Senior Healthcare Executive | CEO

Background

Roger Barnhart

 
Roger Barnhart , MHA, LNHA

Roger Barnhart, MHA, LNHA

Roger has more than 20 years of experience within multiple healthcare settings. Senior Healthcare Executive who blends financial and leadership acumen to drive growth of rural healthcare organizations, including hospitals, skilled nursing facilities and home health agencies. Generated $12M in total cost savings across career by developing quality improvement initiatives within departments and across continuum of care. Recognized for building high-performing teams that outpace the competition and collaborating effectively at all levels.

Overview

Working within the value-based care continuum, developing collaborative environments for transformation of the care delivery system – improving quality and satisfaction scores for shared savings at reduced cost.

Executive Experience: Rural/Urban Health | Acute Care | Skilled Nursing | Home Health | Primary Care | Mental/Behavioral Health

Administrative Oversight: Strategic Planning | Business Development | Population Health Management | Organizational Expansion | Financial Sustainability | Process/Protocol Implementation | Marketing/Communications | Grant Funding

 
 

Work Experience

 
 

Principal & Consultant (2015-Present)

Barnhart Consulting
Provide interim C-suite leadership to skilled nursing facilities and rural hospitals through short and long-term engagements. Leverage administrative and operations management expertise to deliver strategic advisory services to hospitals and nursing homes. Areas of focus include patient and family-centered care models, revenue cycle management and community partnerships.

  • Served as Executive Director at a mental/behavioral health facility that had recently received two Immediate Jeopardies (IJs). Cleared IJs with the state; implemented annual survey preparation; received four low level desk reviews and successfully cleared a federal survey.

  • Converted 50-bed rural nursing home into 25-bed resident care home through Home and Community Based Services and Veterans Administration to ensure sustainability for community services.

  • Consulted with a rural health system prior to pursuing district bond for an additional $600K annually. Operational analysis yielded $1M+ cost savings and eliminated need for additional bond.

  • Created a community planning, grant-based health/wellness initiative through a collaboration with local hospital’s diabetes, cardiac and ortho programs, skilled nursing rehabilitation facility, local wellness facility and farmer’s market.

  • Developed strategy to improve health system’s HCAHP scores and reduce employee turnover for both acute care facility and nursing home. Empowered ad hoc group of front-line staff to create initiatives for patient/family engagement that helped to decrease turnover by 4%, increase satisfaction from two to four stars in the nursing home and lift satisfaction by 25% on the acute side.


Chief Executive Officer/Administrator

Ashland Health Center, Ashland, KS (2013-2015)
A $15M comprehensive community health system, comprised of a 25-bed Critical Access Hospital, 45-bed skilled nursing facility, senior services unit, an independent living apartment complex, rural health clinic and home health services. Recruited for three-year contract to execute financial turnaround and secure approval for bond to fund new 42,000-square-foot health center. Direct reports: 12, with oversight for 100 FTEs. Annual operating budget: $15M.

  • Set and executed strategy to successfully pass a $15.1M community bond for construction of a new 25bed hospital by 70/30 margin. Personally wrote and secured $1M in local, state and federal grants to offset soft costs.

  • Right-sized facility from 46 to 25 beds without eliminating services. Converted LTC to swing-bed licensure.

  • Created PRN nursing program, which slashed annual agency staffing from 23% to 4% and saved $245K.

  • Reversed $700K+ in operational losses at health center by integrating new policies/procedures and addressing issues with billing, co-pays and AR for services provided. Overhauled admissions process from clinic to lab, Emergency Department and inpatient.

  • Implemented payment and process improvement procedures throughout revenue cycle to address nopays and bad debt. As a result, decreased accounts payable by 18%+ and liabilities by 35% in less than two years. Effort offset $500K+ revenue losses within nursing home.

  • Introduced training protocols for patient care staff and decreased workman’s compensation claims by $125K+ annually system-wide.

  • Generated $500K in savings by implementing productivity standards and cross-training initiatives for support and patient care staff, as well as increasing swing-bed utilization within Critical Access Hospital. Break-even was projected for first year, with positive revenue anticipated in second year.


Regional Director of Strategic Operations/Continuum of Care

Carondelet Health, Kansas City, MO (2010-2013)
An integrated healthcare delivery system, comprised of 456 beds across two hospitals, a home health agency, and three skilled nursing rehabilitation and long-term care units. Brought in for newly created role to develop cohesive network across continuum of care—900 providers strong— Charged with reducing re-admission rates, improving quality satisfaction scores two years before federal penalties went into effect for hospital readmission and addressing care gaps. Reported to CEO.

  • Delivered $2M+ in new annual revenue for continuum providers.

  • Reduced readmissions by 8% reduction within three years and increased HCAHP/quality scores by 4% on average for preferred providers after establishing transition of care services for continuum providers. Strengthened oversight as patients transitioned to different levels of care.

  • Established preferred provider network and implemented transition of care protocols, creating administrative efficiencies and eliminating poor-performing providers to improve quality and patient satisfaction. Effort decreased operations costs within two years.


Marketing Manager

Children’s Mercy Hospitals and Clinics, Kansas City, MO (2000-2010)

Regional Marketing and Business Development Representative

Women’s Health Clinics, Overland Park, KS (1998-2000)

Director of Operations, Marketing and Business Development

Sensitive Home Care, Liberal, KS (1995-1998)

 

Education

WEBSTER UNIVERSITY
Master’s degree in Healthcare Administration (MHA)

FORT HAYS STATE UNIVERSITY
BS, Business Communications

Credentials

Liscensed Nursing Home Administrator, KS

American College of Healthcare Executives, FACHE (in progress)

Memberships & Affiliations

  • American College of Healthcare Executives (KS Board Member)

  • Kansas Hospital Association (Previous Communications Board Member)

  • KC Transitional Care Resource Group (Previous Board Member)

  • American Hospital Association

  • National Rural Health Association

  • Society for Healthcare Strategy and Market Development

Community Activities

  • Community/Economic Development Group (Strategic Growth Member)

  • Youth Baseball and Wrestling (Coach)

  • Vacation Bible School (Volunteer)

  • Men’s Weekly Bible Study (Host)