Ensure that the quality and appropriateness of patient care meets or exceeds company and industry standards and that all services comply with state and federal legal, regulatory, accreditation and reimbursement guidelines.Daily collaboration with the sales and marketing team to implement a plan to maintain facility viability and success.Tripled occupancy in 4-month period and improved payor mix to maximize financial outcomes. Provision of timely documentation regarding performance, counseling and guidance to department managers while promoting growth and competency in a positive and nurturing environment.

Management of all day-to-day operations including but not limited to daily clinical and psychosocial review, daily financial oversight of entire building, daily preparation for annual and complaint surveys from CDPHE. Recruited, trained and led an effective, professional community leadership team.Promoted a philosophy of culture change and person-centered care model to ensure residents had the opportunity to grow and live enriched lives.Creation and management of a budget to meet facility needs and division goals in accordance with all applicable laws, regulations, and care standards.

Developed and implemented a strategic plan for occupancy and financial growth: Improved occupancy from 73% to 80% in 6 months while also increasing Net Income from negative to positive $160,000. Zero deficiency survey during annual inspection and improve NPS satisfaction score from a 9 to a 54. Improved staff turnover from 53% to under 40%.Served as effective representative for company so the ALF was viewed as provider of choice in the community.

Responsible for 117 bed skilled nursing facility with primary focus on residents with Major Mental Illness. Managing all day to day operations including but not limited to daily clinical and psych social review, daily financial oversight of entire building, daily preparation for annual and complaint surveys from Colorado Department of Health. Specialized area of medical and health services management. Daily work to supervise clinical and administrative affairs. Additional duties include overseeing staff and personnel, financial matters, medical care, medical supplies, facilities, and other duties as needed daily.In this facility I was able to take the established budget goals and exceed these goals in a short amount of time, requiring new financial goals to be established due to successfully meeting and creating new standards for financial and clinical management. Maintaining a 4 Star building with 5 star quality measures as well as increasing overall reimbursement through various supplemental programs such as Pay for Performance and behavioral add on. Developed programing and clinical standards for inclusion in various CMS post acute bundles with SCL Health, Sound Physicians and United Health Care. Improved facility staff retention rate from 51% to 74%. Focus on Case mix index resulted in a score of .72 at the start of employment to a score of 1.08. Developed community partnerships with local Police, Hospitals, local businesses and high schools. Created partnerships with cna and nursing school programs for mentorship and teaching within the facility. Facilities previous survey results included 11 deficiencies and 17 deficiencies prior to my employment to the most recent Annual survey resulting in 4 deficiencies.

Responsible for managing staff in both Admissions and Marketing for a large sub-acute skilled nursing home as well as Social Service department managing the psycho-social needs of over 120 residents. Focus on Admissions and Marketing showed increased census and profit over an extended period of time. Customer service driven to develop partnerships with hospitals, community businesses and other post acute providers. Specific details are available upon request