SHELLEY ZIMMERMAN

• Analyzed problematic areas to provide recommendations and solutions.
• Delivered outstanding service to clients to maintain and extend relationship for future business opportunities.
• Managed multiple deadlines across several businesses to meet dynamic needs of multiple clients.
• Created and developed detailed work plans to meet demands
• Collaborated with teams to define, strategize, and implement marketing and web strategies.
• Aligned closely with business owners and employees to gather information and gain operational insight.

Montrose Hospital System is a brand new start-up consisting of two hospitals and an outpatient clinic. The first hospital opened in July 2022 with the outpatient facility scheduled for third quarter 2023 and the final hospital opening forth quarter 2023.

• In my first 7 weeks - hired all clinical staff, initiated a new EMR, initiated a new med dosing system, achieved State survey for licensure and admitted first patient
• Achieved successful TJC accreditation
• YTD May running $2.8m over EBITDA
• Jan 2023 Hospital fully opened 3 months ahead of schedule
• Built productive relationships with industry partners and competitors to support strategic business objectives
• Developed key operational initiatives to drive the startup of this new System
• Developed individual department performance and worked with leadership to improve processes, procedures and practices
• Developing payor relations and contracting

Windsor Laurelwood is a 161 bed Joint Commission Accredited facility. The largest free standing psychiatric hospital in the state of Ohio.

• Boosted admissions through enhanced teamwork, accountability and streamlining of admission process. Resulting in record breaking admission months 4 months running.
• Devised new promotional approaches to boost market penetration while enhancing engagement and driving growth. Worked to re-brand and improve services to enhance quality and marketing collateral.
• Cultivated forward-thinking, inclusive and performance-oriented business culture to lead industry in innovation and push progress as evidenced by implementation of Therapy Plaza.
• Built and strengthened productive and valuable industry partnerships to drive collaboration, engagement and revenue stream development. Specifically collaborated with schools for ease of services to meet needs of their student population.
• Achieved $2.24m over EBITDA for 2021.

Sycamore Springs Hospital is a multi-site system with a 48 bed inpatient hospital, Alpine Health (a successful physician practice group) and Limestone Health (two opioid treatment clinics). Under the Sycamore Springs umbrella, these service lines comprise an additional four outpatient clinics within a 150 mile radius.

• Optimized revenue cycle realizing EBITDAR 14% above budget through three focused areas:
• 1. Developed and implemented strategic processes to solve issues affecting key business areas, specifically in the areas of Bad Debt, AR >120 days and denials management.
• 2. Improved processes resulting in bad debt reduction by 76%.
• 3. Denials reduced from 33% to 4% in 4 months
• Reviewed individual department performance and consulted with leadership to improve processes, procedures and practices.
• While leading Regional Marketing efforts, improved key initiatives that drove substantial business growth driving average daily census 22% above budget in outpatient business.
• Regional Call Center over site. Averaged 600 - 800 calls per month for multiple service lines including inpatient, outpatient, physician practice group and clinics for all ages 5 years old and up.
• Recruited multiple Psychiatrists and 6 residents creating a comprehensive weekend rotation and robust prn pool.
• Pioneered project management of multiple new service lines into various Medicare/Medicaid programs as well as drove private insurance application processes including credentialing of new business and new and transitioning provider credentialing.
• Worked closely with state representatives to drive application process for new business related to Medicare/Medicaid programs.
• Initiated new telemedicine program.
• Established and updated business procedures that streamlined operations and improved outcomes both strategically and financially.
• Drove strategic planning and implementation of new market expansion to propel business and adapt to market changes and needs..
• Grew market foot print to include addition of four locations, three services lines in a 150 mile radius
• Completed talent acquisition and management for 20% employee growth in 6 months.
  

St Joseph Medical Center is a multi-site, Magnet Designated, Joint Commission Accredited, 310 bed, 2,200 employee, for-profit hospital with stroke and chest pain accreditation. Responsible operations of the following include: all in-patient services, surgical services, oncology pharmacy in/out patient, emergency services, nursing professional practice, wound care (in/out patient), risk, performance improvement, pulmonary, sleep lab, neuro diagnostics, case management, utilization review, stroke program, radiology, cardiology, breast center, in/out laboratory services, GI, infusion, PCAU, dietary, infection control, women’s services, in/out patient rehab therapies and acute rehab.

• Achieved Leapfrog grade A
• Grew Rehabilitation division by 48% through targeted efforts aimed at improving admission process, improved business development initiatives within community and through a re-alignment of direct leadership improving staff morale and accountability
• Rehab division received accolades from corporate for falls reduction program
• Developed a robust multidisciplinary program for rehab patients to include daily rounding of respiratory, wound clinic, physical and occupational therapies, cardiology and dietitians
• Introduced, negotiated and implemented new projects to expand scope of engagement to meet needs of changing market
• Launched Senior Care program
• Opened one-of-a-kind distinctive Senior Suites Unit
• Led initiative to be first hospital in KC and third nationally to achieve Geriatric Emergency Dept Certification (GEDA)
• Led initiative to create and open 24 bed inpatient psychiatric unit
• Decreased staff turnover by 84%
• Increased ADC by 41% through standardized throughput process
• Strategically planned methods to achieve operational goals and targets. Resulting in our hospital ranking number one in financial goals within the division in 18 months
• Encouraged creative thinking, problem solving, and empowerment as part of the facility management group to improve morale and teamwork improving employee engagement scores by 17%

• Multi-site operations management including 4 campuses, doubling footprint
• Market Call Center responsibility - averaging 1500 - 1800 calls per month
• Contract Management
• RFP management
• Strong state/federal compliance and regulatory oversight
• Physician contracting and strong physician relations
• Decreased denials and write offs to lowest in Division
• Initiated best practice recognized by Joint Commission
• Tripled volume and revenue in outpatient service line
• Improved productivity target by 72%
• Improved employee engagement 18%
• Decreased restraints by 74% in 30 days and has maintained for 1.5 years
• Strong emphasis in Studer principles practiced
• Union relations experience

St Louis Regional Psychiatric Stabilization Hospital was a not-for-profit 501(c)3. This was a joint effort with the area’s two largest hospital centers including a major Level I trauma center, the other a Level II trauma center and the state of Missouri.

• Startup of a new hospital within a joint venture to meet the needs of the community
• Sourced and managed the development of inpatient electronic documentation build and design
• Contributed substantially to successful department TJC accreditation
• Monitored unit budget to ensure financial objectives were met
• Analyzed industry trends and compiled market research data to inform planning and strategy
• Developed and implemented a comprehensive staff training program
• Built strategic alliances

Allen Hospital is a 204-bed, not-for-profit community hospital. Allen is an affiliate hospital of UnityPoint Health, which cares for one of every three patients in Iowa.

• Improved ED administration by compiling and analyzing data and identifying areas of improvement
• Implemented necessary changes based on evaluation of staffing requirements and floor assignments
• Demonstrated ability to lead and motivate outstanding healthcare teams
• Led the successful Joint Commission accreditation process
• Coordinated the review, revision and creation of Operational Policies within ER Department
• Monitored unit budget to ensure financial objectives were met
• Initiated hospital-wide study to identify areas for process improvement
• Union relations experience

Correction Medical Services (now Corizon Health) is the pioneer and foremost provider of correctional healthcare in the United States.

• Administrator for the delivery of comprehensive multi-state/multi-site contracted services located across the country
• Cultivated relationships that include C-Level leaders and business counterparts at the state and federal levels to ensure growth of the client relationship
• Led the processes to resolve a corrective action plan in three months to the State's approval
• Met with clients and established alliance parameters to build and foster the relationship and assist in identifying current needs/requirement to establish success of future opportunities
• Recruitment and retention of Physicians, Nurses, Social Workers, and Administrative Personnel