DENNIS G. STAMBAUGH, FACHE 1 ___________________________________________________________________ 1912B Waterfront Dr. N. Columbia, Missouri 65202 email@example.com Home: (573) 999-9249 Work: (573) 882-2899 QUALIFICATIONS SUMMARY System Chief Quality Officer for 4 hospital and 47 clinic regional health care network Quality-focused service line growth strategy achieved with consistent system profitability Patient/Family centered culture transformation through use of value-focused principles Relationship-based leadership style utilizing effective interdisciplinary team development to promote alignment of health system business strategies with people, processes, and results Successfully established a performance management system supported by evidence-based processes utilizing clinical pathways, scorecards, benchmarks, data trending and action plans Experience UNIVERSITY OF MISSOURI HEALTH CARE COLUMBIA, MISSOURI 2000 – Present Chief Quality Officer, 2006 to Present Responsible for oversight of the coordination of the health system performance improvement including; the Office of Clinical Effectiveness, system risk management, process improvement, patient safety, infection control, service excellence, patient/family engagement initiatives/guest relations, regulatory/accreditation, medical staff services/credentialing, performance management, strategic alignment of organizational processes utilizing the National Baldrige Criteria for Performance Excellence. Achieved 3 UMHC Missouri Baldrige Quality Award applications and health system site visits. Developed a Quality Transparency Strategy for marketing of system programs and services. Developing a Regional Health Information Exchange between UMHC affiliate hospitals. Consistent multi-year improvement trend results attained for patient satisfaction. System leader for Patient/Family Centered Care Steering Team/Patient Engagement Initiative. Developed an on-line Knowledge Management system for sharing health system performance improvement lessons learned and evidence-based best practices within hospitals and clinics. Innovation in patient safety with interdisciplinary teamwork training program utilizing best in industry aviation crew resource training model and Patient Safety Network (PSN) database. Developed system Balanced Scorecard for network strategic performance management. Proficient in understanding and application of Baldrige model for system strategic planning. Operational oversight of Missouri Rehabilitation Center and affiliate network outreach growth. Chief Network Officer, 2004 to 2006 Responsible for oversight of a 17 hospital affiliate network serving mid-Missouri, including a 80 bed freestanding LTACH, a 60 bed freestanding rehabilitation hospital joint venture with HEALTHSOUTH, a management contract of a community rural hospital, coordination of a local post acute continuum of programs and services, and relationship development with 6 rural hospitals. Additional system responsibility for leading the University of Missouri Wellness Steering Committee and developing Wellness Programs at all owned facilities. Identified process improvement opportunities for a multi- hospital systems approach for workers compensation claims management and employee Injury Prevention Programs. Assists the CEO with health system’s initiatives, integration and alignment. DENNIS G. STAMBAUGH, FACHE 2 ___________________________________________________________________ Corporate Director Post Acute Inpatient Services and Project Development, 2004 Served as Health Care System Corporate Director for 196 Inpatient Rehabilitation and LTAC beds. Directs planning, operational management, integration and coordination of post acute continuum of care serving northern and southern mid Missouri. Freestanding hospitals include 135 bed Missouri Rehabilitation Center and 60 bed Rusk Rehabilitation Center/HealthSouth joint venture. Additionally assists MU Health Care Executive Director (CEO) with special project management and development. UNIVERSITY OF MISSOURI HEALTH CARE MISSOURI REHABILITATION CENTER MOUNT VERNON, MISSOURI CEO/Hospital Administrator, 2000 to 2004 Served as CEO for a 135 bed freestanding University affiliated regional specialty LTACH hospital. Directs planning, marketing, and operational leadership for 500 F.T.E’s, $48 million gross revenues, 7% net margin. Programs include 8 bed pulmonary ICU, Acute Care Medical Services, Tuberculosis Unit, Neuro/Brain Injury, Spinal Cord, and other JCAHO/CARF accredited programs. Outpatient Post-Acute Services include Worker’s Comp Industrial Rehabilitation Services, Day Therapy Program, Substance Abuse, and Residential Transitional Living Program for Brain Injury. Achieved a 15% increase in Admissions and 11% increase in census from FY 01 to FY 02 through managed care contracting, local network alliances and referral development. Achieved a 7% Increase in net revenue and net margin from FY 02 to FY 03 through revenue cycle enhancements, reduction in AR days and bad debt, increase in collections. Achieved operational improvements and expense reductions through financial trend analysis, successful business process improvement changes, a decrease in contract labor through staffing effectiveness strategies and clinical resource management utilizing benchmarks and best practices. Utilizing the Baldrige Award Criteria for organizational improvement and quality service excellence. Patient Safety Initiatives include American Society of Healthcare Pharmacist (ASHP) research project of MRC’s implementation of AUTROS/Baxter Medication Management information system. Developed a Long-Range Master Facilities Plan for 200-acre campus in collaboration with the local community representatives, physicians, University, and other stakeholders. DENNIS G. STAMBAUGH, FACHE 3 ___________________________________________________________________ Medical Staff Relationship Enhancements through the recruitment of a new Medical Director, Chief of P.M. & R., and staff physiatrist, aligning medical leadership with renewed vision and culture. Extensive experience working with complex medical staff issues and best practice clinical care. Community Involvement and Relationship Development by providing leadership within the Mount Vernon Community Betterment Council to develop plans for qualifying Mt. Vernon as a Missouri Certified City. Sensitive to the multiple cultural aspects of a smaller community. CARONDELET HEALTH NETWORK TUCSON, ARIZONA ST. MARY’S, ST. JOSEPH’S, HOLY CROSS HOSPITALS Corporate Administrative Director / Product Line Director, 1990 to 1999 Served as the Healthcare System Product-line Administrator for multi-site, integrated, rehabilitation / occupational health programs at St. Joseph’s, St. Mary’s and Holy Cross Hospital, as well as the Holy Family Center and Green Valley Medical Mall. Directed planning, marketing, managed care contracting, and financial management for 43 cost centers, 300 employees, $40,000,000 in revenues, and $15,000,000 in expenses. Finally, oversaw program development for inpatient / outpatient rehabilitation, orthopedic services, sub-acute programs, injury prevention, neurological service, occupational health, an acute burn / wound program, and employee wellness. Development of a Multi-Site System of Rehabilitation Care: The organization was missing several programs within the continuum. Presented multiple systems, based on standards of care, benchmarking, clinical pathways, and common expectations, and implemented these systems at various operating entities over five locations. As a result of the development of these programs, the product line grew by 50%, translating into an additional $20,000,000 in gross revenue. Improvement of the Burn / Wound Program’s Profitability: Formerly the burn / wound program was hampered by poor leadership, vague goals, and the absence of systems and checks / balances. The program had also suffered a –28% loss in net income. Installed a new leadership function, and developed clinical protocols, clear expectations, and systems for consistent billing / charging for services. Changed the client mix to a more profitable payer source. As a result, improved quality outcomes, patient care, and net income (a positive, bottom-line shift of 29%). Reduction of Workers’ Compensations Expenses: Identified an opportunity to decrease back injuries by integrating rehab programs with employee health programs. Established an internal occupational health program focusing on the prevention of injuries, the assessment of high-risk ergonomics, and the management of cases in support of lost-work-time reductions. Implemented the program at all four facilities. As a direct result, workers’ compensation claim activity decreased by 35%, employee lost workdays were reduced by 17%, and loss-per-full-time-employee decreased by 52%. Also, achieved savings of $600,000 workers compensation expense. DENNIS G. STAMBAUGH, FACHE 4 ___________________________________________________________________ Leadership of a Restructuring Team: The organization had established a cost reduction target of $1,000.000. Led the rehab and pharmacy team through the restructuring of the rehab area’s management function and the redesign of the pharmacy processes. Ultimately, exceeded the company’s goal by realizing savings of $1,077,681. Presentation of a Management Vision Education Module: Served as a proactive member of the team charged with implementing the corporate “Values in Leadership” program. Personally designed and facilitated the course, and assisted managers in developing unit visions for guiding service expectations and supportive corporate culture. Coordination of a Facility Opening: In order to enhance reimbursement and provide state-of the-art space for the growing outpatient programs, the company decided to expand the outpatient facility. Assumed responsibility for this project, and met with management teams, architects and designers to facilitate the construction. Coordinated the opening of the largest state-of-the-art comprehensive outpatient rehabilitation facility (CORF) in southern Arizona. BAYLOR HEALTHCARE SYSTEM DALLAS, TEXAS BAYLOR INSTITUTE FOR REHABILITATION COO/Administrative Director, Hospital Operations, 1987 to 1990 Administrative Director, Rehabilitation Services, 1984 to 1987 Served as COO of 92-bed hospital and held responsibility for rehab therapies, physical / occupational / speech therapy, social service, vocational counseling, the psychology department, pharmacy operations, materials management, the respiratory area, nutrition / food services, environmental services, human resources, and outsourced ancillary services (lab and X-ray). Participated proactively in the management of daily operations. Additionally, developed programs that led to national recognition by U.S. News and World Report in 1990. Leadership of a Renovation Initiative: Increased market demand had resulted in inadequate facility space. Recognized an opportunity for enhanced reimbursement by setting a new Medicare cost limit. Led the facilities planning and renovation of Gaston Episcopal Hospital, transforming the facility into a specialty rehab hospital. This world-class facility provided increased capacity and resulted in greater operational efficiency / effectiveness and program accessibility. Obtainment of Surveyor Credentials: In order to bring innovative ideas to the organization, participated in an administrative surveyor-training program. Completed a program in surveying comprehensive medical rehabilitation programs and facilities. Subsequently, was able to serve as a survey consultant for hospital accreditation surveys at 28 locations in 16 states. Award- Winning Facility Management: Served as the chief operating officer for a 92-bed rehabilitation specialty hospital. Reorganized departments, and developed ancillary and clinical management teams charged with coordinating the start up of a renovated facility. As a result of innovative management practices, received recognition by U.S. News and World Report as one of the ten best rehabilitation hospitals in the United States. DENNIS G. STAMBAUGH, FACHE 5 ___________________________________________________________________ Additional Experience BAYLOR INSTITUTE FOR REHABILITATION (BIR), Dallas, Texas – Administrative Assistant, 1983 to 1984. Developed and implemented a quality assurance program, and oversaw materials management. Director, Materials Management / Purchasing, 1982 to 1983. Held Responsibility for central supply, inventory, and asset management for a 74-bed hospital. BAYLOR UNIVERSITY MEDICAL CENTER (BUMC), Dallas, Texas – Manager, Support Services, 1981 to 1982. Directed a 24-hour support services function for a 99-bed hospital division. Assistant Manager, 1980 to 1981. Assisted in the supervision of a 45-bed division of BUMC. Education TEXAS WOMENS UNIVERSITY, PARKLAND CAMPUS, Dallas, Texas Master of Science Degree in Health Care Administration, 1987 UNIVERSITY OF NEW MEXICO, Albuquerque, New Mexico Bachelor of University Studies Degree (Liberal Arts), 1976 Professional Certifications and Board of Director Activities Fellow American College of Healthcare Executives (FACHE) State Baldrige Examiner for Missouri Quality Award Capitol Region Medical Center and Cooper County Memorial Hospital Board of Trustees Missouri Show Me State Games Board of Directors Professional Affiliations 2009 Board of Overseers with the Missouri Baldrige/State Quality Award Excellence in Missouri Foundation Former rehabilitation surveyor for 13 years with the Commission on Accreditation for Rehabilitation Facilities (CARF), Tucson, Arizona International Health Care Presentations and Publications 2005 Presentation of the Malcolm Baldrige Criteria for Performance Excellence st at the Chongqing, China 1 International No-Barrier Forum 2006 Presentation on American Patient-Centered Service Excellence nd at the Chongqing, China 2 International No-Barrier Forum 2011, forthcoming, Williams, E. S., G. T. Savage, & D. G. Stambaugh. Quality Improvement Basics. In Introduction to Healthcare Management, 2nd Ed. S. B. Buchbinder & N. Shanks, eds. Sudbury, MA: Jones and Bartlett.
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