Michael J. Cleveland, Mph Email and Phone Number

+ Lead, stabilized and developed the facilities, information technology, real estate &construction, public safety, risk & compliance, patient experience, and community healthworker teams.+ Co-developed organization budget and protocols with finance to institute a 19 million dollarbudget.+ Spearhead operational strategies across departments, ensuring alignment with IMAN'smission and long-term objectives.+ Incorporated the organizations risk reduction committee to monitor and establish policy andprocedures in accordance with HRSA, FTCA, and federal, state, and local guidelines.+ Streamlined procurement processes, reducing turnaround by 17%, due to enhancement ofworkflows and system implementations+

+ Established IMAN's Community Health Worker Program reaching over 2,000 individuals within the first year+ Spearheaded the successful standardization of examination rooms, optimizing operational efficiency, developing SOP's and enhancing patient care.+Led a successful supply chain management overhaul, implementing robust tracking systems and minimizing waste, resulting in significant cost savings for the organization.+Pioneered the Mobile Unit Operations initiative, expanding healthcare accessibility to underserved communities and strategically aligning services with community needs.+Addressed staffing challenges by implementing targeted hiring strategies and appropriate pay scale resulting in a stabilized workforce and improved service delivery within 8 weeks.+Introduced and managed the implementation of an in-house call center, appointment scheduling, and overall customer service experience. Saving the organization over 250k in annual expenses.

+ Launched four city-wide COVID vaccination operations in minority areas within three weeks, vaccinating over 60,000 community members+ Authored HBH COVID operations manual and trained over 30 providers, managers, and staff on proper use and efficiency of vaccine management handling and administration, resulting in less than 5% patient error rate+ Optimized intake and referral process for Behavioral Health patients, increasing patient satisfaction scores 8% within 6 months+ Expanded behavioral health management operations 57% throughout organization, due to increasing team size by seven members (registration and clinical)+ Headed incorporation of Collaborative Care Model within clinical services to drive full patient engagement with behavioral health and primary care+ Decreased patient access center call wait time by 22%, resolving staff shortages and workflow errors. Increased employee satisfaction and engagement by developing an employee engagement (EE) strategy filled with pre- and post-assessments, leadership brainstorms, and EE practice areas within 4 weeks+ Overhauled social services diabetes and patient navigation programs, identifying key stakeholders and performance indicators, leveraging resources to show true efficacy of programs to improve patient outcome and care

+ Handled multimillion (5–23-million-dollar accounts) financial reports and data sets forcardiology and oncology service line, resulting increase of revenue by 13% due to reductionin supply chain errors+Remodeled and streamlined five oncology research members with the launch andimplementation of cancer research department within three months resulting in over 20 trialsto better improve patient care and outcomes+Strengthen and streamlined cardiovascular and oncology quality dashboard, to provideinsight into key performance indicators, which allowed a 27% increase in pass rates for jointcommission standards in departments.

+ Directed a multi-site, multi-clinic screening program, leading 52 employees across hospitals and 14 clinics, optimizing screening processes and compliance.+ Created a COO dashboard to unify reporting for 62 departments, enhancing data-driven decision-making and departmental collaboration.+ Spearheaded operational improvements, applying Lean methodologies to streamline workflows and increase patient throughput.+ Analyzed KPIs to drive performance enhancements, presented insights to leadership, and informed strategic adjustments.+ Led training and development for staff, ensuring adherence to protocols and quality standards.+ Ensured regulatory compliance through quality assurance audits and risk management practices.+ Managed cross-departmental projects for process optimization, budget oversight, and financial stewardship.+ Advised COO with actionable insights, supporting strategic decision-making and organizational growth.

+ Provide data analysis for programming in collaboration with manager + Lectured in public health undergraduate courses ( Policy and General Public Health)+ Perform statistical analysis and assignments (Excel, SAS)

+ Developed a strategic tutor plan to foster a stable track and foundation for tutoring, enforce Socratic methods, and drive student success through focus groups, SWOT analyses, and data examination and gathering + Conducted research and interfaced with senior leaders to develop innovative, forward-thinking lesson plans to educate students about policies and statistical outcomes + Increased comprehension rate from the previous year by 8 % by implementing a Socratic teaching method and identifying types of learning methods for each student

Master in Public Health

+ Linked CDC Divisions with general population inquirers by building mutually beneficial relationships with CDC experts and channeling subject matter expertise to answer public inquiries+ Conceptualized a first-of-its-kind protocol guideline for starter agents to foster training for best practices, customer interaction strategies, and complex processes.+ Built a specialist training program to coach call agents and specialists on methods to address high-level inquiries; secured a 97% approval rate for email responses

+ Developed Strategic Tutor Plan+ Developed course lectures on policy and statistical outcomes of each subject + Increased comprehension rate from the previous year by 8%

+ Serve on the board of directors for UNCF NAC+ Developed Strategic plan for region growth and membership programs + Increased communication between chapters by 17 %

+ Coordinated community healthcare education events, which included providing topics, material, and speaker/presentation, related to heart disease.+ Provided Health/wellness and fitness programs to heart study participants, including regulating the employee heart disease management programs and weight loss programs+ Implemented Know your numbers program at Tougaloo College, training 21 members on the signs to identify abnormal rates for vitals