Nursing Home Administrator

CARMELO F. SCALZI

***** ********** • Farmington Hills, MI 48334 • 248-***-**** home • 734-***-**** cell • *********@***.*** Page 1

Qualifications for Senior-Level Management

PROFILE

Dedicated and results-driven professional offering over 20 years of progressive healthcare experience spanning hospital management, non-acute care services, and regulatory compliance. Licensed Nursing Home Administrator possessing a 11-year track record of success reducing costs, driving profitability, and accelerating growth for nursing care facilities. Innovative and strategic leader committed to providing quality programs and services that enhance patient wellbeing and promote facility visibility. Dynamic team player with solid communication, motivational, and interpersonal skills. Areas of expertise include:

Strategic Planning Team Building Customer Service

Budget Preparation Financial Analysis Human Resources

Operations Management Contract Negotiations Facility Management

Policy/Procedure Development Program Implementation Office Administration

CAREER HIGHLIGHTS

• Turned around the struggling operations of an inner-city nursing facility by developing and executing an aggressive action plan, improving staff moral and building an effective nursing team that enabled full regulatory compliance within six months.

• Reduced a facility’s annual survey citations from 34 to 4 within nine months by providing outstanding leadership and building a highly effective nursing team.

• As a LTC Consultant, assisted facilities in developing and implementing highly effective correction plans and programs that allowed the facility to successfully achieve full compliance on next State Survey revisit.

• Recovered $1.6M in HomeCare aged receivables within six months by re-establishing and revamping in-house billing procedures, resulting in a fiscal year-end revenue increase of $200K.

• Decreased nursing home budgeted loss of $526K to $46K within six months by implementing and executing an efficient billing/collection procedure. Reduced days in AR from 87 days to 54.

• Cut nursing home monthly pharmacy costs by 38% ($32K to $20K) through reducing new Medicare resident medication from 30 days to 10 days supply, eliminating waste (the average Medicare patient stay was 14 days).

• Saved $8K per month and reduced food costs from $7.10 per-patient-day (PPD) to $5.20 in six months. Saved an additional $6K per month by negotiating cost-effective contracts for oxygen, medical supplies, and equipment rentals.

• Advanced facility efforts to achieve Eden Alternative certification by facilitating the addition of two stars.

PROFESSIONAL SUMMARY

INDEPENDENT CONSULTANT FOR LONG TERM CARE………………………………………………………………… 2007-2009

Contracted with various long term care facilities and management companies to provide consulting and interim administrator services. Companies include Pathway Healthcare Management, United Methodist Retirement Centers, Tobin & Merritt, Heartland Healthcare and Henry Ford Continuing Care.

• Provided leadership and guidance to facility Administrator and Director of Nursing to formulate correction plans and implement effective programs (i. e. Fall Prevention, QA/QM, Team Building, Disaster Preparedness, Safety etc.) to ensure facility successfully returned to substantial compliance on next State Survey revisit.

• Instructed nursing home staff on various subjects such as team building, conducting effective facility environmental rounds, resident safety and security and conducting meaningful, effective team building meetings.

• Served as Interim Administrator at various facilities.

MERCY MEMORIAL HOSPITAL SYSTEM

Vice President, Non-Acute Care Services 2006-2007

Oversaw daily operations and budgets for 72 Bed Nursing Center ($6.5M), Home Care ($4.5M), Hospice ($2.5M), Home Oxygen, Occupational Health Services ($4.5M), and two retail pharmacies ($1.1M). Administered a $660K budget for capital improvement requests.

CARMELO SCALZI

248-***-**** • *********@***.*** Page 2

PROFESSIONAL SUMMARY, CONTINUED

Collaborated with supervisors to institute goals and objectives. Monitored accounts payable/receivable to support cost reduction and revenue growth. Ensured federal/state/local regulatory compliance, including Health Departments, Department of Community Services, Bureau of Health Services, Fire Marshall, and OSHA. Managed operations, financial accounts, and morale/welfare for 250 employees.

• Promoted from Nursing Home Administrator to VP due to outstanding performance and achievements.

• Lobbied for and procured a facility bus and green house for residents that had been pending for over five years.

• Drove Hospice growth initiatives by identifying departmental issues, and executing effective solutions, including restructuring the payment system, launching an aggressive marketing campaign, and establishing an in-hospital hospice program; profits increased by $60K monthly.

• Increased Medicare days from 520 to 700+ monthly by managing length of stay and boosting RUG scores.

• Reduced food expenses by 27% through aggressively controlling costs and eliminating waste.

RED OAK HEALTHCARE MANAGEMENT

Regional Director and Administrator 2002-2005

Directed operations for Dowagiac Nursing Center, a 142-bed facility and Cambridge Court, a 42 bed facility. Managed financial initiatives and supervised a combined staff of over 220. Ensured compliance with local/state/federal regulations. Trained two new administrators to oversee daily operations. Planned and instituted a 42-bed secured Alzheimer’s unit by renovating a previously closed 42-bed unit; increased average daily census from 98 to 134 within six weeks.

• Improved Medicare census by 50% by implementing an effective, successful rehabilitation program.

• Decreased annual facility survey citations from 16 in 2002 to 6 in 2003.

LUTHERAN HERITAGE VILLAGE NURSING CENTER

Administrator 2001-2002

Managed operations, employee welfare, and financial activities for this 72-bed nursing center. Ensured regulatory compliance. Established several Eden Alternative principals, including pet therapy and intergenerational activities. •Improved resident dining options and increased meal choices.

• Achieved a 97% occupancy rate, a 10% increase from the previous year.

• Drove revenue growth by 20% through improving Medicare census.

• Decreased agency staffing needs by 30% through improving work environment and staff pay incentives.

ST JAMES NURSING CENTER

Administrator 1999-2001

Controlled operations for this 150-bed nursing center, including regulatory compliance. Managed welfare/morale for a staff of 150+ and oversaw financial activities. Ensured long-term personnel cost reduction efforts through negotiating and finalizing an unresolved union contract. Implemented successful quality programs to enhance patient care and wellbeing.

• Reduced employee turnover rate from 70% to 30% and secured quality professionals through unifying staff and improving pay, benefits, and work environment. Saved $18K per month due to retaining personnel and eliminating staffing agency services.

• Received the best annual survey in the facility’s 32-year history through completely restructuring policies, procedures, and processes.

Prior experience includes serving as a nursing home administrator at Bortz Health Care, a program director at Parkview Geriatric Psychiatric Hospital, and an administrator at York Plaza Hospital & Medical Center.

ACADEMIC/PROFESSIONAL CREDENTIALS

M.A., Healthcare Administration, CENTRAL MICHIGAN UNIVERSITY

B.A., Business/Economics, PARK UNIVERSITY

Member: American College of Healthcare Administrators, Michigan Association for Homes and Services to the Aging, Health Care Association of Michigan

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