Steve K. Lail

**** ****** ****

Oak Harbor, WA **277

Cell-509-***-****

Work Cell- 360-***-****

Office-360-***-**** ext. 2500

aco3gr@r.postjobfree.com

aco3gr@r.postjobfree.com

Education:

Master in Health Administration, University of Washington, 2017

Master in Public Administration, University of Washington, 2014

B.S. in Accounting, Gardner-Webb University, May 2002

A.A.S. in Medical Technology, Western Piedmont Community College, May 1994

ACHE Member working towards fellow status, ASCP Certified, WRHA member.

Work Experience:

Whidbey General Hospital and Clinics-Coupeville, WA

Director of Laboratory Services-August 2013-Present

Responsible for managing laboratory services at the largest critical access hospital in the state of

Washington and at seven affiliated clinics on Whidbey Island with 42 FTE’s and revenue of

$23MM.

• Reduced agency staff from 7 to 0.

• Reduced overtime by 30% from 2013 to 2014.

• Improved employee retention to 95% from 70%.

• Improved employee satisfaction scores by 50%.

• Achieved savings of $85,000 in 2014 by renegotiating reference lab pricing.

• Implemented savings of $110,000/yr by changing reference laboratories and negotiating

improved pricing in 2015.

• Reduced service contracts and lease fees by $65,000/yr by removing redundant

instruments from service.

• Achieved savings of $25,000/yr by renegotiating microbiology purchasing contract.

• Increased patient satisfaction scores by 15% from previous year.

Coulee Medical Center-Grand Coulee WA

Director of Ancillary Services-April 2012-August 2013

Responsible for managing laboratory, physical therapy, pharmacy, and imaging services at a 25

bed critical access hospital and 2 rural health clinics with revenue of $18MM. Imaging

department consists of MRI, CT, Diagnostic Radiology, Mammography and Ultrasound

modalities. Worked to implement LEAN practices in all departments and instituted new policies

and procedures in imaging to streamline our processes and bring them to the standard of best

practices. Installed new instrumentation in lab and expanded test menu to create more revenue

and reduce reference lab expenditures. Member of the CPOE Implementation Team, ICD-10

Implementation Committee, Medication Error Committee, Fall Prevention Committee,

Meaningful Use Stage 2 working group, Quality Improvement Council, and Employee Wellness

Committee. Implemented competitive bidding process for capitol budget items and as a result

created projected savings to the hospital of $500,000 over 3 years.

Deaconess Hospital-Spokane, WA

Lab Supervisor-December 2011-April 2012

Responsible for managing specimen processing, phlebotomy, reference lab, blood bank, and

outreach services with a total of 38 FTE’s at a 388 bed facility and two outpatient clinics.

Member of stroke board and helped implement stroke activation team protocols, worked with ER

Director to increase cooperation between departments and begin a quality improvement process,

consolidated reference lab processing from four to two and negotiated better pricing in the

process. Instilled consistency in standards of employee behavior and promoted the Community

Cares principles of the Studer Group. Worked with union representatives to make sure

employees were treated fairly and equally. Cooperated closely with Rockwood Clinic, the largest

physician practice in Eastern Washington, to streamline the courier and specimen processing of

the large volume of specimens received from them on a daily basis, this reduced the number of

processing and billing errors by 60%. Also worked closely with Rockwood clinic to establish

consistent standardization of processes and on the implementation team to establish LIS

interfaces between Meditech and Centricity/Orchard.

Saint Alphonsus Medical Center-Ontario, OR

Director of Laboratory Services-November 2009-December 2011

Responsible for managing laboratory services with a total of 35 FTE’s at 50 bed hospital and 5

physician clinics. Active member of hospital teams responsible for medical compliance,

environment of care, human resources policy, new service line development, physician and

reference lab integration, quality/process improvement and strategic planning and also a member

of the Joint Commission Task Force for 2011. Major accomplishments include: Implementation

of Meditech LIS system, Replacement/Expansion of automated equipment which was integrated

into LIS to improve quality and service, decreased number of full time FTE’s and made the lab

more efficient in process by applying Lean principles to work flow, integrated supply chain into

hospital system, and updated and replaced procedure manuals in all departments.

Saint Alphonsus Medical Center-Baker City, OR

Lab Manager- August 2007-November 2009

Responsible for managing laboratory services for a 25 bed CAH and 3 physician clinics with

revenue of $28MM. Increased patient satisfaction to 98% in the clinic and 89% in the hospital

and increased workflow efficiency by putting the principles of Lean into practice and cut FTE’s

from 5 to 2 in the clinic, also prepared lab for CLIA inspection with no deficiencies or

recommendations made by the State of Oregon inspector. Developed close relationship with

clinic physicians and worked hard to make sure their concerns were addressed promptly and to

their satisfaction.

Resources on Call

Travel Tech-Generalist, November 2006-August 2007

Hospitals Include:

Omak Hospital, Omak, WA

Blue Ridge Healthcare System, Valdese General Hospital, Valdese, NC

Assistant Lab Manager- August 2002- November 2006

Responsible for managing the day to day operations of tech and phlebotomy staff with a total of

24 FTE’s at a 135-bed facility. On patient care and safety committees and helped streamline

services between the lab and new cancer treatment center to enhance and simplify patient visits.

Implemented new instrumentation and new testing while in charge of lab and was responsible for

updating and preparing procedure manuals for all departments. Successfully prepared Lab for

Joint Commission and CAP inspections without any major deficiencies noted.

Rutherford Hospital, Inc., Rutherfordton, NC

Medical Technologist/Third Shift Supervisor- October 1996-March 2002

Responsible for managing the third shift of a lab in a 143-bed facility with 8 FTE’s under my

direct supervision. Helped decrease stat turnaround times in regards to the ER and ICU and also

revised procedures to make them shift specific. On joint Lab/ER task force to determine ways to

make patient care more efficient.

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