1. STACY M. HOWARD, R.N., MHA, MBA
stacymhoward@gmail.com
EXECUTIVE LEVEL SUMMARY
Experienced Market CEO, CNO, Service Line Director, Clinician, and Administrator with demonstrated skills
and proven successes in developing and implementing strategies; planning, organizing, directing, and
managing current operations, and planning for future growth while ensuring responsible use of fiscal
resources and the delivery of high-quality, cost-effective patient care to the community. Responsible for
the development and implementation of key strategic initiatives while assisting senior level healthcare
executives deal with core business challenges to ensure success of the facility. Provide hands on
management style with the ability to partner, build relationships, lead, and motivate others. Additional
strengths in product standardization, utilization, leading performance improvement teams enhancing best
practices, and redesigning patient care processes to improve care such that quality and safety outcomes
are improved and expenses are reduced. Maintain emphasis on patient safety and product quality while
ensuring integrity in the evaluation process of products and services. Project management, facilitation,
and analytic support for a broad range of initiatives and projects focused on clinically related activities at
the system and local level. Twenty years of experience in nursing specializing in Critical Care and
Healthcare Administration.
EDUCATION
RN - Lutheran School of Nursing, St. Louis, Missouri
BS, Business Administration - Lindenwood University, St. Louis, Missouri
MHA - Lindenwood University, St. Louis, Missouri
MBA - Lindenwood University, St. Louis, Missouri
PROFESSIONAL EXPERIENCE
Executive Healthcare Consulting, LLC – Founding Member – May 2014 to Present
Providing consulting services to the Healthcare industry bringing expertise in revenue enhancement,
expense reduction, and clinical transformation solutions.
Kindred Healthcare, Inc. – Market CEO, Kindred Hospitals – Kindred Hospital St. Louis, Kindred
Hospital at St. Anthony’s, and Kindred Hospital at Mercy
December 2011 – April 2014
Kindred Healthcare, Inc. is a healthcare services company that through its subsidiaries operates hospitals,
nursing centers, home health services, hospice and non-medical home care, and a contract rehabilitation
services business.
Highlighted Accomplishments:
• Hired and lead new senior leadership team.
• Returned Kindred-St. Louis to profitability moving from a YE12 deficit to a YE13 EBITDA of 1.1M
over budget.
• Locally lead the opening Kindred’s new LTAC at Mercy Hospital.
• Converted Kindred-St. Louis to a non-smoking facility.
• Increased the Average Daily Census from 16 to 35 by replacing underperforming staff, improving
patient care, repairing relationships and Kindred-St. Louis’ reputation with area hospitals,
physicians, and the public.
• Reduced Drug Cost Per Patient Day from $130/PPD to $85/PPD through an Antibiotic Stewardship
Program, Therapeutic Equivalent and Formulary Review Process.
• Successfully lead 3 facilities through Joint Commission Hospital and Lab Surveys.

2. • Reduced Supply Cost PPD from $110 to $70.
• Increased Revenue by increasing Case Mix Index (CMI) via adding a Procedure Room and
performing procedures such as Bedside Percutaneous Tracheostomies (PDT).
• Started in-house ACLS and BLS training programs across market.
• Increased education and training for all nursing staff including the development of a simulation lab.
• Changed hiring practices from LPN to hiring only RNs via nursing recruitment fairs and hiring
bonuses and fought for corporate scholarships for currently employed high-performing LPNs
• Re-opened Kindred-St. Louis’ High Acuity Unity by hiring and training experienced ICU nursing
staff.
• Reduced call button response times by 32% through staff development.
• Started monthly Celebrations and Town Hall Meetings to report the progress of the Journey to Zero
Campaign. Celebrated staff Birthdays and returned the Employee of the Month Program to
increase staff buy-in, shift the culture to a positive environment, and job satisfaction scores
• Worked with Director of Facilities Management to address physical plant issues.
• Lead Performance Improvement Action Plan re Infection Control, Medication Management, and
Privacy Issues to favorable validation in State Survey. Obtained the first ‘clean’ survey for
Kindred-St. Louis in 7 years.
• Started a new campaign, “Journey to Zero” with the goal to reduce to Zero, Hospital-Acquired VAP,
UTIs, Fall Injuries, and Pressure Ulcers, Blood Stream Infections, Agency Utilization, Employee
Injuries, and STAC Returns.
Campaign Results included:
o Decreased Hospital-Acquired VAP rates to Zero for 14 consecutive months
o Decreased Hospital-Acquired CUDI rates to 2 reported instances in 2012, now averaging
0.68/PPD
o “Falling Stars” fall prevention program increased reporting transparency which initially
increased reported falls and fall injuries, but through training, fall risk assessment, and
improved use of fall and injury prevention equipment decreased reported falls by 16% and
reduced injuries from falls by 56%.
o Reduced Hospital-Acquired Pressure Ulcers to Zero for 9 consecutive months.
o Reduced BSI from 3.3% PPD to 1.7% PPD
o Cut Agency Nursing Hours to Zero for the Kindred-St. Louis facility for 13 consecutive
months saving an average of $85,000 per month.
o Directed and involved in Action Plan when Employee Injury was reported and shifted culture
to emphasis workplace safety.
o Cut STAC returns by 37%.
o Started a nursing float pool program between the 3 Market LTACs and 1 IRF, which further
decreased agency hours to zero across the market.
• Reduced Food Service costs by 19% and improved food quality through outsourcing dietary
services.
Responsibilities:
• Promote healing, provide hope, preserve dignity and produce value for each patient, resident,
family member, customer, employee and shareholder served.
• Identify needs of service region. Plan, direct, and control all functions of the hospital in keeping
with the Governing Board's policies and regulatory guidelines. Enforce strong leadership skills to
ensure efficient, economical and effective utilization of hospital resources.
• Ensure that quality, safe, and cost effective health care is provided by the acquisition, utilization
and organization of human, financial, and physical resources and develop improved techniques and
practices.
• Establish long-range plans to support the hospital's values, vision, and general objectives.
• Organize hospital functions through delegation of duties, appropriate departmentalization and
maintaining accountability from managers.
• Recommend hospital policy positions to the Governing Board regarding legislation, government,
administrative policy and other public policies.
• Design and implement an effective Business Plan to meet hospital occupancy goals and objectives.
• Recommend personnel policies to support patient care and ensure that accurate and complete
personnel records are maintained.
• Review and act on inspecting agencies' reports.

3. • Lead Care Management team including assuring patient placements, length of stay requirements,
and clinical and social needs of patients are meet.
• Work with marketing team to increase admissions and work to build relationships with physician
groups and area hospitals to ensure successful fulfillment of admission goals.
• Prepare annual budget including internal financial controls.
• Integrate the hospital with the community through effective communication and public relations.
• Maintain professional affiliations to enhance professional growth and remain current with the latest
trends in hospital administration.
ROi – Operating Division of the Sisters of Mercy Health System, (Mercy) St. Louis, Missouri.
June 2009 – December 2011.
Mercy is one of the largest Catholic healthcare systems in the U.S. with 29 acute care hospitals, 2 heart
hospitals, 1 rehabilitation hospital, and 375+ physician offices and clinics. ROi is an operating division
Mercy and is a $300M Healthcare Supply Chain Organization. ROi’s expertise lies in four core areas:
Collaborative Services, Integrated Sourcing Solutions, Consulting Services, and Manufacturing.
Director of Utilization, Surgical and Medical Products & Services
Serve as the Clinical Leader and Chair of Mercy system wide Core Nursing and OR Service Lines. Key
member of contracting vertical with a $100M portfolio serviced by a team of sourcing and clinical
professionals. Team is also responsible for the development, launch, and management of the Mercy
private label product portfolio. Coordinate and analyze clinical trials at the health system level to gain
system wide approval, acceptance, and compliance of all surgical and medical products. Decision maker
that always keeps patient outcomes, safety, and value in the forefront. As the Clinical Leader for our
Service Lines, I am in our facilities working hand in hand with physicians, nurses and co-workers of all skill
sets. Provide support for long-term and short-term strategic planning. Work closely with Mercy Revenue
Management to remain current on payer and reimbursement changes and assist with the development of
new reimbursement strategies for the Mercy System.
• Initiated, negotiated, and implemented the largest medical surgical contract in the history of ROi:
$73M, seven year Suture and Endomechanical agreement with Covidien in 2010. Lead largest to date
clinical evaluation/trial across Mercy and touched over 3,000 physician evaluation forms to gain
support to move away from Ethicon products to Covidien resulting in a $17M savings.
• Provide clinical leadership for the Mercy private label portfolio with $10M in annual sales.
• Led savings initiatives totaling $4.5M in FY10 for Sisters of Mercy in the OR and Med-Surg Service
Line.
• Lead Reprocessing Program for the Mercy System. Under my leadership, the Program went from
$197K annually to $1.7M in annual savings for the Mercy System. Work directly with surgeons,
cardiologist, electrophysiology and front line nursing staff to educate, gain support and buy in for this
Mercy wide key initiative.
Provide leadership as the Executive Chair of the following clinical service line councils: OR Service Line,
General Medical-Core Nursing, Wound Care, and Respiratory through the integration of the
multidisciplinary team concept to establish best practices, select products, and implement quality and
efficient initiatives across the Mercy System. Act as the liaison for these groups to the Mercy Safety
Center, Infection Control Team, and Chief Nursing Officers across the system of 29 hospitals.
PERFORMANCE CONSULTING: Guide, support and promote a multidisciplinary model of physicians, nurses,
clinicians, other care providers and leaders from across the enterprise. In this structure, with the purpose
of:
1. Clinical Optimization/Standardization: Guides, supports and promotes the continuing optimization
of the clinical technology and products implemented or standardized across Mercy. This includes
identifying strategically focused functionality changes, co-worker and physician education needs,
system wide policies and controls. Focus process improvements and standardization of products

4. and processes across all facilities to improve coordination and maximize the return on Mercy’s
investment while enhancing the quality, safety, and service of clinical care, adherence to evidence
based practice and practical support to the physician and co-worker.
2. Clinical Practice: Provides the background, research, and direction for defining best practices,
implementation strategies, and success measures.
3. Clinical Reporting: Provides oversight for the development, definitions, reporting, and automation
of Clinical Quality, Patient Safety and Personal Service measures. These measures and reports
are used internally to guide clinical decision-making and performance practice improvements or
for external reporting associated with value payments or benchmarking efforts. These measures
will represent outcomes across the continuum of care.
4. Emerging Clinical Technology: Oversees and recommends courses of action for procurement
and/or adoption of clinical innovation and new technology. The committee services to promote
and foster technological advances in keeping with both the medical standard of care and Mercy’s
strategic plan and mission statement.
MEDASSETS SUPPLY CHAIN SYSTEMS, INC., St. Louis, Missouri • August 2007 – March 2009
MedAssets is the nation’s third largest GPO with nearly $15 billion in purchasing power for the healthcare
industry generating gross administrative fees of $120+ million. MedAssets serves 115+ healthcare
systems and integrated delivery networks (IDN), 2,400 acute care providers, and 30,000 alternate site
providers.
Executive Director Clinical Supply Chain
Charged with developing, implementing, and managing the Group Purchasing Organization (GPO)
agreements for clinical supply chain and some physician preference items (PPI). Provided leadership and
service line consulting within the business unit to lower cost and increase the utilization of commodities,
medical devices, physician preference devices, capital equipment, and purchased services.
Serve as Team Leader for a companywide process improvement project. Fulfill the role as clinical subject
matter expert on multiple projects as they relate to:
• Improving supply chain economics as a result of cost avoidance related to Hospital Acquired
Infections (HAI’s) and specific ‘Never Events’ being implemented by CMS and other insurance
payers.
• Improving clinical outcomes with new products and new technology.
• Improving supply chain economics as the result of utilization control and product standardization
initiatives and providing consulting programs that enable healthcare providers to maximize
efficiency and cost-effectiveness in supply chain management to bedside.
Chair the Surgical Service’s and Respiratory Advisory Committee; hold quarterly meetings supplemented
by monthly conference calls.
ASCENSION HEALTH, St. Louis, Missouri • 2002 – August 2007
Ascension Health is the nation's largest Catholic and largest nonprofit health system. Owner of 67 acute
care hospitals who serves patients through a network of hospitals and related health facilities providing
acute care services, long-term care, community health services, psychiatric, rehabilitation, and residential
care.
Director of Clinical Standardization, Clinical Excellence
Responsible for guiding and supporting the implementation of the Clinical Excellence initiatives at the
corporate level in partnership with the clinical and administrative teams across all 67 Ascension Health
facilities. Consulted senior level executive healthcare leadership teams with the focus on improving
operations and identified ways to provide high quality, cost-effective patient care. This work included
redesigning patient care processes to improve care such that quality and safety outcomes are enhanced

5. and expenses are reduced. Conduct productivity benchmarking assessments, developed staffing plans,
development recruitment strategies. Ensure the ongoing project management, facilitation, and analytic
support for a broad range of initiatives focused on clinically related activities at the corporate and local
levels assuring management of quality improvement and productivity enhancement to make certain that
such activities are coordinated within the division and across other strategic areas to minimize duplication
of effort and to maximize output. Recommended policies to support excellent patient care that will support
the changes to Medicare reimbursement plans that would take place in 2008. These safety no-injuries
initiatives are being implemented across all 67 Ascension Health facilities. Examples of the new guidelines
are: no tolerance for hospital acquired pressure ulcers, surgical site infections, ventilator acquired
pneumonia, and falls.
Co-Chaired with the Ascension Health Corporate CMO a system wide Cardiovascular Team in the pursuit of
achieving top ten percent national quality recognition status. CMO and I directly managed the physician
cardiovascular service line from a system level. This was achieved by monthly conference calls and face to
face quarterly meetings. Worked together to develop and expand Cardiovascular Service Line clinical
programs in areas such as cardiac catheterization laboratories, electrophysiologic laboratories,
cardiovascular endovascular suites, cardiovascular and vascular surgery services. Directly negotiated
system wide contracts to include capital equipment, implantables and high cost physician preference
items.
Directly negotiated contracts at a national level for capital initiatives including beds and surfaces and IV
pumps. Sat on the EMR Committee tasked to develop a multi-phase/year project that spanned across the
entire health system. Provided leadership for the clinical system group while supporting the mission,
values, and objectives of the system during implementation and management of clinical information
systems, clinical transformation to the electronic health record. Served as subject matter expert on
project management methods, training, and application. Worked closely with IT development teams to
develop implementation plans for various best practice software applications. Participated in testing
activities.
Developed training programs to meet individual facility needs, as well as training plans for system-wide
users when appropriate. Developed training plans for individual users for classroom, on-site, and online
(remote) training programs. Continuously assessed training programs through a variety of means,
including participant surveys, to enhance the client experience and improve internal productivity and
efficiency. Created, updated, and maintained training and reference materials. Proactively identified and
managed implementation issues and risk. Developed constructive solutions and recommended specific
courses of action. Participated in knowledge transfer on the use of software products in all aspects of
testing phase to ensure a quality productive use outcome. Worked with cross-functional teams to solve
complex issues and utilize best practice methodologies, tools, and techniques to improve effectiveness of
deliverables and efficiency of deliverable preparation.
Acted as a liaison with other Clinical Directors with the primary objective of standardization through
practice, product, and process. Ensure clinical excellence by reducing supply expenses impacting product
selection, testing and evaluation, due diligence, implementation, and product processes through clinical
evidence based practice.
Collaborated with Ascension Health Ventures (AHV), the strategic venture-investing subsidiary of
Ascension Health, to identify companies that offer healthcare related products, services, or technologies
that represent potential breakthroughs in healthcare.
Developed a Bariatric Tool Kit and served as the project lead in Ascension’s e-learning modules. Both
products continue to be used across the Ascension system.
Supply Chain Specialist/General Medical
Directly negotiated contracts with suppliers at a national level as Ascension Health entered into their own
national agreements with vendors in select product and service categories, leveraging the system’s
purchasing volume and contract commitment to reduce supply expenses and improve services for the
largest not-for-profit healthcare system in the United States. Served 67 hospitals in 20 states
representing $2.6 billion in spending on services and supplies to help more than 100,000+ physicians and

6. associates best serve the patient population. Actively participated on Group Purchasing Organization
subcommittee and represented Ascension Health in their decision making process.
Developed a Single Use Device reprocessing initiative. Collected data, wrote the initiative manual,
implemented the plan achieving 90% compliance during the first year resulting in $5 million in revenue.
The initiative continues today with an annual revenue stream estimated to be in excess of $6.5 million.
In collaboration with the Director of Contracting, orchestrated and facilitated management of all the
existing agreements, and the development of all new Medical Surgical related agreements. This included a
contracting portfolio of 300+ contracts for Medical Surgical related services and products.
Chaired the Medical Surgical Service Advisory Council and Value Analysis Teams at a national level to
evaluate purchasing opportunities that were comprised of cross-sectional representation of clinical and
supply chain leadership to identify opportunities to meet upcoming savings targets.
VENCOR HOSPITAL, St. Louis, Missouri (acquired by Kindred Hospital) • 1998 - 2002
Vencor, St. Louis is a long-term acute care specialty hospital with 60 beds, including a five-bed ICU and a
four-bed hemodialysis unit. The hospital specializes in using a multidisciplinary team approach to care for
patients with multi-system failure.
Chief Nursing Officer
Responsible for ensuring that high quality nursing services were provided. Directed and coordinated
functions and activities of the nursing department consulted with and advised the CEO on the day-to-day
operations. Developed department goals, objectives, and standards of performance, policies and
procedures. Organized the nursing department according to administrative and nursing guidelines. Full
range of management duties including staff supervision (80+ staff members), budget preparation and
analysis, review financial outcomes, work towards enhancing quality outcomes, CQI, contract negotiation,
and pre-certifying procedures and care of the acute needs of the critical care patient in multi-system
failure. Worked with interdisciplinary teams to provide personalized care to each patient. Recruited,
trained, and supervised all nursing personnel. Provided analysis of financial data related to provider
reimbursement and cost of care, while making clinical assessments to assure appropriate levels of care.
Conducted clinical review for managed care cases. Developed and implemented policies and procedures in
compliance with JCAHO and State Survey Teams for a 60 bed acute care hospital which provided care for
the ICU, Telemetry, Med-Surg, dialysis, and physical rehabilitation for the catastrophically ill Ventilator
dependent and Complex Wound Care patient in a for profit healthcare setting.
EMSA CORRECTIONAL CARE, West Palm Beach, Florida (acquired by Prison Health Service, Inc.)
1994-1998
COO and Health Service Administrator
Responsible for a multi-million dollar contract to provide healthcare for 2500+ inmates for four facilities in
the county jail system. Organized, developed, directed, and evaluated all levels of care provided
throughout the health organization within a correctional care setting. Oversee various levels of medical
staff including Medical Director, Director of Nursing, and front line staff. Provided day-to-day operations
management of the medical units with 24-hour accountability of management duties. Assured compliance
with contract of Patient Bill of Rights and lead the strategic planning dedicated to improve the quality of
life and to optimally care for those inmates with chronic illness.

7. Patient Care Initiatives: Under my leadership the Clinical Services Department partnered with West
Palm Beach County to implement industry-leading Case Management and Disease Management Initiatives
to improve the overall health of the inmate population. These initiatives utilized evidence-based practices,
advanced clinical tools, and collaborative multi-discipline approaches to promote more effective and
efficient care. Both initiatives resulted in improved patient outcomes that meet or exceeded clinical care
standards.
Case Management: This initiative was designed to follow the inmate through all outside hospital
stays and involved a collaborative process of assessment, planning, facilitation, and advocacy for
options and services to meet an individual's health needs through communication and available
resources. Another goal was to promote quality, cost-effective outcomes while maintaining the
highest level of security.
• Coordinate, evaluate, and monitor care services from all care providers whether PAR or non-
PAR.
• Negotiate appropriate reimbursement for services and equipment for non-PAR providers.
• Maintain accurate, timely, and hold confidential all personal health information.
• Approve medically necessary services and equipment that required prior authorization for
reimbursement utilizing the appropriate medical criteria.
• Prepare cases for services not meeting medical necessity criteria for referral to the Medical
Director for review and final determination within the required review timeframes.
• Provide notification of review determinations within the appropriate timeframes following
policies and procedures.
Disease Management: This initiative was designed to improve the overall health of the diabetic,
cardiac, TB, and HIV population. The primary focus was collaborative medical management approaches
to complex cases to reduce the incidence of complications. Evidence-based guidelines for chronic
illnesses were utilized and outcomes were monitored and evaluated by a team of nurse and physician
specialist as needed. These comprehensive services included medical, dental, nursing, imaging,
behavioral health, and pharmacy services.
Through evidence-based practice, case and disease management, and quality leadership, healthcare often
exceeded community healthcare standards. Under my leadership we achieved and maintained
accreditation from the National Commission on Correctional Healthcare. NCCHC is an independent
organization that revises their standards on a regular basis and offers voluntary accreditation to prisons,
jails, and juvenile facilities. We were also awarded national accreditation by the American Correctional
Association (ACA) as evidence of the superior care provided to the inmate population.
STAFF AND CHARGE NURSE POSITIONS 8 years Emergency Department, 2 years ICU, and Med/Surg
Units with direct patient care experience.
Professional and Personal References available upon request.