Peter J. Monaghan, LNHA

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

Prospect, KY 40059

419-***-**** ad29rm@r.postjobfree.com

Objective

Looking for a forward thinking, progressive healthcare group in which to pursue a new career as a Licensed Nursing Home administrator.

Education

BBA UNIVERSITY OF TOLEDO

·Major: Marketing

·Minor: Finance

·Related coursework: Heavy emphasis on Marketing Research for dealing with poorly run businesses

·Core Knowledge- 2018

·AIT-completed

·Ohio License 7370 inactive

·KY License 262726 May 2024

LEADERSHIP

·Never take a back seat. Offer up to do the most for those who cannot do for themselves. Leaders that do this, do not ask for praise.

SPMG,LLC

S Corp for interim work around Kentucky

Landmark Healthcare

Landmark of RiverCity

Landmark of Louisville

Landmark of Iroquois Park

Administrator to all three buildings, ranging from 96-252 beds, facilities within the Metro region of Louisville.

Reorganized smaller facility getting lower agency numbers, cleaned up, fixed up 1 star facility for hand off to permanent LNHA.

Moved to largest facility in State of Kentucky-(special focus status candidate) -in order to stay ahead of surveyors. This 7 floor facility had demoralized staff and residents with huge agency presence. Nine agency’s reduced to two, streamlining a broken system to a manageable one. Started new scheduling system to include more 12 hr shifts on certain units while maintaining 8 hr shifts to accommodate present staff. Agency reduced by more than half using non benefit wage rate. Cleaned out facility with broken equipment, cleaned up interior/exterior and set roadmap to success. Survived Health Department oversite in Dietary while transitioning through 4 dietary managers. Housekeeping overhaul necessary in order to keeping house clean. This was not accomplished working normal 8-9 hrs daily. This took 12-14 hrs daily, 6-7 days a week for 4 plus months to accomplish. Took facility as far as possible, mostly due to inability of securing necessary funds to properly fix broken superstructure in facility. HVAC, Kitchen equipment, working call light system to name a few. 1974 vintage building where necessary repairs not kept to date for past 5-7 years. Worked with REIT and Corporate Maintenance Director to select and repair what we could.

Used background knowledge to work around issues with Maintenance group to keep things running. Stayed within budget in accomplishing these tasks. Got handle on Resident AR and Medicaid Pending backlog. Made impact on financials in order to better identify cost and relationship to budget. Staff was given day long seminar on all things financial in facility. Nursing management, Support staff were directed around facility to better understand day to day cost and inefficiencies. Dealt with Resident complaints ranging from room assignments, food, cleanliness, laundry, activities, smoking issues and recordable’s. Heavy, weekly involvement with Regional Nurse Consultant in order to keep facility from dreaded Special Focus selection. Was ongoing effort. Handed off in late December to permanent Administrator.

Final assignment was interim at Iroquois Park facility. Short term assignment as Interim only. This 120 bed facility was actively looking for new Administrator and filled in until new one was available. Reportable heaven here as Regional Nurse Consultant goes overboard in this area. DON/ADON/Unit Managers cannot focus on day-to-day task due to reportable stream. This could be from heavy turnover in every area but Dietary. Administrator to Maintenance manager, has turnovers numerous times in past 3-4 years. New BOM undertook financial mess and has done little to right the ship. Worked with BOM/ABOM/HR to understand issues within financials and budgets. Reduced Med Pending by getting information to authorities. Worked out programs with many LTC residents to address patient liability accounts.

Signature HealthCare

Louisville, Ky

Special Projects Administrator

Signature at South

Signature at Summerfield

Signature at Bardstown

Signature at St Mary’s Elizabeth

Signature at Spencer County

Working under RDO, assigned out to various facilities over a 2 plus year time frame.

Highlights include start up of Covid unit at Summerfield, turning a underused section of facility into a highly used Covid Positive recovery unit. At start, identified sector of facility that would allow easy conversion to specialized unit with expandability to upwards 90 residents. Control of cost in order to open - Start to finish, accomplished this in 30 days to first patient. Took Hospital patients (via agreement with Norton and UL Hospitals) to serve out exposure times as set out by CDC and other authorities. Expanded access this to other Signature facilities with some from competitors.

Moved to Bardstown due to CEO walked from facility. Worked with another RDO in order for continuity of management in facility. Small 62 bed facility and with small staff located in small community and no access for agency. Dealt with first of many infection control surveys along with facility where housekeeping services and staff are provided via outside company. First interaction of many with APS on residents and Staff. Located off Bourbon processing-storage facility, heavy involvement with exterior clean up due to mold in area and lack of plan for previous managers. Heavy smoker presence with residents so outdoor renovations were set into action and completed in order to accommodate them in a safe manner. Heaviest of new Covid regulations came during this time. Census kept at higher capacity. Transitioned facility to new CEO.

Next moved to serve as CEO/Activities/Admissions/Billing AR/AP/Central Supplies at SNU unit at UL-St Mary’s Elizabeth Hospital. This 26 bed unit serves only STR patients in and around West/South end of Louisville . This one person show does everything a normal facility offers, except Nursing related duties. Maintained census near full capacity. Worked well with UL-Hospital staff to eliminate the many shortcomings of customer service by staff. Two more Infection controls surveys-all cleared.

Lastly, Spencer County - this 120-bed facility in Taylorsville, Ky. the best run of Signature facilities in Derby City Region. Within days of arrival, Covid -19 hit on Thanksgiving Eve. From 15 residents, 37 moves to open full blown Covid unit. We accomplished the unimagined moves to, in days include 99.1% resident outbreak within in facility. Staff jumped in where needed to control all aspects of outbreaks. Working through balance of holidays, we dealt with staff own infections, nurse shortages and the total removal of resident’s belongings for cleaning. This Union staffed building did this without any interference from Union Hierarchy. Three more infection control surveys, the last included a complaint survey from 2018. Passed all. This all in 75 days of arriving at facility.

Union Contract negotiations, vote and acceptance.

The loss of long-term DON in facility. Management changes forced by staff burnout saw replacement of Nurse DON; MDS; SDC; SSD; Admissions; along with staff fleeing for better pay in Louisville and Agency. We survived with replacement of these critical staff. Started and complete renovations for Memory unit in wing of facility well suited for this.

Due to facility on REIT chopping block, Signature management eliminated Special Projects assignment.

AIT overview

Altercare of Hilliard, 4660 Trueman Blvd. Hilliard, Ohio 43026

72 Bed LTC and SNF -dual certified- facility located in suburban Columbus, Ohio

·Contact-Sean Cleary, LNHA cell- 740-***-**** Interim ED and Regional

·Took over HR on day two and had performed all duties required for two months until replaced with FT HR manager.

·Achieved balance schedule for Nursing and STNA staff, taking over from Interim DON and Asst. DON.

·Eliminated 90% of staffing by Agency, getting current and new staff to take ownership of hours and implemented long term schedules. This replaced week to week schedules and holes that needed filling with agency. This included Holidays shifts in November and December.

·Learned, understood and mastered pre-employment process including finger printing, securing medical evaluations and orientation of new staff. This included all paperwork necessary to find, interview and hire new staff.

·Trained replacement and stood as backup HR. Trained second and last HR professional just before completing my AIT

·Sat in and participating in most Financial calls from Corporate.

·Understood PPD and most financial issues within running a SNF.

·Took over Admission office with three days of training of departing personnel. Got quick lesson on procedures including several software programs required for interaction with Hospital Case workers and Nursing staff. Had assistance from Corporate Admission staff, but after 10 days in full control.

·Understand the complete process for admission requirements for OSU, Mt Carmel and Ohio Health systems, as well as private direct admits from Physician offices or home.

·Understood all paperwork necessary for new admissions and need for precise accurate admissions records to make sure right fit for facility, family and health care reimbursement.

·Took house census from low 50’s to 71 before handing off to new admission personnel. Was kept in admissions loop as backup until AIT complete.

·Was first out for facility tours for incoming placement for families and visitors.

·Completed 3-week Core program as required for license.

·Acquired new Administrator in Building, as well as two new DON’s and three ADON’s during my AIT

·Observed 5 complaint surveys during my training, learning the procedures necessary to report and defend house actions. Help obtain information needed for annual survey book.

·Managed for ED, water disaster late in evening in active patient area and nursing station. Including active procedures for water infiltration, mediation and facility rehab. This also included standardized equipment needed in case of water issues in facility. This can be used as model for other facilities.

·Reviewed all active contracts for facility that we not Corporate placed. This included adding new and more responsible transport alternatives to make sure facility was not priced gouged and had reliable, consistent vendors.

·Worked with Maintenance Director on Emergency disaster plan, for long term issues that included shelter in place, reliable secondary locations for patients in case of total closure of facility, security of assets and backup of electrical service systems.

·Participated in daily house walks to get to know facility, patients and families. Ongoing throughout AIT.

·Developed detailed plan to New ED, to close wing of facility to deep clean while not interrupting daily flow during low admission times. This allowed 16 rooms to be deep cleaned, maximizing staff to rooms in other wing for Rehabilitation. Not only set this process, but performed for 10 straight days the actual clean up with Zero staff involvement. My gift back to facility for my AIT. When done and a complaint survey happened, that survey noted how clean the patient rooms were.

·Asked and performed at last minute Social Services direct replacement. With help for Corporate staff to start, learned the complex process for SS intake, inhouse stay and discharge path for 60 days. Have knowledge and new compassion for SS needs in house. This including activities for Long term patients and participated in several off-site trips with residents

·Set up 99th birthday celebration for long term patient including visit by VFW for this WWII Vet.

·Was invited and participated in monthly Residents Council and Food Council meetings.

·Finished AIT, competed testing and awaiting State of Ohio issuance of License.

LEADERSHIP

·Never take a back seat. Offer up to do the most for those who cannot do for themselves. Leaders that do this, do not ask for praise.

·I will say my education is still just starting as I am under no understanding as I know everything.

·My next job is to strengthen on what I have seen, experienced and learned. but more to add to new experiences, do more with patients, their families and the community as a whole as my generation advances to this need of Assisted Living and or Long-Term Care.

PAST BUSINESS EXPERIENCE

OWNER- MG MON LTD- 2002-2019

Manufacturers representative for several International companies and dozen more- smaller regional companies in and around Ohio. Started in Northwest Ohio and covered down to Southeastern Ohio-eventually moving to Central Ohio for easier coverage. Handed large Tier 1,2 and 3 Automotive suppliers as well as smaller operations, but consistently dealt with factory floor personnel to understand the issues and supplied goods or services to make their process easier.

NATIONAL SALES MANAGER – CBG TECHNOLOGIES 2011-2016

·Brought in to replace the VP of sales of this Family run company. Found early on of changes of plans to pass on to Third generation. In the years with company, this generation was absent and took roll to get company on good footing and then end up finding company to absorb assets. Took Industrial sales up to level to allow this and helped redesign of equipment and end users to who equipment was best suited.

REGIONAL SALES MANAGER- COGNEX CORPORATION 1999-2002

Michigan based Sales Engineer for this National Machine Vision Manufacturer. Started this office, covering lower part of Michigan and dealt with Automotive suppliers to Car industry. Heavy involvement with finding sales leads, understanding of the problem and engineering a solution, all with saving time and defective parts from reaching factory production lines. Office closed due to downturn of industry following 2001 automotive crash.

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