Calvin Bohanan, Dha, Mls Email & Phone Number

Norman, Oklahoma, United States

Oversaw one main campus lab, two Free Standing Emergency Department (FSED) labs, an oncology-specific lab, and ten outreach patient service centers (PSCs), managing over 200 employees across the system. Ensured the integrity of all lab-quality and safety programs, maintaining high reliability and compliance with regulatory and industry standards such as CMS, JCAHO, CLIA, CAP, and the Department of Health. Supported and facilitated the integration of lab services across the health system, increasing overall system value. Created and managed strategic business growth initiatives, annual operating, and capital budgets. Represented the lab and its sections in internal and external committees and working groups.* Opened a new multi-million-dollar laboratory at an ambulatory care center with minimal upfront costs, by innovatively reallocating instrumentation across multiple labs, which eliminated over $1 million in equipment expenses.* Introduced automation technology, including digital cell imaging, improving resource utilization, results quality, and employee satisfaction.* Drove strategic growth by securing four major new client locations. Increased billables by 5.3% in the last six months compared to the previous year.* Achieved the highest "excellence level" for the NRHS Journey to Excellence award, reducing monthly supply expenses by 10.6%. Focused on patient experience, raising the NRC net promotor score from 84.6% to 85%; reaching just under 90th percentile in peer comparison* Led the creation of the Lab/DI Stewardship Committee, with the first project projected to increase net revenue by over $4M, as verified by consultants. Additionally, completed personal growth through earning a doctorate in health administration.

Norman, Oklahoma, United States

I led all system laboratories, patient service centers, and outpatient services, ensuring robust financial accountability, operational efficiency, and a strategic approach to long-term planning. Through hands-on management and mentoring, I guided department managers and directors, both internally and externally, to elevate performance and align with our overarching objectives. Presented laboratory and outpatient service updates to C-suite executives, external departments, and community agencies.I also focused on optimizing lab processes, including automating KPIs to streamline patient care documentation and strengthen patient identification systems. This focus led to reduced blood culture contamination rates, driving both cost savings and enhanced patient outcomes. I also successfully directed CAP and CMS inspections with minimal findings, earning recognition for excellence in lab design and operations, and I coordinated the construction of new facilities, which contributed to multiple Journey to Excellence awards.Notable accomplishments include:• Leading COVID-19 initiatives, encompassing testing and vaccine distribution for over 3,500 employees and community clinics, while pioneering innovations like online scheduling and automated reporting.• Increasing revenue by 16.8%, reducing lab supply expenses, and repatriating tests for an annual savings of $314,000, along with reducing overall operating costs by $500,000.• Restructuring lab pay grades, which reduced salary expenses by $400,000 and saved an additional $460,000 through in-house visa processing for medical technologists.• Improving patient experience metrics, raising the NRC Net Promoter Score from 82.9% to 84.6%, and implementing Lab-only FastTrack services to enhance service efficiency.Through these efforts, I have consistently driven operational excellence and financial health across the system, supporting both patient care and organizational growth

Norman, Oklahoma

I managed a comprehensive lab network across three main labs, outpatient facilities, and multiple patient service centers, with a team of 174 employees dedicated to delivering top-tier patient care. Collaborating closely with directors and staff, I drove service initiatives and resource optimisation across the system, focusing on growth and exceptional patient outcomes. By standardising practices across campuses, I improved our market position, introduced new service lines, and expanded patient service access by opening additional centres. Implementing tools like MobiLab, I enhanced patient identification and lab order accuracy, reducing infection rates and increasing patient safety.Key achievements include:• Increasing monthly revenue by 7%, annual billable test volume by 19.6%, and reducing salary expenses by 9%.• Developing and rolling out patient-centred service recovery programs (I.C.A.R.E. with H.E.A.R.T.), boosting satisfaction scores and raising the NRC Lab Net Promoter Score from 75.9% to 82.5%.• Implementing advanced microbiology technologies, including MALDI-TOF, to reduce turnaround times and support efficient patient discharge, while successfully lowering blood culture contamination from 2.75% to 2.11%.Through these strategic and patient-focused initiatives, I delivered measurable improvements in both service quality and operational efficiency across the system.

I managed two campus core labs, outpatient services, and seven outreach sites, ensuring full compliance with OSHA, FDA, JCAHO, CLIA, and CAP standards. With a team of 130 lab scientists, clerks, and assistants, I led quality analysis, reporting accuracy, staff development, and resource optimization. Serving on the CAP Inspection Team, I strengthened safety protocols and resolved compliance issues, notably by introducing Code Black survival kits. I also created a 27-page strategic plan that defined both short- and long-term objectives for lab growth and quality improvement.Key achievements include:• Increasing net operating income by 16.4% ($28.8M) and boosting annual billable test volume by 7.4%. Reduced operating costs by $350K annually, saving $147K through hybrid roles and lab reorganization.• Developing behavioral standards and a training booklet ("The Norman Way") implemented system-wide within two years.• Streamlining the supply process, saving $700K annually, and implementing measures that reduced blood culture contamination rates, generating $600K in savings.• Leading the biannual review of 870 lab policies, enhancing compliance, operational consistency, and efficiency. Employee engagement efforts reduced turnover by 31.3%, strengthening team retention and morale.Through strategic leadership and operational improvements, I optimized the lab’s financial and service performance while upholding high standards of safety and quality.

In my role managing two main labs and all outpatient lab services, I ensured compliance with OSHA, FDA, JCAHO, CLIA, and CAP standards while supervising a team of 60 clinical lab scientists, clerks, and assistants. My focus on aligning staffing to meet both professional and budgetary goals allowed us to provide high-quality services, maintain essential equipment, and optimize lab space. I also kept pathologists informed of critical updates, facilitated strategic inventory and purchasing management, and contributed as a CAP Inspection Team member.Key accomplishments include:• Introducing Safety/Security Badge readers across all lab areas, enhancing safety and control over access.• Launching multiple in-house tests, which significantly reduced turnaround times, transport costs, and risks associated with MRSA and C.Diff exposure. As a LEAN Patient Access Team lead, I directed outpatient lab expansion and managed a lab relocation with zero downtime.• Elevating patient experience through the integration of PatientTrak systems, waiting room pagers, and AccuVein vein-finders in outpatient areas, which streamlined patient flow in three outpatient and five off-site centers and optimized operational efficiency.Through a strategic focus on safety, technology, and patient-centered improvements, I enhanced lab operations and elevated service quality

Doctor Of Health Administration

Master Of Health Administration

Bachelor Of Science - Bs

Associate Of Arts And Sciences (A.A.S.), Biology