Scot Mitchell, Fache Email & Phone Number

Lewisburg, Wv, Us

Charleston, West Virginia, Us

Hired to develop a Clinically Integrated Network (CIN) for the Association to allow the health center providers to work collaboratively on quality improvement initiatives and to negotiate insurance contracts and value-based payment agreements. Collaborate with the CIN Board of Managers to develop an implementation plan, establish a committee structure, and create infrastructure to allow the CIN participants to collectively leverage scale and create value-based payment models with health insurance companies.

Buckhannon, West Virginia, Us

Assist the CEO with initiatives to develop new business opportunities and provide strategic planning and leadership to create long-range goals, strategies, models, plans, and policies. Helped manage and develop new business opportunities and provided operational insight to further the goals of rural health care in and around West Virginia.

Provided executive leadership to this two-site RHC that included reorganization and streamlining of the leadership team to better position the organization for rebuilding and growth in the post-pandemic environment. Taught Medical Economics course to second-year medical students at WVSOM.Select Achievements: Reduced the number of unfiled claims from over 13K to under 1K in first 6 months. Recruited 5 Family Medicine physicians, 2 Family Medicine APRNs, a PA, Psychiatrist, Osteopathic Manipulative Medicine physician, Pediatrician, an Orthopedist, and Pharmacist. Directed a comprehensive COVID-19 response with $3M federal relief fund assistance which implemented a NIMS-based emergency management program, a mobile clinic for out-of-hospital testing and treatment, and the first telehealth service, all with no reduction in staff. Received the West Virginia Rural Health Association 2021 Award for Excellence in Rural Health (Organization). Increased value-based revenue to ~6% of total revenue through establishment of new quality assurance and performance improvement program and increased focus on population health management strategies. Initiated a Chronic Care Management program that brought in more than $360K in new revenue in the first year.

Cordova, Alaska, Us

Recruited to provide executive leadership and develop and implement a financial and operational turnaround along with maintaining high level of emergency planning due to earthquake-prone “Ring of Fire” location and geographic isolation.Select Achievements: Generated a $2M bottom line improvement, despite $500K reduction in annual contribution from the City of Cordova, through multi-pronged financial improvement plan that increased revenue and reduced expenses.  Reduced the use of temporary RN staffing by 63%. Changed from an employed physician to an independent contractor model, resulting in 5% financial savings in physician costs while increasing physician availability.  Added specialty clinics in obstetrics/gynecology and pediatrics. Led planning process and developed strategy to integrate community-based behavioral health services with the provider-based health clinic and oversaw the reaccreditation of the behavioral health department by The Joint Commission (TJC). LTC unit was recognized as 1 of only 3 Alaska nursing homes to receive an Excellence in Quality Award from the regional QIO. Reduced the number of CMS LTC health survey deficiencies from 21 to 2 in just 2 years. Prevented loss of pharmacy services to the community by purchasing the assets of retiring local pharmacist and creating the only retail pharmacy in Cordova.  Proved effectiveness of emergency planning and exercises by initiating evacuation of entire facility in face of 7.9 earthquake and tsunami warning. Staff evacuated 8 hospital patients and 10 nursing home patients to alternate site in under an hour, set up an alternate site emergency room, and moved enough food and water to feed 100 people for 3 days.  Collaborated with several community key stakeholders to establish the Cordova Community Foundation, which became an affiliate of the Alaska Community Foundation. Served on the board of this local foundation.

Grand Junction, Colorado, Us

Directed daily operations of a network that served 26-member Critical Access Hospitals and PPS hospitals (with 25 to 350 beds) on the western slope of the Rocky Mountains. Negotiated group purchasing contracts for multiple insurance coverages and supply chain, IT, and consulting services. Facilitated regional peer network meetings for C-suite and senior leaders of resort hospitals.Select Achievements: Guided a 2-year due diligence process to develop a population health management strategy for hospitals to effectively handle reform changes that are moving healthcare from volume-based to value-based reimbursement.  Obtained $900K in HRSA funding to develop 2 Accountable Care Organizations (ACO) among 15 hospitals and 360+ physicians in Colorado and Washington. Both ACOs were approved by the Medicare Shared Savings Program and were initially responsible for 21K Medicare beneficiaries. Managed a PPO with 10 hospitals that produced $3M in annual savings for self-funded health plans.  Directed a compliance program that led to the California Critical Access Hospital Network’s being recognized by the California State Office of Rural Health for assisting CAH facilities with their annual CMS Conditions of Participation requirements for quality and credentialing reviews.  Oversaw a physician peer review program for 20+ physician specialties that allowed hospitals to have cases reviewed by an independent physician who practiced in a similar setting.  Chaired a grant review panel for the Center for Medicare and Medicaid Innovation Challenge grant program in 2012 and for the CMS Center for Consumer Informational & Insurance Oversight Navigators grant program in 2013.

Us

Recruited to revitalize struggling CAH facility (19 hospital and 33 nursing home beds) located in a remote frontier agricultural community 100 miles from the nearest tertiary referral hospital. Charged with improving financial performance and operations, as well as modernizing the physical plant to enable the organization to adapt to changing healthcare delivery needs.Select Achievements: Converted 19 hospital beds and 33 nursing home beds into a CAH facility with 25 acute/swing beds to capitalize on greater cost-based reimbursement. Increased allowed costs by 20% and improved cash flow by $200K per year with no capital outlay.  Improved days-cash-on-hand from 14 to 160.  Partnered with Board of Directors to implement a Board Development program that introduced formal operating policies, procedures, job descriptions, and performance expectations. Launched a new education program to enrich Directors’ understanding of their role in the hospital and transform the Board into a well-functioning governance structure.  Executed strategy to optimize operational performance, including streamlining of staffing, reducing overhead expenses, and introducing new CT scanner and telemedicine program. Received the “Healthcare Innovation Award” from the Montana Hospital Association for establishing the first telepharmacy in the state of Montana following the retirement of the only pharmacist in the county.  Implemented a trauma program that transformed ED into the second Trauma Receiving Facility in Montana. Spearheaded facility master planning process for $1M in capital projects, including unit remodels, new roof, replacement emergency power generators, HVAC repairs, and plumbing upgrades.  Established a new clinical program utilizing an electronic patient registry that enhanced the health status of diabetic and hypertension patients. Results were published in the journal Telemedicine and e-Health (October 2008).

Morgantown, West Virginia, Us

Worked in the WVU Institute for Health Policy Research in the Charleston, WV branch of the Robert C. Byrd Health Sciences Center of WVU

Launched independent consulting practice, leveraging executive leadership capabilities and rural healthcare background to provide diverse services to rural healthcare providers. In short and long-term consulting engagements, developed strategies that enabled clients to successfully navigate the changing healthcare landscape. Areas of focus included operations management, quality improvement, provider credentialing, strategic planning, business development, and patient satisfaction.

Worked in the Senate Health Committee office

Leveraged rural healthcare expertise to assist coal mining community efforts to purchase and reopen recently closed 35-bed hospital.

As first CEO, led it from infancy to a mature network with 10 programs and 25 member hospitals and community health centers.

Boone, Nc, Us

Provided executive leadership and produced financial turnaround that moved hospital from $250K loss to $300K profit in one year.

Paramedic and Lieutenant/Assistant Shift Supervisor

Mhsa, Healthcare Administration

Bs, Biology