W. Michael Boyson Email & Phone Number

West Des Moines, Iowa, Us

State Director of Federal Quality Innovation Network Quality Improvement Organization (QIN-QIO) for Colorado, bringing medical beneficiaries, providers, and communities together in data-driven initiatives that increase patient safety, make communities healthier, better coordinate post-hospital care and improve clinical quality. Manage budgets, strategic planning, and internal process improvement activities including rapid response teams. • Manages contract and subcontract deliverables within timelines and budget according to QIN-QIO contract, collaborating with state and local stakeholders, providers and subcontractors.• Directed QIN-QIO contract for Colorado and the Diabetes Project Team for Colorado, Illinois, and Iowa including managing contract deliverables, timelines, patient, and provider-level data collection and dissemination efforts, subcontractor relations, and stakeholder engagement. • Oversees the Coordinating Transitions of Care Special Innovation Project (SIP) and participates in all strategic planning and operational activities with senior leadership team.• Passed or exceeded all 54th month Center for Medicare and Medicaid Services (CMS) QIN-QIO deliverables with Very Good to Exceptional CPARS scores. • Works with clients to maintain relationships and renew ~$12MM contracts; achieved 100% renewal rate.• Expanded on current CMS contract with a special innovation project contract (SIP) to test a rural telephone-based transitional-care protocol in 6 Colorado communities called Coordinated Transitions of Care (C-TraC ). o Reduced 30-day readmission rate from 15% to 7% within one year. • Acts as Task Coordinator across three state QINs for the Diabetes Care (DC) initiative, including supervising teams remotely and exceeding contract deliverables.• Supervises 22 staff members while overseeing a $11MM+ budget over 5 years; strategically plan all interventions, technical assistance, and internal process improvement activities.

Met federal contract and subcontract deliverables within timelines and budgets; collected and disseminated data, collaborated with contractors, project partners and provider partners, supervised staff, managed budgets, directed strategic planning, and internal process improvement activities. • Oversaw strategic planning and operations with senior leadership team.• Passed or exceeded all 36th-month deliverables with Very Good to Exceptional CPARS scores.• Supervised 4 team members.• Assisted with merger of Telligen with CFMC; worked with leadership for vetting and negotiations.• Moved 90% of existing staff to new company, avoiding a buyout or severance.

Director of Health Center OperationsGrew, strengthened, and sustained existing operations in 15 independent Community Health Centers (CHCs), representing 131 sites and 500,000+ patients annually while helping to expand access to care for all Coloradans. • Supervised 6 team members and $1MM+ federal budget to provide direct technical assistance to CHC members on all operational issues including accreditation, licensing, CQI/TQM, lean management, malpractice coverage, HIPAA, facility expansion, pharmacy, laboratory, staff productivity, cost containment, patient flow and satisfaction, workforce development, community development, emergency preparedness, federal and state regulations, group purchasing, and market analysis. • Developed the CHC Statewide Strategic Growth Plan and Market Analysis, identifying the top 10 expansion sites statewide.• Developed the 2011 Economic Impact Analysis Report, showing that CHCs created 6,500+ jobs and ~$450MM in economic activity annually.• Provided leadership in development of Technical Assistance (TA) Program the created ability to identify needs and gaps; resulted in faster assistance process and created systematic technical assistance with 90+ TA requests and 3 membership training opportunities in first 3 months of program.• Identified vendors beneficial to clinics and recruited 3 times the number of participating organizations in CCHN's reference lab Group Purchasing Organization (GPO) from 8 to 24; increased participant cost savings of $3.4MM annually by adding 118 new lab tests to GPO member price list.• Identified a waste management GPO opportunity which saved participating CHCs $40K-$60K in annual waste removal costs.

Denver, Colorado, Us

As part of the start-up executive team of the Colorado Health Institute (CHI), developed and implemented CHI’s mission, vision, and strategic plan. • Assisted in securing 6 consecutive years of foundation funding of $1.6MM+ per year, $150K to $350K in additional annual grant funds and $25K to $125K in annual one-time project funds. • Managed foundation relationships for workforce grants, including providing monthly updates, responding to ad hoc requests and participating in the workforce collaborative.• Assisted in all staff hiring; resulted in increased staffing levels to 20 full-time employees.• Established a statewide resource for health workforce information with a $600K grant managing 6 staff including surveying 11 different health professions, collecting workforce information, and developing public use files, indicators, presentations, and reports.• Collected data to identify gaps in education and provider recruitment; received high response rates of 35.1% to 70.3% by using an incentive strategy. • Managed an online system for ~35K users per year that made data easily accessible for advocacy groups, membership organizations, providers, businesses and educational institutions; 400+ data sources including 150 county workforce indicators, GIS maps, public use files, database descriptions, online query systems, and links to state rankings and county indicators.• Developed and implemented the CHI Geographic Information System (GIS) infrastructure to create data mapping for easy retrieval of medical information for presentations, policy, statements and reports by legislature; used $200K budget to hire GIS staff, develop procedures and secure GIS databases.• Negotiated contracts with information technology (IT) vendors, patient satisfaction vendors, provider organizations, state and federal governments, and hospitals.• Represented CHI on a variety of state and national advisory boards.

Greenwood Village, Co, Us

Strengthened and grew operations of 87 member hospitals by developing and managing CHA databases and reporting systems. • Managed the Colorado Quality Indicator Project, a hospital-based outcomes database for 31 Colorado and New Mexico hospitals.• Established and managed the Colorado Hospital Association (CHA) Customer Improvement Initiative Project to improve patient quality in 44 hospitals throughout the Rocky Mountain region. • Led a cross-functional team of 3 staff to collect 700K+ inpatient/outpatient records annually for the CHA Discharge Data Program database; reduced reporting time by 2 years 10 months, improved data accuracy to 98.2%. • Developed and managed the CHA DATABANK Program, a hospital financial database accessed by 1,500+ hospitals through 34 hospital associations nationwide. • Coordinated and managed the CHA Data Council made up of hospital CEOs, CFOs, quality improvement specialists and medical record coders to set policy and strategy for all CHA data collection programs.• Acted as liaison to the Colorado Health Data Commission (CHDC), a state agency responsible for public reporting of hospital data. • Provided quarterly data presentations to hospital CEOs on hospital performance in comparison to their peers at 5 district meetings each year. • Established a relationship with the Colorado State Department of Health to minimize surveillance reporting burden on hospitals and use CHA’s Discharge Data Program for state reporting requirements due to injuries, hospitalizations, and ambulatory surgeries.• Co-founded the Colorado Hospitals for a Healthy Environment (CHHE), a 501(3)(c) corporation to help Colorado hospitals improve the health of their communities through effective leadership and action in energy conservation, waste minimization, and promotion of clean air strategies; resulted in a total of 21 hospitals that stopped burning their waste 3 to 24 months before the state mandate.• Established the Colorado Lightning Taskforce.

Master Of Health Administration (Mha), Health Administration

Certificate, Lean Six Sigma

Bachelor Of Arts, Business Administration, Minor In Economics And Sociology

Coursework In Leadership, Organizing, And Action