Accomplishments:Brought in under a Management contract by Gundersen Health System with Boscobel Area Health Care to lead affiliation process. Worked through several difficult due diligence issues to accomplish successful affiliation in October 2013. Along the process streamlined diagnostic services through the conversation of Lab and Radiology services over to Gundersen platforms, increasing quality of care and decreasing operational costs. Added necessary outreach services including Orthopedics, General Surgery, Vascular Medicine, Podiatry, Urology, Cardiology, Hematology-Oncology with Chemotherapy Services and renewed Sleep Lab. Effectively merged lead independent clinic into Gundersen Boscobel structures, aligning primary care services for our communties.Led team that has helped turn fiscal operations around, from 8 days of operating cash in Dec 2012, to over 190 days, re-establishing necessary debt service coverage and improvements in other key fiscal categories. Oversaw Epic Hospital and Ambulatory Implementation Process to a successful Go-Live in February 2015.

Accomplishments:Stabilized a fractured and emotionally torn organization that had gone through a long tenured CEO's termination, the subsequent resignation of the tenured CNO, two interim CEOs and the death of the newly hired CEO after he had been in the postion for only two weeksRHSHC recognized in 2011 by the University of North Carolina's Sheps Center for Health Services Research, as one of only 32 of the nation's 1300 CAH hospitals that year that had been able to perform better than benchmark in five financial areas in all of the most recent three years. Lead organization in 2011-12 through Master Facility Plan and Cerner EHR installation Conducted two Strategic planning processes, an initial three year plan in 2007, and a follow up plan in 2010, resulting in many successful initiatives to enhance patient/employee satisfaction Streamlined many processes, including the addition of electronic time keeping, maximization of installed Healthland EHR systems, centralized patient registration processesExpanded patient services with the addition of Cardiology/Orthopedics outreach, Echo/Nuclear Medicine services, Fetal Heart monitoring, Sleep Lab services, Nursing Home Therapy contracts Transitioned to new Radiology coverage, resulting in enhanced clinical services at reduced costs Renegotiated surgical and therapy contracts in midterm, allowing for increased operational efficiency and release of unsustainable financial burden, and a county public health contract, increasing funding to match operational expenses

GVHS named a Solucient Top 100 Hospitals for 2005Recieved a 2004 and 2005 Michigan's Governor Award for Excellence for quality benchmark performanceCompleted design and financing work on $15.8 million expansion/ remodel project, designed to create new medical office building, improving overall system operational efficiency, privacy and patient flow.Led process to improve internal analysis of employee satisfaction, after 1st year of implementation return rate on employee surveys increased 28% to over 70%, allowing for the organization to make improvements towards increased employee retention and morale Coordinated multiple Medical Staff / Board / Senior Management Planning Retreats, providing opportunity to promote mutual collaboration towards shared mission and strategic direction Negotiated successful settlement of reimbursement of discrepancies with major health insurance payer, saving the health system over $1.6 million dollars of revenue

Accomplishments:Coordinated conversion to Critical Access Hospital designation, which resulted in an over $300,000 annual increase to hospital revenues in the first year Facilitated acquisition and integration with independent clinic in early 2002, resulting in the organization's ability to successfully increase the medical staff and market share within the service area Secured a $4.5 million dollar loan from the USDA, accomplished with the support of a 87% positive community referendum vote in the spring of 2002, for a property tax backed loan Spearheaded planning and designing of $5.6 million dollar expansion/renovation of hospital and attached medical clinic that broke ground in April 2003, paramount to additional medical staff recruitment, appropriate space allocations and expansion of servicesLead creation of Sleepy Eye Healthcare Foundation and subsequent Medical Center Capital Campaign to over $550,000 within the first year after starting the campaignSuccessfully expanded panel of visiting outreach specialists, including Orthopedics, Urology and Podiatry, producing more complete community health coverage and improved financial results

Accomplishments:Successful recruitment of obstetrics and orthopedics specialists to the Brown County Hospital, producing more complete community health coverage and improved financial results Completion of hospital's first departmental level budget for the organization in over 4 yearsIncreased Board of Trustees awareness and education of issues affecting rural hospitals, including the initiation of the hospital's conversion to Critical Access Hospital designation Successful contract negotiations and retention of integral general surgeon Facilitated first Strategic Planning process for the hospital in over 7 years

Coordinated the design, implementation and education of the organization's first Compliance plan, including policies, procedures and hotline, to all Holy Family Memorial employees and providers

Coordination of the Sports Medicine program and clinical and outreach responsibilities of Athletic Training staff and its interface with providers, physical and occupational therapy staffs