Paul F.

Soczynski
915 South 91st Street * West Allis, WI 53214
(414) 406-8843 * (414) 476-8756 * ps6a61e0@westpost.net
Proven Health Care Management and Business Development Executive:
*Visionary; Mission driven; values based
*Passionate, Ethical, Innovative, Hard Working, Respected and Accomplished Opera
tions Officer - Business Development Executive with a record of leading non-prof
it organizations, managing continuous and exponential growth and enhancing and i
mproving lives.
*Provide visionary, compassionate, inclusive, dynamic leadership to organization
s serving at-risk populations with comprehensive care and through collaborative
partnerships with community and governmental agencies
*Effectively managed hundreds of personnel, providing essential services to thou
sands of consumers
*Orchestrated strategic plans that resulting in 1000% long-term growth with on-g
oing profit margins exceptional in a publicly funded industry
*Regularly meet financial, quality, customer satisfaction and utilization standa
rds and metrics for acute, primary, ambulatory, tertiary and long-term care orga
nizations
*Proven capable of transforming large systems into totally new business models,
including that of a 30-year old county run system reconstructed for management b
y non-county organizations to redistribute state funding to serve thousands of n
on-institutionalized people waiting for services on waiting lists
Core Expertise:
*Strategic planning and business development
*Operations Management
*Marketing Management
*Quality Improvement/Total Quality Management
*Board Development, Management and Support
*Cultural assessments and organizational interventions
*Leadership development programs
*Public and government relations
*Training and mentoring
*Public Policy
*Request for proposal/Grant application response
*Able to create win-win, inclusive partnerships and relationships
*Fund raising and financial management of reserve funding
*Monitoring survey preparation
*Contracting functions; facility planning and management
Career History:
Community Care, Inc.
September 1998 to Present
Chief Operating Officer
Responsible and accountable for all operational functions and financial and qual
ity outcomes for health and social services provided to more than 8,000 adults e
nrolled in programs contracted by The State of Wisconsin Department of Health Se
rvices and the Center for Medicare and Medicaid Services. Direct the activities
of eight senior managers and their staffs totaling 800 employees; spearhead all
strategic planning and business development objectives; direct all marketing and
government relations activities; direct all provider management and contracting
functions; oversee all facility planning and maintenance. Developed operational
systems for all major processes within the organization and consulted nationall
y with clients regarding the establishment of a Program of All-Inclusive Care fo
r the Elderly (PACE).
*Increased revenues from $28 million to $325 million in eleven years.
*Annually improved operational efficiency and productivity
*Created profitability of up to 6.5% for an agency offering Medicaid/Medicare ma
naged care programs.
*Wrote several RFP responses to significantly increase business and volume
*Substantially improved public and governmental relations.
Community Care, Inc./Total Community Care, LLC
July 2003 to December 2007
Executive Director,
Total Community Care (TCC), Albuquerque, New Mexico
Promoted and, in addition to continuing in the capacity of COO of Community Care
, Inc., assigned to stabilize the struggling program and create a blended cultur
e for three divisions in Wisconsin, Colorado and New Mexico.
Oversaw six executives and their staffs totaling 75 employees, created and imple
mented a strategic development plan, administered all related policies and proce
dures, and continued to monitor the results of all TCC programs with the sponsor
s in Milwaukee and Denver. Additionally, devised and implemented a plan to trans
ition TCC from its existing sponsor to a new one, assembled a new administrative
team and mentored them to better performance and increased productivity. Secure
d full Medicare provider status in an unprecedented time frame of 9 months, liai
sed with regulatory agencies to establish contracts of $8 million for Medicaid a
nd $4 million for Medicare, and generated a position of mutual respect with the
Human Services Department of New Mexico. Serving as a Staff Board Member, worked
closely with the Chairman and other executives, co-authored a working agreement
between the two members, and wrote the new bylaws.
*Returned significant return on investment to Community Care, Inc. at the end of
the co-sponsorship on December 31, 2007. Community Care, Inc. invested $250,00
0 in 2003 and ended the co-sponsorship with a payment of $6,750,000 from the Col
orado partner on December 31, 2007.
*Successfully integrated distinctly different organizational cultures and progra
m operations in 3 divisions, across 3 states.
*Stabilized financial performance, and turned around a loss of $540,000 to a pro
fit of $100,000, in one year. 2007 profitability was 13%.
*Secured a rate increase for the Medicaid portion of the program.
Family Health Plan Cooperative
January 1997 to September 1998
Administrator, Bluemound Health Center
West Allis, Wisconsin
Staff model Health Maintenance Organization operating seven ambulatory health ca
re centers in southeastern Wisconsin. Hired to stabilize enrollment and implemen
t the concept of a system-wide Access Center with nursing triage and centralized
appointment scheduling. Oversaw 10 departmental managers and 100 employees, pro
vided complete site management including marketing and strategic planning, human
resource development and administrative performance evaluation, patient access
and satisfaction, and medical staff relations. Established the physical location
and staffed it with receptionists and nursing advisors.
*Established a call center to triage health care, provide nursing advice and sch
edule appointments.
*Devised and implemented a survey system that demonstrated a significantly enhan
ced level of customer satisfaction.
Columbia-St. Mary's
Milwaukee and Mequon, Wisconsin
November 1985 to December 1996
March 1992 to December 1996
Organizational Development Specialist
Promoted and reassigned by the Chief Operating Officer, during the integration o
f Columbia and St. Mary's, to participate in an organizational development team.
Significantly contributed to the overall strategic processes including directin
g the evolution of health information, quality, case management and utilization
programs. Developed business plans for cancer services, chronic illnesses, obste
trics and neonatology and ambulatory services, prepared a cultural assessment an
d leadership development program, and conducted training and mentoring seminars.
*Successfully facilitated several Joint Commission on Accreditation of Healthcar
e Organizations surveys for 5 hospitals in the system.
*Developed business plans that were successfully implemented
*Created leadership development programs to improve performance and introduce ne
w skills.
February 1991 to March 1992
Vice President, Quality Improvement
Promoted to introduce the concept of a quality improvement program and implement
the appropriate new processes. Prepared Joint Commission on Accreditation of He
althcare Organizations surveys, administered quality, and utilization programs a
nd the social work department. Directing 10 managers and their 30 staff members;
oversaw an annual departmental budget of $750,000 and served as Primary Team
*Established an effective quality improvement program.
*Reduced cost-of-care expenses by 3% to 5% during tenure.
November 1985 to February 1991
Director of Quality and Utilization Management
Hired to develop and deploy quality, utilization, infection control, medical rec
ords and transcription systems. Oversaw 10 managers and 45 staff members, admini
stered an annual budget of $500,000, and Leader for the integration of behaviora
l medicine (St. Mary's Hill Hospital) and rehabilitative services (Sacred Heart
Rehabilitation Hospital) into the system. Coordinated several successful Joint C
ommission on Accreditation of Healthcare Organizations surveys resulting in mini
mal citations and
follow-up requirements.
*Contributed to the reduction of costs associated with an open-heart
surgery program.
*Assisted in the implementation of Diagnostic Related Groups for classification
of Medicare reimbursements.
*Assisted in implementing a longitudinal database to determine long-term success
for open-heart surgery patients.
*Evaluated, selected and implemented a new automated transcription system.
Memorial Hospital of Burlington
May 1980 to November 1985
Information Systems Manager
Hired from college as a Utilization Review Coordinator to complete required revi
ews for all Medicare and Medicaid admissions and work with the medical staff to
provide timely and proper patient discharges. Promoted annually through manageme
nt levels, oversaw the activities of 15 direct reports and a staff of 50, develo
ped and administered a $1.5 million budget for multiple departments, and directe
d the day-to-day operations of the Information Systems department.
Education:
Masters in Business Administration
Focus on Marketing and Human Resource Management
June 1990
Keller Graduate School, Milwaukee, Wisconsin
Bachelor of Science
Health Information Management
May 1980
University of Wisconsin, Milwaukee, Wisconsin

Professional Certifications
Organization Development Certificate, 1994
National Training Labs, Alexandria, Virginia

Community Volunteerism
St. Matthias Parish Council 2005 - 2008 (President 2007 - 2008)
St. Matthias Parish Interim Youth Minister 2006 - 2007
St. Matthias Parish Work Camp Coordinator 2006 - 2009
West Allis Central High School Booster Club President 2001 - 2003
Youth Volleyball Coach 1995 - 1999