99-bed acute care hospital

Aiken Regional Medical Centers

Interim CEO of 62 bed behavioral health hospital that is located on Aiken Regional Medical Centers campus.

Responsible for the construction of a $50 million Emergency Department expansion from 24 beds to 49 beds, a 20 bed Cardiovascular ICU, a 20 bed postpartum unit, 12 bed Neonatal Intensive Care Unit (NICU), and 16 bed Observation Unit, all on time and on budget.Departments that have reported to me during this time: Plant Operations, Environmental Services, Laboratory, Radiology, Security, Volunteers, Graduate Medical Education, Valet, Food Nutrition Services, an Indigent Health Clinic (Grayson County Health Clinic)Had responsibility of researching, purchasing, and installing a new 3 Tesla MRI, with project costs exceeding $2+ million.Responsible for all construction projects at Texoma Medical Center.

Oversaw the following departments during this timeframe: Plant Operations, Environmental Services, Lab, Radiology, Security, Food Services, Volunteers, Residency Program, Valet, in addition to being administrative liaison with the Grayson County Health Clinic. Also involved with special projects.

•Prepare and analyze productivity and overtime reports including showing trends. Work with executive leaders and department heads on strategies to increase productivity and minimize overtime.•Actively participate on the construction team which in 2014 will spend in excess of $12 million on construction projects•Opened a Valet Service at our organization. Including initial analysis, sending out RFPs, interviewing, selecting, and having valet report directly to me.•Guiding the opening of 2 new Urgent Care/Primary Care Centers.•Created balanced scorecards to be used by departments showing trends in key patient experience metrics.

•Managed a multi-disciplinary team to achieve all aspects of Stage 1 Meaningful Use in 2011, which will result in a $5.8 million payout from CMS over a 4 year period to the hospital. •Prepared and presented elements of the Meaningful Use Project to the Augusta Health Board of Directors for their approval as well as educating them on the project management tools that Augusta Health is using to facilitate timely, on budget projects.•Led an interdisciplinary team in implementation, training, and going live with a Single Sign-On Solution and session roaming for work stations located hospital wide in order to increase clinical productivity, security, and patient centered care. •Generated a gap analysis for over 51 eligible providers for achieving Stage 1 Meaningful Use. •Built project timelines for various IT managers and helped them maintain those timelines leading to better management of expectations, accountability and timeliness from upper management.•Managed a project overseeing the selection of a new software product for Human Resources and Payroll. Will direct the installation 1Q 2012.•Currently leading a multi-disciplinary team in selecting a new in-room-media solution which would allow patients to order meals, request maintenance services, and rate their pain scale all from their television. Will direct the installation 2Q 2012.

•Key member of a public relations team that responded to questions from the press and the public about the implementation of a new cardiology program. As the “first line of communication” to the public, all communications were directed to me. Addressed numerous questions, concerns, and negative perceptions. Produced goodwill for the hospital and generated new patients for the cardiology program.•Produced a Gap analysis regarding Meaningful Use Stage 1 by interviewing frontline staff and directors. After compiling the Gaps found suggested various methods for addressing those gaps in order to certify that Augusta Health met the criteria for Meaningful Use.•Formed and chaired a committee comprising 16 department directors to ensure the current order forms used by physicians and verbal order policies are compliant with Joint Commission and CMS requirements. •Envisioned and created a site on Augusta Health’s web portal that allows employees to express “praise and compliments” for each other in a public forum. This was to combat the extreme negativity that was being produced on suggestion board.•Reviewed and compiled the differences in over 50 physician contracts so that a standard contract could be created.•Researched, contacted vendors, set-up demos and made recommendations to Senior Administration in regards to a new vendor for Physician Credentialing software.•Completed various projects for the CEO, CMO, CNO, CIO and Executive Director of Physician Practices as well as other Vice Presidents.