Mary Heath Email and Phone Number

• Effectively assess non-provider workforce teams totaling 4,000+ employees, current-state staffing assumptions, role responsibilities, constraints, and opportunities for improvement or change by teaming with cross-functional leaders. Coordinated project completion with 80+ department managers, 24 Directors, and 20 VPs along with Executive Team members invested in the project.• Incorporate departmental leadership insight, knowledge of industry standards, and calculated growth projections for all non-provider teams into the establishment and execution of predictive staffing models.• Facilitated workforce readiness upon completion of Arthur M Blank Hospital by teaming with HR to operationalize outputs from predictive staffing models to develop recruiting timelines and executable strategies. • Contributed to enterprise-wide strategic planning efforts, including potential expansion opportunities, business development, and clinical service offering changes, through the development of executive-level financial pro formas. • Performed essential functions related to the refreshing and adjusting of dynamic 20-year volume modeling to adjust for changes in patient populations and realized volume shifts.

• Gained a deep understanding of nuanced surgery center business processes and current-state workflows by shadowing the Surgery Center Director, clinical staff, and surgery scheduling team members. • Boosted efficiency and quality through error reduction by creating and implementing a workload sharing plan and standardized training and education materials for new surgery scheduling team of 3 responsible for scheduling 12,000 outpatient surgical cases annually.• Played a key role in collaboration with the Surgery Center Director in the completion of financial charge audits, contract negotiations, vendor issue resolution and patient financial assistance applications execution. • Identify opportunities for streamlining and optimizing workflows.• Work cooperatively with leadership and peers in adhering to business goals, and development and account management protocols.

• Served as FOM for all inpatient nursing units, intensive care units, nursing administration, central staffing office and surgical services for two 300+ bed acute care pediatric facilities and two ambulatory surgery centers.• Directed and mobilized high-quality performance from a team of four analysts/auditors.• Adeptly oversaw complex patient volumes and revenue budgeting, monthly financial reconciliation, and reporting for $800 million+ annual gross revenue service area.• Charted a successful course for the financial analysis of a 50+ bed and multiple operating room expansion, including developing the staffing model to support additional capacity and estimating incremental volume and revenue.• Generated accurate tracking for long-term department goals and growth plans in partnership with multiple departments and system clinical leaders.• Attained more than $500,000 in annual savings by teaming with strategic sourcing to negotiate vendor contracts and develop purchasing plans.• Developed a predictive analytic staffing tool to project and prioritize present and future volume drive staffing needs that was highlighted in Children’s 2018 successful Magnet designation document. Successfully reduced clinical inpatient nurse vacancy from >20% to <10%, driving annual savings of $1.5M in high-cost labor between two hospital locations.

• Spearheaded the creation of a routine and ad hoc analysis on staffing, salary expenditure, and volume sourcing for three acute care hospital locations and all outpatient clinics.• Established significant expansion goals for an internal float pool and developed and presented an analysis to senior leadership resulting in salary adjustments for 100+ employees.• Prepared annual budgets and maintained and tracked monthly financials for multiple departments using enterprise-wide reporting tools such as StrataJazz and Qlik Analytics Suite.

• Administered human, fiscal and capital resources for 3 provider practices, 10 individual providers, and 18 front-line staff members. • Calculated and monitored provider salaries for all cash based and RVU contracted providers.• Pinpointed growth and expansion, and cost effectiveness opportunities by conducting a market analysis on physician production and market area needs.• Prepared annual budgets for entire employed practice market including 30 individual physicians (8 practices and 6 specialties), totaling $20M in annual gross revenue.• Aligned hospital and corporate financial policies with physician practices in conjunction with the CFO and market and regional directors.