Clyde Slate

Email: abpc03@r.postjobfree.com

Address:

City: Hinesville

State: GA

Zip: 31313

Country: USA

Phone: 912-***-****

Skill Level: Any

Salary Range:

Primary Skills/Experience:

High-performing Executive with 16 years of health care experience. In-depth knowledge of health care operations at all levels in multiple service venues including hospital and community based service delivery. Demonstrated proficiency in staffing, training and development, budgeting and program management. Experienced administrator driven to manage costs and establish strategic, mutually beneficial partnerships and relationships with users, vendors and service providers. Ambitious Chief Executive Officer who creates strategic alliances with organization leaders to effectively align with and support key business and service delivery initiatives. Seasoned professional executive offering outstanding presentation, communication and cross-cultural team management skills. High-energy, results-oriented leader with a "think outside the box" approach to strategic planning, organizational development, restructuring, change management and organizational "turn around" in highly volatile environments such as multiple Department of Justice class action settlements and remedies.

Educational Background:

High School Dipolma from University of Memphis, Memphis TN 1/2001 to 5/2000 (Interdisciplinary Studies - Human Growth & Devel)

High School Dipolma from University of North Carolina, Memphis TN 1/2001 to 10/2012

Job History / Details:

Executive Profile

High-performing executive with 16 years of acute health care experience. In-depth knowledge of health care operations at all levels in multiple service venues including hospital and community based service delivery. Demonstrated proficiency in staffing, training and development, budgeting and program management. Experienced administrator driven to manage costs and establish strategic, mutually beneficial partnerships and relationships with users, vendors and service providers. Ambitious Chief Executive Officer who creates strategic alliances with organization leaders to effectively align with and support key business and service delivery initiatives. Seasoned professional executive offering outstanding presentation, communication and cross-cultural team management skills. High-energy, results-oriented leader with a "think outside the box" approach to strategic planning, organizational development, restructuring, change management and organizational "turn around" in highly volatile environments such as multiple Department of Justice class action settlements and remedies.

Skill Highlights

Extensive Knowledge of DOJ / CMS & JCAHO

Strategic Planning

Facility Management

Leadership

Organizational Restructure and Change

Turn Around & Cultural Change Management

Human Resources Leadership

Multi-unit Operation Management

Quality Assurance / Performance Improvement

Program & Operations Start-Up

Budget & Cost Containment

Conflict Resolution

Accountability

Recruiting & Hiring

Analytical

Interpersonal Skills

Motivation

Team Building

Performance Analysis

Performance Recognition

Performance Evaluations

Problem Resolution

Effective Cross Cultural Communication Skills

Public Speaking / Public Relations

Resource Development

Community & Stakeholder Cooperatives

Person Centered Planning

De-institutionalization & Community Integration

Core Accomplishments

Led major MH & DD Hospital turnarounds and cultural change efforts involving over 1500 staff and 1,100 residents in highly volatile environments such as Department of Justice Class Action Lawsuit Remedy in Mental Health and Developmental Disabilities (Thomas S. et al V Burton, N.C./ U.S. v. Tennessee: Memphis Mental Health Institute / U.S. v Tennessee: Arlington Developmental Hospital / U.S. v. Georgia - Georgia Regional Hospital System & U.S.: Olmstead v. L.C. ADA / CRIPA).

Directed the start - up of regional community based person centered programs providing clinically acute mental health support services including: client centered active treatment planning, acute staffing, independent living, supportive living, supportive employment, mobile crisis intervention, respite and community wrap around services in cooperation with major stakeholders toward effective and efficient de-institutionalization of long term MH and DD hospital residents.

Completed Certificate of Need (CON) and served as Building Committee Member for construction of a $36,000,000.00 Acute Care Psychiatric Hospital in conjunction with TRO/The Ritchie Organization, Turner Construction, Methodist Hospital (The Med), Tennessee Medical College and Le Bonheur Children's Hospital.

Served as an appointed Task Force committee member on special project for Georgia DHR Commissioner to propose a realignment of the State's Mental Health and DD Hospital system and draft plans for a new acute hospital with cost projections and operational concepts.

Revamped and instituted hospital wide employee development and training programs by partnering with Methodist Health Care, the University of Tennessee Medical College, Emory Medical College, National Alliance on Mental Health, Mental Health of America and NAMI for expanded training on Best Practices, Continuing Education Credit Units as well as professional development for hospital staff.

Instituted a hospital department-wide employee performance evaluation and improvement program utilizing position refinement, project status meetings, conflict resolution techniques and motivating factor strategies that developed all levels of staff to become top producers, key team contributors and future supervisors.

Directed a complete overhaul of hospital operational cost management system that reduced paper work, created live time budgetary reports, monitored expenditures daily, provided for red flag notices and reduced hospital operational expenses by 20 percentage .

Led a major service contracting restructuring efforts that renegotiated hospital contracts for professional services as well as major support operational services that reduced expenses by 20 percentage .

Led a landmark initiative providing administrative oversight for hosting and conducting innovative Crisis Intervention Training (CIT) program for the Memphis Police Department and other law enforcement agencies in conjunction with the Memphis Chapter of the National Alliance on Mental Illness (NAMI), mental health providers, the University of Memphis and the University of Tennessee Medical College in training officers on safe and effective response skills to mental health and developmental disabilities behavioral crisis events.

Professional Experience

December 2008 to January 2012

Georgia Regional Hospital Decatur, GA

Chief Operating Officer

Led major MH & DD Hospital turnaround and cultural change effort involving residents in highly volatile environment with Department of Justice Class Action Lawsuit Remedy in Mental Health and Developmental Disabilities ( U.S. v. Georgia Georgia Regional Hospital System & U.S.: Olmstead v. L.C. : ADA / CRIPA)

Chief executive administration and leadership for all service delivery operations in CMS and the Joint Commission accredited and licensed hospital with $54,000,000.00 budget, 1,000 employees and 400 patients.

Acting CEO

Identified process improvements in the day-to-day functioning of the department.

Closely collaborated with management team to make necessary improvements and satisfy resident needs.

Continually improved knowledge, skills and performance based on feedback and self-identified professional developmental needs.

Participated in facility surveys and inspections made by authorized governmental agencies.

Led the planning and achievement of goals and objectives consistent with the agency mission / philosophy and governing body directives.

Established and maintained systems that safely met residents' needs.

Developed and achieved financial and growth goals.

Strategically planned methods to achieve operational goals and targets.

Continually maintained and improved the company's reputation and positive image in the markets served .

Led the facility management staff and consultants in producing a business plan that focused on all aspects of facility operations, including setting priorities and job assignments.

Encouraged creative thinking, problem solving, and empowerment as part of the facility management group to improve morale and teamwork.

Reviewed customer survey information to prioritize areas of improvement.

Achieved high staff morale and retention through effective communication, prompt problem resolution, proactive supervisory practices and facilitating a proactive work environment.

Routinely collaborated with department managers to correct problems and improve services.

Assisted in resolving and satisfying client requests and internal operational issues.

Introduced, negotiated and implemented new projects to expand scope of engagement.

Facilitated an on-going assessment of patient/family needs and implementation of interdisciplinary team care plan.

Investigated and reported issues relating to patient care or conditions that might hinder patient well-being.

Cooperated and communicated effectively with physicians and nursing services to ensure client satisfaction, compliance with set standards and operational efficiency.

Led, designed and implemented training programs and initiatives which contributed to a 20 percentage percent increase in productivity.

Analyzed patient and family feedback to identify opportunities for staff recognition as well as areas for improvement.

Consistently complied with applicable laws and regulations and ensured facility adhered to Medicare and Medicaid regulations.

Interpreted and communicated new or revised policies to staff.

Established and oversaw implementation of an effective budgeting and accounting system that improved efficiency and reduced costs.

Represented and interpreted the agency's functions and services to other institutions, the public, government agencies and other organizations.

Developed and arranged continuing education opportunities for all staff to increase knowledge and skills.

Led or cooperatively managed the successful de-nstitutionalization efforts for over 50 residents in adolescent, ICF-MR and DD programs.

March 2004 to December 2008

Memphis Mental Health Hospital Memphis, TN

Chief Operating Officer

Led major MH & DD Hospital turnaround and cultural change effort involving over 900 staff and 300 residents in highly volatile environment with Department of Justice Class Action Lawsuit Remedy in Mental Health and Developmental Disabilities ( U.S. v. Tennessee Memphis Mental Health Hospital - CRIPA ) that resulted in closure of all DOJ oversight and involvement.

Chief operational executive and administrator for all operational services of Joint Commission and CMS and the joint Commission accredited and licensed hospital with 34,000,000.00 budget - 600 employees and over 200 patients.

Acting CEO

Identified process improvements in the day-to-day functioning of the hospital.

Closely collaborated with management team members to make necessary improvements, insure certification / licensure survey compliance and satisfy resident needs.

Led the planning and achievement of goals and objectives consistent with the agency mission and philosophy and governing body directives.

Strategically planned methods to achieve operational goals and targets.

Continually maintained and improved the company's reputation and positive image in the markets served .

Led the facility management staff and consultants in producing a business plan that focused on all aspects of facility operations, including setting priorities and job assignments.

Encouraged creative thinking, problem solving, and empowerment as part of the facility management group to improve morale and teamwork.

Achieved high staff morale and retention through effective communication, prompt problem resolution, proactive supervisory practices and facilitating a proactive work environment.

Solicited and reviewed customer survey information to prioritize areas of improvement for all hospital support services operations.

Routinely collaborated with department managers to correct problems and improve services.

Assisted in resolving and satisfying client requests and internal operational issues.

Introduced, negotiated and implemented new projects to expand scope of engagement.

Facilitated an on-going assessment of patient/family needs and implementation of interdisciplinary team care plan.

Investigated and reported issues relating to patient care or conditions that might hinder patient well-being.

Cooperated and communicated effectively with physicians to ensure client satisfaction and compliance with set standards.

Consistently complied with applicable laws and regulations and ensured facility adhered to Medicare and Medicaid regulations.

Established and oversaw implementation of an effective budgeting and accounting system that improved efficiency and reduced costs.

Represented and interpreted the agency's functions and services to other institutions, the public, government agencies and other organizations.

Participated in facility surveys and inspections made by authorized governmental agencies.

October 1996 to March 2004

Arlington Developmental Hospital

Director of Staff Development / Program Director

Led major DD / ICF-MR Hospital turnaround and cultural change effort involving over 1,100 staff and 500 residents in highly volatile environment with Department of Justice Class Action Lawsuit in Developmental Disabilities ( U.S.v.Tennessee - Arlington Developmental Hospital - CRIPA - ADA ) that resulted in the de-institutionalization of long term residents and Settlement Agreement on issues of Protection From Harm, Active Treatment, Client Rights Violations, Abuse / Neglect, CRIPA and ADA Rights.ting Assistant Superintendent

Identified process improvements in the day-to-day functioning of the staff development and training department.

Closely collaborated with management team to make necessary improvements in staff training and resident service delivery needs.

Continually improved knowledge, skills and performance based on feedback and self- identified professional developmental needs.

Participated in facility surveys and inspections made by authorized governmental agencies.

Organized the department in accordance with administrative guidelines in order to provide specified training to meet the legal, organizational, accreditation / licensure and Department of Justice mandates.

Reviewed customer survey information to prioritize areas of improvement.

Achieved high staff morale and retention through effective communication, prompt problem resolution, proactive supervisory practices and facilitating a proactive work environment.

Routinely collaborated with department managers to identify specific training needs and improve services.

Conducted monthly patient case conferences, in-services and staff meetings to educate staff and facilitate good communication.

Led, designed and implemented training programs and initiatives which contributed to a 20 percentage percent increase in employee productivity.

Analyzed patient and family feedback to identify opportunities for staff recognition as well as areas for improvement.

Established staff schedules and assignments based on facility needs and equipment availability.

Created and maintained computerized training record management systems to record and process data and generate reports.

Educated staff on state and federal statutes, rules and regulations governing acute care services.

May 1995 to October 1996

Volunteers of America of the Carolinas Charlotte, NC

Program Core Team Director

Led the start-up and implementation of nationally recognized Professional Assertive Community Treatment program for 25 dually diagnosed mental health & developmental disabilities Thomas S Class Members in class action de-institutionalization (Thomas S. et al. V Burton, N.C) - First in NC. Services included: Clinical Core Treatment Team, Independent Living Arrangements, Vocational Placement, Crisis Stabilization, Respite, Community Integration,

Planned and organized staff development and orientation program for all 70 program staff.

Assigned staff to meet patient care needs and address productivity standards, while adjusting for census, skill mix and habilitation needs.

Conducted probationary and annual performance evaluations of all program staff.

Developed and arranged continuing education opportunities for all staff to increase knowledge and skills.

Led the planning and achievement of goals and objectives consistent with the agency mission and philosophy.

Developed a system of staff communication that ensured proper implementation of treatment plans and comprehensive patient care.

Encouraged creative thinking, problem solving, and empowerment as part of the program leadership to improve morale and teamwork.

Achieved high staff morale and retention through effective communication, prompt problem resolution, proactive supervisory practices and facilitating a proactive work environment.

Supervised and managed the daily activities of a clinical core team consisting of physicians, nurses, psychologists, social workers, para-professional and support staff.

May 1992 to May 1994

P C Contract Management Inc

Regional Director

Led the start-up and implementation of Person Centered community based residential services for 25 dually diagnosed MH and DD hospital residents including ICF-MR, DDA Group Homes, MH Group Homes, Day Program Services, Sheltered Workshop Services and Vocational Placement Services.

Closely collaborated with executive management team to make necessary improvements and improve service delivery for Regional operations.

Continually improved knowledge, skills and performance based on feedback and self-identified professional developmental needs.

Participated in facility surveys and inspections made by authorized governmental agencies.

Organized the region in accordance with administrative guidelines in order to provide specified community based treatment services to meet the legal, organizational and State guidelines.

Led the planning and achievement of goals and objectives consistent with the agency mission and philosophy.

Recruited, hired, trained and coached on average of 50 new employees per year.

Established and maintained systems that safely met residents' needs.

Developed a system of staff communication that ensured proper implementation of treatment plans and comprehensive patient care.

Strategically planned methods to achieve operational goals and targets.

Continually maintained and improved the company's reputation and positive image in the markets served .

Led the regional management staff and consultants in producing a business plan that focused on all aspects of facility operations, including setting priorities and job assignments.

Encouraged creative thinking, problem solving, and empowerment as part of the facility management group to improve morale and teamwork.

Reviewed customer survey information to prioritize areas of improvement.

Achieved high staff morale and retention through effective communication, prompt problem resolution, proactive supervisory practices and facilitating a proactive work environment.

Supervised and managed the daily activities of a residential treatment team consisting of physicians, nurses, home management and support staff.

Investigated, provided - submitted reports and recommended corrective actions involving special incidents, events and complaints.

Introduced, negotiated and implemented new projects to expand scope of engagement.

Facilitated an on-going assessment of patient/family needs and implementation of interdisciplinary team care plan.

Confirmed accurate completion of forms/reports for the admission, transfer and/or discharge of each resident.

Interpreted and communicated new or revised policies to staff.

Established and oversaw implementation of an effective budgeting and accounting system that improved efficiency and reduced costs.

Represented and interpreted the agency's functions and services to other institutions, the public, government agencies and other organizations.

Conducted probationary and annual performance evaluations of all program staff.

Developed and arranged continuing education opportunities for all staff to increase knowledge and skills.

Continually improved knowledge, skills and performance based on feedback and self-identified professional developmental needs.

Education

University of Memphis Memphis, TN

M.A Interdisciplinary Studies - Human Growth & Devel

University of North Carolina, North Carolina

B.S

Affiliations

NAMI - National Alliance on Mental Health

MHA - Mental Health of America

AMHP - Alliance for Mental Health Professionals

NASMHPD - National Association of State Mental Health Program Directors NASPH - National Association of State Psychiatric Hospitals

AAMR - American Association for Mental Retardation

The ARC

OPWDD - Office for People with Developmental Disabilities

AAIDD - American Association on Intellectual and Developmental Disabilities

MHBHN- Mental Health and Behavioral Health Network

Special Olympics of Tennessee

Southern Hospital Association

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