DAVID C. TONEMAH

The Puyallup Tribal Health Authority is a AAAHC Accredited health center opoerated by the Puyallup Tribe of Indian under Title I of P.L. 93-638. The clinic provides a wide range of services including Primary Care, Behavioral Health, Purchase Referred Care, etc.

• Directly supervises the CMO, HR Director, Chief Finance Officer, Deputy Executive Director, the Director of Quality Management and the Integrated Behavioral Health Director
• Ensures fiscal solvency
• Ensures compliance with Title I P.L. 93-638 requirements
• Works closely with local partners to address community needs
• Reports directly to a Board of Directors
• Ensures compliance with AAAHC standards
• Establishes the Vision for the organization
• Restructured organization to meet changing needs
• Established clear lines of communication with the staff and Board of Directors
• Created an environment for staff to speak openly to discuss ideas

Served as the Health Director for the Southern Ute Indian Tribes health center which was operated under Title I of P.L. 93-638. The health center provided a wide variety of services including Primary Care, Behavioral Health, Community Health, Pharmacy and Dental.

• Directly supervised the CMO, CNE, Chief Pharmacist, Dental Supervisor, Behavioral Health Supervisor, Financial Manager, Community Health Services Manager and the Shining Mountain Health and Wellness Program Manager
• Responsible for overseeing the provision of health services to Southern Ute Tribal Members and the community they serve through a Title I P.L. 93-638 Contract
• Ensured compliance with AAAHC standards. (While in office we were surveyed and re-accredited)
• Ensured compliance with P.L 93-638 Contract requirements
• Established the Vision for the health center
• Served as the Subject Matter Expert to Tribal Council on health-related issues
• Worked with leadership to address staffing needs
• Ensured financial solvency for the clinic
• Reviewed patient data to identify community needs
• Ensured lines of communication were open between all services

The CEO had left Hopi Health Care Center in December and I was asked to step in an fill the role until the position was filled. I also continued to serve as the Chief of Operations until I left in June of 2022 (approximately 6 months).

• Acted as the CEO of Hopi Health Care Center
• Had direct supervision over Executive level staff which included the CMO, CNO, Director of Professional Services and the Director of Quality Management
• Served as Incident Commander for the Service Unit during the COVID Pandemic
• Provided Vision and direction for the organization,
• Worked in partnership with Tribal Leadership
• Ensured organizational compliance with The Joint Commission's rules and regulations
• Responsible for the financial solvency of the organization
• Maintained communications throughout the organization

Served as the Chief Operating Officer for the Hopi Health Care Center (HHCC). HHCC is a Critical Access Hospital providing Primary Care, Inpatient services and an Emergency Room.

• Served as the Acting CEO in the absence of the CEO
• Had direct oversight over the Administrative Officer, IT supervisor, Facilities Manager, and General Services Department
• Served on the Incident Command team as Operations team leader (this was at the height of COVID)
• Participated in meetings with Tribal Leadership
• Participated in Tribal committee meetings, and various other Service Unit Committees
• Ensured compliance with The Joint Commission Standards
• Communicated regularly with Human Resources to ensure all staffing needs were addressed
• Assessed organization needs and worked with staff to address
• Ensured financial solvency
• Supported and implemented initiatives as directed by the Chief Executive Officer
• Served on the Executive Leadership team

Served as the CEO for the Acoma-Canoncito-Laguna Indian Hospital (ACL). ACL provided Primary Care, Inpatient and ER services. The Canoncito Band of Navajo broke away from ACL and established their own clinic.

• Responsible for the overall operations of the Acoma-Canoncito-Laguna (ACL) Hospital (keep in mind this assignment was at the height of COVID)
• Direct supervision of the CMO, CNO, Dental Supervisor, Pharmacy Supervisor, Business Administrator, IT supervisor, Safety Officer and the Quality Manager
• Worked closely with Tribal Leadership to address our COVID response.
• Ensured the organization's financial solvency (turned around a $1m deficit into a $1m surplus)
• Maintained TJC Accreditation
• Ensured compliance with local, state, and federal policies
• Reviewed patient data to determine direction of the organization
• Prepared organization for assumption of their shares by one of the tribes we served
• Conducted performance evaluations
• Kept lines of communication open with staff and the Albuquerque Area Office
• Provided a Vision for the organization
• Participated in budget development
• Worked with organization leadership to create a strategic plan

Served as the Chief Operating Officer for the Hopi Health Care Center (HHCC). HHCC is a Critical Access Hospital which provides Primary Care, Inpatient Services an ER Services.

• Directly oversaw Facilities, General Services, Information Technology, Financial Management, Patient Business Office, Purchase Referred Care, and Patient Registration Divisions
• Served as Acting CEO in the absence of the CEO
• Developed internal policies and procedures
• Addressed issues that do not require the involvement of the CEO and provided updates as necessary
• Ensured compliance with TJC standards
• Responsible for budget development, including revenue goal setting
• Participated in strategic planning
• Supported and implemented initiatives as directed by the Health Director
• Served on the Executive Leadership team

Served as the Pediatric Clinic Manager for the Pediatric Clinic at Phoenix Indian Medical Center. This was a newly created position to support the Primary Care Medical Home Model.

• Provided leadership and direction to the Pediatric service line of Phoenix Indian Medical Center
• Assumed supervisory management of 35 staff members, including direct care Providers, Nursing staff, Contact Representatives, Medical Support Assistants, Dietitian, Benefits Coordinator, and Program Support Assistant
• Responsible for personnel management
• Ensured compliance with TJC, OSHA, HIPAA, and PIMC policies and procedures
• Supported and promoted IPC-R Initiative
• Coordinated all processes, schedules, activities, and functions for the clinic
• Maintained open lines of communication with staff and supervisor
• Identified opportunities for program improvement
• Worked directly under the supervison of the Ambulatory Care Service Director

Was a partner in Native Health Group which provided employee benefits solutions to Tribes and Tribal Organizations.

• Responsible for business development
• Participated in strategic planning for the company. Including developing marketing strategies
• Served as Subject Matter Expert regarding Indian health issues
• Served as Account manager for all Native American clients
• Identified opportunities for improvement within clients' plan documents
• Developed strategic plans for the company.

American Indian Health Management & Policy was a 100% American Indian owned health care consulting company. Our focus was working with Tribes and Tribal Organizations to improve how care was provided to their community.

• Responsible for the leadership and management of a healthcare consulting company
• Provided consultative services to tribes and tribal organizations,
• Participated in deliverables
• Maintained client communications
• Participated in meetings with Tribal Councils
• Prepared proposals in response to relevant RFPs, and provided various healthcare consulting services.
• Oversaw the finances of the company

Served as the Medical Services Director for Native American Community Health Center, Inc which is a Federally Qualified Urban Indian Health Center serving the urban Native American population in Phoenix, AZ.

• Responsible for oversight and direction of various programs and departments, including the Medical Clinic, Dental Clinic, Orthodontic Clinic, Dental Assistance Contract, Community Health Nursing Program, Prenatal Program Transportation services, and Diabetes Primary Care Program
• Developed policies and procedures
• Maintained compliance with AAAHC standards
• Assessed departmental efficiency and effectiveness
• Communicated with staff and Board of Directors on health center issues
• Conducted staff performance evaluations
• Identified grant opportunities and prepared responses
• Participated in organization strategic planning

Tribal Health Services was a Non-Emergency Medical Transportation Company. Our focus was working with Tribes to address the lack of transportation services for Tribal members to get to their medical appointments.

• Part Owner of a Non-Emergency Medical Transportation Company
• Responsible for business development
• Responsible for account management
• Responsible for coordination of services with clients statewide
• Maintained communications with client

Tonemah Construction was a majority Indian owned Project Management Consulting company.

• Part owner of a Project Management Company
• Responsible for business development
• participation in meetings with clients
• Responsible for proposal development
• Responsible fo maintaining client relations

Shirtwearer was an architectural design firm whose focus was working with tribes and tribal organizations to address their architectural design needs.

• Part owner of an architectural design firm
• Responsible for business development
• Proposal development
• Maintained client relations
• Made presentations to clients