Robert S. Ward...

DRIVING OPTIMAL HEALTHCARE AND BUSINESS OUTCOMES

San Antonio, TX • (915) 526-7700 • robertstanley1027@gmail.com • https://www.linkedin.com/in/robert-s-ward/

HEALTHCARE | HOSPITAL ADMINISTRATION

Healthcare Executive | CEO who leverages transformative vision, exceptional business acumen,
and financial management skills to consistently optimize performance. Proven record in achieving
desirable outcomes in opening new facilities, turning around underperforming centers and growing
established ones. Committed to achieving and maintaining the highest standards of quality with
teams of high-performing talent. Possess excellent communication and negotiation abilities, along
with the grit to lead effectively in demanding, fast-paced healthcare environments. Noted for:
 Turn-around Management: Executed a major turnaround for a financially and operationally challenged 42-
bed hospital within less than five years: drove up admissions by nearly 200%, increased net revenue by
226% and EBITDA by 384%. Cut total patient expenses per day by nearly 25% without compromise to quality
or patient care. Facility was recognized with the Silver Award of Quality Excellence in 2016 by company
leadership. (Select Rehabilitation)
 Revenue Growth and Cost Containment: Following successful completion of accreditation survey,
increased referrals by 53%, while increasing admissions 85% over the initial four-month start-up. Decreased
cost per discharge by 34%, while improving labor efficiencies 21% during the initial start-up period. (Reliant)
 Strategic Vision: Implemented new services to deliver maximum ROI and competitive edge by preparing
hospital to become a Brain Injury and Stroke CARF (Commission on Accreditation of Rehabilitation
Facilities) accredited facility over two years. (Highlands)
 Program Development: Introduced the first-of-its-kind inpatient cardiac rehabilitation program for
cardiovascular surgeons to refer post-op patients for therapy services, which offered telemetry monitoring.
This program was highly successful in delivery of quality care and driving inpatient volume. (Sierra
Providence Health)

Executive Healthcare, Financial and Business Management Leadership Expertise

 Operational Management  Strategic Partnerships
 Regulatory Compliance  Network Development
 Staff Development and Leadership  Project Management
 Contract Negotiations  Business Development and Marketing
 Performance Improvement and Quality  Community and Public Relations

Maximizing Operational Performance and

Healthcare Outcomes for Diverse Facilities and Networks
Select Rehabilitation Hospital of San Antonio , San Antonio, TX 2013 – 2018
42-bed freestanding physical medicine hospital.

CHIEF EXECUTIVE OFFICER

Recruited to take on leadership of a newly purchased hospital that was in significant operational distress.
Challenged to develop and implement turn-around strategies to rebrand the hospital, increase admissions, cut
expenses, build community awareness, and revitalize the organizational culture to achieve optimal results.
Managed a $40M budget; director-level reports totaled 14 with 150+ indirect reports.
 Within first six months, brought on a new Business Development Director and reorganized the marketing team,
which bolstered admissions by 43% in the first year.
 Over 4.5 years, orchestrated an operational transformation that:
 Increased admissions by 188%, net revenue 226% and EBITDA by 384%.
 Decreased salaries/wages/benefits cost per patient day by 1%, operating cost per patient day by 17%, and
total expenses per patient day by 22%.
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 Earned the hospital recognition at annual division meetings for most improved operating results for 2014 and
2015 and most improved employee engagement for 2014 and 2016.
 Outperformed budget targets for 2016 and 2017, and positioned the hospital for sustained operational health
by realigning and introducing new specialty services to include hospitalist, nephrology infectious disease and
wound care, which enabled hospital to operate at a 97% occupancy rate.
 Improved hospital quality indicators (FIMs), earning recognition for quality outcomes in 2017 at annual divisional
meeting by retooling quality reporting methodology and challenging management to drive best practice
outcomes.

Reliant Austin Rehabilitation Hospital, Austin, TX 2012 – 2013

50-bed freestanding physical medicine hospital.

CHIEF EXECUTIVE OFFICER

Recruited to bring a newly constructed 60-bed freestanding rehabilitation hospital online. Initiated the building of
key referral patterns through the development of the medical staff, facility staff and community partnerships.
Completed all contract negotiations with appropriate service providers and vendors.
 Within three months, hired all key management staff and contracted with targeted medical staff to develop a
comprehensive provider network.
 Built referral and admission sources, as quickly as feasible, to ensure a robust source of volume, and to ensure
participation by new physicians in governing board and key committees.
 Worked closely with management team to control staffing and supply costs without compromise to quality of
care to maintain cost-controlled budgets for this new facility.
 Exceeded length of stay (LOS) budgeted goals by introducing and closely managing case management
function to ensure timely patient discharges.

Highlands Regional Rehabilitation Hospital, El Paso, TX 2004 – 2012

41-bed freestanding physical medicine hospital.

CHIEF EXECUTIVE (2008 – 2012) | CHIEF OPERATING OFFICER (2004 – 2008)

Following promotion to CEO after four years, embarked on an aggressive strategic plan to position the facility as
the provider of choice in the region. Managed an annual budget of $25M, 11 direct reports and 110+ total
employees.
 Reversed losses on outpatient services and increased volume by 120% over two years by driving launch of a
marketing campaign, recruiting top tier, highly specialized clinicians and implementing scheduling changes.
Reduced cost per discharge by 8%.
 Developed and implemented additional clinical programs to include pediatrics, spasticity management and
deep brain stimulation to generate more revenue and build competitive edge.
 Saved $40K per year, while drug cost per patient day decreased over 20% and facilitated convenience of care
by jettisoning pharmacy benefits manager (PBM).
 Turned around low volume inpatient referrals/admissions by reinvigorating referral development team and
implementing rigorous staff training with targeted specialty groups. Increased volume by 20% in a year.
 Restructured medical staff membership/medical executive committee to include targeted specialties that
enhanced both growth and quality of programs and services.

Sierra Providence Health Network, El Paso, TX 1996 – 2004

From 1996 to 2004, held department specific responsibilities at Rio Vista, Sierra Medical Center, Providence Memorial Hospital and four
outpatient locations for this healthcare network. Roles and highlights:

ADMINISTRATIVE DIRECTOR OF REHABILITATION OUTPATIENT AND

ACUTE CARE SERVICES SIERRA PROVIDENCE HEALTH NETWORK (2003 – 2004)
Oversaw all outpatient services and satellite outpatient clinics for three affiliated network hospitals. Managed all
inpatient acute care rehabilitation services for two network acute care hospitals.
 Implemented a new Brain Injury Day Program that was unique to the marketplace and region. This program
achieved targeted volume and financial goals seven months ahead of planned timeline.
 Eliminated hospital dependence on contract occupational therapists (OT), saving $100K+ annually.
 Successfully integrated pediatric rehab services from an offsite location to a newly formed pediatric hospital.
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ADMINISTRATIVE DIRECTOR REHABILITATION CLINICAL SERVICES

SENIOR DIRECTOR/BUSINESS OPERATIONS MANAGER (1996 – 2003)
As Business Operations Manager, conducted financial analyses, audits and budgeting activities as directed by
CFO. Promoted to Senior Director to manage all clinical services and select support services for a 100-bed
freestanding physical rehabilitation hospital. Promoted to Administrative Director, which resulted in new
management responsibilities to include all rehabilitation clinical services for two acute care affiliated network
hospitals and all outpatient services/satellite clinics.
 Increased outpatient volumes 36% over three years by implementing new services and refining others.
 Developed and implemented eight new strategic business plan initiatives to chart the planned course of the
organization; programs contributed to an average 15% growth over budgeted targets YOY.
 Served as interim administrator for a 64-bed hospital-based skilled nursing facility (SNF):
 Challenged to prepare for Joint Commission survey with very little notice.
 Ensured readiness plan was communicated and implemented; achieved a successful survey.

Providence Rehabilitation Hospital, El Paso, TX 1994 – 1996

30-bed freestanding physical medicine hospital.

DIRECTOR | BUSINESS OPERATIONS

Oversaw all financial services for a freestanding not-for-profit 30-bed physical rehabilitation hospital. Planned and
implemented annual operating budget. Managed all support services at the facility.
 Headed up the successful transition of Providence Rehab’s closure and movement of operations to another
100-bed facility.

Providence Memorial Hospital, El Paso, TX 1984 – 1994

501-bed acute care, full-service hospital.

SENIOR ANALYST HEALTH SYSTEMS DEVELOPMENT | FINANCIAL PLANNING ANALYST IV

Performed financial, strategic planning and managed care analyses for a 501-bed acute care not-for-profit
hospital. Researched and planned new services for implementation. Developed detailed financial reports.
 Developed and implemented the first service-line physician/quadrant analysis used for annual strategic
planning and budgeting.
 Implemented the first financial analysis model for managed care contracts that resulted in a 41% increase in
profitability of five different payer contracts.

Education
WEBSTER UNIVERSITY, St. Louis, MO
MA, Health Services Management (Summa cum laude)
PENNSYLVANIA STATE UNIVERSITY, University Park, PA
BS, Health Planning and Administration

Board Appointments
Ysleta Independent School District, 2008 – 2011 (State Honor Board)
El Paso Central Appraisal District, 2010 – 2011
United Way of El Paso, 2001 – 2004
ACHE Member