Nancy Rhodes Email and Phone Number

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Oversaw finance and administration for this lobbying organization and its affiliated non-profit organizations (Bread for the World Institute and The Alliance to End Hunger). Bread for the World is a collective Christian voice urging our nation's decision makers to end hunger at home and abroad. The Institute provides policy analysis on hunger and strategies to end hunger and educates opinion leaders, policy makers, and the public about hunger in the U.S. and abroad. The Alliance engages diverse institutions in building the public will to end hunger.

Vice Chair, Audit and Compliance Committee and member of Healthcare Committee of this church benevolence association which collects, invests and disburses funds related to its $6.3B portfolio to support the death, disability and medical benefits and assistance programs for 52,000 members

Supported the university-wide Research Administration Continuous Improvement initiative in identifying and implementing improved processes, technology, policies, training, and communication in pre- and post-award administrative processes for 2,100 principal investigators with over $770M in basic, translational and clinical research grants and contracts. Facilitated communication among the faculty, business process owners and business unit managers. Analyzed and presented results of baseline faculty survey.

Facilitated research administration continuous improvement initiative for the University and School of Medicine as outlined above. Co-chaired the School of Medicine Risk Assessment Committee; designed a reporting tool that is being used to facilitate communication with the Board of Trustees. Provided executive leadership to ensure Duke’s National Institutes of Health (NIH) comprehensive, designated Cancer Center’s readiness for key external site visits as part of the review of its competing renewal application. Provided executive oversight and leadership to ensure the coordination of resources for a single, $350M seven-year NIH grant with over 60 domestic and international subcontracts supporting the Center for HIV/AIDS Vaccine Immunology (CHAVI).

Established the Clinical Research Support Office as a service-oriented, institutional resource for principal investigators directing $60M of site-based clinical research throughout Duke University; Directed six teams: Charge Assignment; Pre-award and contracts; Subject registry and data management; Patient interface and institutional billing office interface; Training, audits and quality assurance; and Finance and post-award administration.

Directed the administrative and fiscal activities of the Department of Medicine with gross patient revenue of $212M, $100M+ research funding, about 750 faculty, 360 residents and fellows and over 1500 clinical and non-clinical support staff. Improved financial performance from ($7M) in FY05 to break-even within 12 months to reserves of $4M in FY08 while respecting and integrating the interplay among the educational, clinical and research missions.

Directed the administrative and fiscal activities of a $330M department with gross patient revenue of $230M and research funding of over $100M consisting of nearly 400 faculty, over 300 residents and fellows, and over 1300 clinical and non-clinical support staff working at two hospitals, a cardiac diagnostic center, an allergy center and numerous outreach sites. Led financial turn-around from ($6.6M) deficit in FY00 to $1.2M in FY01 to $7.6M in FY03, including implementing cost controls, implementing a process for financial year-end projections, securing approval for a faculty incentive plan and increasing cash collections by over 30% with only a 3% increase in relative value units. Increased cash collections $20M+/year on an ongoing basis. Served as the lead negotiator for a comprehensive publishing contract with Lippincott Williams & Wilkins that included The Washington Manual TM of Medical Therapeutics (with over 300,000 copies sold per edition) and over 20 other publications.Major additional institutional role: Charged with merging and then overseeing medical and surgical services for four clinical centers with nearly 180,000 ambulatory visits, including infusion therapy: a Cancer Center for departments of medicine, surgery and obstetrics/gynecology and GI, Heart and Lung Centers for departments of medicine and surgery. Achieved consensus, oversaw required human resources actions, and reported to and gained support from multiple governing bodies regarding financial allocations, departmental vs. practice site responsibilities, performance metrics, space utilization and charge-back policies.

Directed the administrative and fiscal activities of a $78M department with gross patient revenue of $70M and research funding of over $8M consisting of 138 faculty, 96 residents and fellows, and over 200 clinical and non-clinical support staff working at three hospitals and a major suburban multispecialty clinic site. Met annual operating margins by increasing net patient revenue by 28.4%. Provided oversight to ensure the practice passed its first JCAHO accreditation survey as a hospital-based practice site. Assumed responsibility from the hospital’s admissions office for the completeness of pre-operative documentation in 9/99; Improved departmental clean first starts in the operating room from less than 20% to over 95%.Major additional institutional roles:Chair, Faculty Practice Plan Billing Redesign Initiative (2000-2001)Chair, Faculty Practice Plan Charge Capture Quality Monitoring Team (1999-2001)Health System Leader for Charge Capture (1999)Appointed by the Health System CFO to a six-person leadership team charged with billing redesign and simplification across the Health System, including four wholly-owned hospitals, hospice, faculty practice plan, primary care network and home care unit.

Directed administrative and financial activities of this division of the Department of Medicine; Supported the Administrator of Medicine by providing leadership of special projects