Michael L Schwartz, Fache Email and Phone Number

Healthcare Consulting Firm servicing the needs of healthcare providers (Hospitals, Home Healthcare Providers, Hospices & Physicians) specializing in: ∙ Litigation Support ∙ Bottom Line Enhancement (Turn arounds) ∙ Physician Practice Management ∙ Strategic & Facility Planning ∙ Operational reviews ∙ Medical staff recruitment and retention ∙ Capital Equip review & acquisition assistance ∙ Certificate of need preparation & Litigation Support ∙ New technology research ∙ Board, medical staff & executive staff retreat facilitator ∙ Interviewing and recruiting physicians ∙ Seminar speaker Client Sampling (Past and Present) ∙ Hospital Corporation of America (Since 1981) ∙ Tenet Healthcare ∙ Inova ∙ Tampa General ∙ Orlando Regional Medical Center ∙ Adventist Health ∙ Jackson Healthcare Miami ∙ Gresham Smith & Partners ∙ Broward Health Care (North Broward Health District) ∙ South Broward Health District ∙ Baptist Health System (Mia) ∙ Hospice of SE Fl and 7 other Hospice companies ∙ Numerous Nursing Homes ∙ Toshiba Medical ∙ GE Medical ∙ Vaso Medical ∙ Mease Healthcare (Now Baycare) ∙ St. Mary’s Medical Center ∙ Numerous Speciality HospitalsMichael L. Schwartz, FACHESenior healthcare administrator adept at meeting the needs of physicians, healthcare executives and board members. Proven track record with 30+ years of success in a variety of roles including physician practice management, physician retention, departmental operational reviews, budget review, new facility development, major medical equipment acquisition, turnaround of under performing facilities/practices, strategic planning and implementation of the plan, community relationship building, market/SWOT analysis, and construction oversight. I recognize that no two projects, facilities, or regions are exactly the same and so I adapt my skills and approach to effectively and efficiently meet the specific goals of each individual project.

Developed children's exercise program, produced age specific children's exercise DVDs, market and place the program in school systems, individual schools, hospitals, health departments, WIC Programs and individuals in the US and throughout the world.Numerous accolades and frequent appearances on TV and in print meadia.

Over a period of more than 25 years I have had the honor of providing strategic planning to 70 HCA owned and operated facilities and working with the Presidents of Five Divisions.During this time, I have been asked to complete comprehensive medical staff surveys, develop numerous certificate of need applications (litigate them as the corporate rep), operational reviews, evaluate senior staff in the facilities, assist with the development of 3 new hospitals from the planning stage through operations, analyze complex budgets and review the Major Medical Acquisitions of an entire Division composed of 19 hospitals. The operational reviews have included numerous reviews of clinical departments (ER, OR, Medical Imaging, Invasive and non-invasive Cardiology, Lab, etc) as well as support departments (Dietary, CSS, Environmental Services, Material's Management, Facility Operations, security, etc).The review of the major medical acquisitions of a 19 hospital division resulted in the elimination of a "Wish List" totaling $90 million dollars with the replacement of a "Need List" of approximately $52 million. Of even greater importance was the fact that the CEO's and other executive staff of these 19 hospitals made the changes in their requests based upon my guidance and not any belief they were being instructed by me that they had to make the changes. This assignment exhibited my participative leadership and my ability to coach at all levels from the nuclear medicine tech to their manager to the CFO and finally to the CEO.

Stepped into a facility with sea of debt. I observed a facility which had failed to turn an operational profit for many years and survived on community donations alone. After only a short time in the assignment I was asked by the Board to assist them with the recruitment of e new CEO. The CEO I recommended was hired and I worked closely with this CEO for many years bringing this hospital to operational break even within 16 months and to significant profit margins in the ensuing years. My responsibility became working with the senior staff, the board and the medical staff on the strategic direction of the institution. This included the conducting of two comprehensive medical staff surveys about 3 years apart which included the personal interviewing of more than 75 physicians as well as interviews of board members and the executive team. These surveys and the interviews became an integral component of the institutions Long Range Strategic Vision. I personally completed the first comprehensive Long Range Plan in more than a decade which incorporated the need for a number of new programs, the acquisition of equipment and the replacement of several older buildings with a new patient tower and new clinical departments. Once it became obvious that many of the components of the strategic plan required transcending governmental regulations including the preparation Certificate of Need Applications I became responsible for the development of these Certificates and spear heading the ensuing litigation so common with the Certificate of Need Process.FUNDRAISING:This 9 year assignment provided me an understanding of the importance of fund raising the the many steps to being a successful fundraiser. It provided me the ability to successfully coach others in fundraising.VOLUNTEER PROGRAMS:This experience also formed the knowledge base I have replicated many times related to the the development and operation of a successful volunteer program.

As Chief Strategy Officer, I worked with the CEO and other senior staff, the board and the medical staff on the strategic direction of the institution. This included the conducting of multiple comprehensive medical staff surveys, including the personal interviewing of more than 100 physicians, interviews of board members and interviews of the executive team. These surveys became an integral component of the institutions Long Range Strategic Vision and I personally completed a comprehensive Long Range Plan which incorporated the need for a number of new programs, the acquisition of equipment and land and ultimately the development of a 100 bed satellite hospital and an attached 30 man multi-specialty clinic.My responsibilities included overseeing the 70 man multi-specialty clinic and daily meetings with the clinic’s physicians. I actively coordinated the executive and board decisions related to the clinic facility's design, equipment acquisition, staffing, marketing and patient care needs. Once it became obvious that many of the components of the strategic plan required transcending governmental regulations including the preparation Certificate of Need Applications I became responsible for the development of these Certificates and spear heading the ensuing litigation so common with the Certificate of Need Process.This 14 year assignment with one of the State's premier CEO's lay the ground work for my entire career and provided me an understanding of the qualifications of being an effective leader.