Debra F. Fox

*** ******** *****, ********, ** ***37

989-***-**** aco5ha@r.postjobfree.com

www.linkedin.com/in/debrafox59executive

Executive Profile

Experienced CHIEF CLINICAL / OPERATING OFFICER with highly successful track

record leading operations in both complex health systems and small critical

access hospitals located in highly competitive or challenged markets.

Achieving outcomes led to national recognitions by Thompson Reuter, Health

Grades, Press-Ganey, and CMS. Specialize in turn-around situations;

driving critical resource, process, and clinical efficiency and

effectiveness; driving clinical and managerial best practice and

standardization using data, research, and real time analytics; and managing

large scale change initiatives. Seeking executive level position in service-

oriented health care entity where talents, skills, ideas are valued and

leveraged for organizational success.

Executive Experience

ESTES PARK MEDICAL CENTER, Estes Park, CO, 6/2014-4/2015

Interim Chief Clinical Officer/Chief Nursing Officer

Expanded clinical executive role accountable for all clinical services and

programs. Led all nursing/ancillary clinical/clinical support programs/long

term care services and programs/ambulance service/and community based

services including home health and hospice. 14 direct leader reports, 250+

clinician FTE's, averaging operating margin 1.5-3%. Special emphasis on

productivity and staffing efficiency, elevating leadership accountability

and skills, elevating professional behaviors and decorum, enhancing patient

experience, and elevating clinical skills and knowledge.

. Current position

. Successfully crafted low volume nurse staffing plan including shared

resources, to save 3.0 FTE's.

. Successfully implemented successful seasonal high volume recruitment

program.

. Successfully created a comprehensive Quality Management Plan.

. Successful Long Term Care and Trauma surveys during tenure.

VIBRA HEALTH, Bismarck, ND, 1/2014 to 5/2014

Interim Chief Clinical Officer

Served as interim Chief Clinical Officer to a 50-bed LTAC facility owned by

Vibra Health. Newly acquired in 2014. Responsible for assuming many aspects

of the Chief Operating Officer position as needs were identified and no

other senior leader was present on a daily basis. Accountable for all

elements of operational success including fiscal, regulatory, quality and

safety, employee engagement and satisfaction, patient/family satisfaction,

and building volume to reach a positive margin on net revenue.

. Vacancy rate at 65% upon hire. Upon leaving had hired into 100% of

positions with all positions oriented and through their initial 30

days of hire.

. ADC at 14 when hired. When left position ADC increased to 18-20 with

LOS at 28 days.

. Successfully had entire facility overhauled to provide a positive

patient/family experience and successfully passed state regulatory

survey unannounced with less than 4 recommendations and no citations.

. Planned a new 4-bed ICU that increased acuity and volume

possibilities.

BANNER HEALTH, MCKEE MEDICAL CENTER, Loveland, CO, 4/2011 - 11/2013

Associate Administrator (AA) & Chief Nursing Officer (CNO) 2011 - 2013

Expanded CNO role incorporating AA position responsibilities. Led all

nursing / ancillary clinical / support departments / health related

programs. 12 direct leader reports, 275+ clinician / support FTEs, average

operating margin 15% gross revenues > $350M. Special emphases included new

service development / execution, payer network / physician partnership

building, and driving hospital-wide efficiency / effectiveness

optimization.

. Implemented expense reduction plan across clinical continuum netting

$4.2M reduction over 2 fiscal years without impacting quality,

engagement, or stakeholder satisfaction.

. Implemented physical therapist driven wound care program netting

$175,000 new revenue secondary to enhanced billing opportunities /

operational efficiencies.

. Implemented hospital-wide Lean optimization / performance improvement

model. Within 18 months certified 16 Green Belts / brought to

successful outcomes 12 HIT Teams. Total savings of > $1M. Radically

improved critical operational processes.

. Implemented transformational leader interview model using Hogan

results, simulation experiences, real-time guided rounding, and formal

presentation. Saved > $800,000 in recruitment, orientation,

adaptation, and training costs without hiring failures.

. Conceptualized / managed $1.2M medical-surgical / critical care

renovation collapsing 7 nursing units into 2. Nursing matrices

achieved Premier top 25th percentile. Reduced indirect care hours by

4 hours / shift through increased efficiency processes / unit design.

Chief Nursing Officer (CNO) 2011

Led inpatient / outpatient nursing services / wellness programs. 6 direct

leader reports, 175+ nursing / support FTEs. Special emphases included

stabilizing nursing operations, establishing competent stable nurse

leadership team, and establishing comprehensive professional practice

model.

. Implemented multidisciplinary Shared Leadership model across clinical

continuum. Implemented Relationship Based Care as hospital's

organizational / cultural model. Improved NDNQI RN Survey composite /

unit scores from lowest 10th percentile to top 20th percentile or

better. Increased RN response rate from 36% to 100% in 1 year.

. Implemented hybrid nursing leadership organizational structure (OS).

Reduced manpower expenses > $850,000. Leader Effectiveness before

reorganization 32 - 67%. Effectiveness after increased 90 - 100%.

. Implemented novel Patient Staging Unit. Controlled in-hospital ADT

workload reducing staffing costs $720 / day. Reduced observation

status ALOS to 16 - 18 hours / diagnosis reducing care delivery costs

by > $586,000 / year.

. Implemented unique Nurse Transitionist Program managing patients high

risk stratified for <30-day readmission. Reduced 30-day readmission

rates > 2 - 3 admissions / high risk diagnosis / month. Reduced

chronic ED encounters to < 0 - 2 / high-risk patient / month.

Debra F. Fox Page Two

SCENSION HEALTH, ST. JOSEPH HEALTH SYSTEM, Tawas City, MI, 2008 - 2011

VICE PRESIDENT, Patient Care (CNO & COO Hybrid)

Led nursing / ancillary clinical services. Responsible for all physician

contracts / clinic operations, medical staff services, care management /

social services, and quality / regulatory management. 12 direct leader

reports, 180 clinician / support FTEs, and 23 employed physicians. Average

operating margin 6% with gross revenues exceeding $100M. Special emphases

included improving patient satisfaction / core measure scores, transforming

nursing / ancillary services into integrated clinical continuum, and

transitioning physicians to incentive-based employment model.

. Improved Press-Ganey satisfaction scores by 6% to rank in top decile

for Ascension Health System (100+ hospitals).

. Reduced anesthesia costs $2M by implementing all-CRNA provider / rural

epidural model and optimizing hospital anesthesia billing methodology.

. Implemented NP / oncologist provider model in hospital-based AIC / OP

oncology clinic despite physician resistance. $375,000 in new revenue

due to improved expense control / billing optimization.

. Implemented first comprehensive women's diagnostic service center in

rural NE Michigan. Increased diagnostic market share 8%.

BLADEN COUNTY HOSPITAL, Elizabethtown, NC, 2005 - 2008

SENIOR VICE PRESIDENT, Clinical Operations (CNO & COO Hybrid)

Led nursing / ancillary clinical services / clinical support including

quality, risk, regulatory compliance, infection prevention, and education.

11 direct leader reports, 200 clinician / support FTEs, 12 employed

physicians / APN's / PA's. Gross revenues- break even. Special emphases

included fiscal assessment / optimization - $5M to break even. With CEO

drove RFP process identifying contractual partner for long-term viability.

. Intimately involved in creating / executing comprehensive RFP process

to identifying appropriate hospital system partner for lease-to-own

arrangement ensuring fiscal viability / garner capital to build new

hospital.

. Operationalized all clinical, registration, and billing processes 24-

bed trauma ED. Reduced wait times from 16 - 28 hours to 90 minute

average using queuing theory / IT technology. Improved Press-Ganey

satisfaction ranking from lowest 10th percentile to top 10th

percentile.

. Unified occupational medicine / urgent care clinic. Reduced expenses

$38,000 / year. Increased revenue $80,000 / year thru appropriate

billing and increasing / maintaining number of external occupational

medicine contracts by > 3 / year.

COLUMBIA MEMORIAL HOSPITAL, Astoria, OR, 2003 - 2005

CHIEF CLINICAL OFFICER (CNO & COO Hybrid)

Led hospital operations, strategic planning / execution, physician

contracts / Medical Staff Affairs / physician clinics, support functions

including facility operations, regulatory compliance, quality, education,

infection prevention, care management / social services, and volunteer

services. 14 direct leader reports, 430+ FTEs / volunteers, average

operating margin 3% with gross revenues > $30M. Special emphases included

re-invigorating Planetree philosophy / outcomes and establishing a

functional model for Medical Staff Affairs / Governance.

. Implemented "Shared Needs" model successfully negotiating only 3-year

nursing contract with Oregon Nurses' Association. Held salary

increases to 3% / year without COL increases.

. Implemented operational plan establishing functional Medical Staff

Affairs Department and governance model. Improved overall physician

satisfaction from 38% to 46% secondary to governance initiatives /

improved policies.

. Implemented 1 year strategic initiative re-invigorating Planetree

programming / success outcomes. Improved Press-Ganey satisfaction

scores from lower 20% to top 10%. Improved employee satisfaction

scores 32% to 76%. Increased overall market share by 1.8%.

Debra F. Fox Page Three

LOWER UMPQUA HOSPITAL, Reedsport, OR, 2002 - 2003

INDEPENDENT OPERATIONAL CONSULTANT (1-year contract engagement)

Provided operational assessment, planning / execution bringing hospital to

break even with capacity for 1 - 3% operating margin. Strong clinical

safety / quality focus since hospital not JC accredited. At-risk for

losing LTC center secondary to no administrator license. Obtained license

/ improved LTC operations including policies, staffing matrices, staff

skill mix / competency levels, marketing materials, in-facility NP, and

established a family advisory council. Patient census increased from 20% to

92%. Generated new revenues of $275 to $320,000 / month.

. Met contractual expectations on time / budget / exceeded BOT outcome

expectations.

. Closed hospital owned ground ambulance service. Negotiated sale to

private company at profit of $1.2M.

. Completed comprehensive assessment of hospice program after losing

state certification. Re-designed / operationalized all program

elements against state standards resulting in successful state hospice

survey with re-designation.

Education

2-Year Certification, Executive Leadership / Formation, St. Louis

University, St. Louis, MO, 2010

Selected in 2008 by Ascension Health to pursue completion of 2-year

Executive Leadership & Formation Program done in partnership with St. Louis

University's MBA school

MS, Nursing, Rush University, Chicago, IL, Magna Cum Laude

Major clinical field of study: Medical-Surgical Nursing; subspecialty focus

in Cardiovascular Nursing; Major functional field of study: Nursing

Administration / Leadership

BS, Nursing, University of Mary (Mary College), Bismarck, ND, Magna Cum

Laude

Major: Nursing; Minor: Psychology

Affiliations

American College of Healthcare Executives

American Organization of Nurse Executives

Colorado Center for Nursing Excellence

Sigma Theta Tau

University of Mary Alumni Association

University of Mary Nursing Honor Society

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