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									                               DENNIS G. STAMBAUGH, FACHE

                                        1912B Waterfront Dr. N.
                                       Columbia, Missouri 65202
                                         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


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


         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.


                             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


   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

               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


   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

                   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

                                        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.


                    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
                      at the Chongqing, China 1 International No-Barrier Forum

                  2006 Presentation on American Patient-Centered Service Excellence
                      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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