Teddy R. Wilson

*** ** ****, ************, ***** 75766

903-***-****

abh1fw@r.postjobfree.com

Director / Senior Manager - Healthcare Operations

Hospital Administration / Personnel Management / Clinic Management /

Customer Service

Operating Room Management / Human Resources / Personnel / Training &

Presentations

Logistics/ Staffing / Team Building / Budget

Training manager for Air Force senior management school, Progressive

experience in human resources management and healthcare, Associate

Administrator, Executive Committee member for hospital decision-making

team. Chaired and co-chaired numerous committees in healthcare and other

related fields. Best Practice leader for Air Force Surgeon General's

customer service task force.

- Increased operating room utilization from 65% to 93%, enabling 150

additional procedures monthly

- Lowered healthcare supplies/equipment costs significantly for Wright

Patterson Regional Medical Center

- Designed layout for new healthcare education facility that was adopted

throughout operations

- Developed Quality Improvement training program for Air Force hospital

that was adopted by entire base

- Managed the cleaning contracts for different operating room suites to

operate with maximum efficiency

- Saved $300K annually by creating personnel and space efficiencies at Air

Force Service Academy

- Realigned nursing shifts at Air Force hospital eliminating schedule

inequities and discord

- Revised awards program reporting requirements saving time, labor and

expense

- Presented information for management consultation to medium businesses

for improvement

- Organized senior supervisor council to review issues and raise money for

scholarships and needy families

Selected Accomplishments

Increased operating room utilization from 65% to 93%, enabling 150

additional surgical procedures monthly. If a surgeon had priority on a room

and finished at noon, that unused time was not being captured. Designed

scheduling book that gave instant visual of rooms finishing early.

Developed rapport/two-way dialog with physicians. Scheduled additional

procedures. Helped Wright Patterson Regional Medical Center MD's catch up

on schedules/generate additional revenues.

Lowered healthcare supplies/equipment costs significantly for Wright

Patterson Regional Medical Center. Inherited out-of-control supply

equipment account. Supplies ran out, forecasting was impossible, poor

record of requisitions. Cataloged supplies. Tracked and monitored usage.

Negotiated cost savings and bulk purchases with vendors. Identified high-

dollar equipment and developed expectancy table to forecast needs, project

budgets, and time future purchases.

Designed layout for new healthcare education facility that was adopted

throughout operations. Air Force's only healthcare school was planning to

expand, rebuild and modernize due to changes in training requirements.

Researched current programs to capture what was working best and determine

future needs. Gathered information from outside sources and interjected

personal knowledge of training procedures. Presented recommendations which

were implemented in full.

Developed Quality Improvement training program for Air Force hospital that

was adopted by entire base. Air Force wanted quality improvement processes

implemented. Made training plan and developed teaching course content.

Scheduled classes around busy schedules, and managed doctor's time to not

disrupt clinics. Initiated vigorous campaign to sell training concepts.

Tracked training progress. Completed 97% of staff training in six months.

Saved $300K annually by creating personnel and space efficiencies at Air

Force Service Academy. Service Academy staff was inefficient and inflated.

Designed and implemented more efficient use of space. Developed creative

use of available resources. Switched several positions and eliminated six.

Adjusted schedules and timing. Saved $300K in salaries alone, and enabled

supervisors to oversee additional sections.

Teddy R. Wilson

Page two

Realigned nursing shifts at Air Force hospital eliminating schedule

inequities and discord. Previous manager had scheduled some nurses on 12

hour shifts and others in clinics (easy schedules) for years at a time.

Recognized genuine discontent and poor morale. Determined those who had

special needs and reviewed policies for violations. Rotated 12 hour shifts

throughout Nursing Department in fair and equitable manor. Eliminated real

or perceived favoritism.

Revised Air Force awards program reporting requirements saving time, labor

and expense. Awards program write-ups were very labor intensive, causing

frustrations and delay of recognition. Some awards never granted because of

time constraints. Surveyed civilian companies for ideas. Streamlined

reporting process, shortened form for submittals from two pages to ten

lines. Submitted up the ranks. Process adapted by Air Force.

Organized senior NCO Council to review issues and raise money for

scholarships and needy military families. Wing had over 300 senior

supervisors with no way of making a difference outside of their own

departments. Developed, guided and mentored a senior NCO Council. Wrote

bylaws, elected officers, and set goals. Made operational changes, raised

money and awarded scholarships, and met needs of deserving families.

Professional Experience

United States Air Force, 1975 to 2007.

Senior Advisor for, 16th Air Force, 2002 to 2005. Advised commander on

operations, HR and personnel assignments concerning over 11,000 troops.

16th AF area of responsibility included Bosnia, France, Greece, Italy,

Kosovo, Spain, and Turkey. Directed 55 staff and $300K budget.

Senior Advisor for, 366th Wing, 1998 to 2002. Advised Wing Commander

and senior staff on issues effecting 4000 personnel assigned to Air

Force's only standing air expeditionary wing.

Senior Advisor/Administrator to the CEO, 366th Medical Group, 1996 to

1998. Provided primary, emergency and surgical specialty healthcare to

members of 366th wing and their families. Advised medical group commander

on welfare, training progress and effective use of personnel. Provided

management, supervision and direction to personnel in four major

departments and senior staff.

Senior Advisor/Administrator to the CEO, 90th Medical Group, 1994 to

1996. Provided primary care, emergency, pediatrics, OB/GYN and some

surgical specialties. Planned, directed and implemented all hospital

quality improvement activities. Advised commander on personnel issues.

Managed cost center for senior staff.

Staffing Manager, Nursing Services, 8th Medical Group, 1992 to 1993.

Provided primary, emergency and healthcare to members of 8th wing.

Directed activities of nursing services. Responsible for orientation,

assignment training and evaluation of 40 nursing personnel and all

technical personnel assigned to hospital. Developed operating

instructions and budgets. Acquired medical supplies and equipment.

Advised on quality improvement and member of medical exercise evaluation

team.

Prior: Senior Advisor to Commander, 80th Medical Group. Quality Advisor

to the Commander, 80th Medical Group. Senior Advisor to Commander, 8th

Medical Group. Co-Manager of Operating Room, Wright Patterson Regional

Medical Center. Senior Instructor, Senior Service Academy. Senior

Instructor, Air Force Surgical Technician course. Wrote curriculum.

Surgical Technician.

Key Skills / Education

Key Skills: Training. Strategic planning and review. Career Counseling.

Effective presenter and seminar leader. Ability to interact with people at

all levels. Planning, forecasting and managing large or small staffs and

budgets. Motivator, able to get things done quickly. Expert on

welfare/training programs/effective use of personnel. Change agent,

improving processes/operations.

MA, Health Services Management, Webster University. BS, Occupational

Education, Wayland Baptist University. AA, Operating Room Technology, and

AA, Teaching, Community College of Air Force.

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