MARY ANN HIDALGO

Kaiser Permanente System covering NCAL and NW regions (union environment). Westside Medical Center Hospital 126 beds, level IV, 10 OR rooms, 3 Procedural rooms and Interventional Radiology. 140 FTE's, 7 direct reports.

• Developed highly collaborative relationships in complex matrixed system with national, regional, and local leaders, physician leaders, clinic administrators, health plan leaders, financial & business leaders/partners (CFO, VP National Contracts, Revenue Director, etc.), clinical partners such as PT/OT/Pharmacy, quality and risk/compliance leaders, managers, staff and more.
• Started Surgery & Procedures Steering Group Project after assessing, evaluating and analyzing data/metrics to collaboratively develop strategic initiatives to improve efficiency, increase case volumes and revenue. Accomplished 4% increase in volumes with increase in revenue (highest volume achieved historically).
• Identified, analyzed, executed clinical and operational performance improvement project at regional level to address delays in service and increased length of stay for inpatient/ED surgical patients in the region (patient's transferred to regional KP hospitals and ambulatory surgery appropriately for right care, right place, right time). Achieving goals noted by decrease in LOS by 1 day and holding times

less than 24 hours for surgical patients.

• Accomplished operational target metrics for surgery. Best in the region utilization for OR & procedural rooms greater than 85%, FCOTS 88%, and room turnover less than 30 minutes.
• Identified and executed performance improvement initiatives in collaboration with the Regional Surgical Committee to improve optimization and clinical outcomes for surgical patients. Collaborated with partners, physicians, leaders at regional and national level in reporting identified gags in optimizing patients before surgery and continuum of care post surgery to promote positive outcomes such as decrease readmissions, decrease infections, decrease return to surgery. The Preoperative Optimization Management Clinic creating new protocols and algorithms to navigate patients appropriately through preoperative optimization. Additionally, identified need to improve patient experience with the partnership of the director of patient experience.
• Achieved productivity target greater than 95% (budgeted FTE/OR minutes).
• Collaboratively decreased expenses for supplies and contracts with regional and national teams saving 100 million+.

184 bed hospital, 7 OR's, 55 FTE's, 500+ cases monthly.

• Implemented change management for culture change, FCOTS, turnover, DOS cancellations.
• Spear-headed system project for inventory control for supplies, instruments, and equipment.
• Led project with team to collaboratively create a plan to build and update preference cards.

• Managed Ambulatory Surgery Center, Perioperative Surgical Home, Hospital Perioperative Services, and collaborated with administrator for many clinics with a total FTE 110. 10 OR's, 75 bed hospital, critical access.
• Received renewed certification: Program director for the Orthopedic Center of Excellence for Total Joint and Spine.
• Reduced total operational expenses by 5% in 3 months per CEO directive. Service contracts renewed with a 25% cost savings.
• Co-sponsored business operations project to capture lost revenue due to claims denied due to lack of documentation and not obtaining prior authorization for surgery/procedures.
• Led efficiency project for scheduling patients for surgery at the surgery center or hospital to improve service and increase revenue. Collaborated with the director of revenue and CFO to assess payors and reimbursements for surgery center and the hospital for the same procedures based on medical necessity. also, chief of surgery and anesthesia, case management and UR included. Executed initiative for centralized scheduling with the collaboration with case managers, patient access/revenue, clinic and surgery leaders navigated patients to the right place (hospital or surgery center), right care and right time. This increased net revenue and quality of service.
• Led marketing to increase volumes at ambulatory surgery center. Concierge services provided with partnership with local resorts. Negotiated facility use contract with plastics surgeon who brought in international clients (cash payers).

• 150 bed hospital, 10 OR rooms, 125+ FTE.
• Increased net profit margin by 4% to 19%.
• Co-chaired expansion project to open additional pre/post unit for IR/CVL patients managed by the Periop director. 30 beds opened for utilization to increase IR/CVL volumes from system regional referrals.
• Improved efficiency: FCOTS by 10%, turnover less than 30 minutes, day of surgery cancellations less than 1%.

• 294 bed hospital with Duke LifePoint System. Directed OR, SDS, PACU, Sterile Processing, PAT, ENDO and Infusion Department for a total 95 FTE. 8 OR rooms. 5000 cases/yearly.
• Led the Operating Room Efficiency Committee (OREC). Reviewed dashboard for metrics and collaboratively executed strategic initiatives for FCOTS, turnover, block utilization, and day of surgery cancellations.
• Led growth project for surgical urology- oncology procedures. All stakeholders received simulation training, competency and policy.
• Improved productivity from 79% to target 98-102% in three months.

• Assessment and evaluation of current state of clinical service, compliance, and regulations, created strategic plan, action plan for deficiencies and gaps, supported facility with CDPH citations

• 150+ bed hospital, 2 campus or sites includes 8 OR's, 4 ENDO rooms.
• Assess, evaluated and analyzed business and clinical operations identifying urgent issues to include compliance, inventory control, waste (expired implants many dollars). Provided this report to the CNO and regional COO.
• Collaborated with leaders, CEO,, CMO, CNO, Chief of Surgery, directors, managers, house supervisors for surgical patient throughput during surge/bed capacity. Surgeons did a good job to triage their patients to utilize block time for dispositioned to home patients during surge/bed capacity issues. Beds reserved for emergent surgical patients.
• Captured 10 million revenue loss during new EMR/upgrade implementation.
• Increased employee retention and employee engagement with new alternative work schedule implementation (union, HR).

• 2 campuses or sites. 300+ beds.
• Assessed and evaluated clinical practice and policies for compliance and survey readiness.
• Collaborated with leaders to assess departmental education programs (includes competency, training, online learning and more) and made recommendations to meet accreditation standards, CMS standards, and clinical practice standards.
• Created and provided education/drills on Malignant Hyperthermia and Code Blue.

• 300+ bed trauma facility with 10 OR's, Hybrid and Procedure Rooms. 130+ FTE.
• Team member in planning the move to a new building (HICS for move). New EMR went live with the new move. Identified gaps in the plan and recommendations for solutions that were executed. The move went well with accolades received.
• Identified problem for new EMR and current business model of no inventory control or mapping (integration) of supply items to new EMR. Immediately executed plan for appropriate staff designated to create top 10 PC for all current surgeons procedures which included the mapping of item numbers for supplies.

• During COVID pandemic, Project for first vaccination site in GA with Governor Kemp. Planned, trained and implemented roles, workflow, and throughput for drive up vaccination site, successful.

• 120 bed facility. 95 FTE. 10+ direct reports.
• Implemented IPC measures for COVID, oversight of education, contact tracing, cohorting, isolation/quarantine, line listing, testing, PPE and more,.
• Achieved 5-star CMS rating
• Served as director of quality. Created Quality plan. Successfully met all metrics for 5 star rating.
• Opened new building (resort style) for long-term care & rehab. Planned safe move for all patients/residents into the new building with private rooms.

• Special task force with the State of Georgia, and FEMA to support the State Public and Community Health departments during the pandemic to conduct facility emergency management assessments and evaluations for Covid including IPC assessments to report to the state.
• Provided emergency management and infection control training.
• Designed facility and frontline caregiver IPC Covid infectious diseases training manual (CDC protocols) for the state.

• Hospital 200+ beds, 7 OR's. 70 FTE's.
• Assessed and analyzed clinical and operational metrics OR, GI, ENDO. Observations completed in the clinical setting as well for standards of practice, throughput, compliance.
• Initiative executed to improved FCOTS starts and block utilization with achieved success. FCOST 70% to 82%, and Utilization 68% to 74%.

• Independent community hospital 125 bed. Hospital Health Plan. 175 FTE
• Project chair leader with State DHHS/CMS and managed care network to provide outpatient surgical services for backlog surgeries such as cataract surgery form the area hospital systems. Successful....300 patients received surgery in 3 months at the Chinese Hospital.
• Created collaborative clinical, financial and operational strategic initiatives for hospital.

• Project lead for new suicide risk screening tool inpatient and clinics.
• Project lead for new regulatory requirements for safe discharge especially homeless patients.
• Grant writer for community project to provide mobile care, hydration and hygienic stations to the homeless population: Hospital, county mental health department, police department, fire department, non-profit organizations providing resources and shelter for homeless. Awarded 1 million.

• 100+ bed hospital, 6 OR's Richmond and 24 Oakland OR's. 80 FTE's Richmond. Oakland 200+ FTE's.
• Addressed workplace violence issues. Just Culture Accountability, Union/HR partners.
• TeamSteps implemented. Reinforced High Reliability tools.
• Implemented Early Recovery After Surgery program

• 400 bed traum II 60 bed ED (pediatric & Psychiatric ED). 148 FTE's. 90,000 visits/yearly.
• Initiated consortium for pediatric trauma care.
• Improved ED throughput metrics: Door to admit time decreased by 50%.
• Decreased LWBS
• Organized and facilitated ED Shared Governance
• Met Quality initiatives for STEMI, Stroke, Sepsis.

• 125 + bed. 175 + FTE.
• Managed ICU, CVICU, CVU, PCU
• Achieved Joint Commission accreditation.
• Improved patient experience and employee engagement.
• Implemented High Reliability tools
• Started huddles on each unit to improve communication.

• 250+ trauma hospital. 70 FTE.
• Implemented shift huddles
• Improved productivity to 95-105%.

• 45 bed critical access. 2 OR's. 34 FTE's.
• Completed Lean Six Sigma project improving metics: FCOTS, turnover, DOS cancellation.

30 bed critical access. 4 OR rooms. 65 FTE's.

• Led value analysis committee to decrease cost of surgeries included surgeons, leaders, and staff.
• Team successful in meeting system target of 1 million in supply cost savings.
• Implemented new system standardization for supplies, equipment and contracts.

• Managed various critical care units, directed inpatient and outpatient surgical services, emergency department, long term care and rehab, case management, physician clinics.