Thomas Health System Physician Partners
November 2013 — Present
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Experienced Healthcare Executive
Responsible for the overall system-level operation of twenty-two primary care, rural health and multi-specialty clinics, with over 85 physicians and mid-level practitioners reporting directly through my office. Also, responsible for 10 home health agencies, 11 durable medical equipment stores, and two geriatric case management programs for UMWA patients. Responsibilities include executive level leadership in charge of quality, customer satisfaction, daily operations and processes, financial performance, provider contracting, revenue cycle management, business development, and productivity and accountability monitoring. Gross Revenue: $91 million; Net Revenue: $52 million; Division Contribution to System: $34 million.
Responsible for the successful opening and strategic operation of the first long-term acute care hospital in West Virginia. Responsibilities included pre-opening planning/construction; statewide education/marketing; successful completion of initial state licensure, Medicare and JCAHO surveys; hiring all employees; business development and recruitment of all medical staff members. Total Licensed Bed Size: 32; Gross Revenue: $27 million; Net Revenue: $13 million.
Responsible for the strategic leadership and operations management of two acute care hospitals (Williamson ARH Hospital 4/99-9/01 and Man ARH Hospital 4/99-2/01 until its closure); one psychiatric unit; one skilled nursing facility; a multicounty home health service; two home care (DME) stores; three clinics with 14 providers; and two outpatient pharmacies. Successfully planned and organized the closure and subsequent transfer of Man ARH Hospital services to a local community group. Total Licensed Bed Size: 237; Gross Revenue: $119 million; Net Revenue: $57 million.
Responsible for the day-to-day operation of financially struggling facility. Services included hospital, swing beds, two location home health services, two location home care (DME)stores, and three primary care clinics. The short-term goal of the company was to reduce the loss to the corporation while maintaining the reputation of the corporation in the facility service area. The long-term goal was to either convert facility to critical access hospital or closure. Licensed Bed Size: 74; Gross Revenue: $17 million; Net Revenue: $9 million.
Responsible for the day-to-day operation of hospital, home health service, home care (DME) store, professional office building, nonattached ancillary service center, and two primary care clinics. Also participated on the Board of four-way outpatient cancer center venture with four other acute care hospitals. Goal upon hire was to either merge facility with another acute care facility ten minutes away or to close facility. Merger planning terminated after approximately one year, and was then responsible for successful closure of facility without negative impact on parent company. Licensed Bed Size: 67; Gross Revenue: $14 million; Net Revenue: $7 million.
Directly responsible for all patient accounting departments (admissions, collections, medical records, utilization review, and business office); ancillary departments (rehab, radiology, laboratory, and respiratory therapy); and all support departments (maintenance, housekeeping, dietary, and stores). Also served as facility-wide risk manager, drafting the first risk management plan later adopted by all hospitals in the corporation. Licensed Bed Size: 96; Gross Revenues: $56 million; Net Revenues: $28 million.