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Financial Management (Bookkeeping Services) for Homeowners Associations

Acute care facilities serving San Francisco with over 2200 employees combinedServed as a trusted HR partner to the leadership teams of two busy urban hospitals, building a Human Kindness culture while rolling out a suite of human resource programs. Impact: Worked within the Dignity corporate HR framework, and standardized approaches throughout the San Francisco Bay Area. Continued to refine the shared services model for human resources.▪ Led and developed team of HR Managers and HR Business Partners to ensure complete and integrated HR services to all employees, leaders, contractors, and volunteers.▪ Facilitated operational and cultural change in complex and heavily matrixed labor and employee relations environment.▪ Initiated, adapted and led retention measures such as New Employee Orientation program, New Leader onboarding and training, Job Description and Compensation program, and HR metrics/intelligence to key leaders.▪ Successfully transitioned multiple leaders either out of the organization or to more effective positions within the organization, with no negative legal or cultural implications.

Acute care facility serving San Francisco with over 6500 employeesFacilitated and coordinated full range delivery of operational human resource activities.Impact: Continued to influence the standardization of processes and procedures throughout the West Bay Region (WBR) and partner with the larger Sutter Health enterprise to implement a shared services model for human resources.▪ Assumed management of six HR Business Partners and the employee relations and labor management functions.▪ Continued project management role as outlined below and the management of the HRIS, Compensation, Benefits, and Recruitment Teams.

Transitioned into this role to complete various human resource projects throughout the West Bay Region (included four acute care hospital structures and 1 Medical Foundation – over 10,000 employees) as part of an initiative designed to move the region and the enterprise into the HR business partner model.Impact: Successfully integrated four separate affiliates within the region into one company number; partnered with HR Leaders to standardize policies, procedures, where applicable, between the four organizations.▪ As part of this role, assumed director level responsibilities in September 2013 for the following functional areas when the HR director left the organization: compensation, benefits, HRIS and recruitment (4 direct reports; 8 indirect reports).▪ Facilitated the transition of four departments within the Sutter Health system from one organization to another.▪ Partnered with colleagues to transition four Sutter Health affiliates (companies) into one company number.▪ Led the compensation team in the review of over 1200 Nurses to determine if they were appropriately placed in the correct step and wage scale.

Acute care facility serving Northern Marin County with 300 employeesHired to assist with separation from another healthcare organization and manage all day-to-day operations of the NCH Human Resources Department: a three member onsite team; two outsourced service functions (Compensation and Disability Management); and three labor contracts. Provide project management on behalf of the five organizations that comprise the West Bay Region for Sutter Health.Impact: Successfully restructured the HR department while continuing to provide service excellence to employees, training and development for managers and reinforce our mission, vision and values▪ Successfully negotiated the transition to Self-Funded Short Term Disability Program with a Medical Management Component with an anticipated savings of $10,000 in the first year (2013). ▪ Reduced the cost of Health & Welfare Benefits by $500,000 in 2012.▪ Worked closely with CAO, Regional VP of HR and the Sutter Health System to separate from another healthcare organization, then become part of a new regional structure.▪ Partnered with five HR colleagues throughout the new region to develop and implement regional policies for a standard approach used by employees who transfer between organizations within the region.▪ Developed a Portal Site with the Sutter Health SharePoint team to deploy information, tools and resources to employees across the West Bay Region for over 8,500 employees.▪ Participated on a Sutter Health System team to streamline processes and standardize information.▪ Partnered with colleagues across the Sutter Health system to transform the current HR business model to a Business Partner Model that includes Centers of Expertise, Subject Matter Experts and Shared Services.

Multi-specialty outpatient healthcare organization serving Sonoma and Lake Counties with 24 locations and 250+ foundation employees, and 104 physicians/medical staff membersHired to manage all day-to-day operations of Sutter Medical Foundation North Bay (SMFNB-NB) Human Resources Department and provide HR support for Sutter Medical Group of the Redwoods. Led the HR project team transition and the transition of SMFNB-NB into SPMF, a larger organization. Managed two direct reports and from one to three interns; two outsourced service functions (Compensation and Benefits).Impact: Effectively transitioned Sutter Medical Foundation Employees into Sutter Pacific Medical Foundation by developing a project team and project plan that identified all HR areas of transition and ensuring that the project plan tasks associated with each area of the transition were completed on time with minimal or no impact to employees.▪ Increased operational efficiency and improved internal and external customer service by partnering with in-house communications staff and Sutter Health resources to improve electronic information access. The enhanced site provides: A centralized location for local policies, procedures, forms, and online ordering.  A secure platform for collaboration among departments, medical specialties, work groups, and colleagues throughout Sutter Health system.  Access to discount programs, maps, directories, newsletter, and employee handbook. Direct access to regional and system-wide content provided by Sutter Health.▪ Improved HR staff productivity by implementing multiple HRIS tools, including:  Web-based benefits enrollment, job postings, performance reviews, and certification tracking.  An online performance evaluation system. Self-service employee data, payroll, tax, and deposit information.  Taleo online recruiting application used by recruiters and hiring managers. HealthStream e-learning offerings.

Multi-specialty outpatient healthcare organization serving residents in Solano and East Contra Costa Counties, with 12 locations, nearly 400 foundation employees, and 86 physicians/medical staff membersHired as HR Director after 12 months in a consulting capacity. Managed daily HR operations for SRMF. Managed four direct reports. ▪ Reduced workers’ compensation costs to .3% of 2006 operating budget. Reduced costs by 12.5% and provided value-added employee services by outsourcing compensation, disability management, and health and welfare programs to SH Corporate Offices.▪ Increased management effectiveness by designing and facilitating a training curriculum for supervisors and managers, achieving an 86% participation rate. ▪ Won campaign to prevent union organizing attempt by devising a pro-employee strategy which consisted of improved communication delivery and consistent application of policies and procedures.▪ Managed the transition of 350+ employees from the North Bay Hospital System to the Fairfield Medical Group in 2001 and two years later, into Sutter Medical Foundation North Bay.