Customer Service Medical

WILEY E. WATTERLOND, B.S., A.R.R.T., C.R.T., C.R.A. Residence: 661-***-****

**** ***** ***** ********: 661-***-****

Bakersfield, California 93306 abnw13@r.postjobfree.com

More than 20 years of experience in the management of imaging services with an excep tional background in introducing

new technology, improving patient and physician satisfaction, upgrading facilities, and building procedure volumes for

tertiary and community hospitals.

A well-respected director and dependable team player who has outstand ing interpersonal, organizational, coaching and

follow-up skills.

PROFESSIONAL EXPERIENCE

Mercy Hospitals of Bakersfield, Bakersfield, California 2007-2008

Director of Imaging

Responsible for two acute-care hospital campuses’ imaging departments, inclu ding MRI, CT, angio diagnostic

services, ultrasound, echo ultrasound, EEG, infant hearing testing and nuclear medicine, that performed

100,000 procedures annually. Managed a staff of 90 and a $29.6 million budget.

Reduced contract staff from 17 to 5, saving $980,000 in labor costs annually.

Upgraded the department technology and equipment, including the installation of a PACS system, a voice

recognition system and a new CT/ultrasound/rad-fluoro room/digital mammography system.

Saved $60,000 per year through the installation of the AyCan paper copy system..

Planned, organized and directed a radiation safety program and committee.

Developed and implemented new job descriptions, an orientation program, annual skills, a competency

program, and a policy manuals.

Created a hospital-wide "ticket to ride" patient hand-off system, as a result met national safety goals and

improve communication between departments.

Initiated a pre-op program for fast patient throughput based in the imaging department, decreasing

wait-times by one hour.

Planned, organized and directed the startup of an offsite urgent care imaging department that generated

$50,000 in revenue.

MountainView Regional Medical Center, Las Cruces, New Mexico 2004-2007

Administrative Director of Imaging Services

Served as the director for imaging services for a 168-bed facility, including radiology, nuclear medicine,

ultrasound, MRI, CT scan, mammography and angiography. Cut costs through new implementations, improved

customer service and satisfaction, and standardized the nuclear medicine program to state-of-the-art

qualifications.

Eliminated all travel workers, saving $200,000 per annum.

Implemented the AyCan System to reduce film expenses by $60,000 per annum .

Passed regulatory and accreditation surveys, including a JCAHO/CMS state radiation health inspection

without any recommendations and an FDA/MQSA inspection in the mammography section of the

department.

Reduced bill 49 accounts (non-billable accounts) from an average of 10-12 per day to 1-2 per week.

Increased turnaround on billable accounts.

WILEY E. WATTERLOND, B.S., A.R.R.T., C.R.T., C.R.A. (continued)

Organized, planned and directed new imaging assessment tools for better patient care and communication.

Reduced patient wait-times and report turnaround times to acceptable levels (the outpatient wait-time was

reduced by more than half).

Created a clerical and transport team in imaging, which was a direct contribution to improved customer

satisfaction in imaging services.

Progressively improved Gallup customer service scores. (Imaging services was consistently one of the

highest top box percentages in areas of evaluation.)

Produced a medical center-wide radiation safety (ALARA) program .

Installed a new PACS system .

Alvarado Hospital Medical Center, San Diego, California 2003-2004

Administrative Director of Imaging Services, Cardiology and Pain Center

Responsible for planning, organizing and directing all imaging, cardiology and pain clinic functions as well as

oversight of 110 staff members and a budget of $40 million for a 245-bed facility.

W ithin six months of hire, saved $300,000 by eliminating all registry staff.

Facilitated the passing of the 2004 JCAHO survey.

Created and implemented the orientation, skills and competency program.

Negotiated warranty agreements, resulting in a savings of $400,000 over four years.

Renegotiated contract for mobile MRI, saving $40,000 per year.

Maryvale Hospital Medical Center, Phoenix, Arizona 2001-2003

Administrative Director of Medical Imaging and Rehabilitation Services

Directed all medical imaging and rehabilitation services for a 245-bed acute-care hospital. Managed 102 staff

and an $18 million budget.

Replaced 12 traveling technologists with permanent full-time staff in five weeks at a saving of $700,000 per

year.

Created and implemented current job descriptions, an orientation program, a skills and competency

program, and policy and procedure manuals.

Increased rehabilitation services by 25% in six months.

Expanded ultrasound hours and business by 50% in 90 days.

Increased patient and physician satisfaction scores by 20 points in six months.

Planned, organized and directed a hospital-wide transportation team/operation.

Citrus Valley Medical Center, Covina, California 1998-2001

Administrative Director of Imaging Services

Directed operations for imaging services, including radiology, nuclear medicine, ultrasound, CT scan, magnetic

resonance imaging, mammography, angiography, radiation oncology, bone density and non -invasive vascular

lab for a two-campus medical center that performed more than 185,000 procedures per year. Managed

150 professional and support staff and a $24 million budget.

WILEY E. WATTERLOND, B.S., A.R.R.T., C.R.T., C.R.A. (continued)

Played a key role in the selection and contract negotiations for biomedical services that saved

$800,000 annually in maintenance and preventative maintenance costs.

Negotiated new contracts for chemical and film processors, reducing expenses by more than $90,000 per

year.

Created a department specific safety and competency skills program that was incorporated into orientation

and ongoing staff education.

Redesigned the file room procedures and implemented an automated file management system. Decreased

lost films from 10% to 5% and improved file tracking.

Renegotiated radiation physicist contract, saving $19,000 bi-annually.

Conducted hospital-wide education on environment of care regulations, including weekly e -mail updates,

posters and classes for managers.

Led the successful passage of a JCAHO survey for imaging services without recommendations.

Upgraded the emergency codes to coincide with the statewide system, improving compliance with industry

standards.

Initiated the negotiation and implementation of a voice recognition dictation system, decreasing report

turnaround time from 24 to 2 hours.

Implemented electronic signature capability for imaging services on the internal computer system

(Meditech).

Established relationships with radiologic technology, ultrasound and nuclear medicine training programs

and oversaw clinical rotations of 11 students per year. Successfully recruited graduates, reducing

recruitment and orientation costs.

Obtained MQSA and FDA certifications as well as California Department of Health Service certification for

mammography at two sites. Maintained ACR accreditation.

Corona Regional Medical Center, Corona, California 1981-1998

Administrative Director of Imaging

Oversaw imaging services for a 150-bed, non-profit hospital and an affiliated medical group and IPA with

40,000 lives. Supervised 70 staff responsible for 80,000 procedures annually.

Led the radiology department information system implementation for a major computer convers ion for the

entire hospital, which completely automated scheduling, files, reporting and transcription. Customized

software, redesigned clerical functions, wrote policies and procedures, trained staff and managed startup.

Planned and organized a $4 million, 12,000-square foot department remodel that expanded patient waiting

areas and created space for new and existing services, including mammography, non -invasive vascular and

echocardiography. Brought CT scan in-house.

Achieved above average Press Gainey scores for courtesy, customer service and wait-times.

Initiated ongoing patient and semi-annual physician satisfaction surveys. Addressed all aspects of

department operations and patient experience.

Managed the integration of imaging services following the acquisition of a competing 108 -bed hospital.

Directed respiratory care, cath lab and cardiac diagnostics for 18 months.

WILEY E. WATTERLOND, B.S., A.R.R.T., C.R.T., C.R.A. (continued)

Led the initial MQSA certification for m ammography and successfully influenced four staff to achieve

national specialty certifications.

Planned and opened a dedicated 4,000-square foot angiography suite, including consulting with the

architect, construction, equipment selection and staff recrui tment. Increased the procedure volume by

40% in the first year of operation.

Participated in the review and selection of a new radiology physician group. Increased on -site physician

coverage to 24 hours.

Converted a vacant medical office building int o an outpatient diagnostic imaging center with responsibility

for the design, remodel, operations startup and marketing.

EDUCATION

University of LaVerne, LaVerne, California

Bachelor of Science in Health Administration, 1986

Fullerton College, Fullerton, California

Associate of Arts in Radiologic Science, 1971

City of Hope National Medical Center, Duarte, California

Certificate, Radiologic Technology Internship

CREDENTIALS

Certified Radiology Administrator

American Registry of Radiologic Technologists

New Mexico Certified Radiologic Technologists

California Certified Radiologic Technologist

California Certified Fluoroscopy permit

PROFESSIONAL AFFILIATIONS

American Healthcare Radiology Administrators (AHRA)

American Society of Radiologic Technologists (ASRT)

Past Board Member

California Society of Radiologic Technologists

Inland District Society of Radiologic Technologists

Past President, Inland District CSRT, 1986

Arizona State Society of Radiologic Technologist

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