Bill Arnold

Results-oriented healthcare executive experienced in all aspects of hospital management, including operations and high-performance team building, strategic planning, business development, donor engagement and fundraising, and community and government relations. Transformational leader with a track record of turnaround and growth of organizational services collaborating with all levels of management, physicians and trustees. Highly skilled in building strategic relationships resulting in strong physician, community and business partnerships that drive quality care, program growth and community wellness.

• Philanthropic accomplishments include a $50 million gift — the largest in New Jersey history — based on two years of relationship building. Led to major investment in Monmouth Medical Center (MMC) and the naming of The Vogel Medical Campus in Tinton Falls.
• Oversaw the purchase of the 36-acre parcel of land for the Vogel Medical Campus in Tinton Falls and continue to balance and leverage town relationships to guide the phased and strategic relocation of hospital services to meet the healthcare needs of diverse communities.
• Built relationships with significant donors resulting in numerous multi-million-dollar naming gifts to MMC that helped finance advancement and raise the hospital’s profile.
• Transitioned MMC from a community teaching hospital to a regional medical campus of Rutgers Robert Wood Johnson Medical School. Oversaw development and implementation of the strategic and tactical plans for the academic aims of the regional campus and medical center in conjunction with clinical and community missions; and established partnership with Monmouth University to plan the development of a new, state-of-the-art interprofessional simulation training center.
• Successfully built a more diverse Board of Trustees (BOT) at MMC from a legacy of predominantly white male members over the age of 60 to include more women, a mix of ages and backgrounds and highly engaged members from the black, brown and Latino communities. Instrumental in bringing the executive director of Long Branch’s Federally Qualified Health Center (FQHC) onto the MMC BOT to gain insight into the service area’s diverse cultures and guide decision-making. This solidified connection between the FQHC and the MMC residency program, expanding access to outstanding care.
• Worked closely with community, government, and BOT stakeholders to enable as many fingerprints as possible on MMC’s robust outpatient expansion and the revitalization of Long Branch.
• As RWJBH Southern Region President, pioneered and documented the regional approach for the system and connected southern counties of Monmouth and Ocean to Rutgers Cancer Institute of New Jersey (RCINJ) and RWJ University Hospital in New Brunswick for a higher level of care and advanced research. This includes primary, specialty care and virtual programs in Ocean and Monmouth counties for a strong continuum of care. This required building new relationships among key physician leaders in the south to strengthen critical system service lines, including neurology, cardiology, oncology, urology and robotic surgery.

• Board of the New Jersey Hospital Association (NJHA), Princeton, NJ
• Board Chair (2024)
• Treasurer (2022)
• Member of the NJHA Executive, Finance, and Investment Committees and the Chairman’s Advisory Committee on Industry Direction.
• Chair of the NJHA Audit and Compliance Committee and on Bylaws Committee.
• Secretary (2021)
• Board of Directors, Encompass Health Rehabilitation Hospital of Tinton Falls, NJ
• Board Member, VNA Health Group
• Board Member, RWJBarnabas Health Children’s Specialized Hospital Foundation
• Board Member, Boys and Girls Club of Monmouth County, Asbury Park, NJ
• Member, American College of Healthcare Executives
• Chairman, American Heart Association 2020 Shoreline Heart Walk

• Successfully managed through the many operational challenges surrounding the COVID-19 crisis, negotiating and orchestrating resources and care delivery across a hotspot region.
• Fostered collaboration and coached hospital leadership to eliminate competition among system affiliates, successfully shifting the mindset to patient keepage within the system based on appropriate levels of care.
• Leveraged physician relationships and coached hospital administrative teams to build an expansive primary and specialty care network spanning two counties and three system hospitals.
• Built a best practice quality committee to identify and embed shared best practices into hospital cultures across the region for improved outcomes and safer, higher quality care.
• Established a sustainable culture of diversity and inclusion by identifying the right internal high-performing candidate to lead these efforts regionally. Leveraged internal committees and corporate resources to expand Diversity and Inclusion initiatives that have been recognized and embraced by a variety of local organizations such as the Long Branch Latino American Club and local chapters of the NAACP.
• Achieved top ratings from the LeapFrog Group for patient safety overall and led the region in maternity services. Achieved a 4-Star hospital rating from CMS — the highest score in the state and one of only eight facilities to achieve it.
• Honored with the Monmouth Council, Boy Scouts of America, Good Scout Award, and have successfully utilized the Scouting principle of developing an idea to positively affect change, determine all the necessary steps, prepare for contingencies and put together an action plan to achieve goals as a model for my management team.
• Recognized with the Libutti Community Service Award by The Greater Long Branch Chamber of Commerce in recognition of MMC’s partnership on the redevelopment of Long Branch over the years, and the hospital’s long history of working with the city, laying the groundwork for the successful navigation and negotiation of the relocation of some hospital services to the new Tinton Falls campus.
• Worked closely with the CNO and built stronger formal connections between nursing and physician leadership that resulted in improved outcomes and quality and patient satisfaction scores, including top quartile for Hospital Acquired Infections in one out of six HAI measures in 2015 and five out of six HAI measures in 2019, and Patient Safety Indicators (PSI)-90 performance in top decile for four out of five years.
• Maintained top decile mortality measures from 2015 through 2019. Consistently led the system in HCAPS and quality indicators.
• Supported the CNO and nursing team in their journey to Magnet accreditation, achieving Magnet Status in 2019 with seven exemplars for outstanding quality. This improved nurse recruitment, created a culture of achievement and elevated the nursing practice overall.
• Earned 2019 Press Ganey “Guardian of Excellence” award in recognition of top-performing health care organizations that have achieved the 95th percentile or above for performance in Patient Experience. MMC was the only hospital in Monmouth and Ocean counties and joined sister RWJBarnabas Health hospital Clara Maass Medical Center in being recognized
• As CEO of MMC, hospital earned Leapfrog Grade A for patient safety 2015 through 2019 – the region’s only hospital to achieve consecutive A grades.
• Managed a turnaround of Value-Based Purchasing at MMC from $140,000 loss in 2015 to $324,000 profit in 2019.
• CAUTI SIR went from 1.14 in 2015 to .29 and 0 during tenure.
• CLABSI SIR went from .64 in 2015 to .23 and 0 during tenure.
• Created a Mayors Health Initiative that expanded the hospital's community health education services into six neighboring towns.
• Spearheaded the planning and development for a large state-of-the-art outpatient facility in Tinton Falls and assisted with the cultivation of the largest charitable gift ever given in N.J. to support it.
• Selected a COO and CFO to help guide the organization's transition to a new healthcare model.
• Built a primary care network strategy to ensure growth and financial success.
• Elevated MMC to national and statewide distinction, including the Thomson Top 100 Performance Improvement Leaders Award.
• Oversaw the addition of the Cheryl L. Diamond Cancer Care Pavilion, two state-of-the-art operating theaters, an emergency department expansion, and an additional postpartum pavilion and newborn nursery.
• Negotiated outpatient acquisitions and construction, including satellite breast centers, an outpatient infusion center, and several physician practices.
• In response to greater competition posed by private, freestanding outpatient facilities and ambulatory care centers, implemented an Outpatient Business Development Committee at the beginning of 2008, comprised of key executive team members and clinical directors to monitor, strategize and implement actions to build volume. Developed dashboard reports for each outpatient area to monitor volume and referral patterns. The structure of the committee and the dashboard reporting mechanism were identified and implemented as best practices throughout the healthcare system.
• Successfully converted hospital clinics to federally funded qualified services.
• Established market advantage in Perioperative Services through strategic purchase of robotic technology.
• Championed a $5 million Emergency Services’ expansion project to meet the growing needs of an expanding, culturally diverse population. Led efforts to raise $3 million for the project. Successes included implementation of a less-than 90-minute patient turnaround time and a three-hour patient treat and release time.
• Assumed leadership role of Medical Executive Committee and Chairman Meetings.
• Cultivated a gift and worked with physician leadership to create the David S. Zocchi Brain Tumor Center, one of only three brain tumor centers in New Jersey.
• Led acquisition and implementation of Monmouth County's only TomoTherapy Program, which served as an international training site, and oversaw the upgrade of the Radiation Oncology Department.
• Spearheaded the development of a joint partnership with a radiology practice to increase revenue streams through an outpatient imaging center.
• Planned and developed a joint venture of a 60-bed, freestanding rehabilitation hospital with HealthSouth that expanded rehabilitation services and drove revenue.
• Successfully realigned radiology practice resulting in improved turnaround times and increased off-shift coverage.
• Established self-operating process, eliminating environmental/food service contract resulting in $1 million annual savings while creating new $500,000 annual revenue. Distinct program resulted in improvements in patient satisfaction.
• Drove $4 million Breast Center service expansion, increasing volume from 15,000 mammograms to 35,000.
• Led construction development of a $5 million dollar on-site ambulatory center with four operating suites.
• Generated $7 million dollars in revenue by leveraging entrepreneurial orientation in building of outpatient client-based Laboratory Services.
• Established Inpatient Hospice Unit.
• Created innovative system-wide program connecting patient and employee satisfaction.
• Spearheaded development of physician practices, including: Neurosurgery, Radiology, Mammography, Neuro-Oncology and Emergency Services.
• Led expansion projects enhancing services for the Neurological Institute, Same Day Surgery Pavilion, Diagnostic Center, and three linear accelerators.
• Responsible for directing 10 operations managers for 10 acute care facilities, affiliates of the organization then known as the Saint Barnabas Health Care System.
• Achieved successful implementation of the Press Ganey Patient Satisfaction Survey. Implemented effective and reliable methods for data management.