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This is how employers will see your resume as it appears in the ACHE Resume Bank. Please review the information carefully. To make changes, close this window to return to the Confirm Resume screen and click the Edit link in the section you want to change. HTMLRendererResumeNavigationLinksResumeInstructionalTextReferralContactInfopixel.gifpixel.gif CONTACT INFOimages/Wordtemplate.gifhttp://www.ache.org/upload/resumes/31642/Bonnie Standley resume August 27 2011.docView Uploaded Filepixel.gifBonnie J Standley, FACHE, FAHRA, CRA, MBA, BSRT(R)(MR), FACHE

1217 23rd st se

Mandan,ND

Work: 507-***-****

Contact Preference: E-mail

E-mail: mailto:abpjtr@r.postjobfree.com Standley

Titlepixel.gifpixel.gif EXPERIENCEpixel.gif Jan-2011 PresentMayo RochesterRochester, MNDirector of RadiologyJob Responsibilities:

Coordinated overall activity of the assigned Radiology Department clinical, educational, and research units. . Worked in partnership with unit physician leadership; provided direction and worked closely with managers, supervisors, unit supervisors, and assistant supervisors. . Responsible for the acquisition of equipment, finances, billing and work unit processes. . Provided administrative support to departmental committees and physician partners. . Worked collaboratively with non-Radiology departments and outside representatives/vendors within the world s largest Radiology facility (1,200 FTE). Job Accomplishments:

Administrative Partner to 21 physician leaders of three Divisions: Muscoloskeletal, Thoracic, and Education with net revenue of $60M - $136M. Director of Operations, General Radiology for 145 technologists, $19M expenses. Director for Education $9.1M (op exp) (24 Allied Health FTE, 8 MD s and 145 students) includes the Allied Health schools for Ultra Sound, Nuclear and Radiology, also the Residents, Fellows, and CME. . General Radiology operations, reduced $2.382M based on 2009 financials. Other projects were in processes that generated additional savings for 2010. . Facilitated 29.5% reduction in supply expenses from General operations 08 to 09 ($445K). . Implemented/facilitated general radiology consolidation/reduction in staff expense $250K. . Allied Health Education reduction of $277K from 2009 approved budget . Restructuring large vendor service contracts for the Enterprise, final savings TBD. . $2.6M Master planning - general radiology area. . Spine injection practice (Go 15 MSK), increased revenue by $2.5M annually, decreased expenses $150K from 2008 and an additional $54K reduction in supply expenses for 2009 . Implemented, automated and consolidated with other Mayo pain practices, spine outcomes data base ($315K) (First in nation.) . Facilitated/completed the move of Chest (53K exams annually) . Facilitated/completed extra projects after chest move to allow for further efficiency for an additional 280 slots a day @ $7.6M in revenue . Implemented/facilitated GI project for consolidation/ reduction in staff expenses $320K. . Implemented/facilitated $3M e Curriculum project. 5.8 years expected project duration. . Implemented/facilitated e-consults (external and internal) in radiology for the spine practice for additional access. . Implemented/facilitated teambuilding workshops to increase teamwork Sirota satisfaction scores. . Facilitated charge master/billing updates and corrections .

2006-2009 JCAHO and CMS, MN DOH surveys, 100% compliance. spacer.gif Sep-2010 Jun-2011CarleUrbana, ILVP of DiagnosticsJob Responsibilities:

Vice President, Ancillary and Diagnostic Services Reported to the EVP/COO and functioned in alliance with Diagnostic physician dyad partner Dr. Joe Barkmeier, Carle physician leader of the year. The dyad performed 350K imaging exams and 1.8M laboratory tests annually. Directed strategic and tactical initiatives within Ancillary and Diagnostic Services. Net revenues for these units now exceed $130M annually

. Job Accomplishments:

Planned a strategic alliance with Mayo reference labs, bringing $200K of prior outsourced testing in house, and recognized another $197K with the contract. . Implemented the strategy post merger to eliminate the Stark regulations that hampered efficiency by 30% in Radiology. . Achieved $8M of the institutions $10M revenue enhancement/expense reduction; 2011goal came from Lab and Rad. . Increased the Net Revenue by $27M annually for diagnostics with the recent implementations since 2009. . Lead the institutions first Quality Process Improvement Team for LEAN. The MR project had numerous interventions and allowed 16 more contrast slots a week and 21 new weekly slots added with the efficiencies. The new slots added $1.5M new revenue with a 38% Medicare mix. Access went from 21 days to 3 for next 3rd available appointment. . Radiology recognized a 6% growth the last three months. Greatest volume in history because of access plan. May volumes will reflect Stark changes. . New lab revenue when implemented Clinical Path oversight $1-2.4M . New Lab Outreach clients. Three months gross charges $137K net rev $30.6K. Building the RCM interface and partnered with outreach to provide further services to our regional partners to hardwire success. . Performed an audit of all CPT s for both Lab and Rad. Numerous opportunities were discovered during the process. Total revenue enhancement is still being calculated. . Line itemed each IP and OP CPT and corrected for proper market corridor. . Helped implement EPIC EMR and clinical process redesign efforts for HB and Ambulatory. . Outreach integration into PACS and EPIC allowed for 20-30% increase in the radiologist workflow. The radiologists had been working out of two systems prior to the conversion to GE PACs/Imagecast RIS/Powerscribe workflows. . Planned and collaborated with the University of Illinois to establish a research tissue repository. . Reduced HR expense by over $400K by establishing operational efficiencies with core lab model. . Increased net revenue by $300K by insourcing HIV and HCV viral load, H1N1 and Vit D. . Developed benchmarks with a focus on safety, timeliness, effectiveness, efficiency and patient centeredness. . Reduced ED throughput from >60 min to