Mary Ransome

• Responsible for the strategic development of three clinician networks
• Structured systematic credentialing processes for over 3,800 clinicians
• Tapped to lead the ACO through the annual MSSP accreditation process
• Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
• Implemented innovative solutions to solve complex problems, resulting in increased productivity and streamlined operations.
• Established a culture of continuous improvement by fostering open communication channels and empowering employees to voice their ideas.
• Strengthened internal controls by reviewing existing policies and procedures, ensuring compliance with regulatory requirements.
• Proactively identified potential risks and implemented mitigation strategies to minimize negative impacts on projects or business operations.

• This position was one of three Vice President roles eliminated due to significant financial losses caused by COVID pandemic
• Responsible for financial and quality performance of Laboratory, Imaging, Pharmacy, Nutrition Services, Engineering, Environmental Services, and Security departments
• Executive sponsor for Incident Command Center, Environment of Care, Employee Engagement, Patient Advisory, and Workplace Violence committees
• Active participant Executive Leadership Council, Administrator on Call, Board of Trustees, Risk Oversight Committee, Policy Committee, and monthly training for hospital Supervisors, Managers, and Directors
• Through visible leadership in direct report departments developed cohesive team of Managers and Directors who barely knew each other to close-knit team who consistently collaborated on projects and shared learnings
• Within 3 months Laboratory, Nutrition Services, and Environmental Services were operating within budget for both labor and supplies and Pharmacy fell into alignment within 10 months
• Reinstated Incident Command Center (ICC) process and led hospital Covid-19 ICC Response
• Developed strong clinical dyad relationships with Medical Directors for Laboratory Services, Imaging Services, and Cardiology Services
• Developed non-nursing framework for moving from Joint Commission to DNV accreditation
• Reinvigorated Workplace Violence Committee and integrated it with Environment of Care Committee to reduce the need for two committees

Responsible for overall operations, licensure, accreditation and budgeting for two service lines with combined staff of 249 and annual net revenues exceeding $150 million

• Primary focus was on collaborative involvement and implementation of patient satisfaction and employee engagement improvement initiatives, revenue growth, LEAN concepts, ongoing inspection readiness, emergency preparedness and operations process improvement
• Salem Health Leadership Academy Instructor 'Transformational Leadership', 'Fierce Conversations', and 'Lean 4SPS'
• Maintained operational expense increases in both lab and imaging departments to less than 2.5%, reduced voluntary turnover 3% through focused employee engagement team work, increased laboratory and imaging volumes 15% through development of new relationships and interface support, and reduced overuse of MRI and CT scans 9% by partnering with Emergency Room Physicians
• Maintained accreditation with the College of American Pathologists (CAP) and the FDA for laboratory operations and; imaging department accreditation through the American College of Radiology (ACR) and Joint Commission
• Developed strong working relationships within the pathologists, radiologists, and hospitalists to ensure project continuity that enhances the patient experience

• Oversight of over 20 insurance agreements between Salem Health and contracted insurance companies.
• Analysis and negotiation of all insurance agreements.
• Achieved payment increases averaging 5% annually.
• Accomplished multiple tasks within established timeframes.

• Participate in developing corporate strategy and oversight of corporate initiatives influencing client growth and provider network development in Oregon, Washington, Idaho and Alaska.
• Regularly present to ODS Officers and Board of Directors and represent ODS at outside meetings and events.
• Represent ODS as part of client finalist presentation team and client support team.
• Ensure that all provider contracts are filed and approved in Oregon, Alaska and Washington.
• Active participant of ODS Benefit Review Committee, Quality Improvement Operations Council, Quality Council and Medical Management Leadership Team.
• Oversee department operational management including budgeting, staffing and training.