Kenneth Berkovitz, M.D., F.A.C.C. Email & Phone Number

Israel

Israel

Warren, Michigan, United States

• Managed all daily operations of 16 Ascension Michigan Hospitals, the employed medical group, multiple ambulatory sites, and medical centers throughout Michigan with over 3600 licensed beds, 24,000 associates and 6,500.
• Managed over 40,050 Covid positive patients.
• Oversight of Statewide Hospital Incident Command 3/2020 – 2/2022.
• Initiated and led Ascension Michigan ABIDE (Appreciation Belonging Inclusivity Diversity Equity) Council.
• Operational restructure with geographic alignment to support population health. Quality:
• 8/9 eligible hospitals increased Leapfrog scores by at least one letter grade.

Warren, Michigan

• Ascension Medical Group, Michigan Market, is a clinically integrated multispecialty group serving three distinct large geographic areas including SE Michigan (Metro Detroit), Mid-Michigan, and West Michigan. The group.
• Estimated Net Revenue $530 M, 9 % greater than budget.
• Favorable performance on budget by $5.56M (including $5.86M of unbudgeted hires/expense) through Q3.
• 394,450 Unique lives seen, 20,000 greater than budget (Q3).
• Estimated patient encounters of 3,140,000.
• Increased talent with the addition of 201 physicians, and 114 APPs, including onboarding 1/1/19 of GIGP, a primary care group of 61 physicians and 12 APPs

• 11 Hospitals | $325M Net Revenue | 22 Ambulatory SitesAt OSF, I am charged with strategy and execution, staff development, finance, and management of CVSL services. I oversee clinical and operational outcomes, ensuring.
• Increased in one year the net revenue and direct contribution margin from $311M to $325M and $129M to $133M respectively.
• Grew from 102,770 to 107,007 the number of unique patients served, a 4.1% increase over previous year.
• Achieved 9.8% increase in new outpatient visits in FY16.
• Led redesign of physician compensation model for 60+ physicians, emphasizing group outcome metrics and alignment with population health strategy.
• Achieved positive contribution margin of $182K, and realized statistically significant improvements in 11-month data for heart failure through Transitional Care Service, including a 30-day all-cause readmission.

• Four Owned Hospitals | Three Joint Venture Hospitals | 980 Staffed beds | System Health Plan Employed Physician Group | Accountable Care Organization | 10K+ Employees I spent many years at Summa and held numerous.
• Established JV outpatient cardiac catheterization laboratory, recognized as #1 department in patient satisfaction.
• Generated 35% of system-wide operating margin and $150M+ in net revenue, resulting in a margin of $40M.
• Reduced expenses by $1M+ and realized YOY reduction in implantable costs by establishing service-line specific supply-chain structure.
• Improved inpatient and outpatient satisfaction scores beyond 75th percentile as reported by Press-Ganey.
• Transitioned from private practice to employment model by partnering with practice leadership to negotiate and finalize a five-year employment agreement with Summa Health System.

While still performing the duties described below, I stepped into a larger role and built this innovative Institute through a partnership between cardiovascular specialists and Summa Health System leadership that resulted in increased physician engagement and satisfaction. During my time in this role, I directed operations and drove strategic decisions to.

• I originated the Chairman role in this newly created department at Akron City Hospital, Summa’s flagship and major teaching hospital of Northeast Ohio Medical University. === This role required visionary leadership as.
• Though it was part of a large system, we had to build infrastructure, including policies and bylaws for the Medical Staff. I also designed Morbidity & Mortality Conferences, Peer Review processes, and weekly CME.
• I oversaw graduate medical education, privileging, credentialing, and clinical research enterprise development.
• We integrated vascular and cardiothoracic surgery into the Department of Cardiovascular Disease.

My promotion from Medical Director to System Medical Director broadened my role to oversight of CVSL for the entire enterprise. In both roles I managed business development, growth strategy, physician alignment and financial performance including revenue capture, profitability, volume growth, and cost avoidance. I designed and executed comprehensive.

Bachelor Of Science - Bs, Biology, General

Doctor Of Medicine

Intern & Resident, Internal Medicine

Krannert Institute Of Cardiology | Fellow-Cv Disease, Sr. Fellow-Interventional Cardiology, Clinical Lecturer-Department Of Medicine