Robert Brown is an experienced human resources professional with over 20 years of experience. He currently serves as the Chief Human Resources Officer for Pioneers Memorial Healthcare District in Brawley, California. His career history shows progressive leadership roles in human resources for various healthcare organizations. He has a strong background in strategic planning, compliance, training, diversity management, and other human resources functions.

1. ROBERT M. BROWN III
10227 Cider Mills Road
Las Vegas, Nevada 89139
(702) 523 6010 cell
b43097@aol.com
An accomplished Human Resources professional with 20+ years of solid contributions in operations
and infrastructure development.
HUMAN RESOURCES
 Strategic Planning
 Compliance Management
 Education and Training
 Diversity Management
 Benefit/Comp Admin.
 Federal & State Labor Law
 Group Facilitation
 Employee & Labor Relations
 HIPPA Compliance
 Project Management
 Policy/Procedure Development
 Recruitment and Retention
 Capital and Materials
Management
 Workplace Safety
 Conflict Resolution &
Interventions
 Budget Development and
Administration
 Multiple Site Management
 Infrastructure Development
EDUCATION AND TRAINING
Master of Public Administration, Organizational Change, California State University East Bay
Bachelor of Arts, Political Science, California State University East Bay
Trained in Recruitment and Retention Strategies, Trained in Customer Service
Trained in Contract Law, Trained Investigation Interviewer, SHRM Courses and Membership
COMPUTER COMPETENCIES
Microsoft Office 2010 & 2013, Windows 8, Windows 7, Ultipro, Lawson, Lotus Notes, Kronos
CAREER HISTORY AND SELECTED HIGHLIGHTS
Chief Human Resources Officer Pioneers Memorial Healthcare
District
(2016- Present) Brawley,
California
Recruited to lead and coordinate all aspects of the Human Resources function, and integrate them into
the Medical Center and function as an active member of the Executive Team.
• Manage the development of Human Resource systems, programs and processes necessary for
successful stable operations.
• Coordinate the operations of the District’s Child Care Center, and assist with the development of
new programs.
• Responsible for communicating the District’s goals to the facility population and ensure that
employees thoughts are communicated to Leadership.
• Lead the ongoing management training and development activities for the District.
• Function as a conduit to the community to share the District’s goals to various groups.
• Monitor and maintain all annual requirements and credential updates for all employed providers.
• Coordinate the processing of monthly sanction check updates for employed providers.
• Improved the image of the Human Resources department by being visible in the hospital, medical
offices and service centers, maintaining an open door policy that encourages line staff to address
concerns locally.
• Work with Employee Health to improve our workers compensation performance.
Human Resources Director Western Arizona Regional Medical Center
EXECUTIVE MANAGEMENT/
HUMAN RESOURCES

2. (2008- Present) Bullhead City,
AZ
Recruited to lead and coordinate all aspects of the Human Resources function, and integrate them into
the Medical Center and function as an active member of the Executive Team.
• Manage the development of Human Resource systems, programs and processes necessary for
successful stable operations, after 4 years of constant HR Leader turnover.
• Responsible for communicating the Medical Center goals to the facility population and ensure that
employees thoughts are communicated to Leadership.
• Lead the ongoing management training and development activities for the Medical Center.
• Function as a conduit to the community to share the Medical Center’s goals to various groups.
• Monitor and maintain all annual requirements and credential updates for all employed providers.
• Coordinate the processing of monthly sanction check updates for employed providers.
• Implemented a new employee orientation process with a focus on customer service to effectuate
improvement in HCAHPS.
• The Human Resources Department served as the pilot sight for the new HRIS and Payroll
operating system.
• Implemented a Medical Center wide revision of all job descriptions and evaluations.
• Reduced turnover by 12%, and reduced contract staff by 95% within first year.
• Medical Center Champion for the Studer programs, and coordinates the activities of all customer
service teams.
• Improved the image of the Human Resources department by being visible in the hospital, medical
offices and service centers, maintaining an open door policy that encourages line staff to address
concerns locally.
• Completed 3 Joint Commission/CMS surveys with no findings, helping the Hospital to obtain the
highest score in the organization.
• Worked with Employee Health to achieve our workers compensation management performance
goal resulting in a 12% bonus return to the Medical Center in 2013, 2014 and 2015.
• In 2012, 2013 and 2014 obtained a 100% participation rate for the Employee Satisfaction
Survey and a substantial improvement in all satisfaction categories.
• In 2013 in conjunction with other members of the Administrative Team achieved a 12
percentage point top box improvement in employee satisfaction.
Director, Human Resources Southern Hills Hospital and Medical
Center
(2004 – 2008) Las Vegas, NV
Recruited to lead and coordinate all aspects of the Human Resources function, and integrate them into
the strategic development of a new facility culture.
• Managed the development of Human Resource systems, programs and processes necessary for
successful operations.
• Represented the Hospital’s interest in the negotiation of its labor agreements as well as interpreted
and managed the associated Collective Bargaining Agreements.
• Led the Human Resources Advisory Committee for Southern Hills Hospital.
• Established and coordinated the Employee Advisory Group as the central part of our Healthy
Work Environment program, to encourage continuous employee involvement and provide quality
input to the Executive Team.
• Introduced workplace Diversity concepts to Directors and line staff, as part of a corporate
initiative.
• Evaluated and enhanced the staffing systems necessary to meet patient service needs while
recognizing budgetary constraints.

3. • Identified and implemented innovative methods to continuously staff a new facility in an emerging
market.
• Developed and implemented of a salary compensation program and practices that are consistent
and maintains competitiveness in an emerging market.
• Functioned as team facilitator for the Durable Medical Equipment, Task Force.
• Served as a member of the Corporate Compensation Re-design Team, designed and recommended
the pilot implementation plan.
• Represented the Division’s interest as part of the HR redesign focus team.
• Developed the Human Resources policies and procedures in preparation for Joint Commission
review.
Director, Human Resources Community Hospital of Los
Gatos
(2001- 2004) Los Gatos, Ca
Recruited to lead and coordinate all aspects of the Human Resources function, and integrate them into
the emerging facility culture as a member of the Administrative Team.
• Managed the development of Organizational systems, programs and processes necessary for
successful HR operations.
• As a member of the Administrative team, evaluated and implemented facility programs and system
improvements.
• Served as an active member of numerous committees and task forces to improve facility
operations.
• Led/coordinated all Human Resources functions including Education/Training, Online Learning,
Worker Compensation and Employee Health.
• Quickly re-imaged Human Resources as a service to all staff.
• Evaluated staffing systems necessary to meet patient service needs while recognizing budgetary
constraints.
• Developed and implemented salary compensation program and practices that is consistent and
maintains competitiveness.
• Developed a plan to re-engineer the Human Resources policies and procedures in preparation for
Joint Commission review.
• Used Employee Health to effectively manage Workers Comp claims to lower the Medical Center’s
experience rating.
Divisional Human Resources Manager County of Riverside
(2000 – 2001)
Riverside, Ca
Recruited to lead the change effort associated with the implementation of an organization wide
Enterprise Resource System.
• Developed/Managed the program to train county employees in the operation of PeopleSoft pre and
post implementation.
• Regularly met with department managers and Local Elected Officials to inform and coordinate
implementation activities.
• Assisted departments in realignment activities and staff preparation for implementation of
PeopleSoft.
• Developed a plan to involve departments with re-engineering activities after system deployment.
• Coordinated countywide communications programs related to system preparation and awareness.
• Developed processes to evaluate user readiness skills prior to and after training.
• Recruited and managed a team of development and training professionals.

4. VP of Human Resources A.C. Santos Trucking and Equipment
(1997 – 2000) Pampanga, Philippines
Recruited to develop a five-year plan to diversify the company, streamline operations, and continue the
company’s expansion in a financially sound manner.
• Implemented procedural changes that generated an 18% reduction in monthly operating cost.
• Designed and initiated the company diversification and coordinated associated goals for expansion.
• Designed and implemented compensation and benefit programs for staff and management.
• Optimized the utilization of Staff and Materials by clarifying duties, tasks and equipment use.
• As the internal consultant, led the re-organization of work teams and how work was assigned on
projects.
• Initiated strategies to improve the recruitment and retention of qualified staff.
• Implemented plan within three years
Operations Analyst / Senior Consultant Kaiser Permanente
(1996 – 1997) Oakland, CA
Promoted to manage a multi-disciplinary group project, which identified and evaluated systems,
functions, and processes necessary for a hospital merger. Equipment, human resource needs, space
requirements, short-term cost, and timetables were addressed for eleven separate departments or
functions.
• Successfully negotiated partnerships with local hospitals to accept Kaiser emergency patients and
inpatients.
• Established operational and data processes as part of alliance partnerships.
• Efficiently directed multiple teams with diverse interests to a common goal.
• Interpreted the law and contracts pertaining to due diligence procedures.
Support Services Director Kaiser Permanente
(1995 – 1996) Richmond, CA
Promoted to implement the strategic business plan for support services functions.
• $35,000,000 budgetary responsibility over capital equipment expenditures.
• Established business direction for fourteen departments, in addition to responsibility for
construction management.
• Managed the contract and move to a new facility and managed the accreditation process.
• Over saw the team development of departments to create a seamless Support Services function.
• Introduced a change in staffing patterns, saving 8% in annual payroll expenses.
• Assisted in implementing The Inventory Management System, used to digitally track orders,
automatically update inventory, and charge the proper department.
Human Resources Director Kaiser Permanente
(1980 – 1995) Richmond, CA
Promoted to provide strategic direction in succession planning, recruitment and retention, and
coordination of education and training efforts. Managed functions of payroll, Equal Employment
Opportunity, employee health, diversity management, and transportation management. Additional
responsibilities included disaster planning, community relations, volunteer services, and the School of
Radiology budget.
• Co-founder of the Kaiser Permanente School of Radiology, resulting in recruitment savings of
$400,000.00/year.
• Provided active leadership in Compensation, Labor Relations, Benefit Administration, Risk
Management, Education and Training, Information Management, Employee Assistance, and
Security Management.

5. • Introduced Targeted Selection process, dropping the turnover rate from 43% to 8% in six months.
• Initiated the HR function’s move to an Information Technology format at Kaiser Richmond.
• Implemented a Labor/Management team approach to improve hospital customer service.
• Key player in designing a Modified Duty program.
ADDITIONAL INFORMATION
Past President of the Laughlin Rotary Club – 2011-2012
Member, Northwest Arizona Human Resources Association (SHRM Chapter) – 2008-2011
Member, California State Taskforce for Literacy – 1989-1991
Board of Directors, Kaiser Permanente School of Allied Health - 2001-2012
Chair, Private Industry Council - 1987-1991
Chair, Western Job Training Association - 1989-1991

6. • Introduced Targeted Selection process, dropping the turnover rate from 43% to 8% in six months.
• Initiated the HR function’s move to an Information Technology format at Kaiser Richmond.
• Implemented a Labor/Management team approach to improve hospital customer service.
• Key player in designing a Modified Duty program.
ADDITIONAL INFORMATION
Past President of the Laughlin Rotary Club – 2011-2012
Member, Northwest Arizona Human Resources Association (SHRM Chapter) – 2008-2011
Member, California State Taskforce for Literacy – 1989-1991
Board of Directors, Kaiser Permanente School of Allied Health - 2001-2012
Chair, Private Industry Council - 1987-1991
Chair, Western Job Training Association - 1989-1991