System Management
Resume:
Robert P. Herrick
Chicago, Ohio 60607
312-***-**** (Cell)
Home e-mail: *************@*******.***
Professional Summary
Senior level health care executive with 21 years of progressively increasing levels of and
breadth of experience, from a single community hospital setting to a corporate-level position
with a multi-hospital system.
Have successfully lead strategic planning, marketing, communications, physician relations,
government relations and other functional areas in achievement of annual and long-range goals
and objectives. Possess internal consulting practice expertise and have a proven track record of
business process improvement and integrating health system components across seven
hospitals for dramatic operating performance outcomes.
Professional Experience
June 1995 – Health Alliance of Greater Cincinnati
September 2007 Cincinnati, Ohio
Senior Vice President Planning and Corporate Development
November 2003
– September
2007
Summary of Responsibilities:
Senior Management position with system-wide responsibilities within a $1.5
billion, seven-hospital (plus two hospitals under construction) system including:
Development of a system level long-range strategic plan and leading the five
member Planning and Business Analysis function, which primarily has
system-level focus but also assists hospital-specific planning activities.
Oversight of the 28-member public relations and marketing functions, of
which some components are centralized and others decentralized to the
hospitals.
Oversight of the government relations function and development of system-
wide positions on issues at the local, state and federal levels.
Coordination of system-wide community benefit reporting.
Leading all real estate purchases as well as planning, development and
construction activities for new facilities.
Leading all off-campus joint venture activities with physicians and other
partners.
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Achievements:
Totally redesigned and subsequently lead the strategic planning process for
the system, incorporating a visioning process as well as more extensive
environmental assessment activities and increased physician and
management participation. Ultimate system-level plan focused on four key
themes and included 30 tactical strategies to be implemented over 5 years,
beginning January 2005. As of May 2007, 22 strategies are in various stages
of implementation. Monitoring indicates that market share has increased
slightly in a declining market, patient satisfaction has increased, associate
satisfaction and retention has improved, and quality indicators have
dramatically improved.
Led market research, proposal development, land acquisition and ultimately
design and construction management of a new market 160-bed, expandable
community hospital in West Chester, Ohio. It is targeted to open January
2009.
Oversight of similar activities for a new 56-bed behavioral hospital in
Mason, Ohio in concert with the Lindner Foundation. It is targeted to open
August 2008.
Led organization-wide quality assessment and early stages of
implementation of a centralized quality management structure until new
Chief Medical Officer was recruited.
Negotiated and finalized acquisition of a majority stake in an imaging
company as early stage of strategic partnership for ultimate expansion to a
multi-modality center as part of system’s ambulatory strategy. Previously
declining volume has been stabilized through referrals of Alliance Primary
Care, the system’s 178-physician group.
As of May 2007, leading process to acquire a minority stake in an
ambulatory surgery center dedicated to spine procedures. Also, as of May
2007, negotiating buy-out of the member interest of a partner in another
surgical center for ultimate re-syndication of the business in the very
competitive Northern Cincinnati market area.
Co-developed new ambulatory structure and master joint venture entity
with Senior Vice President Primary Care and Ambulatory Services.
Developed new Government Relations function for the system in early 2006,
recruited a strong candidate and oversaw the process of developing a
successful campaign strategy for passage of the Hamilton County Health
Services and Hospital Levy in November 2006 by the widest margin to date.
Coordinated the conduct of a multi-dimensional system-wide performance
assessment of the health system as required under its Joint Operating
Agreement.
Proposed and provided oversight to acquire and implement a new customer
relationship management tool into the marketing department in early 2007.
Hired new marketing strategist to improve customer targeting while
reducing direct mail costs.
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Vice President, Organizational Effectiveness
June 1995 –
November 2003
Summary of Responsibilities:
System-wide responsibilities within a $1.3-plus billion, six-hospital integrated
delivery system including:
Leading a 21-member internal consulting organization aimed at
comprehensive, system-wide performance improvement.
Oversight of system-wide operational benchmarking and productivity
system through site-based management engineers.
Oversight of system-wide customer satisfaction monitoring and
improvement initiatives in the areas of inpatient, emergency, outpatient and
ambulatory surgery.
Development and coordination of the Performance Improvement education
program for managers and leaders.
Development of and annual updates to a system-wide performance
improvement operating plan.
Oversight of system-wide Score Card for monitoring initiative progress
along key indicators of financial performance, quality, satisfaction/service
and market share.
Achievements:
Planned, developed and led the Organizational Effectiveness consulting
division from ground zero; built and retained the requisite consultant skill
set to continually support system-wide initiatives of tremendously varying
scope. Nearly 50 system-wide projects were supported from identification to
implementation of change and subsequent outcomes monitoring in the
broad categories of clinical resource management, patient services, and
consolidation/strategic projects. Personally led and facilitated several key
projects, such as one to shut down four internal home health agencies and
transfer patients to community agencies; another to go out of the obstetrics
business at one hospital and transition to more adult medical surgical beds;
and several others to consolidate support areas.
Surpassed expense reduction targets in seven of the nine fiscal years
responsible for this function, with the final year being one of investment in
the development of a Six Sigma initiative. Cumulative savings through June
2004 exceeded $154.6 million against combined targets totaling
approximately $144.5 million for an overall achievement of 107%.
Developed and continuously enhanced a multi-indicator departmental Score
Card across all projects, which has successfully passed external review each
fiscal year.
Developed a rapid-cycle alternative to the traditional project management
process for projects meeting applicable criteria. For those projects on which
the approach was applied, each was completed up to the point of
implementation in the requisite eight-week time frame. A training program
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and how-to manual for this project approach was also been developed and
implemented for dissemination of learning across the organization.
Co-developed a system-wide “Dashboard” of key organizational indicators
across the realms of financial performance, operating volumes, patient
satisfaction, clinical outcomes, risk management and human resources.
Versions were also created for each hospital.
Led the development of and participated in the teaching component of a
two-day Total Quality Improvement education program. Approximately
550 managers and leaders attended across a two-year period. The program
was subsequently redesigned to a one-day session for new managers, and a
second-generation performance improvement series (eight individual
programs) was also implemented to support the quality improvement
functions at each hospital.
Oversaw the development of a variation analysis approach of patient
satisfaction results, which allowed managers to take more direct control of
results and implement strategies on a unit-specific basis. Also established a
patient satisfaction improvement best practices sharing group to assist
managers develop strategies for continuous improvement. Developed
stretch patient satisfaction targets for the annual management incentive
program.
Led process to select and install a new clinical benchmarking tool to assist in
the identification of clinical performance improvement opportunities.
Proposed and led deployment of the Six Sigma performance improvement
methodology across the Health Alliance, including the hiring and training of
28 Black Belts. Payback achieved at end of second year of implementation.
June 1986 - St. Luke Hospitals, Inc.
June 1995 Fort Thomas, Kentucky
October 1988 - Vice President, Administrative Services
June 1995
Summary of Responsibilities:
Duties at this two-hospital Northern Kentucky system included oversight of
planning, marketing, public relations, government relations, corporate relations,
physician relations, continuous quality improvement, Joint Commission
accreditation, state licensure, pastoral care and volunteer/auxiliary functions.
Achievements:
Directed preparations for 1990 JCAHO survey to result of Accreditation with
Commendation; continued preparations resulted in 1993 score of 92.
Wrote and successfully defended 9 of 10 submitted Certificate of Need
applications. Projects included transferring obstetrics beds and construction
of a birthing center at St. Luke West, two emergency department expansions,
a mobile health service for occupational health, two cardiac catheterization
labs, and facility expansions at St. Luke West for additional surgical suites
and a replacement intensive care unit.
Co-developed the Health Check (health screening and education) Program
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leading to increased awareness and perception of services.
Co-produced the hospitals’ 1994 image campaign, including television, radio
and print, resulting in an 18% increase in awareness.
Redesigned the strategic planning process, resulting in a comprehensive 5-
year plan with annual updates.
Led lobbying efforts in Frankfort, Kentucky, aimed at avoiding mandatory
nurse staffing ratios, improving hospital licensure regulations, modifying
the Certificate of Need process, to name a few examples.
Developed and implemented the hospital’s continuous quality improvement
program.
June 1986 - Assistant to the President
Summary of Responsibilities:
October 1988
The majority of duties related to special project assignments, including internal
statistical analysis and reporting; researching, writing, then educating managers
to the hospitals first hazardous materials and waste management plan;
overseeing the physician referral program; coordinating mandatory Kentucky
Cabinet for Human Resources statistical reporting and annual licensure surveys;
and coordination of the 1987 JCAHO survey preparation process.
Educational Summary
June 1986 Master’s in Health Care Administration (MHA)
Ohio State University
Concentrations in Finance and Marketing
June 1981 Bachelor’s of Science (BS) in Zoology
Ohio State University
Current Memberships
American College of Health Executives (ACHE)
Current External Activities
Board member (2005 to 2007) – Uptown Consortium – a non-profit community
development corporation dedicated to the human, social, economic and
physical improvement of Uptown Cincinnati
Board member (2005 to 2007) – Kenwood Medical Imaging – a
hospital/physician joint venture specializing in magnetic resonance imaging
Member Planning Committee/Partners Council (2004 to 2007) – HealthTech –
a non-profit healthcare technology forecasting company
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