Executive Director COO Physician Services in USA Resume Steven McGovern by StevenMcGovern1


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									                                                  CONFIDENTIAL RESUME

STEVEN J. MCGOVERN, FACHE                                                        (610) 274-0432 Home
                                                                                 (610) 639-5543 Cell
Landenberg, PA 19350                                                             smcgovern5@verizon.net

                                                     CAREER SUMMARY

Senior healthcare operations executive with strong experience in both for-profit and not-for-profit organizations, including acute-
care, rehabilitation and academic medicine settings, with demonstrated success in multi-specialty and primary care physician
networks ranging in size from 90 to 300+ physicians. Proven skill-sets in Retail, clinical integration, EHR and system conversions,
physician recruitment/retention, patient access and facilities project management, and accreditation survey preparedness.


1992                       WIDENER UNIVERSITY, Chester, PA
                           MBA – Health and Medical Services Administration

1983                       LA SALLE UNIVERSITY, Philadelphia, PA
                           BA – Psychology


11/2005 to        TEMPLE UNIVERSITY SCHOOL OF MEDICINE, Philadelphia, PA
2/2012            Temple University Physicians: a multi-specialty academic faculty practice plan with 375+ physicians & $351M
                  in total gross revenue and net revenue $106M

12/2007 to        Senior Administrator - Department of Ophthalmology
2/2012            Responsibilities: Chief Administrative Officer reporting directly to the Chairman of Ophthalmology with 4
                  Direct reports and 30 technical & support staff. Department consists of 2 practice locations and 2 optical stores
                  with 7 full time and 7 part time/per diem faculty and 9 residents. Total annual net revenue of $4.7M.

                     Managed the Ophthalmology operation over 4 years; educating and gaining faculty consensus, implemented
                     many revenue enhancement and expense reduction initiatives to move the department from a $1M loss in FY
                     2008 to a $24K profit FYTD 2012.
                     Submitted for IRB approval, two tobacco grant applications which were approved in FY2010 to FY 2015
                     totaling $1.3M.
                     Facilitated $825K clinical service-line renovation, including review & approval of blueprints; selection &
                     purchase of capital & telecom equipment; and employee training. Project completed on schedule & under
                     budget by $100K.
                     Implemented EMR (Epic) in Feb 2010. Created new workflows, competency and remedial training with
                     volume and productivity returned to 100% by 4th business week post go live.
                     Designed & coordinated $350K clinical and optical boutique satellite office, including selection of space,
                     negotiation of rental agreements & fit-out expense. As sole Project Manager, satellite opened on schedule &
                     under budget by $50K.
                     Reengineered the front desk and billing personnel, reducing missing charges to zero, recovering $20-30K
                     Reduced inpatient consults and procedure billing lag days from 15 to 3 days, increasing collectability ratio
                     from 38% to 42%
                     Implemented an Inventory System for Optical Services to monitor and track age of inventory, as well as, cost
                     of goods sold. Resulted in the ability to reduce inventory or “under stock” by $58K and ability to
                     return/exchange frames before becoming discontinued or aged and not returnable to manufacturer.
                     Created a monthly balanced scorecard for both Ophthalmology and Optical. The scorecard tracks volume
                     and revenue to budget, as well as, measuring the department performance against ophthalmology and
                     optometric industry standards for Days in AR, net collection ration, revenue/expense per visit etc.
                                                                                               STEVEN J. MC GOVERN
                                                                                               Resume - Page Two

                 Modified the eyeglass prescription pads to include recommendations for extras such as, anti-reflective
                 coating, Crizal™, polycarbonate progressive lens increasing “add on” sales to increase by $24,000 annually.
                 Implemented a Reduction in Force (RIF) plan that resulted in a total non faculty compensation savings of
                 Implemented a medical scribe program for the physicians in collaboration with Temple University’s Center
                 for Social Policy and Program Development. MD exam portion of the visit was reduced by an average of 5
                 minutes (avg. 4 hr session x 25pts) or a net savings back to the MD of 2.09 hrs per session or ability to add 4
                 more patients per session.

12/2007      TUP is comprised 375+ physicians, with 23 Specialty and sub-specialty practices at Temple University Hospital,
             Northeastern, Episcopal and Jeanes Hospitals. TUP Total net revenue for FY 2007 $85M

             Director of Clinical Operations/Vice President
             Responsibilities: Responsible for leading administrative and clinical process improvement, physician
             productivity and strategic growth initiatives, as well as, aligning hospital and physician services and
             standardizing operations. Reporting directly to TUP COO and provided resource support for 25+ Administrators,
             20+ Operations Managers and 200+ front desk personnel.

                Completed a front desk registration and scheduling re-design within Cardiology Department in the first 3
                months. Created separate appointment scheduling area with full registration capability and increased
                insurance verification and eligibility checks from 45% to 95%.
                Designed & coordinated $200K, new multispecialty satellite office, including selection of space, negotiation
                of rental agreements & fit-out expense. As sole Project Manager, was assigned project in 7/2007 and by
                9/2007 satellite opened on schedule & under budget by $50K.
                Redesigned the Cardiology, Orthopedic and Surgery physician master schedule in IDX scheduling system;
                thereby decreasing next available appointment wait time from 30 days to 7 days.
                Developed and Co-managed an in-house 250 seat Call Center with Temple Health System representatives.
                Designed to handle 840,000 calls and increase new patient referrals by 20%. Go live 12/06 with an 8- month
                rollout planned for 28 scheduling departments.
                Developed scheduling protocols, and telephone call trees for use throughout TUP. Implemented scripting to
                help direct calls through practice and access center, installing automated call distribution (ACD) and call
                accounting software to better manage phone traffic. Plan reduced the abandoned rate from 35% to industry
                benchmark under 15%.
                Co-led Spheris rollout. Spheris is a web- based physician dictation system and pre-cursor to the planned
                Electronic Medical Record (EMR). .
                Co-led training and rollout of the MIDAS Risk Management reporting system. 100% of network-wide
                incidents are reported online and corrective actions are developed and implemented within 24 hours.

9/2002 to    GOOD SHEPHERD REHABILITATION HOSPITAL (GSRH), Pediatric Rehabilitation, Bethlehem, PA
11/2005      GSRH is a not-for-profit, 75 bed rehabilitation hospital, which is a subsidiary of the parent company Good
             Shepherd Home. The hospital and its other subsidiaries specialize in rehabilitation medicine. Actual
             Consolidated Gross Revenues of $123M with Pediatric Program gross revenues of $2.2M

2/2005 to    Administrator Pediatric Rehabilitation/Regional Manager
11/2005      Responsibilities: Administrative and financial responsibility for all pediatric rehabilitation at GSRH, as well as,
             satellite programs and services at Lehigh Valley Hospital, and Muhlenberg Campus with added responsibility for
             two additional adult outpatient satellite locations in Stroudsburg and Bangor, PA; involved with site selection and
             development, which included but not limited to lease option negotiation, and/or practice acquisition and on-
             boarding staff and physicians; staffing responsibility 70+ full time and part time employees.

                                                                                               STEVEN J. MC GOVERN
                                                                                               Resume - Page Three
9/2002 to   Administrator Pediatric Rehabilitation
2/2005      Responsibilities: Overall responsibility for the daily operations, physician and staff recruitment as well as, total
            comprehensive and financial responsibility for strategic planning and the development of new programs and
            services. Staffing responsibility for 50 FTEs, which include but are not limited to: 30 Therapists, 5 Managers
            and 2 physicians.

               Completed a comprehensive Pediatric Program Situational Analysis within first 60 days of employment and
               received approval for implementation of the following initiatives:
               - Several “retail-based” programs to enhance revenue which included sensory integration cash based
               programs such as, Interactive Metronome. Initiatives produced additional net revenue of $10K annually.
               Justified and Initiated, Early Intervention (EI) for home-based therapeutic fee for service contracts with
               Lehigh and Northampton counties. FY 2004, additional net revenue of $95K and FY 2005 $125K.
               Created a new multi-disciplinary clinic, which included a developmental pediatrician and three therapists
               who performed “screenings” which previously were not reimbursed by insurance. Program bundle changes
               increase net new revenue by $188K.
               Developed a charge audit system to redesign Occupational, Physical and Speech Therapists’ workflow.
               Included keying and reviewing of their charges daily. Resulted in a decrease in late charges from 3-5 days to
               24 hours from time-of service.
               Added a weekly and monthly monitoring tools, changed therapist scheduling patterns and patient
               confirmation processes. As a result, the cancellation and no show rates dropped from 34% to 14%.
               Eventually. Pediatrics sustained a cancellation rate at the national benchmark for Pediatrics at 18-20%. This
               work was submitted to the Hospital Association of Pennsylvania (HAP) as an entry for their 2004
               Achievement Award.
               Reduced operating loss in FY 2004 from prior year; from ($382K) to ($191K).

7/2002      Associates (PA) LLC, TENET HEALTH CARE, INC., Philadelphia, PA
            For-profit, 183 bed tertiary pediatric teaching hospital. Pediatric Associates consisted of 90, non-primary care,
            pediatric multi-specialty physicians.

            Administrative Director, Affiliation Operations
            Responsibilities: Managed the regional operations of two major sub-specialty clinics as part of SCHC-PA
            affiliations with: Capital Health System (CHS) in Trenton, NJ and St. Luke's in Bethlehem, PA. Responsible for
            the application, preparation, and renewal tracking of physician state licensing, institutional credentialing, third
            party payer credentialing and revenue cycle.

               Planned and implemented the pediatric sub-specialty office in Trenton with a tight operational timeline.
               Began employment on 6/25/01 and office fully operational by 8/1/01
               Developed a satellite referral tracking database and forms to track patient volume, revenue and expenses.
               Since no reports/spreadsheets existed previously this was a 100% improvement.
               Developed network interagency contacts for SCHC/PA in New Jersey market at the State Board of Medical
               Examiners, Controlled Dangerous Substance and Drug Enforcement Agencies. Applications went from 20%
               completion rate to 85% in 6 months.
               Developed & implemented action plan for marketing and advertising to community-based pediatricians;
               increased pediatric ER visits to CHS by 150% and increased transports by 20% and admissions by 15% to
               Developed & implemented employee hospitality scripting. Increased patient satisfaction (PSMS) scores
               from 85% to 95% in first month.
                                                                                                   STEVEN J. MC GOVERN
                                                                                                   Resume - Page Four

 12/1996 to       ABINGTON MEMORIAL HOSPITAL, Physician Network (AMHPN), Abington, PA
 7/2001           Not-for-profit, 508 bed community teaching hospital with the only accredited Trauma Center in Montgomery
                  County. The network consisted of 30 primary care practices and 91 physicians.

                  Regional Operations Manager
                  Responsibilities: Directed and managed the overall operations of 5 Internal Medicine/Family Practice and 1
                  large Pediatric Practices and providing direct administrative support to 29 physicians and 100 ancillary staff. .
                  Territory included 6 Practices and 4 satellites offices in Philadelphia, Doylestown, Willow Grove, Fox Chase and
                  Lawndale, PA. Responsibilities included, but were not limited to, JCAHO standards readiness and compliance,
                  operating and capital budget development and execution, marketing, site development, performance
                  improvement (PI) initiatives, as well as, recruiting and on-boarding new physicians.

                     Developed Action Plans for each of the six practice direct reports; reduced position descriptions by 50% and
                     reduced salary, wages and benefits by $120K.
                     Facilitated the implementation of AMHPN’s, wide area network (WAN) which included but was not limited
                     to the conversion of stand-alone office based computer systems to MEDIC VISION. Prepared onsite
                     assessments, implemented workflow improvements, and initiated job re-design.
                     Coordinated and supervised construction of three new practice/office locations totaling over 20,000 square
                     feet; smallest project was $580K and largest was $1.8M.
                     Initiated several Requests for Proposals (RFPs) for group purchasing arrangements; represented the first
                     attempt by the Physician Network to obtain more favorable pricing; resulted in over $100K savings annually.

 6/1987 to        DU PONT HOSPITAL FOR CHILDREN, Wilmington, DE
 12/1996          128-bed acute care pediatric, private, non-profit, and teaching and research hospital with gross revenues of $92M
                  annually and is part of the Nemours Foundation.

 1992 to 1996     Director of Patient Registration/Admissions
 1987 – 1992      Director of Admissions
                  Responsibilities: Directed the activities of 20 FTE’s in the inpatient, outpatient surgery and emergency service
                  registration areas. Developed and maintained departmental operating and capital budget of $400,000.
                  Administered the Nemours Financial Assistance Charity-Care Program averaging 1,600 applications annually;
                  with a charitable write off for the hospital of $3M.


 1.   Vice President of Programs for Eastern Pennsylvania Healthcare Executive Network (EPAHEN) 2005-2006
 2.   American College of Healthcare Executives (ACHE) - 2000 to present
               Diplomate – Certified Healthcare Executive CHE 2005
               Fellow (FACHE) 2007
               Regents Advisory Council 2005-2006
 3.   Healthcare Financial Management Association (HFMA) current
 4.   Pennsylvania Association of Rehabilitation Facilities (PARF) – Pediatric Subcommittee member – 2001-2005
 5.   National Association of Healthcare Access Management (N.A.H.A.M.). A contributing editor and member of the publication
      committee (1991-1997).
 6.   Philadelphia Area Healthcare Access Managers (P.A.H.A.M.). President (1990-1992)


 1.   Kiwanis International- Allentown (2002-2005)
 2.   Community Services for Children, Inc. Member of the Community Advisory Committee, Early Head Start 2003-2006


American Academy of Ophthalmology Conference, October 21 to October 25, 2011
American College of Healthcare Executives Congress, 2004, 2006, 2009, et. al.

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