Vice President Of Patient Care Services resume example

• Assigned to Children's Hospital Colorado from 2019-2020 (Recruited to executive leadership team in June 2020). Accomplishments included but not limited to:
• Leadership team restructure.
• Decreased Leadership turn-around at departmental level.
• Shifting leaders who were in wrong positions.
• Created infrastructure to support improved workflows and efficiencies.
• Assessed, developed, and implemented optimal charges/billing-improving revenue capture by 30%
• Exceeded engagement target by 6%
• Decreased absenteeism by 13%
• Efficient labor utilization management-reducing actual vacancy by 9%
• Developed and implemented Shared Governance model.
• Streamlined operation at Acute Care, Network-of-care, and Ambulatory sites.
• Improved relationships between leadership and staff
• Transformed skills and success of individual leaders with one-on-one coaching sessions.
• Strengthened clinical and administrative operations through detailed evaluations and strategic improvement plans.
• Equipped directors and managers with effective leadership skills through development and deployment of targeted training programs.
• Helped refocus vision, mission and operational values to improve efficiency and performance.

Reported directly to the President/COO

• Service Lines/Cost Centers
• Surgery, Cardiology, Cath-Lab, Cardiac Surgery, Respiratory Care, Neurology, Physical Medicine, Laboratory, Imaging Services, Pharmacy and Long-Term Acute Care hospital
• Responsibilities:
• Reported directly to Hospital President/COO and was responsible for operational performance including quality, staff experience, retention, and productivity.
• Created efficiencies through integrating departmental operations across the healthcare system:
• Sharing of labor resources, flexible staffing for volume variations, and consolidation of duplicate leadership positions
• Developed and implemented staffing/work-load instruments resulting in
• 35% improvement in productivity
• 12% reduction in labor utilization through:
• Elimination of agency usage
• Reduced Over-Time hours from 12% to ≤ 4%
• Increased service areas revenue by 15% through process improvement, work standardization and appropriate documentation
• Restructured and realigned failing sleep-lab into a comprehensive “Sleep Wellness Center”:
• On-boarded a full-time sleep certified/board certified pulmonologist/Intensivist
• 25% Volume increase
• 20% increase in revenue
• Decreased turn-around-time for results to PCPs
• Improved sleep center's patient satisfaction from 68% to 98% over 18-months.
• As Administrator of Long-Term Acute Care hospital, I developed in collaboration with nursing, pharmacy, physical medicine, respiratory care and primary care physicians, standardized processes to meet/exceed defined metrics:
• Increase ventilator liberation (weaning) rate from 13% to 47%
• Decreased Unit Falls from 3.5% to 0% in four months
• Decreased HAPU (Hospital Acquired Pressure Ulcers) from 30% to 0% within two quarters
• Increased heal rate to 98% for POA (Present on Admission) Ulcers

• Created efficiencies through integrating departmental operations across the healthcare system:
• § Sharing of labor resources, flexible staffing for volume variations, and consolidation of duplicate leadership positions
• Developed and implemented staffing/work-load instruments resulting in
• 35% improvement in productivity
• 12% reduction in labor utilization through:
• Eliminated agency usage.
• Reduced Over-Time hours from 12% to ≤ 4%
• Increased service areas revenue by 15% through process improvement, work standardization and appropriate documentation.
• Restructured and realigned: failing sleep-lab to a comprehensive “Sleep Wellness Center”:
• On-boarded a full-time sleep certified/board certified pulmonologist/Intensivist
• 25% Volume increase
• 20% increase in revenue
• Decreased turn-around-time for results to PCPs.
• Improved sleep center's patient satisfaction from 68% to 98% over 8-months
• Long-Term Acute Care hospital: In collaboration with nursing, pharmacy, physical medicine, respiratory care and primary care physicians: - developed and implemented standardized processes to meet and or exceed defined metrics:
• Increased ventilator liberation (weaning) rate from 13% to 47%
• Decreased Unit Falls from 3.5% to 0% in four months.
• Decreased HAPU (Hospital Acquired Pressure Ulcers) from 30% to 0% within two quarters.
• Increased heal rate to 98% for POA (Present on Admission) Ulcers.