Fairmont General Hospital

260 beds | $100 million net revenue | 700 employees

Improved hospital profitability from $2.5 million losses to a $3.3 million operating margin in two years in a union environment. In addition to turning around the financial condition of the hospital, the organization achieved the top 25% percentile for customer service, as measured by Press Ganey in their peer group. Lead the organization to an FTE per occupied bed ratio of under 3.0. Negotiated hospital Union contracts, which represent 85% of employees, and for the first time had no fear of the strikes or animosity of previous years. Employee morale scores have continued to increase each year, as well as community perception score within marketing research.

• Reduced the waiting time in ER by half while the patient volume was doubling
• Recruited two Orthopedic Surgeons, two Pediatricians, a Hospitalist, an OB/GYN and a Family Practice Physician
• Developed a successful Hospitalist program
• Built a $13 million medical fitness center and physician office complex
• Developed a women’s sports medicine program
• In the process of developing a cardiac intervention program
• Developed a retail walk-in clinic
• Increased the physical therapy volume by 45%
• Increased the Wound Healing program to a point of profitability
• Lead a marketing program that won three national awards
• Reduced outside contracts and brought services in-house
• Significantly improved relations with hospital unions while eliminating problem staff and managers
• Improved several levels of care such as discharge turnover time, patient falls, etc.
• Improved Press Ganey results as the natioanl measurment for service excellence to top 25% nationally