EDUCATION

Master of Business Administration, June, 1982
Southern Oregon State College, Ashland, Oregon
Concentration in Administrative/Financial Management

Bachelor of Science, Medical Technology, August, 1976
Pacific Union College, Angwin, California

• Board Member, Texas Association of Rural Health Clinics, January, 1999 to June 2008
• Board Member-Vice Chairman, Texas Organization of Rural and Community Hospitals, July, 2006 to June 2008
• Board Member-Chairman, Texas Organization of Rural and Community Hospitals, July, 2008 to June 2010
• El Campo Independent School District, Career & Technology Education, Advisory Board Member, 2002 to Present.
• Pecan Valley Area Health Education Center, Victoria, Texas-Advisory Board Member, 2002 to 2005.
• American Society of Medical Technologist; Co-founder and Vice President, Southern Oregon Chapter, 1982.
• Clinical Laboratories Management Association; St. Louis Chapter, 1984.
• Healthcare Financial Managers Association; St. Louis and Southern Texas Chapters, 1988 to Present.
• American Academy of Medical Administrators; Southfield, MI, 1992 to 1995.
• American Academy of Oncology Administrators; Southfield, MI, 1992 to 1995.
• Church Board Member; July 1991 to June 1998.
• Church Treasurer; July 1993 to June 1994.
• Church Finance Chairperson; December 1996 to 1998.
• Rotary Club Member: June, 1998 to Present
• Rotary Club Board of Directors: July, 2006 to June, 2008 (Elected to Board again for July, 2009 to June, 2011)

WORK HISTORY
El Campo Memorial Hospital
El Campo, Texas

El Campo Memorial Hospital is a 49 bed rural hospital located 60 miles southwest of Houston, Texas near the Texas Gulf Coast.  Although in continuous operation since 1979 in its current location, the hospital became a hospital district (West Wharton County Hospital District d.b.a. El Campo Memorial Hospital) in February 1996 with the assistance and under the management of TMSI.  In December 1997, the previous CEO became ill and I assumed the duties of Interim CEO in January 1998.  During the next three months the Board of Directors instituted a recruitment effort.  With the approval of the President of TMSI (and my family), I accepted the position of CEO on the first day of the 1999 fiscal year, April 1, 1998.  On April 1, 2000, the management contract with TMSI ended and I became a direct employee of the hospital.

Chief Executive Officer and Administrator-El Campo Memorial Hospital -April, 1998 to Present

• Reports directly to the Board of Directors
• Recruited, negotiated and successfully placed six new primary care physicians, one general surgeon, and four physician assistants in the community.
• Increased Gross Revenue from $14,444,891 in FY98; to $29,810,822.12 in FY08 by adding physicians and new services.
• Reduced Total Expenses from 69.66% of Gross Revenue in FY 98 to 44.15% in FY08.
• Decreased Days in Accounts Receivable from a high of 126.1 days in FY98 to 53.46 in FY08.
• Increased the participation and integration of Medical Staff in the strategic planning process.
• Implemented a Management Development program to serve as an education and operational development tool for the hospital Department Heads effectively increasing morale and teamwork.
• Implemented community education forums to express the hospital district’s situation, service and value.
• Implemented Community Advisory Committee to obtain community information to Board of Directors.
• Increased CEO communication with Board Members through weekly reports that reduced the time spent in monthly Board meetings.
• Completed annual tax rate setting in accordance with state law, including holding open hearings with community tax payers.
• Completed a JCAHO inspection in November 1999 with Home Health rating at 100 and Hospital at 96 with just one Type I recommendation. Type I recommendation was later removed on final review. Successfully implemented the planned termination of JCAHO in November 2002 and successfully transitioned to Medicare certification.
• Worked with the Medical Foundation to coordinate grants, operations and strategic planning.
• Reorganized business units of the hospital in response to the Balance Budget Act for a positive Medicare Cost Report outcome.
• Fiscal Year 2008 EBITBD was at 20.65%.

TORCH Management Services, Inc.,
Austin, Texas

TORCH is the Texas Organization of Rural and Community Hospitals, which represents and is composed of over 150 member rural hospitals.  TORCH Management Services, Inc. (TMSI) a for-profit subsidy formed to offer management services to hospitals and health care facilities in Texas.  TMSI manages four hospitals, assists with the formation of rural health clinics, board orientation, financial analysis, operational analysis, CEO/CFO recruitment, physician recruitment, business development and other assorted activities.  For 1998 to 2000, I was CEO at El Campo Memorial Hospital.

Vice President-April, 1996 to April, 1998

• Reported directly to the President of TMSI.
• Functioned as the Chief Financial Officer and Chief Operating Officer.
• Consulted on a variety of health care and business issues.
• Supervised CEO’s and CFO’s in contracted hospitals.
• Administratively managed multiple projects at multiple site locations.
• Performed detailed financial and operational analysis and reports to the boards of contracted hospitals.
• Reorganized Faith Community Hospital operations/staffing resulting in a $200,000 savings in employee costs.
• Developed relations with physicians and was successful in getting them on the active medical staff.
• Interacted with all clients’ Board of Directors on operational, financial and strategic planning issues.
• Negotiated contracts with suppliers, hospitals and physicians.
• Performed the duties of Interim CEO & CFO at various locations.

Medina Community Hospital,
Hondo, Texas

Medina Community Hospital (MCH) is a 34-bed rural, sole county provider hospital.  In addition, the hospital has seven Rural Health Clinics (RHC) in two counties; and contracts with the Texas Department of Corrections for managing the health care of inmates in four different prisons.

Assistant Administrator-Operations and Finance

Santa Rosa Health Care Corporation (SRHCC) represents a seven-hospital system with both urban and rural facilities, $280 million in gross revenues, 1100+ licensed beds and 3700+ employees.  Left due to a downsizing where 8 of the 11 corporate administrator positions and 205 management and staff positions were eliminated.

Assistant Vice President-Operations                                                            August, 1991 to September, 1993
Assistant Administrator-Finance                                                                  February, 1991 to August, 1991

Physicians Health Plan of Greater St. Louis

United HealthCare Corporation, the parent company of PHP, was the nation's second largest HMO management company with over two million covered lives.  Physicians Health Plan of Greater St. Louis was a 32,000 member HMO started in 1986 and 80% owned by United HealthCare Corporation and offers traditional HMO, open access HMO, out of area product and other managed care options.

Barnes Hospital, St. Louis, Missouri

Barnes Hospital is a 1,200 bed teaching facility associated with the Washington University School of Medicine.  During the six years at Barnes Hospital was promoted from Laboratory Supervisor into different financial management positions: one in Laboratory Administration and the other in the Department of Finance.  Both positions allowed for the development of strong analytical and negotiation skills.

Manager, Alternate Delivery Systems Contracting    June, 1988 to December, 1989
Assistant Director of Laboratories-Finance         April, 1985 to June, 1988
Technical Supervisor, Hematology                   January, 1984 to April, 1985