Director of VA CCN Appointment Scheduling responsible for managing growth, relationships, client experience, and appointment scheduling for 19 facilities in VISN 6, ,7, 8, 9, 12 and VISN 16Scaled operations to support a 152% growth in monthly referral volume, increasing from 13,500 to 34,000 referrals over a 21 month period, while consistently improving quality and service standards.Enhanced production efficiency through automation and process improvements, reducing scheduling time by 50%—from 18 days to just 9 days—and significantly improving service delivery for Veterans.Achieved a 98% customer satisfaction rate by implementing quality control processes and real-time issue resolution mechanisms, resulting in enhanced service reliability and client trust.Established key performance indicators (KPIs) and developed dashboards to track and manage company-wide performance, aligning all departments toward organizational goals and providing real-time insights for leadership, internal stakeholders and the client (VA).Fostered a culture of innovation and agility, driving initiatives that supported referral growth, operational enhancements, and business expansion, resulting in an annual revenue increase of over $25 million Spearheaded the expansion of business operations by introducing services to 6 new sites, directly contributing to a significant revenue increase and enhancing service delivery capacity to meet growing demand.Led a high-performing team of 550+ employees, growing the organization from 230 staff members in under two years, while reducing turnover through engagement strategies and creating a morale committee to boost employee satisfaction.

DL McCaskill and Associates LLC is a Minority Owned, Service Disabled Veteran Owned Small Business (SDVOSB) headquartered in the Omaha, NE Metropolitan area. DL McCaskill and Associates LLC strives to be a force multiplier by providing exceptional value, support, and solutions to local, state, and federal government. Our mission is to support the success of government agencies through the delivery of high-quality service and specialized expertise in healthcare administrative and operations support, staffing/human capital, financial management, leader development, organizational development, and process improvement.

Played a critical leadership role at an acute, integrated delivery system comprising a 140-bed hospital, 55 specialty clinics, 3 outlying health centers, the DoD’s largest graduate medical education program, and its sole inpatient residential treatment facility. * Oversaw all aspects of financial strategic planning and execution, human capital management, internal controls and regulatory compliance, contract management, capital investments, and strategic partnership building across the healthcare system.* Delivered strategic guidance and thought leadership for high-level financial/operational decision-making relating to funding, capital improvement, and staffing as a member of the hospital’s Board of Directors.* Defined and established strategic vision, data-driven goals/metrics, and comprehensive operational roadmaps to drive continuous improvement in financial performance, capital investments, resource sharing, and human capital across the healthcare system..* Managed a 60-person team and a $500M annual operating budget while driving cost reductions by creating a performance-based budget and analyzing cost drivers to eliminate unnecessary overheads and headcount (with 15% savings over bottom-line forecasts).* Led initiatives to reduce contract costs, including automating contract management ($15M in savings) and reviewing/renegotiating all service contracts ($4M+ in savings, $20M in repurposed funds, 30 FTEs reduced, and 7%+ growth inpatient productivity).* Drove strategic negotiations to expand capital budget allocations and secure funding for key infrastructure projects such as a COVID clinic, a new Pentagon pharmacy, HVAC upgrades, and a multi-site health clinic relocation.* Built and strengthened resource-sharing partnerships with the Veterans' Administration (VA) Medical Center in Washington, DC, to drive reductions in purchase care costs and improve the readiness of the hospital’s medical staff.

Advised the Army Surgeon General and senior Army stakeholders on the strategic, operational, and legal aspects/issues of key healthcare resourcing and system transformation initiatives impacting the Army’s 330K civilians and 1.1M soldiers.* Facilitated engagements between senior Army leadership and other key stakeholders to build strategic alignment and direction on healthcare, personnel, legal, and modernization matters across the Army. * Conducted extensive legal and policy research to formulate Army Medicine’s position on legislative issues and develop robust Congressional engagement strategies that clearly articulated the Military Health System’s strategic priorities. * Reviewed, coordinated, and vetted executive communications routed to the Secretary of the Army, Secretary of Defense, Congress, the White House, and key industry partners.

Served in a multi-faceted executive leadership role spanning finance and operations at a 110-bed medical center with 7 outlying health clinics, 4.1K staff, robust research and graduate medical education (GME) programs, and an annual budget of $450M.* Directed a 65-member team in managing and streamlining strategic business planning, budgeting, revenue cycle management, cost accounting, internal controls, decision support, human capital development, and contracting.* Defined and established strategic vision, data-driven goals/metrics, and comprehensive operational roadmaps to drive continuous improvement in human capital processes, financial performance, resource sharing, and clinical productivity across the healthcare system.* Executed a turnaround strategy (involving process improvements, new resource-sharing partnerships, and systems automation) that eliminated budget deficits, reduced per month per member (PMPM) costs, and realigned resources to meet beneficiary demand.* Built and strengthened resource-sharing partnerships with the Veterans' Administration (VA) Medical Center in Fayetteville, NC, to drive reductions in purchase care costs and improve the readiness of the hospital’s medical staff.

Provided strategic direction and consultancy to the Afghan Surgeon General on driving Lean enterprise transformation to develop an accessible, sustainable healthcare system to support 350K Afghan National Security Forces.* Collaborated with senior DoD leaders to develop robust strategies and operational frameworks (including a multi-year resourcing plan to allocate $500M to 3 Afghan entities) to resolve Afghan medical capability gaps in a fiscally responsible manner.

Served as Deputy Budget Officer and the Director of High-Interest Medical Programs for the Army Medicine enterprise. * Managed a $12B annual budget for Army Medicine and a $1.4B High-Interest Medical Programs portfolio comprising the Integrated Disability Evaluation System, Patient-Centered Medical Home, and Comprehensive Pain Management initiatives.* Performed detailed analysis of healthcare programs at 5 underperforming military hospitals to identify $10M+ in cost savings and implement targeted solutions that closed operational gaps and captured cost savings.

Spearheaded all strategic planning, business planning, operational and financial management, contracting, partnerships/alliances, and clinical performance/financial reporting for a 63-bed rural community hospital (with responsibility for a $100M annual operating budget).* Devised and implemented a strategic plan to control cost growth, improve productivity and patient satisfaction, and eliminate budget deficits through new policy/process development, new technology implementation, and partnership expansion.o Transitioned the organization to the Army's new ERP system, which drove greater operational efficiencies and contributed to containing cost growth to 3% and the elimination of a $9M budget deficit. o Developed and expanded the hospital's resource-sharing agreement with the VA Medical Center in Charleston, SC, in addition to implementing an innovative tele-behavioral health agreement.

Strategized, executed, and streamlined all financial operations at a tertiary/quaternary care teaching hospital with 5K staff, 300 beds, 35 GME programs, a Level 1 trauma center, and a Level 1 burn center (with $425M in budgetary responsibility).* Crafted and executed new financial management processes, tools, and metrics to support key Global War on Terrorism initiatives, in addition to driving a performance improvement project that increased hospital collections by $8M+ in 2 years.* Negotiated and secured $25M+ in capital funds for facility upgrades while recovering an additional $15M in capital investment from underperforming contracts.