile ranking for the last six quarters
· With input from all key stakeholders, we developed the PCH District Strategic Plan, FY 2006-FY 2010
· Operating Margin: 2009 is 8.5 % and 2008 was 10% and 2007 was 10.8%
· Implemented an automated Pharmacy Dispensing system with “Remote Pharmacist” capabilities
· Converted from a film environment to a digital one by installing a Fuji “Synapse” Picture Archiving and Communication System (PACS)
· Upgraded the Hospital Information System (HIS) by adding Laboratory, Radiology and Pharmacy modules which, automated key processes and improved productivity, accuracy and patient safety
· Instituted a Leadership Development Program for our Leadership Team
· Transformed the Organizational Culture creating a “healing hospital district”
· Added new services for Wound Ostomy & Continence, Geriatric Assessment and Sleep Disorders
· Updated our Facility Master Plan and purchased land to begin phase III of our hospital construction/renovation
Vice President reporting to the CEO/President of a 99-bed acute care municipal hospital with 518 employees. Includes operation of a radiation treatment cancer center, two satellite primary care clinics and a satellite renal dialysis center. Responsibilities include a major portion of hospital operations in the areas of General Management, Clinical Support Services, Ancillary Services, Medical Staff Relations/Recruitment, Construction and Human Resource Management. Total budget 41 million dollars.
· Improved patient satisfaction at the hospital from the 48th percentile to the 97th percentile. (We use the Press Ganey patient satisfaction survey, which compared our hospital with a group of over 850 hospitals.) This successful outcome was a direct result of a focused strategy to improve employee satisfaction.
· Established “Core Behaviors”, “Standards of Performance”, “Leadership Standards” and the “House Rule” to set in motion an Organizational Culture Change that was achieved over a three-year period. (During this change, employee satisfaction increased to the 92nd percentile).
· Shifted hospital from an “adversarial” relationship with a nursing union to a collaborative relationship by moving from traditional “positional” bargaining to “interest based” negotiations. This effort resulted in the first approved contract in the history of the hospital that did not go to binding arbitration. Our hospital was the “first in the state” to use “interest based collaboration” to negotiate a union contract.
· Developed a long-range facility plan and completed construction of a new 22 million dollar hospital addition, which includes a new inpatient/outpatient surgical center.
· Expanded hospital renal dialysis services with the construction of a 1.2 million dollar satellite unit in a community 30 miles from Spencer.
· Upgraded and improved Diagnostic Imaging technology in the modalities of Radiography and Fluoroscopy, Nuclear Medicine, Mammography, Ultrasound, MRI and CT generating nearly 9 million in gross revenue in FY 2004. Also, implemented a PAC/RIS system and mobile PET/CT services.
· Established a hospital based Athletic Enhancement/Fitness program for young athletes and adults, a sleep lab, a feeding clinic and Children Achieving Maximum Potential (CAMPS) within the Rehab Services Division.
· Designed and implemented a successful Group Incentive Plan for staff and Managers.
· Hospital profit from operations was 10.3% in fiscal year 2002 4.4% in fiscal year 2003 and 5.5% in fiscal year 2004.
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