David Patterson Email & Phone Number

Winston-Salem, NC, US

Greensboro/Winston-Salem, North Carolina Area

CBHA, established in 1999, is a Managed Behavioral Health Organization owned in equal partnership by Wake Forest Baptist Health, University of North Carolina School of Medicine, and East Carolina School of Medicine. CBHA specializes in self-insured employer health plans and provides services that include triage and referral, utilization management.

Winston-Salem, North Carolina

• Reported to the Dean of the Schools of Business with responsibility for accounting, financial analysis, budgets, human resources, information technology, and facilities.
• Worked with staff and faculty to prepare and present a detailed profitability analysis of the Schools’ MBA, MSA, MA, and undergraduate degree programs and the merger of the undergraduate and graduate programs.
• More closely aligned the Schools of Business human resource polices with the University’s and strengthened the quality of staff.

• Established company to contribute to the critical work of Triad community nonprofits by providing interim leadership during organizational transitions. Specialized in stabilizing operations, improving employee morale.
• Served as interim executive director for several nonprofit organizations: Habitat for Humanity of Forsyth County, Twin City Stage (formerly The Little Theatre of Winston-Salem), and Prodigals Community- Recovery.
• Implemented the directives of the Board of Directors and increased Board awareness of financial and operational issues related to long-term viability.
• Ensured solid business practices, engaged staff in improved communication and cooperation, created a master list of critical issues facing the organization, and prepared action plans.
• Resolved urgent contract issues and met critical deadlines for governmental and community funding.

Winston-Salem, North Carolina

• Selected to create new position to increase executive level focus on providing care that is safe, timely, effective, equitable, and patient-centered. Although the position converted to a clinical management position.
• Served as lead NCBH representative in establishing the Quality of Care Committee that included NCBH and Wake Forest University Health Sciences executive leaders. Quality of Care Committee initiatives resulted in an 8%.
• Assumed direct leadership of the Infection Control Department and co-led medical center hand hygiene program designed to minimize the transmission of bacteria between care givers and patients.
• Assumed direct leadership of the Value Analysis & Outcomes Management Department. Provided data and analyses for Quality of Care initiatives and implemented a management software tool that provided the Board of.

Winston-Salem, North Carolina

• Led managed care organization with revenues of $185 million and a staff of 240 employees.
• Led financial turnaround effort that improved financial performance from a loss of ($21.5) million in 1997 to a profit of $366,000 in 2001.
• Restructured Medicare pharmacy benefit resulted in a $5 million savings in the first year.
• Implemented provider risk sharing contracts that reduced physician costs 5% by ensuring an appropriate level of medical resource consumption.
• Revised product pricing to reflect market specific costs in each of the thirteen counties in the QualChoice service area.
• Reduced administrative costs to 11.5% of premium. Achieved sustainable level revenues, added membership, and maintained lower administrative expenses.

Knoxville, Tennessee

• Developed new COO position responsible for overall operations for a provider owned, for-profit, multi-product managed-care company with 500+ employees and $310 million in revenues.
• Structured a more efficient operations management team that resulted in enhanced coordination between provider relations, credentialing, medical management, quality improvement, information systems, claims.
• Served as interim President of PHP subsidiary Tennessee Behavioral Health, a 540,000-member behavioral health organization serving the TennCare Partners Program. Managed significant new TennCare legislative requirements.
• Ensured operational readiness for a start-up Medicare risk product.

Charlotte, North Carolina

• Established a fully operational managed care office responsible for bottom-line performance of an 185,000 member health plan.
• Integrated operations with a newly acquired 135,000 member North Carolina HMO.
• Negotiated a 15% reduction in existing MetraHealth hospital and primary care physician contracts.

Charlotte, North Carolina

• Led a 51,000 member managed care company with $75 million in revenues and 80 employees.
• Improved plan financial performance from a cumulative loss of $1.3 million in 1988-89 to cumulative profits of $12.8 million for 1990-93.
• Developed the Carolina Health Care Group (CHCG), a 22-physician primary care medical group that served Prudential patients. Result: a four-fold increase in patient access to primary care physicians
• Led planning and construction oversight of five medical group facilities within 18-month period. Result: proper geographic distribution of physicians and medical services.
• Transitioned 82% of members to CHCG from previously contracted medical group and maintained a member satisfaction rating of 93%.
• Increased membership 60% in five years to remain largest managed care organization in the market.

Ma, American History

Mba

Bsa

Master Of Business Administration (Mba)