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Randy Oostra – 2014 nominee for Modern Healthcare’s Community Leadership Award
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Randy Oostra – 2014 nominee for Modern Healthcare’s Community Leadership Award

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Randy Oostra – 2014 nominee for Modern Healthcare’s Community Leadership Award. …

Randy Oostra – 2014 nominee for Modern Healthcare’s Community Leadership Award.

The success of the healthcare industry depends on leaders who define themselves by leading efforts to change lives and contribute to their communities through their work. But many go above and beyond commitments central to their roles, reaching out to support causes that may be wholly unrelated to healthcare, but which build and sustain strong communities and the quality of life within them. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support. Modern Healthcare's Community Leadership Awards was established to recognize these leaders while bringing attention to the worthy causes they support.

http://www.modernhealthcare.com/section/community-leadership

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  • 1. RANDALL D. OOSTRA, DM, FACHE 21 Tremore Way Holland, OH 43528 419-861-1725 (Home) 419-469-3824 (Work) randy.oostra@promedica.org _________________________________________________________________ EDUCATION Doctorate in Management, 2005, Weatherhead School of Management, Case Western Reserve University, Cleveland, OH Master’s in Hospital & Healthcare Administration, 1989, University of Minnesota, Minneapolis, MN Master’s of Science, 1985, University of Wisconsin, Eau Claire, WI Medical Technology, 1978, McKennan Hospital, Sioux Falls, SD Bachelor of Arts, Biology, 1977, Northwestern College, Orange City, IA EXPERIENCE 1997 – Present PROMEDICA, Toledo, OH ProMedica is a leading integrated healthcare delivery system that serves 3.3 million patients annually throughout 27 counties in northwest Ohio and southeast Michigan. It is comprised of more than 14,900 employees and 1,860 physicians who work in 12 hospitals and over 300 other sites. ProMedica has earned myriad national distinctions including being ranked among the Top 10 Most Integrated Healthcare Networks in the U.S. for the past 10 years by SDI (No. 1 in both 2006 and 2008, and No. 2 in 2012), as well as in the Top 99 Most Wired Healthcare Systems in the U.S., as published in Hospitals & Health Networks. ProMedica’s business units consistently earn top ratings from accrediting bodies such as The Joint Commission, the American College of Surgeons and state departments of health, as well distinctions from HealthGrades, Solucient and the National Committee for Quality Assurance (NCQA). Its comprehensive network includes specialties in heart and vascular, oncology, orthopaedics, neurology, women’s, and pediatrics. PRESIDENT AND CHIEF EXECUTIVE OFFICER, 2009 - Present Lead multi-hospital system with major health institutes, including world-renowned Jobst Vascular Institute; a system physician corporation with 24 sites and 70 physicians recognized by NCQA as patient-centeredmedical homes; Paramount Health Care, an insurance company with nearly 200,000 covered lives; continuum services such as air and mobile medical transportation, rehabilitation facilities, a new hospice residence and home care services, Alzheimer’s and skilled-nursing facilities; and an Academic Health Center established with The University of Toledo in 2010 which includes research, grants and residency programs, as well as collaboration on a multimillion-dollar Simulation Center for state-of-the-art medical training. Oversaw joinders with St. Luke’s Hospital, Maumee, Ohio, and Memorial Health System in Fremont, Ohio. Established a Center of Nursing Excellence to further implement best practices and attract and retain nurses, as well as increased physician participation in governance and operations. In 2011, launched a new system Mission statement, Vision and Values as part of cultural transformation that fosters optimal patient experiences and improved satisfaction scores; opened a new cancer center as a joint venture with Karmanos Cancer Institute and Mercy Memorial Hospital System, Michigan; opened ProMedica Wildwood
  • 2. Orthopaedic and Spine Hospital; implemented iCare, an overarching IT platform that supports the electronic health record; overhauled the system’s patient portal/web site; and launched ProMedica social media sites. Successfully implemented a full range of wellness initiatives, including employee medical benefit discounts that reward healthy lifestyle choices, a no-tobacco policy for all ProMedica facilities, and healthy food options for cafeterias and vending machines. Received Congressional recognition for ongoing community advocacy efforts, including an aggressive childhood obesity program. Ensured ProMedica’s operating margins continued to climb, from 3.5% in 2009, to 3.73% in 2010 and 3.8% in 2011. PRESIDENT AND CHIEF OPERATING OFFICER, 2006 – 2009 Oversaw all regions and business units, leading ProMedica to its best financial and quality results in each of these three years. Achieved a 3.4% system operating margin for 2007 and 2008, and earned a rating of Aa3 fromMoody’s and AA- from Standard and Poor’s. Served on all system boards and committees. Oversaw $300 million in capital projects, including the development of Wildwood Orthopedic Hospital; Orthopedic Institute; Oncology Institute; Heart and Vascular Institutes; multiple major ambulatory sites; and a 500,000-square-foot renovation/addition of ProMedica Toledo Hospital, the system’s adult 774-bed tertiary facility. PRESIDENT, LENAWEE HEALTH ALLIANCE, NORTH REGION, 2002 – 2006 Served as President of ProMedica North Region (and concurrently was the system’s Chief Strategic Officer), which provided care for 10 communities in southeast Michigan through two acute care hospitals (ProMedica Bixby and Herrick Hospitals); Hickman Cancer Center; skilled nursing and assisted living centers; ground transportation; and numerous ambulatory sites, with a combined total of more than $250 million in annual revenues. Licensed for 225+ acute care beds, as well as 200 long-term care and assisted living beds. The North Region/Lenawee Health Alliance is comprised of 1,700 employees and 300 physicians who annually provide care for more than 250,000 outpatients; 40,000 ER visits; and 8,000 inpatients. Led the region to its best financial years in both 2004 and 2005, exceeding a 6% operating margin and a 35-day increase in days cash on hand over 2003. CHIEF STRATEGIC OFFICER/CORPORATE VICE PRESIDENT, 1998 -2006 Senior executive responsible for system-wide Strategy, Integration, Business Development, and Corporate Construction. Led all strategic development in a highly competitive market, all major physician ventures and hospital development, insurance development, system integration, business development, marketing, public relations, regionalization, the 25-hospital Lake Erie Health Alliance, corporate construction, and community advocacy initiatives for all of ProMedica’s business lines and regions. Responsible for significant system growth through facilitation of multiple mergers with other hospitals and systems. Facilitated ProMedica’s growth including the addition of six hospitals, 4,000 employees, $300 million in annual revenues, and major increases in market share. Oversaw board and operational integration, and also was chair of a council comprised of hospitals presidents, overseeing acute and ambulatory care issues across the system. Successfully negotiated numerous major physician partnerships including a strategic partnership with a 100+ physician IPA; a joint venture/affiliation with a 90+ physician multispecialty group; and numerous major joint ventures including two investor-owned surgery centers, as well as an integrated sports medicine, wellness and fitness center. Development activities included facilitating and negotiating hospital mergers, acquisitions and major physician partnerships. PRESIDENT, EAST REGION & BAY PARK COMMUNITY HOSPITAL, 1998 – 1999 Served as initial President of East Region, overseeing planning, land acquisition and construction of a new $70-million, 100-bed regional medical center in Oregon, Ohio. 2
  • 3. PRESIDENT, WEST REGION, 1998 Served as President of West Region and Defiance Regional Medical Center, Defiance, Ohio, upon its affiliation with ProMedica. Oversaw planning, land acquisition and construction of a new $60- million regional medical center. VICE PRESIDENT, THE TOLEDO HOSPTAL, 1997 – 1998 Served as one of three senior leaders of ProMedica Toledo Hospital, the 774-bed, $600-million tertiary flagship of ProMedica. Toledo Hospital (TH) is a Level 1 Trauma Center, serving more than 100,000 ER patients, 25,000 inpatients and 400,000 outpatients, as well as Toledo Children’s Hospital, which is part of TH’s campus as a hospital within a hospital. Oversaw all clinical departments and portions of nursing, as well as led physician partnership activities. Was responsible for master facility planning for a $200-million rebuild of all major diagnostic and inpatient areas. Oversaw creation of two ambulatory surgery centers with physician investors, as well as planning and development of the Wildwood Medical Center, a 100-square-foot facility with a medical office building, surgery center, fitness club, sports medicine, and rehabilitation center. 1994 – 1997 SAINT ANTHONY’S HEALTH SYSTEM, Alton, IL Saint Anthony’s Health System is a $200-million, three-hospital regional system, serving southern Illinois and the north side of St. Louis. A member of the six-hospital, 3,856–bed, St. Louis-based Unity Health Network, St. Anthony is an affiliate member of the 17-hospital Sisters of Mercy Healthcare System and United States Motherhouse of the Sisters of St. Francis. St. Anthony has more than 1,500 employees, as well as 200 physicians on its medical staff, with annual revenues of $200 million. It is comprised of three acute care campuses, a regional cancer center, nursing homes, assisted living, ambulatory care sites and a physician corporation with more than 30 physicians. EXECUTIVE VICE PRESIDENT AND CHIEF OPERATING OFFICER Served as the administrative responsible for all system operations. Led Saint Anthony’s to their best fiscal years (FY)–including operating margins of 4% in FY 1995, 5% in FY 1996, and 7% in FY 1997—with a resulting cash reserve increase of $3.5 million. Achieved major operational improvement that resulted in lowering FTE levels while also earning the organization’s best JCAHO scores. These initiatives culminated in Saint Anthony being named to Modern Healthcare’s “Top 100 U.S. Hospitals” for the first time in its history. 1989 – 1994 BLODGETT MEMORIAL MEDICAL CENTER, Grand Rapids, MI Blodgett Memorial Medical Center was a $ 200-million, 2,200-employee, 510-bed regional tertiary teaching medical center serving western Michigan, with more than 18,000 inpatients and 200,000 outpatients annually. Today it is part of Spectrum Healthcare. VICE PRESIDENT/ASSISTANT VICE PRESIDENT/ADMINISTRATIVE FELLOW Oversaw all professional and support services of Blodgett Memorial Medical Center. Throughout tenure, had line management responsibilities for the majority of hospital departments including: nursing, the physician-hospital organization, radiology, laboratory, engineering, security, pharmacy, environmental services, poison center, ambulatory care clinics, ER, Betty Ford Cancer Center, rehabilitation services, food services, occupational health, research, professional office buildings, and hospital-owned properties. Blodgett was routinely recognized on the “100 Top U.S. Hospitals” list published by Modern Healthcare. 3
  • 4. Led Master Facility planning for creation of a new replacement hospital to be built on a new 75-acre campus. Also planned a $10-million+ renovation/expansion of the Ambulatory Care Center, ER and ancillary departments. PRESIDENT AND CHIEF EXECUTIVE OFFICER Reed City Hospital, Reed City, MI, 1992 - 1994 (Interim position held concurrently with Blodgett Vice Presidency) Successfully led a financial turnaround of a 110-bed community hospital that had significant cash flow and accounts payable issues. Implemented a turnaround plan that identified $1 million in expense reductions and revenue enhancements. Reversed three years of losses including a $ 1-million loss in FY 1992, producing net incomes of $20,000 in FY 1993 and $850,000 in FY 1994, while also enhancing service volumes and quality. Led recruitment of new CEO and CFO. 1987 - 1989 HEALTHONE CORPORATION (now Allina), Minneapolis, MN ADMINISTRATIVE DIRECTOR/ADMINISTRATIVE RESIDENT Oversaw administrative responsibility for a wide range of corporate and hospital projects for a 3,900-bed, 23-hospital, multi-hospital system in the upper Midwest. Served in liaison role between managed and owned hospitals, representing the corporate office to system hospitals, and leading system-based projects. Conducted operational analyses of several system metro and non-metro hospitals. Assisted with the creation of a corporate Center for Rural Health including assisting with strategic planning, developing management support systems and coordinating grant applications. Received a Rural Health Transition Grant from Health and Human Services (HHS) for transformation of a system hospital from an acute care facility to a geriatric service center. 1979 - 1987 LABORATORY OF CLINICAL MEDICINE, Mankato, MN/Sioux Falls, SD/ 4 Des Moines, IA CONSULTANT Served as a management consultant to hospitals and physician offices for ancillary services including facility design, quality control, expense reduction, JCAHO standards, and marketing. Consulted with numerous hospitals on management and medical staff issues, ancillary development and medical education programs. PUBLICATIONS / PRESENTATIONS ACHE Congress, “Myths, Legends, & Other Fiction about Rural Healthcare,” 1991. “Patient-centered Decision-making: Ethics Form the Foundation,” Boardroom Press, The Governance Institute, February 2011. “Just Watch Us,” Modern Healthcare, May 9, 2011. Kaufman Hall National Meeting, “Strategic Positioning in the New Era,” October 2010. “Shared Governance: Closing the Responsibility Gap,” national white paper, The Governance Institute, Fall, 2005. HIMSS Conference, “Re-engineering Hospitals for Healthcare Reform,” 1993. “No Violins, No Apologies Necessary: Considering a Career as a Rural Hospital Executive,” Healthcare Executive, November/December 1990.
  • 5. “Six Steps to Dealing with Physicians and Nursing Complaints,” Medical Laboratory Observer, 5 November 1988. “Hunger as a Health Issue”, Modern Healthcare, September, 2013 “Community Partnering: A Strategic Effort”, American College of Healthcare Executives – Boardroom Press, October 2013 PROFESSIONAL & COMMUNITY AFFILIATIONS / ACTIVITIES American College of Healthcare Executives (ACHE), Fellow American Hospital Association, Delegate, Regional Policy Board Ohio Hospital Association, Committee on Advocacy and Policy, System Toledo Symphony, Board Member Toledo Art Museum, Board Member Toledo Rotary, Member Regional Growth Partnership, Board of Directors University of Toledo Medical School, Advisory Committee University of Toledo, External Affairs Committee University of Toledo, School of Healthcare Business Innovation and Excellence Advisory Board (SHBIE) Governor’s Advisory Council on Healthcare Payment Innovation Third Frontier Advisory Board Northwestern College Board (Orange City, Iowa) The Partnership for Excellence Board (TPE) Bread for the World Development Committee Employee Involvement Association, Executive Leadership Award, 2009 Honorary Chair, Urban League Dinner, 2009 Northwestern College, Distinguished Alumni Award for Professional Achievement, 2009 University of Wisconsin-Eau Claire, Alumni Distinguished Achievement Award, 2010 Honorary Chair, Kidney Foundation, 2010 Honorary Chair, Toledo Museum of Art Winter Ball, 2011 Campaign Chair, United Way, 2012 Ohio Cancer Research Foundation, Grand Illusions Honor & Saute of Randy Oostra, 2012 Leadership Committee, Early Literacy Campaign, Toledo-Lucas County Public Library, 2013 Outstanding Volunteer Fundraiser Award presented by the Association of Fundraising Professionals (AFP), 2013 Becker’s Hospital Review, Dec. 2013 – 300 Hospitals & Health System Leaders to Know Campaign Chair, March of Dimes-March for Babies, 2014 Becker’s Healthcare Leadership Award, 2014 Talks: Kaufman Hall, 2010 National Healthcare CXO Summit, 2012 Blue Key National Honor Society Conference, 2013 Becker’s Hospital Review Annual Meeting / Conference, 2013 Terra State Community College Commencement Speech, May, 2013 TEDx Toledo, Reimagine: The Vision to Think, to Believe, September 2013 Becker’s Hospital Review Annual Meeting: The Art of Helping People Embrace and Flourish in the Changing Healthcare Environment, May 2014
  • 6. FAMILY Wife Barbara Sons Drew, Tyler, Carson Recreation Family Activities, Running, Golf, Skiing, Reading 6