Heartland Holistic Health addresses care gaps within disconnected rural communities by increasing community engagement through local collaborations for continuum of care, addressing mind, body and spirit.Challenges facing rural communities may be similar, but solutions for each is unique. Heartland Holistic Health establishes innovative approaches for individual communities to thrive.PARTNERS:• Community Based Social Services• Healthcare Services Hospitals Outpatient Clinics Nursing Homes/Senior Living Home Health County/Community Health FQHC's • School Districts• Law Enforcement/DOC Achieving health equity in rural communities requires assessment, collaboration, education,and unique targeted activities within each rural community as identified and determined by thecommunity stakeholders specifically for their community.SERVICES:• Care Coordination• Case Management • Health/Wellness Coaching and Education• Health Assessments/Screening• Resource Linking/Community Collaborations• Medication Management• Remote Care• Patient/Client/Family Follow-up• Social/Literacy Support• Housing/Supported Employment Specialist• Crisis Intervention Specialist/Peer Specialist• Health Administration/Social Services ConsultingCURRENT INITIATIVE:Developing a "Housing First" model for mental health continuum of care. Creating transition of care protocols, ensuring stable housing and wrap-around services, so our clients face fewer crises, reducing the need for emergency room visits or hospitalizations.RECENT INITIATIVES:Developing a 24/7/365 crisis team, following Substance Abuse and Mental Health Services Administration (SAMHSA) recommendations, creating a Regional Crisis Infrastructure:• Overseeing policy creation, training, and implementation of crisis programs for expansion of services - including Emergency Crisis team, Crisis Stabilization Center (youth/adults), Mobile Crisis and Co-Responder programs.

Provide C-suite leadership to rural hospitals, skilled nursing, mental/behavioral health facilities and community health through short and long-term engagements. Leveraging administrative and operations management expertise to deliver strategic advisory services. Viewing the new healthcare market not as challenges, but opportunities. Areas of focus include patient and family-centered care models, revenue cycle management and community partnerships. Being collaborative and bringing people together, finding mutually beneficial solutions. Working together, providing better care at lowered cost with improved satisfaction.• 2021, A 9-Month Interim CEO assignment for turnaround of a behavioral health facility. Served within a community healthcare collaborative for launching a Crisis/Access Center, consisting of behavioral health, crisis stabilization, sobering services, detoxification unit and emergency weather shelter. • 2017-2020, Executive Administrator for a community health facility. Conversion of 50 beds into a 25-bed residential care home through Home and Community Based Services and Veterans Administration to ensure sustainability of community services. Developed regional collaborations for remaining 75 beds to include mental health and outpatient services. • 2015-2017, took over as Executive Director of a 50-bed mental/behavioral health center after the facility received two Immediate Jeopardies (IJs). Cleared IJs with the state; implemented annual survey preparation; received four low-level desk reviews and successfully cleared deficiencies from a federal compliance survey.• Developed strategy for a $30M comprehensive community health system, to improve HCAHP scores and reduce employee turnover within rural hospital and nursing home through a frontline staff initiative. Decreasing turnover by four percent. Increased patient satisfaction from two to four stars in the nursing home and 25 percent in the hospital.

A $15M comprehensive community health system, comprised of a 25-bed Critical Access Hospital, 45-bed skilled nursing facility, senior services unit, an independent living apartment complex, rural health clinic and home health services. Contracted to execute financial turnaround and secure approval for bond to fund new 42,000-square-foot health center. Direct reports: 12, with oversight for 100 FTEs.

An integrated healthcare delivery system, comprised of 456 beds across two hospitals, a home health agency, and three skilled nursing rehabilitation and long-term care units. Brought in for newly created role to develop cohesive network across continuum of care—900 providers strong— Charged with reducing re-admission rates, improving quality satisfaction scores two years before federal penalties went into effect for hospital readmission and addressing care gaps. Reported to CEO.

Member of administration for a system that grew during a 10 year period from 2,000 employees for 200 beds within one hospital and two urgent care centers, to 6,000 employees for 314 beds within two hospitals and multiple community clinics and urgent care centers. Launched internal and online multi-media forum, while integrating consistent marketing messages for radio and TV advertisements, billboards, newsletters and publications.

Organization consisted of 14 community clinics throughout Missouri and Kansas. Responsible for marketing and communications to nurse practitioners, physicians, registered nurses, patients, donors and government officials.

Responsible for implementing all company branding, communications, marketing and business development efforts during start up. Created sustainable processes and growth opportunities, enabling the organization to more than double in size, growing in both services provided and regional coverage within 5 years. • Delivered program and revenue growth through strategic relationship building• Implemented new services to improve quality of life for all clients• Established the company as a market leader by developing a network for positive referrals• Integrated consistent marketing messages in radio and TV advertisements, billboards, newsletters and publications