Derek Vance Email & Phone Number

San Diego, California, Us

As a Vistage Chair I guide a group of small and midsize business CEOs in monthly discussions to help identify and solve their most challenging business and personal problems in a trusted group of team members. I also coach each of my members in monthly 1:1s to provide insights and resources to confront challenges head-on. The Vistage method is a proven path of leadership that was forged over 65 years ago and has been traveled by 100,000+ top business leaders around the world!

Chicago, Illinois, Us

Patient Experience – Increased HCAHPS scores from 22nd PR to 78th PR through Senior Leader Rounding, RN Hourly Rounding, Employee Rounding, and Physician Engagement. Medical Staff Relations • 97th PR Physician Engagement across HCA.• Recruitment – successfully recruited and retained independent and employed specialties: Internal Medicine, Family Practice, Orthopedics, Hospitalist, Emergency, Radiation Oncology, General Surgery, Interventional Radiology, ENT, Urology, Nephrology, and Medical Oncology.Employee Engagement – Improved employee engagement scores each year. Most recent survey was #1 in HCA Capital Division (#13 across HCA) with 94% participation.Quality – received the following awards/recognitions• JCAHO “Top Performer” for the last 3 years• Level IV and recently (2017) Level V Certified Chest Pain Center• ANCC Nursing Pathway Award (2016)• Joint Commission “Advanced Certification” for Total Knee (2015) and Sepsis (2017)• HCA Med Surg “Unit of Distinction” Ranked #13 out of 430 (2017)Service Line Development • Led challenging transition from local physicians covering hospital inpatients to a full-service Hospitalist model.• Added Stereotactic Radiosurgery and HDR/Brachytherapy to Regional Cancer Center service offerings.• Completed total renovation and expansion of hospital Emergency Department while seeing record ER visits. (19,000/yr)• Strengthened Sports Medicine program through collaboration with local high school.

Franklin, Tn, Us

Growth – Grew volumes in surgery (10.1%), cancer (25.4%), admissions (4.4%), overall APDs (11.6%) while achieving System best practice staff productivity at < 18.5 hrs per APD during down economy.Performance Improvement – Decreased patient admission times by 7 min through Lean processing, 5S, and streamlined admission packet. Physician Relations • Recruitment – Brought respected pulmonology and neurosurgery groups to hospital campus / recruited independent and employed specialties: IM, FP, Ob-Uro/Gyn, Neurology, Ortho, Hand, Rheumatology, Int.Cardiology, Hospitalist, Intensivist, Vascular Surgery, Neurosurgery, and Psychiatry.• Computerized Physician Order Entry - Worked closely with physicians to achieve “meaningful use”- exceeded all targets.Construction – Responsible for planning, design, budget and construction of:• Free-Standing Emergency Room ($13M) – opened June, 2013• 3 additional Operating Rooms – designed for orthopedics and future cardiology• Underground Oncology vault – houses linear accelerator• Women’s imaging center (spa)• Bed Tower renovation – 50+ patient rooms / corridors / pharmacy

Parsons, Us

Physician Recruiting – recruited 20 physicians—Dermatology, Emergency Medicine, Endocrinology, Family Practice, General Surgery, Hospitalist, Internal Medicine, Med-Peds, Obstetrics and Gynecology, Pediatrics, and PhysiatryMarketing – Led strategic effort in changing the name and brand identity of the Health System through a new logo, quarterly marketing campaign, and ongoing service- excellence training – grew System Revenues by 15.5% in 2007, and 13.1% in 2008.Performance Improvement • Business Office - decreased AR Days from 63 to 48 over 2 years• Medical Records - reduced DNFB days from 13.5 to 7 over 2 years• Pharmacy - Reduced Med Errors by implementation of automation system in 2007• Respiratory Therapy - improved from 75th to 25th percentile staff productivityGrowth• Physician Clinics - 49% growth over 4 years ($5.2M – $7.9M)• Transportation Service - improved access for local and regional patients through development of shuttle service - 3 shuttles / 8,500 trips per year• Emergency Department - led efforts for Level III Trauma Designation (Aug 2009)Construction Management – $32M Project—Responsible for planning, design, budget, and construction of:• 36,000 sq ft Medical Office Building• Completely Renovated Radiology and Laboratory Departments• Rehabilitation, Aquatic Therapy, and Wellness Center ComplexBusiness Development – Recaptured and expanded market share through development of Occupational Medicine Services, Urgent Care Center, Hospitalist Program, Electronic ICU, Employee Wellness Program, and Aquatic Therapy.

St. Louis, Mo, Us

Operations Management – Responsible for 75 staff, 7 Operating Rooms, 2 Endoscopy Suites, PACU, Ambulatory Surgery Center, Central Processing, and Pain Management—9,000 cases per yearPhysician Relations – Created St. Joseph Surgery Management Company, LLC—joint venture with physicians to facilitate physician-hospital alignment Strategy – Led efforts to aggressively compete with physician owned surgery center—implemented surgeon block time, automated case scheduling, and digital radiography in surgery

Indianapolis, In, Us

Strategy – Completed research/analysis for system acquisition of St. Johns in Anderson, INPolicy/Procedure – Worked closely with chief of staff to develop physician code of conduct and redesign new physician orientation; compiled material for JCAHO survey

Mha, Healthcare Administration

Bs, Business Management