Randy L. Lindauer, ACHE, FAAMA, CHE, CSE

P.O. Box 51 Burlington, Kansas 66839 Tel: 812-***-**** acsgfh@r.postjobfree.com

Solution oriented and innovative management professional, providing 25 years of inspirational leadership. Persuasive communicator with engaging relationship style and skills in fostering positive workplace relationships. Strong well versed leader, able to use analytical statistical skills to implement changes as needed in relevant areas for excellent quality outcomes. Proven experience driving performance across operations and know how to position personnel to maximize efficiency and effectiveness in operations.

Very strong leader in new facility construction and renovation in the healthcare arena. Very versed in fostering positive quality outcomes with strong indicators. Strong physician relationship, skills, and recruitment of expertise. A very strong willed, energetic leader with strong healthcare experience in Administration, and Facility/Construction Management Skills.

Core Competencies

Strategic Planning & Execution

Hospital Turnaround/Physician Relations

Driving Revenue & Profitability

Construction/Facilities Operations

Quality & Pillars of Excellence

Team Leadership / Development

Cost Reduction Strategies

Financial Analysis / Budgeting

Process Optimization

Professional Experience

COFFEY HEALTH SYSTEM, Burlington, KS 2014-2015

Interim Chief Executive Officer

Coffey Health System is a 36 bed acute care hospital with 6 rural health clinics, a long term care facility, and assisted living facility

that serves a population of 19,000 residents in 3 counties.

● Increased revenue by 3.5 million with chargemaster update, revenue capture plan, and setting up financial metric system for

revenue cycle/billing department. As of March of 2015 hospital showed a profit of $600,000.00

● Reduced days in A/R from 234 days to 82 days . This was done in a team effort with billing taking ownership of the project.

● Develop a good leadership team to help turn the organization into the new arena of healthcare. This was done through leadership

development ton training on site and sending the team to Kansas Hospital Association peer groups.

● Worked with the Board of Trustees on new Board policies and procedures, establishing an Executive Finance Committee, and

developed Board education for all members. This was the first time in 60 years the Board had the opportunity for Board

education for hospital boards. Outcomes were tremendous with better understanding of governance and financials.

● One of the top priorities from the County Commission was to establish a plan for long term care facilities, adding on to the hospital,

and a new clinic in Madison, Kansas. I worked with the board and physician on their input into this matter. It was decided to build

two long term care facilities, 1 in Burlington, and one to replace the outdated one in Waverly, KS. A new clinic in Madison, KS.,

and construction of 30,000 square feet at the hospital, and renovation of nearly 40,000 square feet. I worked with the Architects,

designers, physicians, staff members, the leadership team, and county commission and came up with final drawings that were

was approved for all areas. The Madison Clinic broke ground in January, 2015.

● One of the biggest priorities was to bring the facility up to code. Introduced the Director of Maintenance with Joint Commission

Environment of Care Plans, NFPA rules and regulations as well as the NEC, and Kansas codes. Plans were established, and

new policies and procedures established for the department, and hospital wide in reference to all these areas. I had to were

my engineering “hat” many times during this entire year however, outcomes were great for all facilities in our area.

● Increased patient satisfaction and employee scores from low 70’s to a high of 89-96 by working with Press Ganey, rounding,

town hall meetings, meetings with local organizations in the different counties, and through daily communication.

● The top priority from the Commission was to get physician contracts established and signed. This had not been done for over 5 years.

Within two months, I had the contracts established, and signed. The Commission was very happy.

● Reduced supply cost by 2 million through Premier Purchasing Partnership, and reduced vendor list from 1100 to 400. This was

established with great team involvement from the leadership team down to employee involvement.

REGIONAL GENERAL HOSPITAL, Williston, FL 2013- 2014

Interim Chief Executive Officer

Regional General Hospital is a 40 bed acute care hospital with Rural Health Clinics. RGH offers inpatient and outpatient care, rehabilitation services, emergency care, trauma/flight services and is governed by a 9 member Board of Directors. The Service area for the hospital is 70,000 people in 3 surrounding counties.

Reduced over $5 million in liability for new owners by successfully leading previous hospital ownership through bankruptcy.

Boosted revenue through joint team effort by recruiting 9 new providers for the emergency room, clinics, acute care, surgeon, gastroenterologists, pain management, and CRNA’s and PA’s.

Turnaround of hospital financial position from a negative $1.3 million to a profit of $342K by 9/2013.

Instilled the Pillars of Excellence with Leadership Development.

Built and established strong relationships with community, networked, and attended professional conferences.

Increased patient revenue by 36% within the first 5 months.

Developed great leadership team consisting of a new CNO, CFO, and Chief Human Resources Officer that lead to the turnaround of organization.

Maintained up to date industry knowledge, performed market research, analyzed trends, and ultimately met the needs of customers and business partners by analyzing everything that impacts the organization and incorporate profitable solutions.

Reduced days in A/R from 325 to 85 and still on a positive reduction.

Increased patient census from an average daily census of 2 to 16.

Upgraded equipment by purchasing over $600K in new equipment consisting of telemetry, anesthesia machines, defibrillators, IV pumps, and a new 16 slice CT scanner.

Led efforts for AHCA – Florida Agency for Health Care Administration Survey with positive outcomes noted.

MINNIE HAMILTON HEALTHCARE CENTER, Grantsville, WV 2011 - 2012

Interim Chief Executive Officer

Minnie Hamilton Healthcare Center is a Critical Access Hospital with a 40 bed long term care facility. MHHCC offers a comprehensive range of services with strengths in trauma/flight, pediatric services, inpatient and outpatient care, rehabilitation services, and emergency care.

Increased revenue from $18.5 million to $20.8 million through new services and charge master update.

Successfully implemented the Pillars of Excellence with Leadership Development and Succession Planning.

Recruited 8 new providers for the emergency room, in-patient acute care, rural health clinics, and school based health.

Implemented EHR with NextGen, training for providers, and e-prescriptions with suitable templates.

Introduced 340B Pharmacy program with a savings of $32,700 to the hospital.

Worked with the Dean of Schools with Glenville State College, in Glenville, West Virginia to construct new on-site healthcare facility for the College.

Increased revenue by building a joint relationship with two Nursing Homes in two counties to provide Laboratory, Radiology, Pharmacy, and Rehabilitation services for better quality outcomes.

Reduces days in A/R by 10.

Introduced Clinical Pathways for all clinical areas resulting in positive quality outcomes.

Secured over $850K in grants for building renovation and equipment update through team effort.

ASPETAR ORTHOPEDIC AND SPORTS MEDICINE HOSPITAL, Doha, Qatar 2009 - 2011

Chief Operating Officer

Aspetar Orthopedic and Sports Medicine Hospital is the first specialized hospital in the Gulf region with Orthopedic and Sports Medicine. It is a 150 bed facility with revenues exceeding $200 million. It is accredited by Joint Commission International and the State of Qatar.

Held responsibility for overall operations including the vision, strategic planning, scope of services, and mission of the hospital and adjoining facilities.

Reduced spending by $5.2 million during first 6 months and grew profits by $2.3 million through reduction in supplies, contract negotiations, food service, and in recruitment.

Developed unifying strategy and vision to transform hospital from a small provider of Orthopedic services to a champion and catalyst for advancement in Orthopedic and Sports Medicine. This was done with mentoring, implementing quality indicators with positive outcomes, coaching, public relations, and town hall meetings.

Created and executed business plans. Developed organization growth strategies targeting development, market penetration, marketing communication and distribution. Created integrated marketing plans while maintaining departmental budgets and reports.

Implemented new financial systems (Oracle), charge capture plan, and revenue enhancement strategies.

Achieved $1.2 million savings and better quality outcomes by cancelling contract with food service provider and hired own staff.

Constructed over $125 million in new construction of facilities consisting of a new rehabilitation center, anti-doping center, new physician education center, and new pharmacy.

Introduced Clinical Pathways for all clinical departments with the approval of Chief Medical Officer with positive outcomes and credited response from Joint Commission.

Engaged every employee from housekeeping up to the Director General by rounding, town hall meetings and regular staff meetings.

ST. VINCENT HEALTH, Indianapolis, IN 2005 - 2009

Chief Executive Officer – Salem Hospital

St. Vincent Health is the largest faith based health care systems in Indiana. SVH owns 22 Critical Access Hospitals in Indiana and Kentucky. They are dedicated to spiritually centered, holistic care which sustains individual and community health.

Successfully turned around hospital in a 32 month time frame with the help of every staff member, hospital board, physicians, hard work, a strategic plan, and vision.

Increased revenue by $12 million with new service lines that included new orthopedic center, sleep center, out-patient clinic, rehabilitation center, and expanded cardiac services from 2 days per week to 7 days per week.

Developed and managed a $65 million operational budget.

Decreased internal costs by collaborating with team members to redefine and redesign business practices, improving performance and efficiency.

Reduced days in A/R from 127 to 36.

Introduced the 340B Pharmacy program with a savings of $77,000 for the hospital.

Reduced costs by $1.3 million by developing a reduction in force.

Recruited physicians consisting of an ENT, Pulmonologists, OB/GYN, 1-Family Practice, and a Dermatologist.

Successfully developed Hospitalist program.

Led facility to Joint Commission Accreditation with all employees involved.

TITUSVILLE AREA HOSPITAL, Titusville, PA 2005 - 2005

Vice President Operations/COO

Titusville Area Hospital is a 108 bed Community Hospital serving residents in a four county region. In 2001 the hospital received national recognition as a “100 Top Hospitals” in the United States. The hospital has earned a reputation for high quality, cost-efficient quality care.

Performed the administrative management of Ancillary and Support Departments.

Supervised construction of 200,000 square feet off-site Medical Office Building and Rehabilitation Center.

Participated in recruitment of a surgeon and family practice physician.

Implemented an aggressive financial plan for departments resulting in financial success of the hospital in 3 years. This was done through mentoring, contract negotiations, and reduction in overtime, commitment to quality outcomes, and regular staff meetings for on-going improvements and communication.

MAYO CLINIC, Jacksonville, FL 2002 - 2005

Director, Facilities Operations

Mayo Clinic is a nonprofit worldwide leader in medical care, research, and education for people of all walks of life. Mayo clinic is comprised of a three hospital system located in Rochester, Minnesota, Scottsdale, Arizona, and Jacksonville, Florida. The Mayo Clinic Jacksonville employs more than 7,000 employees and 750 physicians. The clinic sits on 640 acres and has over 4.2 million square feet of buildings.

Held responsibility for the administrative management of support departments consisting of engineering, bio-medical engineering, transportation, construction, laundry/linen, emergency response/hazmat, nutritional services, and environmental services.

Instilled financial disciplines for departments resulting in $3 million in savings during first 18 months using leadership strategies, six sigma approaches, and working with staff to reduce spending, increase productivity, and eliminate overtime.

Managed 12 off-site Medical Office Buildings.

Held responsibility for 457 employees and 42 direct reports at the main clinic, off-site hospital, and MOB’s.

Adoption of mission and practices for Green Facilities across Mayo Clinic facilities. This Included solar panels, cogeneration units, giant sun-deflecting louvers, nontoxic paints and biodegradable bed pans. Introduced a rain water collection system to fill on-site ponds and used the water for the sprinkler system for the lawn and landscaping needs. Used other rain water for cooling towers after filtering.

Upgraded all energy management systems to make all facilities energy efficient with automatic sensors for lighting, automatic shutdown of air-handlers in office spaces, and certain hallways. Replaced all lights with bulbs that us less mercury and earth friendly cleaning supplies (except where chemicals are used for germ control). The campuses also recycled paper to sell to paper mills, and adopted a metal and aluminum recycling program.

Supervised $267 million new replacement hospital that was constructed at the Mayo Clinic site.

Reduced Support Department budgets by $3.2 million dollars with RIF, elimination of overtime, contract purchasing negotiations, utilities consumption, cancellation of nutritional services contract, and bringing services in-house.

Led efforts to prepare for the first Joint Commission survey for the Hospital, Clinics, and Medical Office Buildings. The survey was a success with appreciation going to all employees.

PROFESSIONAL MAINTENANCE SERVICES OF KENTUCKIANA, Cincinnati, OH 1999 - 2002

Vice President/General Manager

Professional Maintenance Services was established in 1972 by Dan Peterson of Cincinnati, Ohio. A leader in Facilities Operations, he established a firm that served the healthcare and industry in Facilities Management. With over 25 million square feet of building maintenance and a staff exceeding 2,500, Professional Maintenance was a leader in the Ohio Valley for Facilities Services.

Handled the administrative management of the day to day operations with a budget of $40 million.

Developed strategic business plan, budgets, and new programs and services. Managed all aspects of capital improvements and contract negotiations.

Reduced salaries and wages by $650K during first 12 months with no effect on sales, productivity, or quality.

Increased sales by 30 percent during the first year through public relations, involvement in the communities served, and giving back to all communities.

Ensured first class service, quality throughout organization, and excellent customer service.

Developed and implemented a companywide computer financial system to track profits and loss on a daily basis, track financials, and manage productivity.

PERRY COUNTY MEMORIAL HOSPITAL, Tell City, IN 1986 - 1999

Director Facilities Operations

Perry County Memorial Hospital is a 75 bed acute care hospital serving a community of 14,000. The hospital owns 6 off-site medical office buildings and an Emergency Medical Services Building.

Served as Director of Facilities Operations consisting of Engineering, Bio-Med, Transportation, Purchasing/Central Stores, Safety, Environmental Services, Laundry/Linen, Hazmat, and Construction with a budget of $3.3 million.

Reduced costs by pioneering and implementing cost saving initiatives and operation strategies.

Developed and implemented comprehensive set of indicators for all assigned areas to monitor all departmental quality indicators and outcomes, productivity, cost, customer satisfaction, work orders, and staff education in a self-directed work environment. This effort resulted in a favorable budget variance for 13 consecutive years with excellent quality outcomes.

Boosted efficiency by training staff and providing ongoing support to team.

Achieved savings of $375K per year by moving the hospital into the Premier Purchasing Partnership network.

Reduced payroll by $185K annually by re-engineering and consolidating functional areas within all departments.

Held responsibility for $14 million in construction and renovation projects over a 13 year time frame.

Prior Experience

Hospital Safety Director, Hospital Engineer

Education

Doctor of Philosophy in Healthcare Administration, Warren University - 2007

Master of Business Administration Degree (MBA), Will begin January, 2016. California Coastal University and California State Univ.

Master of Science Degree in Healthcare Administration, Warren University -2005

Bachelor of Science in Engineering, Western University - 1992

Bachelor of Science Degree in Engineering, University of Evansville – Transferred Credits- 1983

Executive Leadership Education Program, Indiana University School of Public and Environmental Affairs-2006

Certificate – Leadership Healthcare Executives, Harvard School of Public Health-2008-On Site

Industrial Maintenance Courses, Indiana Vocational College-1983-1991

Certifications

Certified Healthcare Administrator – American Academy of Medical Administrators

Diplomate – American Academy of Medical Administrators – Highest Honor Awarded

American College of Healthcare Executives – Approved to sit for Board of Governors Examination to a Fellow.

Certified Healthcare Engineer – Florida Healthcare Engineering Association

Certified Safety Executive – World Safety Organization

Organizations

American College of Healthcare Executives

American Academy of Medical Administrators

Indiana, West Virginia, Florida Hospital Association

Indiana and West Virginia Rural Health Association

National Fire Protection Association

American Society for Healthcare Engineering

Florida Hospital Engineering Association

World Safety Organization

Indiana University Alumni – Life Time Member

University of Evansville Alumni – Life Time Member

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