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Steven McGovern is a 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. He possesses proven skill-sets in Retail, clinical integration, EHR and system conversions, physician recruitment/retention, patient access and facilities project management, and accreditation survey preparedness.
CONFIDENTIAL RESUME STEVEN J. MCGOVERN, FACHE (610) 274-0432 Home (610) 639-5543 Cell Landenberg, PA 19350 firstname.lastname@example.org http://www.linkedin.com/in/stevenmcgovern1 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. EDUCATION 1992 WIDENER UNIVERSITY, Chester, PA MBA – Health and Medical Services Administration 1983 LA SALLE UNIVERSITY, Philadelphia, PA BA – Psychology EXPERIENCE 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. Accomplishments: 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 monthly. 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 $230K. 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. 11/2005 to TEMPLE UNIVERSITY PHYSICIAN SERVICES (TUP), TEMPLE UNIVERSITY, Phila., PA 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. Accomplishments: 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. Accomplishments: 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). 7/2001 to ST. CHRISTOPHER'S HOSPITAL FOR CHILDREN (SCHC)/Pediatric 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. Accomplishments: 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 SCHC. 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. Accomplishments: 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. PROFESSIONAL AFFILIATIONS 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) COMMUNITY SERVICES 1. Kiwanis International- Allentown (2002-2005) 2. Community Services for Children, Inc. Member of the Community Advisory Committee, Early Head Start 2003-2006 ONGOING EDUCATION 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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