GAVIN M.

LATNEY, MSPH
908 Brookmont Lane (757) 724-4050 Cell
Chesapeake, VA 23320 (757) 714-8210 Home
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PROFFESSIONAL SUMMARY
SENIOR LEVEL MANAGEMENT with a proven track record in operations management of e
mergency services, diagnostic services, ancillary and support services, faciliti
es planning as well as a strong management background in health information syst
em and physician relations. Most recent experiences include ambulatory managemen
t, business development, planning, forecasting, contract negotiation, program de
velopment, and foundation and endowment relations. Managerial strengths include
oral and written communication, organizational development and process improveme
nt utilizing Lean Sigma, financial and fiscal management, emergency preparedness
/recovery, and customer service.
PROFESSIONAL EXPERIENCE
08/2007- Present Chesapeake Regional Medical Center, Chesapeake, VA
Service Line Administrator of Emergency and Ambulatory Services
Responsible for the planning, organization, and directing of all activities rela
ted to the clinical qualities and daily operations for emergency services and am
bulatory diagnostic and surgery center including ancillary and support departmen
ts. Also responsible for an operation budget of $38 million which includes 5 dir
ect report and 198 staff employees.
Accomplishments:
* Jennings Surgery and Outpatient center developed strategic plans to improve t
he financial operations focusing on labor, customer service, and revenue improve
ment through census growth, early and pre-registration, and new program developm
ent (Women's Center, Optometry and Optical Center and Dentistry).
* Implemented programmatic changes to increase diagnostic radiology volumes by
15%.
* Directed the successful completion of a $9.0 million dollar 19,000 square foo
t emergency department project and $1.0 million dollar renovation Women's and De
ntistry Center. All projects completed on time and within budget.
* Increased and maintained customer satisfaction scores of 92% for emergency se
rvices and customer satisfaction scores of 95% for the Jennings Center.
* Improved STEMI time (door to balloon) from 140 minutes to 73 minutes as a res
ult Chesapeake Regional Medical Center as the only accredited program in the Tid
ewater Area.
* Fostered positive relationships with government and community leaders, medica
l leadership and the board of trustees.
* Collaborated with the Revenue Control Committee to improve IV Infusion stop a
nd start time which provided better coding results and increase the hospital rev
enue by 8%.
* Revised the Emergency Medical Services Transport contract that included quali
ty performance measurements which improved customer satisfaction, LOS and operat
ion flow.
* Discovered that the ED was losing an average of $5300 a month in revenue rega
rding I & D and Suture Kits. Designed a new charge ticket to capture that lost r
evenue.
* Regarding the Information System had the Ollie script updated and scrub to co
rrect the subscriber name and address on the backend of OAS Gold which mean that
the bills and correct addresses could be updated real time for correct billing
information and charges.
09/00-08/07 Howard University Hospital, Washington, DC
Administrative Director of Emergency Department
Manage a $21 million dollar operating budget for 37 beds Level One Trauma Emerge
ncy Department with a census of 50,000 annual visits. Manage 2 direct reports an
d 70 employees consisting of Nursing, Radiology, Registration, Environmental Ser
vices, Security, Residents and Physicians.
Accomplishments:
* Developed a three year strategic plan for continuous quality improvement proc
ess and operation development. Developed cost reduction strategies for billing d
epartment and specifically for the Emergency Department to capture medical charg
es and provided financial counselor service to potential self-paid and uninsured
patients, estimated a positive cash flow of $400,000 dollars. Program reduced t
he hospital self-pay from 38% to 27%.
* Improved emergency department turnaround time by 5% for a cost savings of $30
,000 within the first year of managing the operation. Directly, responsible for
improving and increasing patient satisfaction from 50% to 75% cumulated by Press
and Ganey. However, employee satisfaction increased from 75% to 95% compiled by
AON.
* Collaborated and developed protocols and standing orders for Fast track and t
riage area.
* Wrote proposal that awarded a $2.0 million dollar Occupational Health contact
from MEDCOR Corporation.
* Wrote grant that awarded HUH $600,000 for Mass Decontamination Preparedness P
roject.
* Equal Employment Opportunity Investigator for the University and Hospital.
* Implemented the 15/15 program. In detail patient would be triage within 15 mi
nutes of arrival by a nurse followed by a physician or physician extender 15 min
utes thereafter.
08/98-09/00
Management Analyst
Responsibilities included providing project management and technical support in
all of major operating areas of the hospital and home health. This entailed gath
ering user requirements for all information systems applications. Developed and
supported efforts during pre and post implementation of information systems proj
ects.
Accomplishments:
* Lead planning, design and successfully installed 14 different software applic
ations, which increased labor productivity by 30%.
* Developed a Microsoft Training Program for end users improving employee job s
atisfaction by 80% and saving the hospital $100,000 a year.
12/97-08/98 Brookwood Medical Center, Birmingham, AL
Associate Director of Environmental Services
Responsibilities included the operation and managing of Environmental Services,
Laundry and Security providing supervision of 60 full-time employees and 26 part
-time employees. Coordinated the daily activities of housekeeping operation to e
nsure that the Ambulatory Care Center maintained its cleanliness, attractiveness
and orderly conditions.
Accomplishments:
 * Reduced retention of staff turnover by implementing employee moral programs i
ncreasing labor productivity by 25%.
* Reduced customer complaints by implementing an employee code of cleanliness a
nd checkpoints for environmental procedures.
* Established a linen committee, which reduced linen utilization by 10%.
* Implemented bed tracking system, which improved housekeeping turnaround time
by 20% for a savings of $20,000 in the first year.
01/97 - 12/97 Grady Memorial Hospital, Atlanta, GA
Member Services Coordinator
Reported to the Executive Director. Provided customer services to members, who e
nrolled with Grady Healthcare, Inc., which is a start-up Medicaid Managed Care o
rganization. Provided counseling and education to members on the interpretation
of benefits, eligibility, enrollment and other policies and procedures.
Accomplishments:
* Designed letters that are used for newly enrolled members, and expanded benef
its.
* Developed marketing plans that improved financial performance by increasing t
he number of completed Medicaid applications.
02/95 - 01/97 Norfolk Community Hospital, Norfolk, VA
Associate Administrator
Managed an $8 million Correctional Managed Care start-up operation and contracte
d with Norfolk City Jail.
Accomplishments:
* Designed employee performance evaluation processes to incorporate criteria re
flecting increased individual accountability and productivity increasing labor p
erformance and productivity by 80%.
* Designed and implemented computer networks to analyze data on healthcare serv
ices, chronic diseases and clinical outcomes.
* Developed a par system for better inventory control of pharmaceuticals and me
dical supplies. Reduced cost savings of $200,000 by decreasing medication intake
of name brand to generic brand for inmates.
06/92 - 01/95 Howard University Hospital Washington, DC
Strategic Health Planner/Facilities Coordinator
Accomplishments:
* Through marketing initiatives revitalized and improved the Renal Dialysis Pro
grams, Liver/Kidney Transplant Units and Cardiovascular Services, which increase
d the patient census by 15% and customer satisfaction.
* Negotiated Managed Care ancillary contracts that ensured 25% utilization of t
he hospital's Laboratory and Radiological Services.
* Spearheaded two successful Certificate of Needs project. The Medical Office b
uilding at a budget cost of $7 million and Employee Parking lot at a cost of $2
million.
* Developed OSHA Blood borne Pathogens Educational Program, which decreased Emp
loyees risk of handling infectious waste materials. Successfully trained 2,264 h
ospital employees.
06/91 - 06/92 Grady Memorial Hospital, Atlanta, GA
Administrative Resident
Reported to the Chief Executive Officer. All projects as assigned completed succ
essfully.
Accomplishments:
* Spearheaded marketing plans to contract with the McDonald's corporation to ex
pand there franchise services to our facility and customers.
* Developed marketing plans that lead to the purchase of Crestview Nursing Home
.
* Successfully implemented 70% of the CEO strategic plan.
* Started an illiteracy program for the Medicaid population.
* Designed Medicaid Liaison Program that increased customer participation aware
ness from 17% to 26%, which improved reimbursement revenue from 33% to 45%.
EDUCATION
1992 MPH, Health Services Administration, Meharry Medical College, Nashville, TN
1985 BS in Biology, Virginia Commonwealth University, Richmond, VA
INFORMATION TECHNOLOGY SYSTEMS
* Shared Medical Systems/Siemens (Order Entry, Financial and Patient Management
)
* McKesson
* Cerner (Clinical Laboratory)
* Meditech
* Accumed (Long-term/Sub acute)
* Vital Works (Emergency Room Tracking System)
* PICIS (Emergency Room Tracking System)
* KRONOS (Timekeeper)
* Soft Med (Medical Records)
* Delta Health System (Home Healthcare)
PROFESSIONAL ORGANIZATIONS
* National Association of Health Services Executives (NAHSE)
-2005-2007 President
-2008-2010 Treasurer
* American College of Healthcare Executives (ACHE), Member
* Health Administrator of Tidewater
* Alpha Phi Alpha Fraternity Inc.
COMMUNITY SERVICE AND AFFLIATIONS
* Tidewater Emergency Medical Services
* Southeastern Football Official Association
* Chesapeake Medical Reserve Corps
* Virginia Beach Economic Development
* Coach Youth Basketball for YMCA
PUBLICATIONS
* EMTLA Final Revisions, NAHSE Notes, Winter 2004
REFERENCES
Available upon request