Medical Management

Clarence D. Tupper, MBA

***** ** ****** ** ? PORTLAND, OR 97222 ? 509-***-**** ?

*******@***.***

Profile of Qualifications

Graduate degree is complemented by decades of success in health care

administration. Career reflects achievements in efficiency, highest

quality patient services, and financial oversight. Known for

collaborative high quality decision making, professional innovation,

sound judgment, and team building in medical practice and project

management. Experience in finance (CFO/Controller). Key areas of

strength include:

? strategic planning/forecasting/analysis ?

process/policy formulation and improvement

? community relations/advocacy ? staff recruitment,

mentoring and coaching

? negotiation and consensus building ? resource allocation

and budgeting

? risk management ? business development/project management

? systems automation/novel innovations ? change management

? streamlining and service enhancement ? recruiting/team

building

? patient and physician relations ? clinical services

excellence

? quality patient centered medical home ? home care/managed

care/quick care

Excel in oversight of complex, multifaceted enterprises involving

frequent change. Understand integration of systems and critical

elements of outpatient/hospital processes. Comfortable with diverse

workforces and patient populations; conversant in varied technological

applications; proficient in influencing the market. Committed to

optimal patient care, cost efficiency, and regulatory compliance. Free

to relocate as needed.

Highlights of Experience

JEFFERSON HEALTHCARE, Port Townsend, WA

2015

Interim Consulting Executive Director

Planning for patient visit and novel work flow redesign. Physician

recruiting, compensation modeling. Project launch of 50,000 sq. foot

facility. Competitive service line development, quality and value

initiatives.

I

CURRY HEALTH NETWORK, Gold Beach, OR

2013

Network Practice Administrator

Managed all outpatient functions for network registering 4000+ patients

each month; budget, outpatient service line development, project

management initiatives, quality assurance, regulatory compliance,

service line enhancements, and systems analysis. Oversaw 30 outpatient

providers and three psychiatrists, developed surgical, cardiology and

pain management services, as well as expanded lab/radiology/MD

specialty services for community, women's health and community mental

health services.

? Recruited surgeons, urologists, pain specialist, FP physicians,

OB/GYN, and others into network.

? Brought patient satisfaction scores from low levels to highest tier

(95-98%). Reduced blood draw wait time from 40 minutes to near zero;

cut urgent care wait times to an average of five minutes.

? Implemented triage system to prioritize patients with critical

issues.

? Built urgent care visits from 700 to nearly 1200 per month and

outpatient visits from 2700 to 4000+ registrations. Led project

development of ambulatory surgery center and related specialty

services. Expanded cardiac stress testing availability and

nuclear program. Expanded infusion services

? Achieved $300,000 net profit in single quarter, against $700k for

entire FY prior. Projected 2014 sur- plus is $1.3 million, besting

forecasts from prior fiscal year.

? Wrote intergovernmental agreements with a public agency for mental

health and other services.

PRIMARY CARE ASSOCIATES, Anderson, SC

2012

Administrator (contract position)

In charge of 12-provider practice (radiology, internal laboratory,

cardiac stress testing, etc.), focused on researching and selecting

EHR/PM and restructuring practice to enhance and expand services,

ensure compliance, and incorporate quality measures. Capture market

share. Quality and value reporting initiatives.

Continued on page two

Clarence D. Tupper: Page two

GOLDENDALE MEDICAL CLINIC, Goldendale, WA

1995 to 2012

Administrator

Managed facility comprising five providers/partners and services

including physical therapy, respiratory therapy, laboratory/radiology.

Each provider generated $1 million-$2 million in annual billings.

Designed and set up surgery center with ancillary services; formulated

and implemented policies and procedures; planned for short and long

term strategic plans to influence the market; established business

practices and processes.

? Set up first EHR/PM system in the region in 2000 and earned

commendations from medical quality reviewers, who rated our EHR

at 99% (full insurance compliance and later for meaningful use, e-

prescribing and all CMS quality initiatives).

? Developed service lines including a Surgery Center facility

comprising three surgeons added visiting specialists including

allergist, urology, cardiologist, podiatrist. Recruited and

onboarded office staff and facility personnel. Launched performance

enhancements. Optimized revenue.

? Collaborated with adding mental health services in the community,

selecting personnel, facilitating acquisition of one facility to

community mental health system

? Group Health and Blue Cross rated our EHR as "best medical records"

for all subsequent years.

? Satisfaction scores remained at an average of 98% throughout my

tenure.

? Facilitated service line reduction in preference for clinic sale in

2012.

Other Experience

One year as Interim Director (CFO) of Clinical and Fiscal Services for

Ocean Beach Hospital, a full-service facility in Ilwaco, Washington.

Completed budget development for medical reimbursement contracts.

? Served as project manager for construction and setup of multi-

practice medical clinic during the year.

Two years as President of Associated Organ Builders, a Washington-based

company offering design, construction, and maintenance/repair of pipe

organs for customers in every U.S. state, Europe and South Korea.

Directed sales and business strategies and led network of more than 50

dealers.

Three years as Controller for Midwest Management Services, Inc.

Negotiated and managed contracts for 140+ physicians and administered

their leases. MMS provided services to Shawnee Mission Medical Center,

a 500-bed hospital, three mall clinics, and Moberly Regional Hospital.

Oversaw 30 departments, budgeted for capital equipment. Worked closely

with provider contracting.

Academic Education

Master of Business Administration, University of Central Missouri

1984

Bachelor of Arts in Business Administration (Biology minor), Walla

Walla University 1982

Professional Development

Ongoing training and high compentency in Governance and Compliance;

Legal/Risk Management; Labor Law, Epic, eMD, MacPractice; HIPAA;

Quality Assurance; Clinical Practice Administration; Medicare

Reimbursement; EMS; IDC 10 Implementation Planning; CMS Quality

Initiatives. Attend annual MGMA. Completed Studer, Lean, and Six Sigma

training. Continuing state of the art training in all areas of

healthcare management.

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