Management Quality Assurance
Resume:
Stephen E. Minnis
Cincinnati, OH 45249
*******@*****.**.***
Summary
Customer focused and results oriented executive with a proven track
record in the health care industry. Excels in administrative
operations management and in improving cost and operational
effectiveness. Proven abilities in strategic planning,
implementation and problem solving for bottom line results. Strong
leadership and communication skills used to motivate all levels of
staff and management teams. MBA Management - Xavier University,
Cincinnati, OH; BS Industrial Management - University of Tennessee,
Knoxville, TN
Professional Experience
University Hospital, Health Alliance - Cincinnati, Ohio
2007 to 2010
Business Director, Perioperative Services
Reported directly to the Executive Director, Perioperative
Services. Managed the financial and administrative aspects of the
Perioperative Services division including: Holmes Hospital
Ambulatory Surgical Center, University Hospital - Same Day Surgery,
Operating Room, Post Anesthesia Care Unit, Anesthesia, Perfusion,
Endoscopy, Sterile Processing, and Perioperative Services
Administration departments. Major responsibilities included,
preparation and management of operating and capital budgets,
accurate and timely patient charge capture, compendium maintenance
and development, major equipment selection and purchase, vendor
contract negotiation, inventory/materials management coordination,
and financial/operations reporting. Departmental dimensions; 350
FTE's, $375.0 million annual revenue, $56.1 million annual
expenses, capital budget expenditures annually exceed $2.5 million,
15,300 surgical cases annually.
. Led multidisciplinary strategic team for OR scheduling access.
Provided surgeons with greater easy of scheduling and access to
a very busy 24/7 operating room.
. Increased OR annual case volume by 1,737 cases or 13.1%, and
gross revenue by $47 million through initiatives expanding OR
resources and OR times.
. Saved over $500,000 annually through negotiation of higher
discounts with surgical implant vendors and medical supply
vendors.
. Normalized new perioperative operating system -Surgical
Information System (SIS) within 60 days of system
implementation.
. Merged and converted the Endoscopy business unit scheduling,
charge capture, and reporting functions into the SIS system.
. Planned & implemented the Navicare patient tracking and
communication system within the perioperative departments.
. Provided leadership in both the Operating Room Steering
Committee and Operating Room Committee. Chaired the
multidisciplinary Perioperative Supply Cost Reduction team.
Cincinnati Children's Hospital Medical Center - Cincinnati, Ohio
1996 to 2007
Sr. Business Director, Surgical Administration
Reported directly to the Vice President, Surgical Services.
Managed the financial and administrative aspects of the
Perioperative Services division including: A3North, Same Day
Surgery, Operating Room, Post Anesthesia Care Unit, Sterile
Processing & Distribution, Surgical Registration & Scheduling,
Vascular Access Team, and Surgical Administration. Major
responsibilities included, preparation and management of operating
and capital budgets, accurate and timely patient charge entry,
compendium maintenance and development, major equipment selection
and purchase, vendor contract negotiation, OR software maintenance
& development, inventory/materials management coordination, and
financial/operations reporting. Departmental dimensions; 402
FTE's, $143.4 million annual revenue, $47.3 million annual
expenses, capital budget expenditures annually exceed $2 million,
24,700 surgical cases annually, and $4.0 million in inventory
supplies.
. Developed and implemented "patient charge by exception" charging
system. System captured over 10% more patient charges.
. Implemented and coordinated the "Strategic Supplier Partnership
Program" for the Division. Initiative saved the division more
than $225,000 in supply costs during the first year.
. Reorganized the surgical supply/materials physical space and
handling processes. New area provides the Operating Room
enhanced case cart supply distribution.
. Wrote Request for Proposals (RFP) for; a) Procurement of the
"Operating Room Image and Video Capture Management system", and
b) The procurement of a new surgical information system.
Developed the selection criteria for evaluating potential
venders.
Miami Valley Hospital - Dayton, Ohio
1993 to 1996
Administrative Director, Perinatal Services
Reported directly to the Director of Nursing. Responsible for the
administrative direction and operation of the Perinatal Health
Center, Diagnostic Ultrasound, and Gynecological Oncology areas in
collaboration with the respective Medical Directors. Responsible
for the development and implementation of business plans, goals and
strategies for the three areas. Developed quality assurance
programs to assure of continuous improvement in serving patients.
Acted as a liaison between Wright State University School of
Medicine faculty, resident physicians, and medical students.
. Developed business plans for 2 ambulatory clinics increasing
revenues by 17% and 18% over the prior period.
. Re-engineered the Perinatal Health Clinic scheduling and
appointment process reducing patient wait time by 40%.
. Established improved HMO referral tracking procedures to
increase receivables by 22%.
. Strengthen customer telephone service through analysis of call
distribution data. Implemented changes to staffing schedules
and telephone call management systems. Actions reduced customer
abandon call rates from 9.3% to 4.2%.
. Developed and implemented a Supervisory Management Development
Program for newly promoted supervisors.
References available by request
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