Quality Manager

JACK F. O’CONNOR

**** ******* ***** ***** • Boynton Beach, Fl 33426

561-***-**** • **********@*****.***

QUALIFICATION SUMMARY

Highly organized, Masters Prepared Executive with over 14 years experience in administration/supervision, quality assurance/utilization review, data analysis, cardiac software applications, technical support and management. Recognized as a results oriented leader who consistently finds creative solutions to complex problems. Excellent communication skills. Innovative, resourceful and consistent manager and producer. Able to foster an environment of empowerment and improvement. Demonstrates unique abilities to manage fiscal resources. Superior documentation, presentation and computer skills. Highly organized and able to meet or exceed goals and objectives.

Core Competencies:

Financial Planning: Effectively utilizes time and resources without sacrificing quality. Demonstrates concern for customer needs and satisfaction.

Staff Management: Team oriented management style that empowers employees to solve problems and improve departmental performance. Displays consistent eagerness and optimism.

Performance Improvement: Experienced facilitator and team leader with advanced knowledge and understanding of the tools of Health Care Management and Continuous Quality Improvement. Identifies and forecasts problems. Offers creative and innovative solutions to improve quality and conserve financial resources. Successfully assumes role of team leader or facilitator. Continually assumes the responsibility for evaluating system processes and identifies areas for improvement.

Regulatory Requirements: Oversee regulatory measures and requirements for all areas of departmental responsibilities.

Strategic Planning: Preparation and implementation of strategic departmental goals.

PROFESSIONAL EDUCATION:

* Barry University – Miami, FL. BS –Perfusion Science

* University of Notre Dame – South Bend, IN. MBA

* Seton Hall University – South Orange, NJ. MHA

PROFESSIONAL EXPERIENCE

Bethesda Memorial Hospital – Boynton Beach, FL

Executive Director of Bethesda Heart Hospital September 2010 – Present

Responsibilities: Executive Director of the Bethesda Heart Hospital (BHH) consisting of 39 dedicated beds for cardiac patients. Facilitator and administrative liaison for system-wide related cardiovascular program issues. Coordinate “best practices” to optimize clinical care, outcomes and patient satisfaction. Identify and implement regional affiliations to support program expansion. Develop and manage operating and capital budgets to optimize revenue enhancement and efficiencies. Coordinate program integration across multi-specialty medical staff lines. Strategic and administrative oversight for all business initiatives and clinical units. Facilitate program initiatives to continue revitalization of the cardiac program. Initiate programs to promote the expansion of thoracic and vascular services. Develop marketing strategies to support continued pathway development and expansion of services. Assure integration of strategic plan/goals within pathway. Administrative support for all clinical units identified with a cardiac focus. Facilitate program initiatives to support development of cardiovascular centers of excellence, including cardiovascular, peripheral vascular, and electrophysiology. Develop marketing strategies to support program growth and outreach services. Develop integrated program goals and objectives. Responsible for providing strategic direction and leadership to a staff of 3 director level positions with 10 department heads with 200 full-time employees in the areas of Non- Invasive Cardiology, Pre- and Post- testing nursing unit, Cardiac Cath Lab, Electrophysiology Services, Cardiothoracic Surgery, Cardiac Intensive Care Unit, CV Telemetry Unit, Diagnostic Imaging, Pulmonary Services, and Sleep Lab.

Accomplishments

Established departmental policy and procedures to enhance level of patient care through evidence based medical practices and implemented monthly department based variance analysis

Reduced annual budgetary expenditure through process improvement, staff utilization and product selection/consolidation. The open-heart surgical program demonstrated a 40% contribution margin and the cardiology department a 47% contribution margin.

Developed rules and regulations for new “Cardiothoracic and Cardiology” department within BHH. Co-chair of the quarterly meeting for the department.

Established sub committees, quality/utilization and peer review, to ensure efficiencies and appropriate usage by medical practitioners.

Organized a Quality Improvement Team to evaluate practice standards with regard to established best practices within specific medical fields.

Thorough working knowledge of all aspects of the CV service line with direct clinical experience

Facilitated the minimally invasive CT surgical program and the CT robotic program at BHH.

Maximized “best practices” and facilitated preeminent cardiovascular quality program, including:

BHH ranked in top 5% of all CT surgical program by he Society of Thoracic Surgeons

Analyzed primary and secondary markets. Developed and implemented cardiovascular strategic plan. Developed and implemented cardiology physician outreach program to primary care offices in targeted geographic locations.

Assisted in planning the Bethesda West Hospital facility.

Developed operational plans for Bethesda West Campus with regard to cardiac care.

Developed and implemented cardiac print media campaign, including radio & television ads, display boards, print ads, posters, sales sheets and collateral promo materials, including the pocket EKG program.

Directed the process for BMH to become a Cycle III Accredited Chest Pain Center w/ PCI

Continued growth in volume of cardiac patients seen within the BMH system.

SAINT JOSEPH HEALTH SYSTEM – Lexington, KY

Director of Cardiovascular Services - Hazard ARH January 2008 – August 2010

Responsibilities: Director of the Cardiovascular Service Line for a not for profit organization with a 310 bed hospital in Hazard, Kentucky for the Appalachian Regional Healthcare System. Facilitator and administrative liaison for system-wide related cardiovascular program issues. Coordinate “best practices” to optimize clinical care, outcomes and patient satisfaction. Identify and implement regional affiliations to support program expansion. Develop and manage operating and capital budgets to optimize revenue enhancement and efficiencies. Coordinate program integration across multi-specialty medical staff lines. Strategic and administrative oversight for all business initiatives and clinical units identified with a cardiac focus. Facilitate program initiatives to continue revitalization of the cardiac program. Initiate programs to promote the expansion of thoracic and vascular services. Develop marketing strategies to support continued pathway development and expansion of services. Assure integration of strategic plan/goals within pathway. Administrative support for all clinical units identified with a cardiac focus. Facilitate program initiatives to support development of cardiovascular centers of excellence, including cardiovascular, peripheral vascular, and electrophysiology. Facilitate cost accounting initiatives to maximize revenue capture. Develop marketing strategies to support program growth and outreach services. Develop integrated program goals and objectives. Responsible for providing strategic direction and leadership to a staff of 10 department heads with 228 full-time employees in the areas of Cardiology, Cardiothoracic Surgery, Cardiac Intensive Care Unit, Telemetry Unit, Laboratory, Diagnostic Imaging, Pulmonary Services, and Cardiac Rehabilitation Services.

Accomplishments

Established departmental policy and procedures to enhance level of patient care through evidence based medical practices and implemented monthly department based variance analysis

Reduced annual budgetary expenditure through process improvement, staff utilization and product selection/consolidation. The open heart surgical program demonstrated a 55% contribution margin and the cardiology department had a 45% contribution margin.

Reorganized the Quality Improvement Department to JCAHO standards.

Delivered significant clinical educational and training methodologies for ARH health care personnel with emphasis on patient care.

Initiated ‘Cardiac Team” consisting of physician leaders as well as department managers which facilitated peer and administrative review of care for cardiac patients.

Thorough working knowledge of all aspects of the CV service line with direct clinical experience

Facilitated focused improvement teams to maximize product selection, efficiency and standardization. Facilitated statewide affiliates consortium to promote quality and efficiency best practices with affiliated/aligned institutions – Saint Joseph Health System.

Maximized “best practices” and facilitated preeminent cardiovascular quality program, including:

Reduced MI mortality by 28% from 3.8 to 1.1

Door to balloon times to an average of 68 minutes

Improved SCIP program from 44% compliance to 100% compliance

Reduced blood product usage by 55% thru process improvement

Reduced average length of stay from 7.6 to 4.5 days for isolated CABG patients

Reduced ventilator times on average by 35%.

Developed the strategic model for the ARH system wide cardiovascular service line.

Implemented the service line model for the ARH system which includes eight hospitals

Directed the process for Hazard ARH to become a Cycle III Accredited Chest Pain Center w/ PCI

Continued growth in volume of cardiac patients seen within the ARH system.

Assisted in planning the proposed $30 million dollar “cardiac tower” at the Hazard ARH facility.

SAINT VINCENT HEALTH CENTER – ERIE, PA

Director Cardiovascular Surgical Services June 2004 – December 2007

Responsibilities: Director of the Cardiovascular Service Line for a not for profit organization with a 290 bed hospital. Facilitator and administrative liaison for system-wide related cardiovascular program issues. Coordinate “best practices” to optimize clinical care, outcomes and patient satisfaction. Identify and implement regional affiliations to support program expansion. Develop and manage operating and capital budgets to optimize revenue enhancement and efficiencies. Coordinate program integration across multi-specialty medical staff lines. Strategic and administrative oversight for all business initiatives and clinical units identified with a cardiac focus. Facilitate program initiatives to continue revitalization of the cardiac program. Initiate programs to promote the expansion of thoracic and vascular services. Develop marketing strategies to support continued pathway development and expansion of services. Assure integration of strategic plan/goals within pathway. Administrative support for all clinical units identified with a cardiac focus. Facilitate program initiatives to support development of cardiovascular centers of excellence, including cardiovascular, peripheral vascular, and electrophysiology. Facilitate cost accounting initiatives to maximize revenue capture. Develop marketing strategies to support program growth and outreach services. Develop integrated program goals and objectives.

Accomplishments

Established departmental policy and procedures to enhance level of patient care through evidence based medical practices and implemented monthly department based variance analysis

Reduced annual budgetary expenditure by over $250,000 through process improvement, staff utilization and product selection. Achieved negotiated savings in excess of $500,000 in device implants for assist devices.

Reorganized the Quality Improvement Department to JCAHO standards.

Developed new standards of patient care within the CVOR, such as bloodless surgery program, HIT patient management and artificial heart patient management program.

Through renegotiation of business contracts with disposable product vendors reduced costs by approximately 25%.

Delivered significant clinical educational and training methodologies for SVHS health care personnel with emphasis on patient care of cardiac assist devices.

Led development of clinical affiliation with Ohio State University from inception training perfusion residents during clinical rotations.

Directed campaign to improve community awareness of artificial heart program in Western Pennsylvania.

Initiated ‘Cardiac Team” which facilitated peer and administrative review of care for cardiac patients.

Thorough working knowledge of all aspects of the CV service line with direct clinical experience

Facilitated focused improvement teams to maximize product selection, efficiency and standardization. Facilitated statewide affiliates consortium to promote quality and efficiency best practices with affiliated/aligned institutions.

Maximized “best practices” and facilitated preeminent cardiovascular quality program, including reduced MI mortality and reduction in door to balloon time.

Analyzed primary and secondary markets. Developed and implemented cardiovascular strategic plan.

Developed and implemented cardiology physician outreach program to primary care offices in targeted geographic locations.

Facilitated launch of destination therapy ventricular assist device program

Developed and implemented cardiac print media campaign, including radio & television ads, display boards, print ads, posters, sales sheets and collateral promo materials.

TOTAL BLOOD MANAGEMENT – GAMBRILLS, MD

Regional Manager/Chief, Cardiovascular Perfusion 2000-2004

Large perfusion Service Corporation providing staffing, product inventory management and consulting expertise to health care facilities, both for-profit and not-for-profit organizations.

Responsibilities: Regional Manager of the Perfusion Service Line in a large contract service provider corporation. Administrative support for all clinical units identified with a cardiac focus. Facilitate program initiatives to support development of a cardiovascular center of excellence, including cardiovascular, peripheral vascular, and electrophysiology. Plan, develop and implement the Venice Heart Institute. Facilitate cost accounting initiatives to position TBM for participation in future expansion of Cardiac Surgical Projects. Provide cardiac clinical expertise related to certificate of need processes. Coordinate cardiac clinical research projects and facilitate development of a cardiac research foundation. Develop marketing strategies to support continued pathway development and expansion of services. Assure integration of strategic plan/goals within pathway. Coordinate cardiac marketing initiatives. Strategic and administrative oversight for all business initiatives and clinical units identified with a cardiac or surgical focus. Facilitate program initiatives to continue revitalization of the cardiac program. Initiate programs to promote the expansion of cardio-thoracic and vascular services. Develop marketing strategies to support continued pathway development and expansion of services. Assure integration of strategic plan/goals within pathway. Facilitate cost accounting initiatives to maximize revenue capture. Develop integrated program goals and objectives.

Responsible for the transition of the business account in Delray Beach, FL.

Managed the contract accounts in the south Florida region.

Provided skilled financial and operational management services.

Implemented a business strategy which became the company standard for reducing cost structure, leading to acquisition of additional perfusion accounts.

Through implementation of business strategy, decreased annual costs by $500,000.

Planned, opened, and managed new perfusion account in Venice, FL.

Coordinated $12M cardiac surgical services expansion and renovation. Coordinated architectural planning and construction phases of Venice Heart Institute.

Evaluated and implemented purchase of $ 200Kcardiac database program for quality initiatives.

Planned and promoted the transformation to “total quality management/continuous quality improvement” with emphasis on clinical perfusion delivery system.

Developed departmental policies and procedures.

Developed and implemented platelet gel orthopedic program.

Responsible for fiscal budget and the negotiation of disposable product contracts.

Facilitated development of cross-functional performance management teams and functional operational structure.

Implemented labor management standards and procedures based on national benchmarks.

Implemented monthly department based variance analysis

Coordinated perfusion leadership and provision of quality of patient care for 75+ FTE’s across south Florida in 12+ contract services accounts.

Analyzed and developed strategic plans for perfusion cardiac surgical programs.

Developed and implemented multiple new cardiac programs and patient care practice changes.

DENVER PERFUSION SERVICES - DENVER, CO

Cardiovascular Perfusionist 1996-2000

BAXTER PERFUSION SERVICES – LAS VEGAS, NV

Cardiovascular Perfusionist 1996

* Board certified by American Board of Cardiovascular Perfusion

* Member American Society of Extra-Corporeal Technology

* Member American College Healthcare Administrators

* Member National Scholars Honor Society

* Member of Cambridge Who’s Who

* Member of Dooley Society

REFERENCES AVAILABLE UPON REQUEST

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