STEPHEN W. RENFRO

***** ***** ********** ***** ***** Mobile, Alabama 36695 H 251-***-**** C 251-***-**** tetj99@r.postjobfree.com

SUMMARY

A resourceful and cost-conscious healthcare management professional, with extensive experience in ambulatory surgery centers, outpatient surgery departments and physician practice management, strategic planning, total quality management, purchasing, inventory control, operations analysis, material and human resources planning, grant-writing, project management and regulatory compliance. Utilizes resources to allow better data-gathering to support decision-making process and to create benefits for staff, physicians and the organization. An analytical producer, develops ways to reduce and eliminate waste, streamlining operations and reducing costs. Fosters team-building by listening to staff input on new processes or revisions of existing processes.

EXPERIENCE

PROVIDENCE HOSPITAL, Mobile, Alabama

Director, Cardiovascular Services, 2010-2011

Administrative oversight of five departments, including cath lab, electro-physiology lab, EKG/echo/vascular ultrasound lab, heart-failure clinic, and rehabilitation and wellness center. Developed annual budgets for each area, analyzed monthly financials, including cost-containment efforts and staffing variances, interacted with physicians and staff, ensured compliance with hospital policies and procedures, worked to maximize efficiency with staffing/case volumes/case scheduling, ensured readiness for Joint Commission and CMS surveys and audits, and collected and analyzed data for hospital and national comparisons.

Provided administration with pro formas on new equipment, supplies and services to assist in decision-making before proceeding with purchases or starting new procedures. Maintained frequent interaction with cardiologists and staff to enhance efficiency of scheduling, staff cross-training and resolution of issues. Conducted performance improvement projects, involving coding issues, physician order sets, nursing and various work-flow efficiencies, and case-scheduling inconsistencies.

Directed supply-cost containment efforts in cath and EP lab, resulting in savings in FY 2009 of more than $200,000 through better use of lower-cost comparable items.

Provided education to staff and physicians as to decision-making process in non-preference instances for supply items, such as use of lower-cost stents from one company versus higher-cost stents from another.

Reduced staffing salary expenses through more efficient scheduling of staff, In addition, providing education to such staff regarding costs of overtime generated monthly, resulting in reduction of costs by $5,000 per month.

Tracked and analyzed process on acute MI emergency interventions. Conducted root cause analysis on cases falling above 90-minute marker from emergency department to intervention.

Assisted in the development of capital funding program to improve digital-imaging component and received approval of a $5,500,000 capital funding program, primarily for cardiovascular services department upgrades.

Revised physician standing orders to increase core measure and Surgical Care Improvement Project (SCIP) compliance, allowing improvements in scores monitored, and reported monthly to CMS and hospital.

Initiated revision of charge master coding system for entire Cardiovascular (CV) services department to maintain compliance with corporate initiatives, starting January 1, 2012.

Spearheaded process to update current coding to comply with new CPT coding changes.

Director, Outpatient Surgery Services, 2008-2010

Supervised outpatient surgery department, a joint venture between physicians and hospital. The joint venture was, dissolved in mid 2009 due to new CMS regulations. Developed annual departmental budget with monthly variance analysis and cost-containment efforts, and ensured compliance with hospital regulations, policies and procedures. Provided pro formas on new equipment, supplies and services prior to implementation. Revised scheduling process to allow better case activity. Improved work flow by developing more efficient processes throughout PreOp, operating room and recovery. Interacted with surgeons to resolve issues and worked proactively to avoid issues from developing. Increased patient satisfaction and scoring related to patient-satisfaction surveys.

Established processes to reduce staffing and supply costs by better scheduling, better inventory control, less supply waste and through education to physicians and staff regarding supply-item costs. Interacted with physicians and staff to enhance scheduling efficiency, staff cross-training, performance improvement activity involving revision of work flow and reducing paperwork duplication. Ensured compliance with hospital policies and procedures, Joint Commission regulations, and readiness and compliance with state and federal regulations. Collaborated with Joint Venture Board of Directors, while it existed.

Improved case-scheduling process to efficiently accommodate an even flow of daily volume, as opposed to prior experience of busy days and slow days. Accomplished over three months through discussions with surgeons regarding needs, historical volume, available times for surgery and scheduling issues.

Enhanced compliance with core measures and SCIP guidelines by improving staff and physician awareness of compliance requirements and monitoring results. Posted blinded results for staff and physicians to monitor progress, resulting in team discussions surrounding causal factors and suggestions for resolution from within team, as opposed to coming only from leadership level.

Remedied work-flow and paper-flow issues, causing delays in surgery start times due to duplication of data entry on paper forms and low patient-satisfaction scores, through cooperative efforts among staff and physicians to reduce unnecessary or duplicated questions on various forms. This allowed for a smoother and faster process for patients and resulted in improved patient-satisfaction scores.

Reviewed supply usage per case per physician and discussed methods with physicians and staff to minimize waste, develop better inventory control processes and substitute lower-cost items. Resulted in staff and physicians becoming more aware of general item costs.

ALBUQUERQUE SURGERY CENTER, Albuquerque, New Mexico

Administrator, 2007

Administrative oversight of a 22,000-square-foot free standing ambulatory surgery center with 5 operating rooms and 45 clinical and non-clinical staff. Directed activities surrounding orthopedic, podiatry, ENT, plastics, general surgery, pain management and dental. Held responsibility for financial viability, creating annual budgets, monthly analysis and cost-containment efforts. Provided pro formas on new supplies and services prior to implementation.

Improved scheduling, cross-training and performance-improvement activity.

Revised work flow and reduced paperwork duplication. Maintained compliance with corporate policies and procedures, Joint Commission, and state and federal regulations.

Guided staff development and ensured registered nurse ACLS and PALS certification.

HEALTHSOUTH CORPORATION, Yuma, Arizona

Administrator, 1998-2007

Administrative oversight of a 20,000 square foot free-standing ambulatory surgery center, comprised of 4 operating rooms and 40 clinical and non-clinical staff. Directed budget development, monthly analysis and justification of budget variances. Held responsibility for financial viability, on-site human-resources related processes, oversight of charges, billing, collections, credentialing of physicians, working with medical executive committee and contracting with vendors, payors and staff for services. Ensured staff competencies, along with ACLS and PALS certification. Managed marketing to physicians to use facility and cultivated relationships with local hospital and Joint Venture Board of Directors. Provided pro formas on new supplies and services prior to implementation.

Improved efficiency of staffing, case scheduling, cross-training in various clinical and non-clinical areas, and reduced expenses pertaining to supply utilization by more efficiency in clinical areas through regular interactions with physicians and staff.

Enhanced performance improvement activity involving revising work flow and reducing paperwork duplication, as well as patient satisfaction of services provided.

Maintained compliance with corporate policies and state and federal regulations, and prepared for successful Joint-Commission and state licensing surveys.

ADDITIONAL EXPERIENCE

ARIZONA WESTERN MEDICAL CENTER, Yuma, Arizona, Executive Director, 1994-1998. Managed a nine-physician medical practice including financial viability, budgets, inventory and monthly variance analysis. Directed human resources activities, charges, billing, collections, contracting and credentialing of physicians, contracting with vendors and insurance payors, marketing and local-hospital relationships. Complied with corporate policies and state and federal regulations. Improved patient scheduling and reduced supply expenses by better inventory control. Led contract negotiations for HMO rates. Reduced salary costs through better staff scheduling to meet volume needs. Resolved issues with staff, physicians and patients.

NEW MADRID COUNTY GROUP PRACTICE, New Madrid, Missouri, Executive Director, 1989-1994. Managed budget and grant-writing, increasing federal and state funding from $750.000 to $1,500,000 per year. Grew from two offices to four over a five year period. Complied with state and federal regulations and managed charges, billing, collections, human resources, marketing, vendors, payors and outside pharmacy, dental and referral agencies. Enhanced hospital relationship and contracts and credentialing of physicians. Oversaw outside family counseling, chiropractic, OB/Gyn and migrant health services. Transitioned from manual billing to automated, improving A/R and reducing claim rejections. Achieved highest compliance with monitoring, including pediatric immunizations and positive Pap smear follow-ups.

VALLEY HEALTH SYSTEMS, Huntington, West Virginia, Administrator, 1984-1988. Provided grant-writing for federal and state funding of Community Health Centers. Managed budget development and regular analysis of budget variances for three of the eight health centers. Held responsibility for standardizing policies and procedures, including benefit package and human resources-related processes, for all eight medical practices.

HARRY S. TRUMAN VA MEDICAL CENTER, Columbia, Missouri, Registered Nurse, Staff Nurse, Evening Supervisor, Head Nurse, 1974-1983. Evening Nursing Supervisor of 450-bed medical teaching facility, 40-bed medical unit and 36-bed general surgical unit. Held responsibilities to provide direct patient care, supervise nursing staff, ensure adequate nursing staffing within hospital and respond to code blues and emergencies. Assisted in prompt problem-solving related to transfers into and out of hospital. Interviewed new staff, set up orientation programs and worked with student nurses, medical students, interns and residents from nursing school and medical school. Determined staffing schedules and provided disciplinary processes and staff evaluations. Served on various committees.

LICENSURE

Registered Nurse Alabama, 2012

Registered Nurse Missouri, 2011

CERTIFICATIONS

CME Activities for RN License, 24 Hours, 2012

CPT Coding, Billing, Human Resources Processes, 2011

EDUCATION

UNIVERSITY OF CINCINNATI, Cincinnati, Ohio

Master of Science - Health Planning and Administration, 1984

Awarded a full scholarship for graduate school.

COLUMBIA COLLEGE, Columbia, Missouri

Bachelor of Arts - Independent Studies, 1977

ST. LOUIS MUNICIPAL SCHOOL OF NURSING, St. Louis, Missouri

Diploma in Nursing - Registered Nurse, 1974

Awarded a two-year scholarship.

SOUTHERN ILLINOIS UNIVERSITY, Edwardsville, Illinois

General Course Work - Science Major, 1971

AFFILIATIONS

Mission Mentoring

Acute MI/Heart Failure Team

Core Measures/SCIP Team

Nursing Executive Committee

Nursing Leadership Team

Associate Loyalty Team

COMPUTER SKILLS

Microsoft Word, Excel, PowerPoint

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