You are on page 1of 4

JOHN G.

BARONE
70 N. Spring Garden Avenue Nutley, New Jersey 07110 973.667.6053

johngbarone@aol.com

201.707.7284 cell

HEALTHCARE FINANCIAL & OPERATIONAL MANAGEMENT PROFESSIONAL Experienced healthcare executive with broad-based credentials in financial, strategic, operational and clinical administration. Proven leader with extensive financial and operational experience in line, staff and consulting roles. Recognized as an effective and motivational team player with a consistent track record in delivering bottom-line results, improving customer satisfaction and developing strong collegial relationships. Thoroughly grounded in developing efficiencies, influencing change, organizational enrichment, process restructuring, and IT platform design. Adept at meeting the business challenges of a rapidly changing Public Administration industry. PROFESSIONAL EXPERIENCE

Christ Hospital, Jersey City, NJ

2004 – 2008 383 bed, non-profit hospital with a budget that approximates $180 million. After the Court dissolved the corporate structure of the Bon Secours & Canterbury Partnership for Care (below), selected by the Board of Trustees as senior leadership to help restore this hospital to prominence. Vice President – Operations & Business Strategies Administrator to the following departments: Bio-Medical Engineering; Business Development; Cardiology & Cath. Lab; Dietary & Cafeteria; EEG; Environmental Services; Laboratory; Laundry & Linen; Plant Operations, Maintenance & Grounds; Satellite Property Management; Radiation Therapy; Radiology; Rehabilitation Therapies; Respiratory Therapy; Security & Information Desk; Sleep Lab; Strategic Planning; Cardiology; Transportation; Vascular Lab. Selected accomplishments  Led clinical and support service directors to an overall improvement in ancillary revenue of almost 15%; Staff productivity reports show division consistently 1 to 3% below budgeted expenses.  Coordinated new venture of Primary (Emergency) Angioplasty program (prepared Certificate-ofNeed, provided testimony at NJ State Health Planning Board, coordinated with State regulatory approvals through to and including implementation).  Managed installation of new, state of the art, 64 slice CAT scanner. In response to increased demand, sponsored a departmental business strategy team that decreased patient waiting times by 30%. In addition, productivity/efficiencies gained through modifying the mix between full, part time and per diem employees.  Recruited Neuro/Spinal surgery group. Total revenue within this specialty service tripled in 2 years.  Reduced Radiology and Laboratory turnaround times by half (MD Order – Test – Result - Chart). 2001 - 2004 950 beds with a total budget approximating $450 million. Regional healthcare system that included: Christ Hospital, St Francis Hospital, St Mary Hospital and Franciscan Nursing Home and Rehab Center, Jersey City. Corporate parent was Bon Secours Heath System Inc, Marriottsville, MD. Chief Financial Officer – Senior Vice President of Finance Senior Vice President – Corporate Business Development Executive Director – Corporate Finance Direct responsibility for: Accounting; Business Development; Decision Support Management Reporting; Budgeting; Reimbursement; Regulatory Affairs; Managed Care Contracting; Revenue Cycle; Pt Information Systems; Patient Access; Capital budgeting & financing; Strategic Planning. Selected accomplishments  Successfully coordinated the divesture and sale of 200 bed, inner-city hospital to real estate development group. Emphasis of responsibility was overall project management and specifically, oversight of due diligence process, presentations to Board of Trustees as well as management of financial, legal and logistical issues as required under Federal, State and Canon Laws.

Bon Secours & Canterbury Partnership for Care, Jersey City, NJ

Initiated RFP, vendor evaluations, ultimate purchase and implementation of HBOC Trendstar, decision support reporting platform. Also integrated four (4) distinct legacy accounting departments into Lawson, thereby improving reporting capabilities and reducing staff by 50%. Assessed quality and productivity of finance staff throughout the Partnership to address inherited concerns of inaccuracies, inefficiencies, financial risks and exposures, as well as high turnover rates. Achieved historical “clean-up”, inclusive of internal audit findings as well as eliminated nonvalued-added activities and under-utilized technology. Improved accounting controls and reduced inefficient manual processes/activities throughout the Division. Regional system point person with Hunter Group, Cap Gemni, FTI and Speltz & Weis consulting firms. In addition, supported Court appointed auditors and attorneys by assembling forensic evidence as well as legal documentation.

JOHN G. BARONE
Page 2 973.667.6053

johngbarone@aol.com

201.707.7284 cell

St. Joseph’s Hospital and Medical Center, Paterson, NJ

1989 – 2001

750 beds (major teaching, tertiary care and regional Medical Center including nursing home and 30 ambulatory satellite sites). Total budget $300 million; 4,000 FTE’s, 25,000 inpatient admissions; 300,000 outpatient visits. Vice President – Finance Directly managed the following areas: financial operations; capital financing; cost containment; reimbursement & revenue optimization; regulatory affairs; business development; program/service evaluation and remediation; managed care contracting; decision support and management reporting. Selected accomplishments  Served as liaison between Medical Center and NJ State Hospital Rate Setting Commission, Department of Health and Senior Services, Health Care Administration Board, State Health Planning Board, and other regulatory divisions to appeal rate setting issues and also to redesign payment methodologies for new programs and/or services (i.e. Neo-natal payment rates). During four year period, generated more than $18 million in additional revenues resulting from appeals, negotiations and settlements.  Institutional representative to develop state wide Hospital Relief Fund payment methodology (addon to charity care funding) which supplemented Medical Center revenue base by $12 million/yr.  Served as Medical Center’s spokesman on Federal and State issues with legislators, regulators and media. Provided testimony at legislative hearings and debates, as well as public and political forums.  Initiated and structured business development philosophy to improve decision making, prove/disprove feasibility, quantify predictive models and provide the means for presenting selective business plans to the Finance Committee for approval. This included the development of pro-formas, integration of strategies and operations, implementation plan, organizational development and educational enhancements, as well as design of reporting systems.  Provided oversight and coordinated two, tax-exempt, bond financing vehicles: a $102 million refinancing and additional borrowings of $50 million.

Network, Inc., Randolph, NJ

1982 - 1989

Hospital and health care consulting firm with four regional offices (NJ, NY, MA. & FL). Vice President - Regional Health Care Practice; Principal Marketed, delivered and managed the following client engagements: strategic planning/marketing; interim facility management to distressed hospitals; turnaround plan development and implementation; information technology assessments and conversions; operational reviews; compliance audits; computer based modeling; reimbursement studies; rate simulations; contribution margin analysis; cost reports; final reconciliation; hospital rate appeals; feasibility studies; presentations to senior management groups as well as Boards of Trustees. Selected accomplishments  Increased consulting firm’s profitability by marketing, cultivating and administering services to New Jersey and New York client base. Highly credible and well respected by clients, colleagues, executive management and Board of Trustees as well as by state regulators and legislators.  Engaged by Board of Trustees and physician owners to administer and coordinate the transition and disposition of a NJ distressed, community hospital. Turnaround plans included: managing vendor relationships; assessing and negotiating potential partners; developing, marketing and implementing strategic business initiatives to fortify failing operations; improving physician relationships; advising and coordinating reorganization/bankruptcy proceedings; intensifying billing and collection practices; assessing and implementing cost reduction opportunities; as well as continued monitoring and reporting of results at daily de-briefing sessions.

Prior Career Experience:  Riverside General Hospital, Secaucus, NJ – Controller of 200 bed, for-profit, investor-owned, community hospital.  Englewood Hospital and Medical Center, Englewood, NJ – Chief Accountant of 550 bed, minor teaching, Medical Center.  Hospital Service Plan of NJ, Newark, NJ – Senior Auditor for NJ Blue Cross (fiscal intermediary for Medicare/ Medicaid, Federal/State)

JOHN G. BARONE
Page 3 973.667.6053 johngbarone@aol.com 201.707.7284 cell

PROFESSIONAL MEMBERSHIPS and ACTIVITIES (past) Faculty/adjunct professor for the following higher education facilities: Kean College; Montclair State University; St. Elizabeth’s College; Seton Hall University; Seton Hall University Law School Health Care Financial Management Association -- New Jersey Chapter Board of Directors, Treasurer, Recipient of Reeves silver and Follmer bronze merit awards. Committees served: Chairman, Reimbursement Committee; Managed Care; Directory; Physician/Hospital Issues; Education; Legislative; National Task Force New Jersey Hospital Association - taskforce appointments: Council on Finance; Charity Care; Uncompensated Care; Disproportionate Share Issues; and, Hospital Financial Data Advisory. NJ State Department of Health – taskforce appointments: Technical Advisory Committee; Benchmarking; Charity Care; Graduate Medical Education; Trauma; Neonatal; Organ Transplant; and Prior Year Revenue collections. Board member to Hospital Alliance of New Jersey; Qualcare; First Option Health Plan; Via Caritas and, Marian Health Care System. EDUCATION Seton Hall University, South Orange, NJ Masters - Public Administration – Healthcare Administration Bachelor of Science -- Business Administration/Finance