DANIEL NEUMEISTER, FACHE

Chico, CA 95926
Dan.Neumeister [@] yahoo.com (replace “ [@] “ with “@”)

Chief Executive Officer (1997-2006)
System Senior Vice President/Chief Operating Officer (1997-2005)

Led a 391-bed regional non-profit medical center providing tertiary, Level II trauma, psychiatric and rehabilitation services across three campuses, with $270 million in net revenue, 330 medical staff, 2,200 employees and 800 volunteers; recognized for excellence in cardiac, cancer, rehabilitation, behavior health, and patient safety. Reported to the board of trustees’ chairman.

• Repositioned the hospital’s financial strength through an $8 million turnaround, maintaining operations profitability for the past four years. Grew days of cash-on-hand from 11 to 130.

• Received the Health Grades Patient Safety Award based on quality indicators for three consecutive years (one of 41 hospitals nationally and one of five in California).

• Spearheaded the design of a master site plan for the construction of a $110 million medical center complex with a five-story patient tower doubling the size from 190,000 to 380,000 square feet. Negotiated a signed contract for construction at 40% below the average market rate. Gained board, city and state approvals for expansion.

• Created a cardiovascular service line through the consolidation of multiple departments, the recruitment of a key heart surgeon and addition of four services, including valve repair, beating heart surgery, ablation and electrophysiology. Grew program to the 13th largest in the state.

• Led a physician development strategy that built new or enhanced current services and programs in specialty areas, including neurosurgery, bariatric surgery, trauma, heart, cancer, stroke and inpatient psychiatric care. Recruited 18 to 20 board certified physicians and surgeons per year.

• Introduced a leadership training and development strategy that incorporated formalized education, testing, individual coaching, team building conferences and mentoring. Increased overall management competency and commitment to organizational core values.

• Led the strategic planning process, resulting in the identification of five key development areas: Health System/Medical Center board alignment, physician/hospital relations, workforce engagement, public image improvement and new business development. Also focused on the Century project (facility expansion), information technology and quality initiatives.

• Facilitated physician and board education initiatives. Transformed the board of trustees’ engagement with leadership through growing understanding of healthcare issues, defining member roles, assuming increased fiduciary responsibility such as capital equipment decisions, and providing key input into strategic planning.

• Created a formalized process for community and medical staff board member selection that incorporated candidate criteria, nomination procedures and interviews.

• Grew the cancer services volume through the construction of a $9 million outpatient treatment center that housed radiation and medical oncology, infusion therapy, a cancer boutique and an education/learning center.

• Increased patient satisfaction scores and quality indicators through significant changes in nursing services leadership and by adding resources.

• Provided strategic guidance in the negotiation of the initial and renewal labor agreements with CNA. Averted any strikes or disruption to operations.

• Directed a hospital-wide information technology strategy that included the implementation of fully integrated clinical and financial systems as well as electronic medical records.

• Collaborated with the foundation leadership in supporting fundraising activities, generating $6.3 million in the past 18 months.

Vice President of Sales and Marketing, Acquisitions

Directed sales and marketing for the world’s largest perfusion management services firm specializing in the provision of professional services, capital equipment and disposable supplies for open-heart surgery, auto-transfusion and intra-aortic balloon pumping services. Grew sales to $150 million annually.

Chief Operating Officer

Held progressive management responsibility for the operations of a 211-bed district hospital. Played an integral role in leading the expansion to a 229-bed facility that became a regional referral center, generating $100 million in net revenue.

• Led the development of an open-heart surgery and cardiac catheterization lab service. Grew open-heart surgery volume to 250 cases annually.

Administrative Assistant (1979-1982)

Administrative Resident (1978-1979)

Reported to the chief executive officer of a 400-bed, district community hospital. Managed construction projects and regulatory compliance.

American College of Healthcare Executives, Fellow

California Association of Hospitals and Health Systems Political Action Committee:

Past Board Member

“Leader of the PAC” award recipient for the Hospital Council of Northern and Central California, 1992, 2001, 2002, 2003

California Healthcare Association Governance Forum, Board Member

Northern California Emergency Services, Board Member and Foundation Board Member

HealthPlus (subsidiary of HCNC), Past Board Member

Palomar/Pomerado Healthcare System Foundation, Past Board Member

California Association of Hospitals and Health Systems, Past Committee Member on Volunteer Services

Region One Tumor Registry Council, Past President