TERESA L. EDWARDS, MHA, FACHE

Transcription

1 TERESA L. EDWARDS, MHA, FACHE PROFESSIONAL EXPERIENCE PRESIDENT Sentara Leigh Hospital - Norfolk, VA (September 2008-Present) inpatient beds, 16 surgical suites, with 3 rd largest orthopedic program in Virginia volumes: 62,224 ED visits, 12,931 surgeries, 2,400 births and 2 diagnostic centers System responsibilities: o ED Clinical Effectiveness Committee o Orthopedic Service Line (Implant renegotiation saving $870,000) System team involvement: o Medical care management redesign o Integration of first provider based billing for employed physicians (11 practices) Patient safety/quality: Exceeded targets on CMS Dashboard (96% with target of 90%). Growth/Financial performance: Improved Operating Income from $17M to $44M in 3 years. Customer service: Improved HCAHPS inpatient scores from 57.4% 3Qtr 2008, to 73% in Employee satisfaction: Improved satisfaction score from 78.4% in 2008 to 82.2% in Inpatient length of stay: Reduced to 4.3 in 2011 from prior year 4.4. Transitioned 11 medical practices; As part of Provider Based Billing to be hospital integrated. Grew emergency visits: By 13.3% from 2008 (54,952) to 2011 (62,224). Completed renovation projects: On time and within budget in surgery and emergency departments. COPN approvals: Received COPNs for emergency department expansion ($8M) and replacement of bed tower ($85M). Bed Tower breaks ground on March 27, Hospital achievements: 2011: Best financial year in hospital history. 2010: Hospital achieved Blue Distinction by Blue Cross for Orthopedics, Leapfrog Group Award for a Top Hospital in the country, HMC Top Performing Hospital (2009 Honorable Mention). 2009: Hospital ranked in US News and World Report Top 50 hospitals for Orthopedics, HIMSS Level 7 Designation. 2008: Hospital installed electronic medical record (Epic) in 2008 and current CPOE is at 85%. EXECUTIVE VICE PRESIDENT/ADMINISTRATOR Bon Secours St. Francis Medical Center - Richmond, VA ( ) Responsible for planning, opening and operating a new 139-bed acute care hospital on a 75 acre campus which opened in September Hospital campus included an attached MOB, free-standing cancer center, and childcare center. Facility was also home to a family medicine residency program, affiliated with Virginia Commonwealth University of 18 residents volumes: 1,800 births, 7,000 surgeries, 40,000 ED visits, 1,000 orthopedic surgeries Opened hospital on schedule and with all needed staff and services within budget. Recruitment and development of leadership: Recruitment of all leadership and staff for a new facility (862 FTEs as of 2008). Service growth: Obtained additional Certificates of Public Need (COPN) for cardiac catheterization lab, a neonatal intensive care unit, a second 64-slice CT scanner, and a 54-bed expansion. Physician recruitment: Established the medical staff structure and recruited medical staff leaders. The medical staff grew to 650 physicians. Recruited 23 new full time physicians including obstetrics, endocrinology, ENT, plastic surgery, family practice, and orthopedics. Delivered financial results: As of the end of the second fiscal year, hospital operated with an operating

2 Page 2 of 2 margin as percent of total operating revenue of 7.44% compared to 84% the first year of opening. Patient satisfaction: Consistently exceeded 90 th percentile rankings in emergency department and outpatient surgery patient satisfaction 98% of the time. Inpatient and outpatient scores were at 70% (in 2008) excellent and rising. Received national awards for Emergency services and Anesthesia service scores at the top 10% nationally for two years. Quality: CMS composite scores: as of April 2008, at 95.34%. Community relations: Strengthened Community Advisory Board with key community leaders for support during the development, opening and oversight of the campus. Served on Chesterfield County task forces in Human Resources, selection of Assistant County Administrator and other committees. Worked with other Bon Secours leaders to provide quality services to the Chesterfield and surrounding counties and cities. EXECUTIVE ADMINISTRATOR Cardiac and Thoracic Surgical Associates Group Practice - Richmond, VA ( ) Responsible for the administrative leadership to one of the state s largest cardiac/thoracic practices - 4 office locations - 9 cardiac and thoracic surgeons and 9 midlevel providers of physician assistants and nurse practitioners. Strategic planning: Worked with the Board of Directors to establish a strategic plan, establish annual goals and implement as planned while working with the leadership at two competing health systems for the improvement of services and aligned goals. Worked with referring physician practices to increase patient satisfaction and build volume for practice. Planning and operations: Responsible for overall planning and operations of the practice in four office locations. Finance: Prepared and provided oversight in operational & capital budgets. Exceeded budget consistently for better returns for the physicians and capital investments. Insurance relationships: Negotiated with insurance companies to secure favorable agreements. Participated in Q-Hip program for Anthem. Participated in statewide effort to improve outcomes in cardiac surgery among the practices. Community leadership: Served as the President of the Richmond Medical Group Management Association for two years, responsible for coordinating monthly meetings for approximately 100 area medical practice leaders. Other leadership, Associate Professor: Taught the graduate level course at the Medical College of Virginia /VCU in Physician Practice Management in the Department of Health Administration for two semesters. CHIEF OPERATING OFFICER Williamsburg Community Hospital - Williamsburg, VA ( ) inpatient bed hospital, 8 operating suites, merged 49%/51% with Sentara Healthcare in volumes: 900 births, 25,000 ED visits Reported to CEO and led hospital operations including hospital patient care, clinical, diagnostic, and support services. Led offsite operations of a Women s Imaging Center, three offsite diagnostic centers, a home care and hospice agency, a Primary/Urgent Care Center, and specialist time-share suites in three locations. Further responsible for planning, obtaining funding, preparing budgets, implementing, and monitoring the

3 Page 3 of 3 performance of new and expanded services. Worked with the medical staff on relationship building, problem resolution and support in strengthening the services provided. Opened two Urgent Care Centers One on the campus and another in Gloucester approximately 45 minutes from hospital. First outreach in a new community. Developed and strengthened services: Worked with the hospital s owned medical group in the planning for services including primary care, cardiology, pulmonary medicine, and hospitalist services. Negotiated hospital agreements: Negotiated agreements with physicians, contract clinical services, other facilities, vendors, and real estate. Physician recruitment: Recruited Primary Care physicians, a vascular surgeon, general surgeon, and other specialties to the area. VICE PRESIDENT/FACILITIES Williamsburg Community Hospital - Williamsburg, VA ( ) Served as a member of senior leadership team of the 137-inpatient bed independent hospital prior to the affiliation with Sentara. Responsible for leading major construction projects which included new intensive care unit, 8 surgical suites, endoscopy, preoperative and recovery suites, support services, helipad, and a central utility plant. Led departments of plant engineering and facilities, materials management, security, linen, and environmental services. Responsible for real estate negotiation and oversight for approximately 15 sites including medical practices, urgent care, home care, diagnostic centers and support services. Developed master facility plan for campus: Developed the plan with new architectural and design firm. Completed 8 phases resulting in 30% of the campus being renovated or constructed during that time. Obtained Certificate of Public Need approval: for major building project which included new ICU, 8 surgical suites, central sterile supply, cardiac catheterization lab, interventional procedures laboratory, helipad, new lobby, central utility plant, and main entrance as well as the reorientation of the new front entrance of the hospital. Led performance improvement/cost initiative: Included chairing expense task force, right sizing organization (reduction in force) for improved efficiency, began recycling and waste reduction plan. Served as a charter member of the VHHA Regional Waste/Recycling program and served on the Board of Directors of the organization. ASSOCIATE ADMINISTRATOR Henrico Doctors' Hospital (HCA) - Richmond, VA ( ) inpatient beds, 3,000 obstetrical deliveries, 40,000 Emergency visits - Heart transplant and cardiac surgery programs, significant orthopedics and cardiac services Served in the capacity of Chief Operating Officer. Responsible for surgery, emergency, diagnostic services (cardiac catheterization lab, imaging, laboratory, and other services), an offsite diagnostic center, and support services over the course of four years. Strategic planning: Worked with senior leadership team to develop strategic plan for the hospital. Planned and led all construction projects (contract to completion) for the hospital. All projects completed on time and under budget. Selected projects include remodeling the four story Women's Pavilion, renovation of three cardiac catheterization labs, two levels of the Heart Pavilion, a new emergency center, addition of two surgical suites, and a construction of a 400 car parking garage. Obtained COPNs: To add inpatient beds to the hospital (from 321 beds to 340 beds) and a cardiac catheterization lab. Capital expenditures: Responsible for decisions regarding capital expenditures for the hospital. Expense management: Chaired the Expense Management Committee: Standardized, consolidated supplies

4 Page 4 of 4 and negotiated price reductions for hospital. ASSISTANT ADMINISTRATOR Henrico Doctors' Hospital (HCA) - Richmond, VA ( ) Responsible for the departments of construction and engineering, housekeeping, central sterile supply, food services, and other support services. Coordinated legal agreements for the hospital including physician s agreement negotiation, real estate, and medical staff credentialing issues. Responsible for all construction on site and the development of new services. Service expansion: Created the Richmond s first community based neonatal special care unit (12 beds) and subsequently added a pediatric intensive care unit (8 beds). Recruited all physician staff and started the programs from inception. Developed new vascular laboratory service. Financial strength: Contributed to the hospital's position of being the most financially successful hospital in the system for five years. Worked with transition to DRG payments from fee for service environment for Medicare. DIRECTOR OF NURSING FINANCE Henrico Doctors' Hospital (HCA) - Richmond, VA ( ) Responsible for the development, with nurse leaders, the nursing operational and capital budgets and ongoing review of productivity, accountability and improvements. Responsible for renovation and operational turnaround of the central sterile supply department. ADMINISTRATIVE RESIDENT Virginia Baptist Hospital - Lynchburg, VA ( ) ADMINISTRATIVE ASSISTANT to CEO John Randolph Hospital - Hopewell, VA ( ) ADMINISTRATIVE INTERN for CEO Sunnyside Presbyterian Retirement Community - Harrisonburg, VA (Jan-April 1980) EDUCATION Master of Health Administration, 1984 Virginia Commonwealth University/Medical College of Virginia, Richmond, VA Awarded Foster McGaw Scholarship. Bachelor of Science in Public Administration, 1980 Business Administration Economics minors. James Madison University, Harrisonburg, VA PROFESSIONAL / COMMUNITY AFFILIATIONS Most Recent Professional/Community Affiliations Church: River Oak Church, membership 2012; Grace Presbyterian Church: Member , served on Missions, Youth, and Hospitality Committees. Charter Member of the church plant in Chesapeake. Virginia Health Information: Member, Board of Directors (appointed through VHHA), 2006-Present. Alumni Board of Directors, VCU Health Administration Department, 2009-Present. Currently serving as Chair Elect of the Executive Committee and Chair of Resource Development Committee.

5 Page 5 of 5 American College of Health Executives (ACHE): o District 2 Nominating Committee Member, o Health Care Administrators of Tidewater (HCAT) Board Member, o Virginia Regents Advisory Committee, 2009-Present o National Board of Governors, Member, South Hampton Roads YMCA: Board of Directors, March 2009-Present United Way of Hampton Roads: Sentara Healthcare 2010 System Campaign Chair (exceeded goal of $924,000). Served as the 2009 System Campaign Leadership Chairman. CIVIC Hampton Roads: Class of 2010 Graduate; Co-led Health Day for Virginia Commonwealth University/Medical College of Virginia: Adjunct faculty, 1992-Present Awarded VHHA HOSPAC Board Member of The Year, 2007 (with Bon Secours). Selected Professional/Community Affiliations (Beyond 5 years) Certified Medical Practice Executive: Certification earned in American College of Healthcare Executives: o Board Certified in Healthcare Management and a Fellow (FACHE) o Founding Board Member: Central Virginia Healthcare Executives Group, o Member of Regent s Advisory Committee (RAC) o Awarded Early Healthcare Executive of the Year for the State of Virginia, 1999 Achieved Six Sigma Greenbelt, Thomas C. Barker Award, 1998, for Outstanding Preceptor for MHA program (MCV). Served on New Kent County Planning Commission, Certified Planning Commissioner for Virginia, serving in New Kent County, 1988.