Joanie White-Wagoner, Mba, Mha, Fache Email & Phone Number

Belleview, Fl, Us

Consulting Engagement Business Development Stakeholder Relations | April 2023 to August2023 and Jan 2024 to Present. Assisted a multi-state specialty practice with business development project to provide access to care to Veterand through Veteran Health Administration's Community Care program. Implemented plan to streamline Veteran access. Developed 9 sites to include physician recruitment and ramp up. Achieved objectives. Increased net revenue for organization by 51%.CEO | September 2023 to January 2024. Operational and executive leadership for regional rural county-owned hospital and several RHCs and specialty practices. Engaged to lead operations, complete operational assessment, provide strategic direction for growth and improve fiscal operations.Interim CEO | September 2022 to March 2023. P&L: $82M. Interim operational and executive leadership for 135-bed regional hospital. Engaged to lead operations, complete operational assessment, provide strategic direction for growth and improve fiscal operations.

Pasco, Washington, Us

Provide executive leadership and strategic direction for a 135-bed community multi-site health system. System consists of acute care hospital licensed for 85 beds, 50 bed freestanding psychiatric hospital and 13 affiliated physician practice locations. Responsible for integration of team of 800 professionals and 130 physicians into TriCities market strategy partnering with sister facility within same market. Lead initiatives into Duke-LifePoint National Quality program to promote quality and clinical excellence. Reported to the Division President and Board of Trustees. Key Contributions in collaboration and partnership with team, physicians, and board 5 Star CMS Quality Hospital Exceeded budget expectations by 105%  Revamped physician recruitment strategy moving toward building a primary care referral base resulting in recruitment of 9 PC providers in 12 months Implemented executive and leadership safety rounds to promote a culture of safety and engagement Achieved expense/revenue improvement for psychiatric hospital by optimizing staffing schedules, completing make vs buy analysis for services

Interim SVP Operations | September 2020 to December 2020. P&L $210M. Large Integrated Health Network. $5.5B, 18 Medical Centers, 4250 beds, ̴41K FTE. Engaged as interim senior system leader for facilities as part of COVID operations relief executive (CORE) team. Led facility operations in hospitals ranging from 152 beds to 370 beds in conjunction with permanent team. Transformed 56 bed unit into 55 bed COVID unit to alleviate the COVID patient burden on smaller regional hospitals whose ICUs were over run.Health System Expert for COVID 19 Task Force |April 2020 to March 2021. Provided expert advising and consulting to task force assembled by NJ Senator and Governor. Advised on health system strategy for re-opening and health risks for businesses to gradually reopen. Developed risk-based strategy for health systems as well as small to large business operations in NJ. Interim Operations Executive |December 2019 to March 2020. Mid-Sized Hospital Regional Health System. P&L $800M, 4 Hospitals, 458 beds, ̴3500 FTE. Engaged as interim operational leader overseeing operations. Completed an operational efficiency assessment and provide recommendations for improvement. Met with key stakeholders, reviewed operational processes and developed strategies to achieve efficiencies and obtain cost savings. Created an organizational implementation plan. Interim Strategy Officer: |September 2019 to December 2019. Large Regional Health – Engaged to lead cross-functional teams of recently acquired CAH and System service lines towards development of road map for strategic planning. Led integration into culture and processes of new health system post-acquisition. Developed short-term and long-term plans, developed risk mitigation plan. Delivered plan to review integration progress, suggested appropriate adjustments to strategy and discussed emerging trends, issues and opportunities that would impact integration with strategic direction.

Brentwood, Tennessee, Us

Provided day to day operational leadership and change management for a community health system comprising of 49-bed hospital and 9 site affiliate practice operations. Pivotal role in shaping the strategic direction and refocusing team of 275 professionals and 86 physicians on delivering safe, quality care to promote a reputation for quality and clinical excellence. Serving dually as Group Practice Administrator, also led day to day operations of physician practices. Sustaining a strong relationship of trust with the Board of Trustees, Medical Staff, all employees in addition to the community I served. Reported to the Executive Vice President / Chief Operating Officer of Quorum Health Corp. and County Board of Directors. Martin General Hospital is a community medical provider, serving eastern North Carolina and its residents with family, emergency, and specialist care.

Military Relocation

Little Rock, Arkansas, Us

Led $170M start-up and day to day operations of 111-bed community hospital. Integrated hospital into highly matrixed regional health system, optimizing use of system shared services. Developed and recruited senior management team and promoted collaborative decision-making between the chiefs of services and executives. System EMR implementation steering committee. Sustained a strong relationship of trust with the Board of Trustees, Medical Staff, all employees in addition to the community I served.Oversaw population health management for five rural counties and 450 FTE.Baptist Health is a faith-based regional health system offering an integrated healing environment - $2.1B System Revenue.

Led day-to-day operations for US based community health system comprising of 3 hospitals (232 beds), urgent care center and 10 satellite clinic locations. Developed strategic operating plan, established financial stability, and initiated fast-paced growth through acquisitions of 2 community hospitals in financial crisis. Increased operating beds and achieved an overall occupancy rate of 96% through expanding services and quality. 540 FTE.Hashmi Group/Texas General Hospital, LLC, provides quality medical and patient care and patient satisfaction - $1B Revenue.

Washington, Dc, Us

Various roles from AA to AD, Chief HAS, Acting AD, Acting MCD, Acting FOIA and Privacy, Acting VERA, Acting Strategic Planning. 360 bed medical center. Led day to day operations of health administrative service line consisting of health information management, Non-VA Care program, privacy and compliance program, compensation and pension rating program, beneficiary travel pay, registration, admissions, bed czar, house supervisor, contracting, and billing. Established goals formed short and long-range strategic plans and created positive employee, provider and union relationships.

Washington, Dc, Us

360 Bed Medical Center. Led Day-to-day operational oversight of administrative, ancillary and support departments to include health administration, security, supply chain management, engineering, human resources, environmental services, information technology, transportation, dietary, pharmacy, laboratory, radiology, fiscal management, revenue cycle, and data analytics.

Provided consulting and led recruiting operations, strategic planning, marketing activities, policies. Assessed new recruiting technologies to determine efficiency and managed three FTEMRN Healthcare Management, Inc. specializes in hospital and practice management consulting, recruitment of physicians, and executive leadership.

Randolph Afb, Tx, Us

Master Of Business Administration - Mba, Health/Health Care Administration/Management

Bachelor Of Science - Bs, Healthcare Management

Master Of Science (Ms), Health/Health Care Administration/Management