25 Bed Critical Access Hospital owned by a District. $120 Million-dollar Gross Revenue with broad range of services (ICU, Lab, Medical Surgical Beds, Swing Beds, Emergency Department, OB, Rehab Services, Oncology Program, Infusion Therapy, Orthopedics, General Surgery, Diagnostic Imaging Services, Home Health Agency, Hospice, Thrift Store, Ambulance, GI Lab, Ophthalmology, Immediate Care Clinic and Rural Health Clinic).• Increased Annual Gross Revenue by 22 million dollars, since 2015• Recruited new Emergency Room provider group, reducing annual costs $750K, improved available physician talent, trust in the community, and zero Red Scores on ED HCAHPS results• Recruited Orthopedic Surgeon, Pain Management (2), Internal Medicine (3), Family Practice (3), Mid-Levels for Rural Health Clinic (4), and Oncologist Mid-level• Opened Immediate Care Clinic to allow walk-in access to care, benefit patient with reduction in medical costs, and improve ED wait times • Engaged Medical Staff around processes and gained Medical Staff support, to be named “best CEO in 20 years” • Completed and Initiated facility improvement projects: Pharmacy Remodel; Nurse Call; Automatic Transfer Switch; OR HVAC; Electronic Health Record upgrade• Improved Culture of Safety scores with: Zero “Never Events” over 45 months; improved “Team Work” results• Achieved The Joint Commission Accreditation, with zero direct patient care deficiencies• Improved Patient Experience scores by 20%

Provided leadership for a 1722 bed inpatient facility with 1331 additional bed outpatient facility, along over 2000 Healthcare employees to provide Licensed Beds, Mental Health Beds, Nursing Home Beds, Dialysis Services, Outpatient Services, and Telemedicine for the State of California’s sickest inmates.• Built an effective and robust healthcare team through recruitment and coaching. Recruited 13 Family Practice physicians; 7 Psychiatrists; 227 RN’s; 168 LVN’s; and Leadership Team (CMO, COO, CNE, CQO)• Improved intake processes to accept 60 new patients per day, Title 22 compliance through Court Monitors Review and improved Shift Report for 25 Nursing Units on Campus.• Grew the Mental Health Crisis Beds Program from 32 to 98 beds, Increased the total patient census from 1402 to 1987 average daily census, opened an out-patient satellite pharmacy, satellite medical clinic, mental health treatment rooms and dental clinic.• Implemented new Continuous Quality Program that drives Quality from the Bottom Up using executive oversight of Quality Improvement Teams with employee groups closest to the patient process. Excellent results were achieved in Access to Care; Pharmacy Formulary; Mental Health Treatment hours; Sepsis Reduction; Respiratory Therapy Services volumes; and Rapid Response Team responsiveness for our 40-acre campus• Created a culture of employee accountability using top 100 Hospital management practices. Examples include: CEO begins employee rounding at 5:30 am; Quarterly employee Town Hall meetings; establishing 7 employee behavior standards; posting top three facility priorities; one-on-one leader to employee performance check-ins every two weeks; identified and notified employees that are High, Middle, and Low performers• Utilized the Employee Unions as a platform to improve Quality, Engage Employees, and create a Customer Service Culture• Implemented Tele-medicine program for Clinic visits and Tele-psych program for Group Therapy sessions.

• Promoted from Ogallala Community Hospital, from Banner Facility in Nebraska• Achieved Top 100 Critical Access Hospital by iVantage HealthStrongTM• Awarded Top 20 CAH for Financial Efficiencies (two years in a row) by iVantage• Accomplished The Joint Commission Accreditation and Rated as Top Performer for Key Measures• Attained Stage 7 EMR, 92nd Hospital in USA to reach this designation• Recognized for Highest Percentage Engaged employees and Leadership Effectiveness Scores in Banner Health System facilities• Communicated Healthcare Change dialogue to facility employees, received Third Highest Banner Health rating by Employees knowing why changes were happening• Controlled expenses and generated revenue to achieve Banner Health Highest individual facility net Operating Margin (22.8%) in 2012• Exceeded Banner Health stretch goals on all HCAHPS scores (90th%tile on 5 measures)• Created Safe Environment culture and achieved Top Banner Health performer NDNQI in Nurse Perception of Quality in 10 of the 13 measures

• Achieved Top 100 CAH by iVantage HealthStrongTM• Accomplished Top Decile Scores: Patient Experience; Physician Communication; 9’s and 10’s Rating; and Cleanliness • Established “Silence Fails Culture” and raised OCH Safety Scores from lowest BH score to second highest in 23 Banner Health facilities• Initiated quarterly Town Hall meetings and CEO Rounding to improve employee communication

• Recognized for Top Decile results in Patient Experience Scores• Directed Public Hospital conversion to Saint Luke’s Health System Ownership• Earned the Missouri Quality Award• Achieved Top Decile ranking in Clinic Outcomes for: AMI, PN, HF, SCIP, and Safety Performance• Recruited 15 Physicians (FP, OB-GYN, Anesthesiology, Physiatrist, General Surgery)• Launched Community Advisory Group to serve as Hospital Advocates in community

• Constructed and provided Cardiac Cath Lab as a new patient service• Built 44,000 Square foot Medical Office Building to house 15 recruited physicians• Initiated 300 Member Community Advisory Group to articulate strategic plan to Community

• Sustained 17%+ operating margin for four years• Achieved market share growth from 58% to 80%

• Renegotiated Physician Contracts to meet Stark regulations• Marketed Out Patient services to achieve 15% growth• Constructed 28 bed dedicated Alzheimer’s Unit in Long Term Care Facility

• Recruited four additional Physicians, first six months• Implemented 10 step Strategic Plan to increase services and grow positive operating margin

Largest fully, private For Profit Corporation for outpatient Counseling services in Arkansas with EAP Program Services to 20 Companies• Recruited 5 providers, decreased AR days, recruited front and back office staff