• Provided executive oversight and direction to all aspects of the portfolio to ensure all initiatives were aligned with the strategic and operating goals of the hospital;• Supported the development and implementation of the strategic plan and corporate goals;• Led the development of CMH’s multi-year fiscal strategy inclusive of a five year capital equipment and IT strategic plan, capital redevelopment local share strategy and debt repayment plan;• Provided strategic leadership to and obtained Ministry approval for CMH’s $230M capital redevelopment plan;• Oversaw the final year of the hospital’s performance improvement plan;• Provided organization leadership in the roll out of the new Ministry funding formula and the creation of the requisite infrastructure to ensure the achievement of the QBP quality and efficiency objectives;• Initiated a number of regional back room service integration initiatives and in the process of implementing the region’s first significant clinical integration; • Successful implementation and operation of the Hospital’s MRI service;• Lead the development of the annual HAPS and Accountability Agreements;• Lead the implementation of the Hospital’s case costing system;• Board member of Mohawk Shared Services and active member of the EHealth Alliance in WWLHIN.

• Led the development and implementation of the LHIN mandated $10M financial recovery strategy.• Participant in the governance renewal and redesign initiated by the Ministry appointed Supervisor.• Oversaw the annual operating plan development process and the negotiation of Accountability Agreements with the Ministry of Health and Long Term Care.• Assisted in the development of the corporate strategic plan and initiated/assisted the establishment of programmatic strategic plans and corporate/programmatic Balanced Scorecards.• Developed multi-year capital equipment and IT strategic plans with supporting financing strategies.• Provided leadership to capital redevelopment projects in Belleville, Trenton and Picton and closely worked with the Ministry of Infrastructure Ontario to implement the Alternate Financing and Procurement (AFP) model for construction-finance.• Developed Pre Construction Operating Plans for the Belleville and Trenton redevelopment projects.• Chaired, Regional Shared Digital Diagnostic Imaging Committee and Regional Pharmacy Integration Committee and member of Regional Integrated Services Steering Team that focused on Materials Management, Human Resources, Information Management and Laboratories.• Obtained MOHLTC and Canada Health Infoway approval for Regional DI/PACS Repository Project.• Oversaw QHC’s multi-year Diagnostic Imaging renewal strategy, the implementation of PACS and the successful MOHLTC approval and implementation of a second CT and MRI.• Negotiated a $6.3 million infrastructure grant from the MOHLTC to retrofit the physical plants and related equipment at the three southern sites.• Member of the HBAM Technical Committee, JPPC Rate Sub-Committee and Volume Sub-Committee.

• Provided leadership to the development of the Corporation’s Vision, Mission, Value Statement and Strategic Plan.• Redeveloped the scope of the Centre’s capital expansion project.• Oversaw an operational review of the organization and subsequent restructuring with the intent of balancing the Centre’s operating budget.• Member of the Board of Directors and the Executive Committee of the Board.

• In conjunction with the Senior Management Team, successfully merged four distinct, separately functioning organizations and created a new academic teaching hospital.• Facilitated development of short and long term operating and capital plans.• Led planning process to consolidate four sites on one property. Developed the Master Plan, Block Schematics, Functional Program and Business Case for the 1.2 million square foot project. Approximate cost $300 million.• Improved service delivery and generated annual operating savings of approximately $5 million through departmental integration, process standardization and the introduction of state of the art applications in administration and support services.• Responsible for selection, contract negotiation and implementation of new integrated financial system.• Developed three-year capital and space plan to address concerns resulting from rapid growth after merger.• Negotiated terms, price and co-ordinated the necessary due diligence surrounding the purchase of Queen Street property (27 acres and 9 buildings).• Negotiated terms and conditions of site leases.• Led development of a CQI model, including the creation of quality indicators and related performance targets, benchmark comparisons, utilization review and departmental balanced scorecards.• With the CIO, co-ordinated Y2K due diligence and remediation.

• Developed and oversaw the implementation of financial strategic plan to deal with ongoing operating funding reductions and capital shortfall on new construction project.• Co-ordinated operating planning process and mid course review of 1990-97 Strategic Plan.• Co-ordinated planning, design and construction of $9 million Ambulatory Care Centre.• Directed development and implementation of information management strategic plan. • Co-ordinated development of quality improvement program and design of Quality Improvement Committee of the Board.• Co-ordinated Accreditation preparation and survey.• Responsible for administrative, financial and legal due diligence during merger discussions with the Clarke Institute of Psychiatry, the Queen Street Mental Health Centre and the Addiction Research Foundation.

• Development, implementation and operation of the Program Management Model.• Worked collaboratively with professional disciplines to examine new roles, new forms of patient care delivery and to develop strategies to meet future resource needs.• Oversaw the development of programmatic strategic plans.• Responsible for the creation of a multi-skilled, clinical support worker.• Established Pre-admission Centre and initiated move to Same Day Surgery.• Organized Surgical Short Stay Unit.• Secured resources and assisted in the development of the Cardiovascular Surgery Program.

• Managed implementation of management accounting/patient costing system and workload measurement system, which resulted in the ability to monitor patient specific costs and profiles of resource utilization.• Responsible for financial analysis, Ministry of Health reporting, and budget development.• Member of Ministry of Health Funding Equity Committee.

Audit functions