1. DEBRA F. FOX
1 6 1 B O U T W E L L C O U R T , L O V E L A N D , C O 8 0 5 3 7
989-254-0243 | taylormadegolfer@outlook.com | www.linkedin.com/in/debrafox59executive
EXECUTIVE PROFILE
Experienced CHIEF CLINICAL / OPERATING OFFICER with CENP and Green Belt in Lean methodology with highly successful
track record leading operations in both complex health systems and small critical access hospitals located in highly
competitive or challenged markets. Achieving outcomes led to national recognitions by Thompson Reuter, Health Grades,
Press-Ganey, and CMS. Specialize in turn-around situations; driving critical resource, process, and clinical efficiency and
effectiveness; driving clinical and managerial best practice and standardization using data, research, and real time
analytics; and managing large scale change initiatives. Seeking executive level position in service-oriented health care
entity where talents, skills, ideas are valued and leveraged for organizational success.
PROFESSIONAL GOAL
Desiring a long term position in healthcare leadership where my skills and talents can be used to benefit the
organization, where professional satisfaction and team spree décor can be realized, and where accomplishments can
leave a lasting legacy as retirement approaches in 10-12 years. Not an interim professional always seeking the “next”
opportunity, but a professional who has weathered organizational downsizing due to optimization, mergers, and
acquisitions. Genuinely seeking a stable position where skills can be valued and leveraged and where career can end on
a high note.
EXECUTIVE EXPERIENCE
ESTES PARK MEDICAL CENTER, ESTES PARK, CO, 6/2014-4/2015
Interim Chief Clinical Officer/Chief Nursing Officer
Expanded clinical executive role accountable for all clinical services and programs. Led all nursing/ancillary clinical/clinical
support programs/long term care services and programs/ambulance service/and community based services including home
health and hospice. 14 direct leader reports, 250+ clinician FTE’s, averaging operating margin 1.5-3%. Special emphasis on
productivity and staffing efficiency, elevating leadership accountability and skills, elevating professional behaviors and decorum,
enhancing patient experience, and elevating clinical skills and knowledge.
• Current position
• Successfully crafted low volume nurse staffing plan including shared resources, to save 3.0 FTE’s.
• Successfully implemented successful seasonal high volume recruitment program.
• Successfully created a comprehensive Quality Management Plan.
• Successful Long Term Care and Trauma surveys during tenure.

2. DEBRA F. FOX PAGE TWO
VIBRA HEALTH, BISMARCK, ND, 1/2014 TO 5/2014
Interim Chief Clinical Officer
Served as interim Chief Clinical Officer to a 50-bed LTAC facility owned by Vibra Health. Newly acquired in 2014. Responsible for
assuming many aspects of the Chief Operating Officer position as needs were identified and no other senior leader was present
on a daily basis. Accountable for all elements of operational success including fiscal, regulatory, quality and safety, employee
engagement and satisfaction, patient/family satisfaction, and building volume to reach a positive margin on net revenue.
• Vacancy rate at 65% upon hire. Upon leaving had hired into 100% of positions with all positions oriented and through
their initial 30 days of hire.
• ADC at 14 when hired. When left position ADC increased to 18-20 with LOS at 28 days.
• Successfully had entire facility overhauled to provide a positive patient/family experience and successfully passed state
regulatory survey unannounced with less than 4 recommendations and no citations.
• Planned new 4-bed ICU that increased acuity and volume possibilities.
BANNER HEALTH, MCKEE MEDICAL CENTER, LOVELAND, CO, 4/2011 – 11/2013
Associate Administrator (AA) & Chief Nursing Officer (CNO) 2011 – 2013
Expanded CNO role incorporating most AA position responsibilities. Led all nursing / majority of ancillary clinical / support
departments / health related programs. 12 direct leader reports, 275+ clinician / support FTEs, average operating margin
15% gross revenues > $350M. Special emphases included new service development / execution, payer network / physician
partnership building, and driving hospital-wide efficiency / effectiveness optimization.
 Implemented expense reduction plan across clinical continuum netting $4.2M reduction over 2 fiscal years
without impacting quality, engagement, or stakeholder satisfaction.
 Implemented physical therapist driven wound care program netting $175,000 new revenue secondary to
enhanced billing opportunities / operational efficiencies.
 Implemented hospital-wide Lean optimization / performance improvement model. Within 18 months certified 16
Green Belts / brought to successful outcomes 12 HIT Teams. Total savings of > $1M. Radically improved critical
operational processes.
 Implemented transformational leader interview model using Hogan results, simulation experiences, real-time
guided rounding, and formal presentation. Saved > $800,000 in recruitment, orientation, adaptation, and training
costs without hiring failures.
 Conceptualized / managed $1.2M medical-surgical / critical care renovation collapsing 7 nursing units into 2.
Nursing matrices achieved Premier productivity top 25th percentile. Reduced indirect care hours by 4 hours / shift
through increased efficiency processes / unit design.
Chief Nursing Officer (CNO) 2011
Led inpatient / outpatient nursing services / wellness programs. 6 direct leader reports, 175+ nursing / support FTEs.
Special emphases included stabilizing nursing operations, establishing competent stable nurse leadership team, and
establishing comprehensive professional practice model.
 Implemented multidisciplinary Shared Leadership model across clinical continuum. Implemented Relationship
Based Care as hospital’s organizational / cultural model. Improved NDNQI RN Survey composite / unit scores from
lowest 10th percentile to top 20th percentile or better. Increased RN response rate from 36% to 100% in 1 year.

3. DEBRA F. FOX PAGE THREE
 Implemented hybrid nursing leadership organizational structure (OS). Reduced manpower expenses > $850,000.
Leader Effectiveness before reorganization 32 – 67%. Effectiveness after increased 90 – 100%.
 Implemented novel Patient Staging Unit. Controlled in-hospital ADT workload reducing staffing costs $720 / day.
Reduced observation status ALOS to 16 – 18 hours / diagnosis reducing care delivery costs by > $586,000 / year.
 Implemented unique Nurse Transitionist Program managing patients high risk stratified for <30-day readmission.
Reduced 30-day readmission rates > 2 – 3 admissions / high risk diagnosis / month. Reduced chronic ED
encounters to < 0 – 2 / high-risk patient / month.
ASCENSION HEALTH, ST. JOSEPH HEALTH SYSTEM, TAWAS CITY, MI, 2008 – 2011
VICE PRESIDENT, Patient Care (CNO & COO Hybrid)
Led nursing / ancillary clinical services. Responsible for all physician contracts / clinic operations, medical staff services,
care management / social services, and quality / regulatory management. 12 direct leader reports, 180 clinician / support
FTEs, and 23 employed physicians. Average operating margin 6% with gross revenues exceeding $100M. Special
emphases included improving patient satisfaction / core measure scores, transforming nursing / ancillary services into
integrated clinical continuum, and transitioning physicians to incentive-based employment model.
 Improved Press-Ganey satisfaction scores by 6% to rank in top decile for Ascension Health System (100+
hospitals).
 Reduced anesthesia costs $2M by implementing all-CRNA provider / rural epidural model and optimizing hospital
anesthesia billing methodology.
 Implemented NP / oncologist provider model in hospital-based AIC / OP oncology clinic despite physician
resistance. $375,000 in new revenue due to improved expense control / billing optimization.
 Implemented first comprehensive women's diagnostic service center in rural NE Michigan. Increased diagnostic
market share 8%.
BLADEN COUNTY HOSPITAL, ELIZABETHTOWN, NC, 2005 – 2008
SENIOR VICE PRESIDENT, Clinical Operations (CNO & COO Hybrid)
Led nursing / ancillary clinical services / clinical support including quality, risk, regulatory compliance, infection prevention,
and education. 11 direct leader reports, 200 clinician / support FTEs, 12 employed physicians / APN’s / PA’s. Gross
revenues- break even. Special emphases included fiscal assessment / optimization - $5M to break even. With CEO drove
RFP process identifying contractual partner for long-term viability.
 Intimately involved in creating / executing comprehensive RFP process to identifying appropriate hospital system
partner for lease-to-own arrangement ensuring fiscal viability / garner capital to build new hospital.
 Operationalized all clinical, registration, and billing processes 24-bed trauma ED. Reduced wait times from 16 – 28
hours to 90 minute average using queuing theory / IT technology. Improved Press-Ganey satisfaction ranking from
lowest 10th percentile to top 10th percentile.

4.  Unified occupational medicine / urgent care clinic. Reduced expenses $38,000 / year. Increased revenue $80,000
/ year thru appropriate billing and increasing / maintaining number of external occupational medicine contracts by
> 3 / year.
DEBRA F. FOX PAGE FOUR
COLUMBIA MEMORIAL HOSPITAL, ASTORIA, OR, 2003 – 2005
CHIEF CLINICAL OFFICER (CNO & COO Hybrid)
Led hospital operations, strategic planning / execution, physician contracts / Medical Staff Affairs / physician clinics,
support functions including facility operations, regulatory compliance, quality, education, infection prevention, care
management / social services, and volunteer services. 14 direct leader reports, 430+ FTEs / volunteers, average operating
margin 3% with gross revenues > $30M. Special emphases included re-invigorating Planetree philosophy / outcomes and
establishing a functional model for Medical Staff Affairs / Governance.
 Implemented “Shared Needs” model successfully negotiating only 3-year nursing contract with Oregon Nurses’
Association. Held salary increases to 3% / year without COL increases.
 Implemented operational plan establishing functional Medical Staff Affairs Department and governance model.
Improved overall physician satisfaction from 38% to 46% secondary to governance initiatives / improved policies.
 Implemented 1 year strategic initiative re-invigorating Planetree programming / success outcomes. Improved
Press-Ganey satisfaction scores from lower 20% to top 10%. Improved employee satisfaction scores 32% to 76%.
Increased overall market share by 1.8%.
LOWER UMPQUA HOSPITAL, REEDSPORT, OR, 2002 – 2003
INDEPENDENT OPERATIONAL CONSULTANT (1-year contract engagement)
Provided operational assessment, planning / execution bringing hospital to break even with capacity for 1 – 3% operating
margin. Strong clinical safety / quality focus since hospital not JC accredited. At-risk for losing LTC center secondary to no
administrator license. Obtained license / improved LTC operations including policies, staffing matrices, staff skill mix /
competency levels, marketing materials, in-facility NP, and established a family advisory council. Patient census increased
from 20% to 92%. Generated new revenues of $275 to $320,000 / month.
 Met contractual expectations on time / budget / exceeded BOT outcome expectations.
 Closed hospital owned ground ambulance service. Negotiated sale to private company at profit of $1.2M.
 Completed comprehensive assessment of hospice program after losing state certification. Re-designed /
operationalized all program elements against state standards resulting in successful state hospice survey with re-
designation.

5. CERTIFICATION
AONE- CENP 2015
GREEN BELT- Healthcare Lean 2012
EDUCATION
2-Year Certification, Executive Leadership / Formation, St. Louis University, St. Louis, MO, 2010
Selected in 2008 by Ascension Health to pursue completion of 2-year Executive Leadership & Formation Program done in
partnership with St. Louis University's MBA school
MS, Nursing, Rush University, Chicago, IL, Magna Cum Laude
DEBRA F. FOX PAGE FIVE
Major clinical field of study: Medical-Surgical Nursing; subspecialty focus in Cardiovascular Nursing; Major functional field
of study: Nursing Administration / Leadership
BS, Nursing, University of Mary (Mary College), Bismarck, ND, Magna Cum Laude
Major: Nursing; Minor: Psychology
AFFILIATIONS
American College of Healthcare Executives
American Organization of Nurse Executives
Colorado Center for Nursing Excellence
Sigma Theta Tau
University of Mary Alumni Association
University of Mary Nursing Honor Society

6. CERTIFICATION
AONE- CENP 2015
GREEN BELT- Healthcare Lean 2012
EDUCATION
2-Year Certification, Executive Leadership / Formation, St. Louis University, St. Louis, MO, 2010
Selected in 2008 by Ascension Health to pursue completion of 2-year Executive Leadership & Formation Program done in
partnership with St. Louis University's MBA school
MS, Nursing, Rush University, Chicago, IL, Magna Cum Laude
DEBRA F. FOX PAGE FIVE
Major clinical field of study: Medical-Surgical Nursing; subspecialty focus in Cardiovascular Nursing; Major functional field
of study: Nursing Administration / Leadership
BS, Nursing, University of Mary (Mary College), Bismarck, ND, Magna Cum Laude
Major: Nursing; Minor: Psychology
AFFILIATIONS
American College of Healthcare Executives
American Organization of Nurse Executives
Colorado Center for Nursing Excellence
Sigma Theta Tau
University of Mary Alumni Association
University of Mary Nursing Honor Society