John W. DeLuca NHA

***** ******* **.

Colorado Springs, Colorado 80921-3542

Email: actb0g@r.postjobfree.com

OBJECTIVE:

To develop a nursing home staff who feels pride of ownership and possess

a desire to render the highest quality of resident care possible.

WORK HISTORY:

Compass Pointe Healthcare System/ Jun 2015-Present

Vivage Quality Health Partners

CEO, Parkmoor Village Health & Rehab, Colorado Springs, CO., (147 beds, SNF/NF).

Census, clinical and physical plant challenges.

Reduced Medicaid Pending from 26 to 2 residents.

Increased Case Mix by 15%

Prepared facility for Life Safety Survey. Improved employee teamwork.

Milestone Healthcare, (HCR Manor Care) Sept 2013 – Jun 2015

Program Administrator (Consultant), Parkview Medical Center, Pueblo, CO., (20 bed, SNF), financial challenges.

Elevated from a 3 star to a 5 star rating.

Annual CMS Survey: five (5) F-Tags, Life Safety Survey: (0) Tags.

Reduced previous year’s operational expense loss by 42%.

Revenue variance was $400K+.

Annual CMS Survey: two (2) minor F-Tags, Life Safety Survey: (0) Tags.

Terrace Gardens Healthcare Ctr., CO Springs, CO., Sava Senior Care 2013 – Aug.

Executive Dir., (108 beds, SNF/NF). Census, clinical and physical plant challenges.

Scored a 97% on my Pre Employment Administrator Examination.

Increased ADC 15% in six (6) months.

Turned the prior year million-dollar deficit to a plus million-dollars in six (6) months, plus all employees received a $500.00 bonus.

June’s financial contribution was 20%.

Fenton Health Care, Fenton, MI., Consulate Health Care 2011 – 2013

Executive Director, (121 beds, SNF/NF), census and physical plant challenges.

2nd month as Executive Director, made $200K over revenue budget.

Executive Director Conference, October 2012 awarded best Quality Measures Award for all Consulate Health Care facilities in 2012

LaVie-Whitehall HealthCare Center of Ann Arbor, MI., Consulate Health Care

Administrator (102 beds, SNF/NF), Survey (Focus Facility) and Financially challenged.

Reduced Overtime from 8% to less than 1% with a monthly savings of $20K.

Increased Medicare census from 2 to 12 within a two-week time frame.

Reduced annual survey citations from 25 to 6 Ds and an E.

Reduced Operating Expenses: Jun 13, 2011, ($173,860) to Dec 31, 2011,

$266K = $439,860 swing in 6 months.

Reduced Life Safety citations from 18 to 2, March 29, 2012.

LaVie–Mather Nursing Care Center; Ishpeming, MI., Consulate Health Care

Interim Administrator, (122 beds, SNF.NF), census, financial and clinical challenges.

In one (1) month hit 100% case mix, $25K increase in revenue.

Initiated Ancillary Supply recovery.

Increased Therapy Revenue 33% above budget.

Increased census by ten percent (10%).

LaVie-Hilltop Manor Health Care Ctr, Roscommon, MI., Consulate Health Care

Interim Administrator, (118 beds, SNF/NF)

Instituted nursing process to audit new patient admissions.

Reinstituted Spend Down Sheets and Ancillary Supply Cost recovery.

Submitted five (5) State Reportable Incidents (SRI); cleared all five (5) upon initial state survey review.

HorizonWest Healthcare-Foothill Oaks Care Center, Auburn, CA. 2009-2010

Executive Director, (99 beds, SNF/NF), “turn-around” facility.

Increased census from 81% to 99%, by developing aggressive marketing strategy, heightening the facility’s exposure within the community and developing new referral sources.

Significant decrease in operating and revenue losses.

Initiated renovation program to include rehabilitation and patient-centered wellness theme.

Re-trained staff on customer service and quality of care.

First time in 12 months a profit was made.

Excellent 2010 Annual Survey.

Health Bridge Mgmt.-Grand Blanc Nursing Ctr., Grand Blanc, MI. 2008-2009

Administrator, (157 beds, SNF/NF, 54 bed Ventilator Unit), Extremely challenged facility.

Addressed numerous physical plant issues by incorporating in-house talents, vendor management, and training on systems.

Hired nursing department leadership and eliminated drug diversion problem.

Reorganized the admission/patient acceptance process and reduced the patient acceptance time to 15 minutes, thereby increasing the average daily census by ten (10) patients for five (5) months.

Instituted aggressive accounts receivable collections and decreased the current Days Sales Outstanding (DSO) five (5) days.

Improved employee morale by instituting dress code policy, consistently enforcing employee handbook, purchasing necessary equipment, hosting job fairs, and developing employee appreciation programs.

Harrisonburg Health & Rehab. Ctr., Harrisonburg, VA 2007-2008

Medical Facilities of America

Administrator, (180 beds, SNF/NF)

Annual Survey was the best in the division, (3Ds and 1 E).

Released Medical Director, hired a more supportive referral partner.

Instituted significant improvements to the physical plant to be able to pass a HUD inspection, the inspection score was 98%. (During the annual physical plant inspection, the president of the corporation noted that Harrisonburg Health and Rehab Ctr. was one of the top three (3) facilities out of the forty (40) facilities he owned).

Established a quarterly, physician/staff meeting to enhance the working relationship between the nurses and doctors.

Heartland Health Care Center, Ann Arbor, MI. (HCR Manor Care) 2005-2007

Administrator, (180 bed, SNF)

The Rehabilitation team had a fifty-eight percent (58%) increase in revenue per monthly budget. The therapy team had the largest therapy Contribution Margin for all of the HCR Manor Care facilities for year 2006.

Operating Expenses w/o Ancillaries were minus point zero two percent (-.02%) per month.

The bad debt write-off was less than point zero one percent (.01%) if gross income.

The facility received the Million Dollar Award for Margin of Contribution.

2006, Annual Survey had six (6) minor citations, D level.

Admissions/day were as high as nineteen (19) and monthly as high as two hundred twenty (220).

Fostrian Nursing and Rehab. Ctr., Flushing, MI., (HCR Manor Care)

Administrator, (120 beds, SNF/NF)

Delivered the highest Margin of Contribution to the Central Division within less than three (3) months as a new administrator.

Stayed within operating expense budget, per department, per patient census.

Within two (2) months the facility was at one hundred percent (100 %) census.

Dimoindale Nursing Care Ctr., Nexcare Health Systems, Dimondale, MI. 2004

Assistant Administrator, Administrator in Training (AIT), (225 beds, SNF/NF)

In addition to being the Assistant Administrator, I was the Human Resource Director.

The facility was recently acquisitioned (hiring one hundred fifty (150) employees in one day from the previous owner, which was a hospital). I gathered information and updated employee files.

Community Finance Agent (John W. DeLuca Agency) 1998-2003

Nationwide Insurance & Financial Services, Holt, MI.

Marquette Medical Systems, Milwaukee, WI. 1986-1998

Sales Representative & Regional Sales Manager – Michigan, Indiana & Kentucky

Cardiology technologies, Patient Monitoring Systems & Information Systems.

LSE/Puritan Bennett Corporation, Woburn, MA. 1979-1986

Regional Sales Manager – Eastern United States

Pulmonary screening technologies and Ventilator Units.

EDUCATION:

University of Findlay, Findlay, Ohio ---Bachelor of Arts, PSYCHOLOGY

Napa College, Napa, California---BUSINESS ADMINISTRATION

Cleveland State University, Cleveland, Ohio---ACCOUNTING

Madonna University, Livonia, Michigan---NURSING HOME ADMIN.

LICENSURE: NHA---California, Colorado, Michigan and Common Wealth of

Virginia

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