Chase Canfield Email & Phone Number

Cleveland, Ohio, United States

Cleveland, Ohio

Responsible for driving business results for this critical illness recovery/long term acute care hospital via Human Resources and Organizational Development philosophy. Oversaw all operational and financial aspects of the hospital. Established and developed business and clinical relationships to drive volume providing stable, secure work for all of SSH Gateway’s caregivers. Proving that an engaged workforce will drive business results!* Implemented new employee recognition programs with success, e.g. Living the Select Medical Way awards, Caught You Clean-Handed initiative.* Moved hospital’s online reputation/social media approval rating from 3rd Quartile to 1st Quartile in first 120 days through encouraging patients and their families to post their recovery experiences.* Implemented and supported personal leadership development plans for hospital leaders.* Selected in my first year as representative to the 2019 Select Medical Way Culture Conference – a conference focusing on transforming culture in Select hospitals across the country.* Successfully managed hospital through first year of COVID-19 pandemic with no patient exposure.

Toledo, Ohio Area

ProMedica is a nationally recognized, non-profit integrated healthcare network based in Toledo, OH with an expansive team including 17,900 caregivers and 2,700 physicians treating patients at 13 hospitals and 300 other sites throughout northwest Ohio and southeastern Michigan.Provides strategic leadership for ProMedica’s recently integrated acute care facility. Responsibilities include oversight of all non-clinical operations, patient satisfaction, regulatory compliance, and community health and wellness. Reports to the President of PMRH.Also designated ProMedica's System Lead for Emergency Preparedness & Disaster Management for and Chair of the Emergency Management Advisory Council, reporting to the Chief Acute Care Officer. Responsible for integrating all ProMedica facilities throughout system towards a common goal of emergency preparedness and disaster management. * As part of a 4 person senior leadership team, oversaw the annual budget process, effectively reducing unnecessary costs in a $151M operating expense budget in 2016 and 2017.* Accountable for reinvigorating service excellence and patient satisfaction initiatives, moving towards 2 year goal of >10% increase. Realized 5% increase in ambulatory surgery in first year.* Successfully led teams responsible for regulatory compliance for the CMS/TJC Environment of Care and Leadership Chapters ahead of the 2018 Joint Commission inspection.* Chaired and provided leadership direction to a cross-functional business unit committee for new creation of a 2018 system department budget for emergency management, and successfully advocated for a marketing plan in wake of national tragedies surrounding mass casualty incidents.

Served as executive lead providing strategic Human Resources leadership and expertise. Responsible for HR philosophy, organizational development, culture, talent management and the human capital priority for all strategic initiatives for the entire system. Leading a team of 100 employees, accountable for all aspects of Human Resources including policy development and administration; compliance with all federal, state and local laws and regulations; total rewards (compensation, benefits, retirement plans, wellness); organizational development; employee/leadership training and development; talent acquisition, performance management; HRIS; employee/labor relations; and succession planning. Reported to Chief Human Resources Officer.* Managed system department budget of $12.5 - $13.4M; oversaw employee benefit spend exceeding $150M and $750M in pension assets. Reduced costs of employee benefits that achieved cost reduction yet still maintained competitive advantage in the market.* Increased employee engagement participation and results over the course of 3 years to system high of 4.08 in 2017.* Designed and implemented 2 system-wide Early Retirement Incentive Programs (2013, 2016) in an effort to reduce overall labor costs and become more efficient. The 2013 ERIP resulted in $59M in savings and the 2016 ERIP savings was projected to be $100M by 2019.* Led cross-functional, multi-disciplinary cultural impact committees for system-wide transformative projects including: 2 hospital integrations and 1 divestiture; Epic (EMR) Implementation; API/MyTime Time & Attendance; Health & Wellness Center centralization (20 physician offices); Intranet Redesign; and Downtown HQ Consolidation (28 administrative offices).

Responsible for strategic Human Resources leadership with senior leaders, department chairs and directors to establish and direct the HR philosophy, culture and strategy for the College. Provided guidance and strategic vision to the Dean and senior leadership for future HR operations in the College, focusing on our human capital and how they are impacted by, and impact, our business decisions.Managed Human Resources operations for the College including talent management strategy (e.g., recruitment, acquisition, workforce planning), classification/compensation, employee/labor relations, performance management, training/employee development, and organizational effectiveness. Responsible for developing comprehensive strategic plan that supported and introduced solutions for successful and consistent HR operations. Ensured all HR functions were performed in alignment with, and in support of, the College and University Strategic Plans. Reported to the Dean and CAO.* Realigned and developed a new HR delivery model by standardizing department HR functions in conjunction with newly centralized university centers of excellence.* Provided guidance and direction during changes in organizational processes, operations and/or culture that balance the expectations and needs of the College and the University.* Founded the Engineering Staff Advisory Committee (ESAC), a committee that recognized the importance of staff to the success of the College, and strives to promote the overall wellness and work-life of College staff; ESAC is a constructive, partnering voice with the College, where its members have direct access to the Dean and the Executive Committee.* Increased overall employee satisfaction by 3.2% in the College when the University decreased by 2.6%; increased 2 focus areas of the ESAC (feedback/coaching and performance reviews) by 18.2% and 13.5% respectively; and increased employee participation in the survey by 16%.

Oversaw all Human Resources operations for the agency including personnel, EEO, labor relations, and training and employee development; and sub-programs such as benefits, workers’ compensation, FMLA, unemployment compensation, transitional work, workforce development/succession planning, and the performance appraisal system. Reported to the Agency Director (Governor’s cabinet member).* Provided counsel on agency payroll budget that formulated personnel strategy for all 8 divisions.* Implemented divisional or sub-divisional work unit re-organizations for stream-lining and efficiency purposes.* Accountable for and conducted liability-based and soft skill training to all employees in the areas of performance evaluations, contract changes, supervision of union employees, employment law (including FMLA and FLSA), EEO-related matters, ethics, workplace violence, communication techniques, organization, time management, conflict management, dealing with difficult people and leadership skills.* Evaluated all labor issues and worked effectively with union representatives towards resolution, which resulted in a substantial decrease in union grievances from 44 in 2007 to 15 in 2009.* Engineered decrease in Workers’ Compensation claims (down from 21 in 2005 to 9 in 2009) and overall claims cost; and reduction in WC premiums paid by the agency.

Successfully managed Labor Relations program for agency including agency policy and procedure administration, employee performance management, FMLA, Transitional Work and Workers’ Compensation programs. Advised upper management on labor issues, interpretation of collective bargaining agreements, Ohio civil service law, and federal employment law. Represented agency at disciplinary and grievance hearings, mediation and arbitrations, and conducted supervisory training in areas of employment law, including administrative investigations and FLSA. * Achieved strategic plan goals of reducing contractual turnaround time for grievance processing from 35 days to 14 days and discipline processing from 45 days to 14 days, which was a 60% and 75% reduction efficiency, respectively.* Administered agency-wide Workers’ Comp program: implemented the 10 Step Business Plan, which resulted in agency savings of $171,000 in benefits paid out in 2003; received Governor’s Award for Superior Accomplishment.

As the lead staff member, monitored and managed all legislative matters of the office, aided in bill drafting, and authored bill testimony, speeches and press releases for the elected official. Acted as office administrator and supervised employees in handling of constituent matters and internal issues. Managed standing Transportation and Public Safety committee and additional special committees.

B.A., Political Science, History

J.D., Law