ALLAN G. KOMAREK, PHD, CAAMA, RN

*** *. *****, ******, ** 93705 • 661-***-**** • nchhzy@r.postjobfree.com

EXECUTIVE DIRECTOR

Growth Strategies / P&L / Turnarounds / Startups / Corporate Reengineering / Compliance

Change Agent / Finance / New Markets & Service Offerings / Board & Labor Relations / OD / EMR

A diversified executive, I bring a consistent record of driving double-digit gains in revenues and profits for regional hospitals and non-profit organizations. Focused on growth, improving patient care, and top/bottom line results, I led strategic plans to take companies into new markets and provide new services, consistently exceeding objectives.

 Creating many “firsts” in services, patient care, legislation, and union relations

 Reengineering processes and operations to turn around financially struggling organizations

 Developing innovative programs to meet community needs while expanding market share

 Creating public board of constituents, California Culture Change Coalition, to improve care delivery

 Applying effective communication skills to build relations with boards, physicians, staff and public

2009 -- Credentialed Member, American Academy of Medical Administrators.

1993 -- PhD, Administration/Management with an emphasis in Healthcare Management from Walden University

1983 – MS, Human Resource and Organization Development from University of San Francisco

1981 -- BS, Human Relations and Organizational Behavior from University of San Francisco.

1973 – AA Nursing (RN), CA Board, Registered Nursing,

Published author, frequent speaker, college instructor, and pilot.

Board Member/President, California Culture Change Coalition; Hospital Council of Northern and Central California; California Hospital Association

HIGHLIGHTED ACCOMPLISHMENTS

Strengthened and reorganized leadership team to drive profit growth. Delano RMC (Delano, California) leadership lacked team focus and was barely making budget. Implemented management team building and leadership development. Created cohesive and supportive team, increasing staff/customer satisfaction. Exceeded annual profit goals $1M-$4M for eight years. Grew revenues from $125M in 2001 to $180M in 2008.

Improved key performance indicators. Patient and employee satisfaction at Delano RMC was low. Initiated employee bonus programs based on quality and personal/financial goals. Raised employee satisfaction from 80% to 92% and patient satisfaction from 70% to 95%, presenting bonuses to all employees every year, 2002 - 2009.

Opened new clinic, improving medical care while creating new revenues. Infant morbidity/mortality rates in rural clinics were higher than national average. Purchased practices and opened OB/GYN Rural Health Clinic at DRMC, hiring highly-skilled Obstetricians. Cut mortality rates from 10% to <0.15%. Grew annual revenues $500K.

Started first-of-its-kind Center of Excellence. Reviewing medical staff credentials, identified surgeon trained in bariatric surgery. Created 10-bed bariatric surgery program at DRMC that became one of the first bariatric centers of excellence in US, attracting patients worldwide. Generated $60M+ in revenues and $6M in profit over six years.

Drove legislation/created “Model Unit for the State of CA”. Collaborated to drive passage of legislation enabling SubAcute care for high acuity LTC patients in skilled nursing facilities. Implemented program at DRMC - the first hospital in CA to have SubAcute program in its distinct-part skilled nursing facility. Increased annual profit $1.5M.

CAREER HISTORY

Consultant, California Home Care & Hospice, 2009 – Present. Prepared Plan of Correction after CDPH survey declared agency out of compliance with standards. Brought agency back into compliance within three months.

Executive Director, Delano Regional Medical Center (DRMC), 2001 – 2008. CEO with full P&L accountability for budget and 500 staff for 156-bed licensed acute care hospital/45-bed distinct-part skilled nursing facility (DP SNF). Oversaw CFO, CNO, Support Services, HR, Business Development and Director Medical Staff Affairs.

ALLAN G. KOMAREK

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Chief Nursing Officer, Sierra Vista Regional Medical Center, 1999 – 2001. 250+-bed acute care hospital with 30-bed DP SNF. Member of hospital’s Governing Body, Quality Council, Med Exec, Infection Control, Education, and Ethics Committees. Measured, assessed, and improved nursing care, treatment, and patient services.

Executive Director, The Coaches Training Institute, 1998 – 1999. As CEO, reported to Board of Directors of personal/professional coaching institute training 500 coaches annually. Managed all operations, finance, HR. Opened international markets.

Chief Operating Officer, Alexian Brother’s Hospital, 1997 – 1998. Held P&L accountability for 204-bed hospital. Integrated strategic plan and operations. Ensured hospital services met needs of patients, physicians, and staff.

Chief Executive Officer, AG Komarek & Associates Consulting, 1981 to Present. Consulted in the areas of Organization Development, Case Management, Management and Leadership Development.

VP, Patient Care Enterprises (COO)/Interim Executive Director, Delano Regional Medical Center, 1990 to 1994. Responsible for all profit centers within the hospital and strategically placing the hospital to achieve revenue and budget goals.

(Note: Delano Regional Medical Center was a For-Profit Hospital through 1992 when it was purchased by the Central California Foundation for Health, a Non-profit 501 (c) 3.

VP, Patient Care Services (CNO), Delano Regional Medical Center 1986 – 1990

Director of Nursing Services, Lindsay District Hospital. 1978 – 1986.

Assistant Director of Nursing Services, San Bernardino Community Hospital (322-bed Acute Care Hospital) 1975 – 1978.

Charge Nurse, Coronary Care Unit, San Bernardino Community Hospital, 1975.

Staff Nurse, Emergency Department, San Bernardino Community Hospital, 1973 - 1975

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