Daniel Skarzynski Jr. Email & Phone Number

Responsible for the development, coordination, and implementation of strategies and operations for Departments of Surgery and Anesthesia and Medical Groups LCSF and LCPAA. Core duties including leadership, strategic planning, program and business development, operational oversight, internal and external relationship management, and compliance.Supports and partners with the Medical Groups’ Boards of Directors, Department Chairs, and Hospital Executives to strategically align and integrate the Departments’ and affiliate groups’ organizational goals.Oversees organizational scope that includes: - Direct supervision of 13 FTE and total accountability for 208 FTE across 14 divisions and centers - Annual clinical volumes of 157,000 outpatient visits and 18,000+ procedures - Annual net revenue of $85+ million and an annual operating budget of $123 million - Administration of 2 physician compensation plans across 119 physicians

Responsible for the development, coordination, and implementation of strategies and operations for Departments of Surgery and Anesthesia and Medical Groups LCSF and LCPAA. Core duties including leadership, strategic planning, program and business development, operational oversight, internal and external relationship management, and compliance.Supports and partners with the Medical Groups’ Boards of Directors, Department Chairs, and Hospital Executives to strategically align and integrate the Departments’ and affiliate groups’ organizational goals.Oversees organizational scope that includes: - Direct supervision of 14 FTE and total accountability for 142 FTE across 14 divisions and centers - Annual clinical volumes of 146,000 outpatient visits and 15,000+ procedures - Annual net revenue of $83+ million and an annual operating budget of $122 million - Administration of 2 physician compensation plans across 119 physicians

Greater Chicago Area

Responsible for the development, coordination, and implementation of strategies and operations for Departments of Surgery and Medical Group LCSF. Core duties including leadership, strategic planning, program and business development, operational oversight, internal and external relationship management, and compliance.Supports and partners with the Medical Group's Boards of Directors, Department Chairs, and Hospital Executives to strategically align and integrate the Department's and affiliate group's organizational goals.Oversees organizational scope that includes:- Co-management of 7 FTE and total shared accountability for 118 FTE across 11 divisions and centers- Annual clinical volumes of 146,000 outpatient visits and 15,000+ procedures- Annual net revenue of $61+ million and an annual operating budget of $92 million- Administration of 1 physician compensation plans across 79 physicians

Greater Chicago Area

Serves as a key member of the leadership team alongside the Sr. Director, Director, and Clinical Managers. Responsible for ensuring organizational effectiveness by providing leadership, execution, and management for strategic and business functions in the area.Manages day to day operations that includes the direct supervision of 7.2 FTEs and the regular opportunity assessment for enhanced departmental and divisional performance including improved throughput, labor management, and productivity.In collaboration with partner leaders, develops the operational infrastructure for the Emergency Department that includes governance, the improvement framework, PDSA cycle strategy, operational analytics, and communication plan.With local leaders, drives a departmental turnaround effort to enhance the efficiency of operations via comprehensive workflow changes and a staffing model redesign. FY to date, while facing a 3% increase in volume and 20% increase in time to admission, reduced ED length of stay (LOS) by 11% while achieving target WHPUOS for labor.

Greater Chicago Area

Developed project plans and managed corporate performance improvement activities partnering with multidisciplinary teams.Assisted in the development of the performance improvement infrastructure. Deliverables included the creation of local project plans and standard work for the department, as well as collaborating to create the organization’s Quality Improvement Scholar Program. Led a strategic performance improvement project aimed at maximizing clinical nutrition availability across the enterprise in order to maximize ambulatory throughput and provider availability. Project components include staffing model redesign and Epic optimization to maximize dietitian productivity capturing unmet revenue potential.Managed a care access workflow redesign project for the implementation of a patient estimator tool.

Greater Chicago Area

Managed the Emergency Services value stream of improvement work. Utilizing Lean, TPS, and Agile principles, led monthly rapid improvement events and projects for an academic teaching Emergency Department with an annual volume of 41,000 visits. Areas of operational focus included: • Staffing, Skill Mix, Standard Work Roles, and Departmental Orientation • Arrival and Triage • Registration and Patient Access • Fast Track and Express Care • Clinical Management (Stroke, Sepsis/Septic Shock, Chest Pain) • Disposition, Discharge, and Admission • Development of the Emergency Department Managing for Daily Improvement (MDI) SystemFacilitated a hospital-wide A3 project managing bed capacity and throughput driving a 70% reduction in hospital diversion while facing a 7% growth in Emergency Department volume and hospital admissions. Project outcomes included: • The development of a daily capacity-planning dashboard • Incorporation of the Capacity Planning Dashboard into leadership’s morning safety huddle • Standard Work for management, clinical units, and ancillary areas for all levels of capacity Led and/or co-led rapid improvement events external to the Emergency Department and in coordination with partner value streams including Cardiology, Radiology, and Inpatient Services aimed at achieving operational efficiency and improved clinical outcomes.Assisted in the development of hospital-wide Lean infrastructure including: • Mission Control builds • Lean training and staff development (Senior Leadership, Director/Manager, and Front-Line)

Greater Los Angeles Area

Greater Chicago Area

ALS and BLS: 911/Emergency and Inter-Facility

Master Of Health Administration

Bachelor Of Arts, Economics