Elmore Patterson

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Administrator for two (2) critical access hospitals and a 30 bed Long-term care facility that provides exceptional care in South East Kansas. Saint Luke’s Health System is a faith-based, not for profit that has 16 hospitals and campuses across 67 counties in Missouri and Kansas. We provide emergent, acute, obstetrics, surgery, specialty care, rehabilitation, swing bed and primary

clinics across two campuses with 400 trained clinical and administrative team members.

• Effectively supports the transition of a hospital to a system management service agreement in Iola, Kansas.

• Developed the quality improvement committee to oversee quality assurance, improvement, and process growth within a dual hospital physician provider program based on wRVU productivity management coupled with fair market value analysis.

• Leveraging Saint Luke’s Health System’s Specialty Providers Group, coupled with tertiary and surgery center care which allows case management of patient transfers from referral hospitals to critical access hospitals for rehabilitation/skilled swing bed care. Contributes to administration tasks such as formulating and executing goals and strategies for the organization through CMS Star rating, QAPI, HCAPHs reports and action plans.

• Demonstrated advanced interpersonal skills and excellent customer services standards such as communication, courtesy, and discretion when working and interacting with patients, families, and internal/external customers. Manages a overall budget in excess of $80 million.

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138 bed skilled nursing facility (SNF) in Central Alabama

• Proactively supervise all departments simultaneously ensuring high quality service in adherence to hospital policies and standards.

• Innovate various program developments that directly affected the whole nursing home to exceed financial goals and objectives.

• Ensure staff competencies and constant development to provide the needs and demands of the customers with high-satisfactory. 

• Effectively develop facility ranking of the company by increasing net operating income more than of $500K+ in two quarters leading to top 30% company ranking, while regularly improving facility quality measures from 3-star rating to 5-star.

• Assiduously address general infractions by constantly developing policies and assuring the implementation while keeping abreast of the updated regulations and laws pertaining to healthcare progression and long-term-care facilities.

• Establish a reputation in running the facility smoothly at all times within the budget while responsibly ensuring efficient workflow.

• Was responsible for the production of the deficiency-free Alabama Department of Health Nursing Home State Survey (July 2018)

• Designed and implemented developed processes to successively improve the facility’s CMS 5-star rating based on the Center for Medicare and Medicaid Services (CMS) Nursing Home Compare Five-Star Ratings of Nursing Homes.

• Escalated and flourished the daily resident census by more significant 5% in the first 90 days by profitably investing time and commitment to fostering burgeoning relationships with local physicians through the AQAF Bridge Program.

• Collaborated with Physicians, ancillary department, and external facilities for process improvement to assure optimal patient care.

• Oversaw the adherence to all company’s policies and federal regulations while managing state and federal survey processes.

• Successfully directed the recruitment of new members in the crucial position to improve the care and efficiency of the facility while encouraging the change of culture in the facility to have a competent work environment with the eagerness to accept new challenges.

                                                                                               

• Effectively supported the turnaround services starting with a top-to-bottom overhaul of revenue cycle management process from point-of-service to denial management resulting in the recovery of a $500k+ net income lost to $57K+ net income in a year.

• Developed the quality improvement committee to oversee quality assurance, improvement, and process growth.

• Effectively innovated a Patient Care Assistance Program utilizing the hospital auxiliary wherein the company questions and issues from auxiliary volunteers and patients visit were identified, answered, and given a fast-paced conflict resolution.

• Collaborated regularly with the medical staff ensuring quality documentation, measurement, and case management leading to the shrinkage in the average length of stay from 4.8 to 3.8 and an increasing in the Medicare CMI from 0.86 to 1.1.

• Contributes to administration tasks such as formulating and executing goals and strategies for the organization.

• Demonstrated advanced interpersonal skills and excellent customer services standards such as communication, courtesy, and discretion when working and interacting with patients, families, and internal/external customers

• Provided excellent assistant with the design and implementation of a secure dementia unit contributing to a 10% growth in the census.

• Enacted a transportation program giving opportunities to residents to travel off-site outings and appointments in better convenience.

• Supervised and cultivated a multidiscipline team in providing a persistent, growing resident satisfaction by the implementation of the regular rounding of ambassador on all residents while providing instructional, supervision, counseling, and coaching support.

• Established that pre-operative orders are accurate and complete, resulting in improved quality assurance and efficiency.

• Embellished ingenious center activities and employee social events aligned to the strict financial budget governance.

• Directed the center through three Alabama Department of Health Nursing Home State Surveys without jeopardy deficiency tags.

69-bed community hospital member of Adventist Health Care System he largest not-for-profit Protestant health system in the world.

• Utilized industry knowledge to complete adequate electronic Joint Commission FSA annually and accomplished plans of correction as identified according to time frames adhering to Quality Assessment Performance Improvement Plan (QAPI).

• Successfully maintained HCAHPS Survey Measures Scores for cleanliness and quietness of patient’s rooms at “top box,” beneficial to the hospital to retain and improve the level of achievement in their HCAPHPS Base Score.

• Provided a safe, attractive, and functional environment in compliance with the requirements of applicable codes and regulatory agencies (ADA, TJC, OSHA, etc.) while acknowledging and acting promptly to multiple patients’ need for assistance.

• Supervised the Plant Operations and Housekeeping departments including security, construction, telecommunication, and safety programs while demonstrating discretion when working and interacting with patients, families, and internal/external customers.

• Accurately oversaw the encoding of patient progress reports of patient’s medical records resulting in an improved and more efficient and productive workflow so the staff can achieve and maintain the progress toward their original goal of care.

• Led required patient registration reporting and analysis of various quality measures for multiple facilities while providing coaching, mentoring, and troubleshooting support to a team of patient-focused management an