Harry L. Wruble, LNHA

** ******** ******, **** ******, NJ 07052 973-***-**** acu5gy@r.postjobfree.com

COO / GM / Healthcare Executive

Operations / Patient Care / Compliance / Process & Productivity Improvements / Cost Control / HR Multi-site / Labor Negotiations / DOH / Strategic Planning / Change Management / Team Building

Experienced long-term care (LTC) professional with strong record of improving patient care, expanding innovative services and boosting profits. Expertise in labor management, customer satisfaction and facilities with up to 500+ beds. Adept at complexity reduction, restructuring/reorganizing resources, negotiating contract requirements and ensuring Best Practices for compliance/conflict resolution. Can make an immediate impact by:

Improving organizational development to gain competitive advantages

Assessing existing facilities and leading processes improvements

Developing programs and implementing cost-effective solutions

Working with DOH to ensure staff and facility compliance

Education: MBA in Health Care Administration from City University of New York (CUNY). BA in Economics & Sociology from Yeshiva University.

Licensure/Certification: Licensed Nursing Home Administrator (LNHA) in NJ, NY & PA.

Career History with Selected Accomplishments

2014 to present Administrator, Glen Island Center for Nursing & Rehabilitation. Responsible for overall management of this 184 bed sub-acute/long term care facility. Major emphasis on quality of services within a fiscally responsible environment, staff education, expansion of variety of services offered, corporate compliance and review. Corporate Compliance Officer for the facility with all duties and responsibilities entailed. Seberal accomplishments are:

Successfully navigated facility through OMIG survey

Successfully completed CMI, NAMI and Social Security audits with minimal issues

Overall CMI increase of 20% from one period to the next, upheld by audit

Developed a fully-working Corporate Compliance program

Improved overall facility census through increased marketing/referral sources

2012 to 2014 - Private Consultant. Provided various administrative functions, reports, audits and responsibilities for nursing facilities. Areas of focus included providing mock survey reviews for preparation of annual DOH survey, Medicare/Medicaid review including appropriateness of coverage, eligibility and enrollment, Quality Assurance program establishment and review. In addition, served as Interim Administrator, AOR, for several non-profit and proprietary skilled nursing facilities, ranging in size from 120 beds to 547 beds.

Opened a Transitional Care Unit as part of a hospital establishment. Provided leadership, administrative oversight and setting of standards.

Budget Compliance. In a turnaround project, managed overall operations of 547 bed sub-acute and long-term care facility with P&L for $80M budget. Managed 12 direct reports with responsibility for staff of 525.

Returned Facility to full compliance. Inherited two Level H citations from Dept. of Health (DOH). Organized staff and led training to correct deficiencies. DOH returned to review facility progress and placed facility back in full compliance with compliments given by state surveyors on new direction being provided.

Reduced behavioral incidents. Challenged to improve LPCC psychological/behavioral patient care. Developed plan with staff Psychiatrist to add Psychiatric RN care planning process, improving services to residents. Reduced incidents, resulting in less injuries, fewer staff interventions and less lost census days due to hospitalizations.

2008 to 2011 - COO, Skyline Healthcare. Directed administration of skilled nursing facilities, adult medical daycare centers and assisted living facility. Led planning and compliance. Managed $75M budget, 14 reports and 750 staff. Profiled in Inside Healthcare Magazine for achievements at Skyline Healthcare.

Increased Skyline Healthcare portfolio of services. Identified possible facility take-overs. Facilitated two deals; outright purchase of 240 bed sub-acute/long-term care facility (expanding company's worth by 15%)

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and acquired a bankrupt multi-service organization. Turned around struggling rehab services with programs to attract quality staff.

Boosted Medicare billing 85%. Needed to ramp up recently acquired Skyline facility with introduction of sub-acute care unit. Implemented extensive staff training to improve knowledge base, sensitivity and staff reaction time. Achieved dramatic increase in Medicare billing, reflected in increase of short-term/sub-acute patient services.

Provided new service in previously unused space. Applied to open/operate adult medical daycare center with DOH. Worked with architect and state & local officials on permits/waivers to utilize unused space. Oversaw construction, developed marketing plan and hired new staff. Gained increased revenue and intercompany referrals.

Led changeover from contract services. Faced with ever-increasing Skyline costs associated with contract services, examined cost comparison of contract versus company-provided services. Cost-justified new business model and gained full support of employees. Boosted employee morale while saving on outside expense budget.

Expanded into new markets. Skyline was seeking growth. Led expansion of home healthcare services with agencies in NJ & PA. Completed initial application, hired staff and directed openings

1997 to 2008 - Administrator, Hudson View Care & Rehab Center. Led 273 bed sub-acute/long-term care facility with $22M budget, ten direct reports and 240 staff.

Specialized services provided to Spanish and Korean communities. Center had poor census due to increased competition. Developed dedicated units to service specific populations. Improved census with facility established as leader in providing specialized services, sought out by families from many areas.

Achieved 5-star ratings. Hudson has poor state inspection surveys. Analyzed root cause. Examined staff strengths and abilities. Motivated staff to improve and provided rewards/incentives. Continued overall positive 5-star ratings.

Boosted Medicare census. Hudson had low Medicare census resulting in low revenue. Created sub-acute unit to specialize in services to short-term, Medicare patients. Expanded contacts with local physicians, hospitals to improve referrals. Trained staff to ensure highest level of service. Achieved. 500% improvement in overall daily Medicare census, allowing for greater revenue for facility.

1995 to 1997 - Administrative Coordinator, Continental Health Affiliates. Supported four long-term care facilities.

Improved daily census 15%. Continental had low overall census. Improved facilities referrals through expansion of physician/hospital contacts. Gained quick turn-around on acceptance. Improved staff knowledge base though training and incentives. Gained double-digit improvement on daily census.

1989 to 1995 - GM/Owner, Old Mill Enterprises. Owned, operated and sold for profit a B2B and B2C wholesale and retail community bakery with 15 staff.

Led business expansion. Looked for ways to increase Old Mill revenues. Acquired second location for a drop-off store. Prepared all items at original location, then transferred product to 2nd location for sale in upscale area. Improved company exposure and revenues with minimal outlay.

1988 to 1989 - Administrator, Queens Nassau Nursing Center. Provided overall management supervision of 237 bed sub-acute/long-term care facility. Managed 10 staff.

1983 to 1988 - Associate Administrator, Metropolitan Jewish Geriatric Center (MJGC). Responsible for daily management of 359 bed long-term care facility. Managed 16 staff.

Directed funding for new facility. MJGC facility was housed in old hotel and required total facility replacement. Authored Certificate of Need application to NYS DOH. Coordinated development of new facility with architect. Facility was replaced with state of the art building.

1979 to 1983 - Assistant Administrator, Daughters of Israel (DoI) Geriatric Center. Supervised support departments for 283 bed long-term care facility. Managed staff of six.

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Memberships

Member of the American College of Health Care Administrators (ACHCA).

Personal Interests

Married with children. Enjoy the arts, in addition to reading and travel. Active in local community.

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