Quality Assurance Administrator

Robert McDonald, N.H.A.

Alcalde, New Mexico *****

Cell (618) 604 - 5229

E-mail address: c4ozmu@r.postjobfree.com

Experienced Administrator/Director of Operations with diverse background in Long Term Care has worked for both large and small corporations. Familiar with the internal controls, quality assurance programs expectations of these organizations. Strengths include: census development skills team building, turnover reduction, agency reduction/elimination, P/L responsibility and ancillary revenue growth. Last several years specialized in “turn around situations” as a contract interim Administrator focusing on plan of correction implementation, alternative market development, community relations, remodeling/construction and Comprehensive Quality Assurance Programs.

Employment History:

Espanola Valley Nursing and Rehabilitation Center /Espanola, New Mexico (May 2010- September 2011_

Administrator- 120 bed Skilled Nursing and Rehab Center

• Focused on Census development and Medicare A Census enhancement- Increased overall occupancy from 76 to 94 ADC

• Remodeled and establiched a short term, private room rehab wing with 12 short term rehab beds

• Increased Medicare daily census from 7 ADC to 18 ADC

• Increased Medicare A daily reimbursement from $390 to $475 /day, increased LOS from 23 days to 35 days

• Decreased labor costs by reducing overtime to less than 2% of labor costs

• Maintained all supply line expenses at, or below budgeted PPD

• Enriched marketing program by involving multiple disciplines in marketing efforts/events

• Increased the bottom line to exceed budgeted levels by more than $400K YTD

Interim Administrator Assignments:

Redlands Community Hospital-Transitional Care Unit / Asistencia Villa Rehabilitation Center: September 2008 –October 2009

Interim Administrator for 99 bed SNF and 16 bed hospital based SNF

• Focused on revenue enhancement via Medicare A and Medicare capitated HMO census development and cost containment.

• Reduced agency usage from $8,000/month to less than $700/month.

• Reduced overtime from 7% to less than 4% of payroll.

• Reduced supply costs, to below budgeted level, by utilizing group purchasing systems and maintaining supply cost tracking methodologies.

• Implemented new software systems for tracking ADL data, Staff Development and Customer Satisfaction surveys.

• Implemented 72 hour Resident Family meetings to ensure positive customer relations with residents and families.

Healthcare Management Associates: December 2007- June 2008

Modern Care Convalescent Center, Jacksonville, Illinois /Covenant Care of O’Fallon, Illinois and Elmwood Nursing & Rehab of Maryville, Illinois (December 2007- June 2008)

• Assisted with the closure of a 68 Skilled bed facility in Jacksonville, Illinois and a 145 Skilled facility in O’Fallon, Illinois (Solvency reasons at the corporate level).

• Closed medical, financial, personnel and payroll records of these two facilities.

• Assisted with placement of all residents to other facilities in the areas.

• Provided assistance with job placement for all interested staff members.

• Assisted with Elmwood Nursing and Rehab, until their Administrator returned to full capacity.

Sunbridge Healthcare, Western Division-New Mexico: April 2007-November 2007

• Assisted the Regional Director of Operations for New Mexico by monitoring and directing the three Albuquerque facilities.

• Focus was on customer base development and mix management and improvement.

• Focused on Medicare Part A management and revenue enhancement strategies.

• Improved the Medicare Part A/Managed Care customer base in Albuquerque facilities by 27% over 7 months and Medicare rate from average daily rate of $390 to $430.

• Average length of stay improved from 27 days to 35 days.

• Oversaw the initialization of Rehab Recovery Suites (24 units) in 2 of the 3 buildings.

RESUME

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Beverly Enterprises, VIP Manor, Wood River, Illinois: October 2006-April 2007

Interim Administrator-104 bed SNF

* Prepared facility staff, residents and community the sale of facility and change of ownership.

• Prepared facility, and cleared, all defiencies from annual survey visit.

• Managed census at ADC of 100 and 16 Medicare (increases from 90 and 9)

• Eliminated all agency usage, reduced operating expenses to budget.

Sunbridge Healthcare, Western Division- Mesa Manor, Grand Junction, Colorado: July 2006-October 2006

Interim Administrator-139 bed SNF

• Oversee operations until the new administrator (out of state) passed his exam. Began implementation of resident centered care (culture change) programs. Introduced dept. heads to concepts for resident centered care.

• Focus on implementation of Sun’s best practices clinical programs.

• After 8 weeks, Medicare census doubled to 18+, Part B from 1 to 12 residents, all nursing positions were filled, Dietary & Activity Manager enrolled in their courses and QA program (with measurable goals) were implemented.

Sunbridge Healthcare, Western Division-Mission Arch Care Center, Roswell, New Mexico: March 2006-July 2006

Interim Administrator-120 bed SNF

• Managed operations until the full time Administrator passed the license exam.

• Eliminated the $50,000+ month agency staffing.

• Focused on building Medicare A census and B caseloads and improving the A/R issues.

• Built the Medicare A census to 22+, and doubled Part B caseload by implementing Sun Clinical programs.

Covenant Care, Inc. dba Highland Health Care Center, Highland, Illinois: March 2004-March 2006

Interim Administrator-139 bed SNF

* Provided leadership through the change of ownership.

• Established the facility’s first BLT (Business Leadership Team), which developed the operational 5-year business plan for facility.

• Implemented the business plan resulting in a 100% increase in inquiries at this suburban facility; resulting in

significant improvements in mix.

• Streamline the inquiry/admission systems to allow for15-30 minute turnaround time on inquiries.

• ADC increased from 102 to 108 and positive mix from 30 to 42%.

• 2005 annual survey with 2 minor deficiencies and 2004 with 4 minor deficiencies (desk audits).

• Refurbished of the building and revamped the dining process to allow for more resident choices in meal services.

• Cleared the facility of a 5year FMR (Focused Medical Review) process.

Christian Homes, Inc. Interim Executive Director/ Consultant: 2002-2004

* Role varied at each campus, form acting as an Interim Administrator, to consultative

services on Marketing, Medicare census development, Quality Assurance/Improvement and

teaching new Administrators their leadership role in a competitive Long Term Care environment.

• Provided Interim Administrator/Executive Director services for the following Christian Home

campuses:

• Beulah Land Christian Village, Flanagan, Illinois 43 bed SNF and 22 bed ALF

• Chicago Land Christian Village, Crown Point, Indiana 146 bed SNF/ 57 bed ALF with Senior Apartments and duplexes

• Spring River Christian Village, Joplin, Missouri---120 bed SNF /40 bed ALF with duplexes/apartments

• Wabash Christian Retirement Center, Carmi, Illinois 130 bed SNF

RESUME

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Lincoln Home, Belleville, Illinois: 2001-2002

Interim Administrator-159 bed SNF

• Interim Administrator of a 159 bed SNF after a recent change of ownership, allowing owner to search for a permanent administrator.

• Established distinct marketing department, increasing total ADC from 107 to 122 and Med A ADC from 4 to 15 ADC.

• Implemented Quality Assurance programs with specific accountability standards for all disciplines.

• Remodeled entire building and assisted owner in planning construction of a new wing.

• Increased average length of stay from 7 days to 31 days, by modifying RUG tracking systems.

• Increased gross revenues by 19%, reduced overtime by 4% and overall labor by 8%.

Green Park Skilled and Green Park Residential Centers, St. Louis, Missouri 2000-2001

Interim Administrator-120 bed SNF and 140 bed ALF

• Focus was to clear out existing survey issues and prepare for the revisit survey. Survey issues addressed and corrected immediately

• Reduced agency usage from $25,000/month to less than $2,500/ month within 4 months, by implementing improved screening of applicants, employee retention programs, internal call systems and mentor programs.

• Developed CON (Certificate of Need) application and supervised the remodeling for a new 20 bed skilled Alzheimer’s wing.

• Increased gross revenues, for both buildings, by over 60% over prior year, increasing census, improving mix, and implementing Part B therapy programs.

• Implemented aggressive full time marketing program with addition of new Marketing/Admissions program.

American Healthcare Corporation dba Lutheran Skilled Care Center, St. Louis, Missouri, 1999-2000

Interim Administrator-289 bed SNF

• Implemented an aggressive census development “network” that resulted in an increase in Medicare census growth by over

42% and a bottom line improvement of 28% over prior year.

• Developed highly specialized facility with 40 bed secure Alzheimer’s Unit, 40 bed secure Behavior Unit and 12 bed Renal

Dialysis unit (providing in-house Renal Dialysis for the elderly).

• Built a new management team, with an emphasis on Quality Improvement Systems (QIS), census development in new

markets and networked referral systems.

• Facility met or exceeded budget expectations every month.

• Facility developed the first SNF based in-house dialysis center in the St. Louis market.

Atrium Living Centers, Inc./ Sun Healthcare Corporation-Sunrise Care and Rehab-University, Edwardsville, Illinois 1994-1999

• Completed Phase I and Phase II of the building refurbishment.

• Initiated an aggressive marketing program (including hiring the first Marketing Director) that resulted in 100% increase in the facility’s positive mix (Medicare A from 8 to 19, Insurance from 4 to 10 ADC, Private from 12 to 15 ADC)

• Eliminated agency staffing completely and reduced overtime from 6% to 2.5%.

• Improved all Quality Indicators to exceed all company standards.

• Re-established an active Family council that focused on fund raising and aiding the facility in improvements in Quality of Life.

RESUME

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R.E.T, Enterprises Highland Health Care Center, Highland, Illinois 1993-1994

Interim Administrator-139 bed SNF

• Eliminated agency staffing issue at this campus within the first 90 days (labor savings of $60,00 annually), implemented new

orientation program for new employees and “buddy” system for staff retention that reduced staff turnover from 135% to 35%

annually.

• Increase Part B revenues by implementing a thorough “resident review referral” program (via Care Plan triggers and fall

reduction program).

• Assisted in the training and orientation of new Administrator via in-house AIT program.

Beverly Enterprises / Patton Long Term Care Services, Inc. Hillsboro, Illinois, November 1990- December 1993

Regional Director of Operations / Administrator Jerseyville Care Center, Jerseyville, Illinois 110 bed SNF

Hillsboro Care Center, Hillsboro, Illinois, 90 bed SNF

Calhoun Care Center, Calhoun, Illinois, 90 bed SNF

• Overall supervision of all three of the SNFs in Southern Illinois, while Administrator of the Jerseyville facility.

• Maintained full compliance with all state and federal regulations during the change of ownership for all three facilities.

• Coordinated CON application for construction of a new SNF to replace the Calhoun facility.

This facility was lost because of the flooding in 1993.

• Initiated the construction/completion of construction of the facility, while managing the other two at 97% occupancy and

increasing Medicare A census by 33% overall.

• Responsible for budget development, census, labor controls and oversight of new construction.

• Improved internal compliance by 22% to a 95% score on the Beverly QA Program (E-Awards), while facility was Beverly owned.

Beverly Enterprises, Inc. Menard Convalescent Center, Petersburg, Illinois, 1984-1990

Administrator-89 bed SNF

* Responsibilities included overall management of the facility, personnel management, payroll manager, account payable, and

all accounts receivable.

• Responsible for the direct billing for Medicaid, Medicare and Private billings, deposits and posting to accounts.

• Built the overall mix to 55% of census from 38% of census.

• Acted as the Social Service Director and In-service Training Director of the facility.

• Transferred to Jerseyville Care Center (another Beverly Enterprise facility).

State of Illinois –Illinois Department of Public Health, Springfield, Illinois, January 1976-February 1984

Comprehensive Hospital Planner, Illinois Health Facilities Planning Board

• As part of my graduate work, I worked with the Illinois Department of Public Health, Associate Director’s Office as an Intern.

• Assumed a staff position as a Hospital Planner with the Illinois Health Faciliteis Planning Board (CON Board for Illinois).

• Developed the specific review criteria for the Board for CAT scanners, Linear Accelerators, Premature Infants Centers, Cardiac Care Centers, and all other “specialized” or “high tech” hospital services.

• Served on Plan Develop committees and hospital service planning areas committees. Assisted with project reviews as needed.

Education and Memberships:

Bachelors Degree of Science in Psychology, 1976 Illinois Nursing Home Administrators Association

Associates Degree in Science, 1974 American College of Health Care Administrators

New Mexico Licensed Nursing Home Administrator Illinois Licensed Nursing Home Administrator

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