Mark MacAleese

• Hired by Encompass Health to quickly turn around the Quality and Risk management in their Toledo location. Required to bring the hospital into compliance with regulatory standards and with hospital policies and procedures. The hospital was underperforming financially, hitting key performance indicators, staff engagement, and customer satisfaction.
• Achieved The Joint Commission certification in Stroke Rehabilitation. The second hospital to achieve this certification is in the city of Toledo, Ohio. Passed the triennial accreditation.
• Created alignment of communication that increased staff engagement by 9 points year over year.
• Added quality operating system components across the hospital for sustained process improvement and accountability.
• Process improvement of wound care documentation going from 40% compliance to 100%.

• Served as operating director and lead two offices and largest geographical and populous territory in the company. Started Dearborn office and developed territory, hired office employees, oversaw day-to-day operations, marketing, and caregiver workers for scheduling, and meeting financial targets in both areas.
• Designed processes for recruiting, interviewing, and onboarding five highly qualified employees per week at each location. Finalized recruiting objectives for Cornerstone Caregiving.
• Launched Cornerstone Caregiving in Detroit, Michigan region and directed management of Toledo Ohio market.
• Opened and developed new market for Detroit region and ensured weekly >5% growth of new business to existing Toledo region.
• Attained low staff turnover rate, high level of customer satisfaction, and high profit margin.
• Improved Toledo market by 25%, established Dearborn office, hired staff, and developed operating procedures.

• Acted as executive Leader for a pioneering Brain Injury and Spinal Cord Injury Rehabilitation organization. Oversaw 35+ facilities in Southeast and Central Michigan. Designed and deployed Quality Operating System throughout organization to foster accountable and high-performance culture.
• Delivered superior results in leadership governance, strategy, customer engagement, measurement/analysis/knowledge management, workforce environment & engagement, operational effectiveness, and results.
• Led implementation and execution of comprehensive Quality Operating System (QoS), achieving organization's critical goals (WIG).
• Created and implemented two-way communication mechanisms, boosted transparency, enhanced overall employee satisfaction, and streamlined communication processes.
• Met corporate strategy and ensured high performance across all clinical outcome areas, customer and staff satisfaction, and overall financial performance.
• Recognized for outstanding performance by receiving 2020 Michigan Performance Excellence Award, highest level of recognition bestowed by State of Michigan on organizations.
• Increased Net Promoter Score (NPS) by 20 points in two years, outperforming NPS Healthcare Benchmark by 33 points.
• Developed and managed oversight of newly implemented innovation processes, resulting in 47% growth in new ideas and 78% effective implementation rate.
• Transformed a failing organization into Michigan Performance Excellence Award winner in 2020.
• Relocated 30+ community and two outpatient centers from Special Tree and merged with Meadowbrook.
• Collaborated with new board of owners to create structure for board operations.
• Introduced new company's leadership structure and organizational chart.

• Delivered expertise as director of therapy services with control of Therapy Service Line, including 9 therapy disciplines, 80 professional staff, 5 treatment centers, covering inpatient, outpatient, and Home & Community programs.
• Reorganized entire service line in company, from lowest-performing to highest-performing service line.
• Attained Highest Profit Margin, Highest Net Promoter Score, and Highest Customer Satisfaction.
• Reduced Turnover Rate to 6% for 12 years and developed clinical outcome performance and database system.
• Developed 2 new markets and new services to meet and grow rehabilitation in those markets.

Primary job duty was to create an Athletic Training curriculum for the College of Education, specifically within the Kinesiology, Health, and Sports Studies Division. The Dean of the College wanted to start a Certified Athletic Training Program and I was to provide the guidance and curriculum to achieve that goal.

Secondly, I taught one Athletic Training class each semester to non-Athletic Training students.

Classes: (each were three hour classes with lab):

* Evaluation and treatment of the lower body (foot,ankle/lower leg/knee/hip).

* Evaluation and treatment of the upper body (fingers/hand/wrist/lower arm/elbow/upper arm/shoulder).