Diane E.

Holmes
50 Plymouth Avenue
Swampscott, Massachusetts 01907
Telephone: 781-595-4511
[1]dh96cbe0@westpost.net
EDUCATION:
Master of Health Services Administration, The George Washington
University, Washington, DC.
Bachelor of Arts, Smith College, Northampton, Massachusetts
EXPERIENCE:
CHIEF ADMINISTRATIVE OFFICER
Evans Medical Foundation - Boston University School of Medicine - 2008
- Present
* Responsible for day-to-day operations and finances of a 400
physician General Internal Medicine and Medicine Subspecialty
academic medical group affiliated with Boston University and
Boston Medical Center. Annual budget including research funds flow
to the hospital and University is $160 million. Manage 7 direct
reports and over 15 staff through a matrix organizational
structure.
* Restructured the financial accounting, billing, IT, and compliance
operations resulting in an increase in $3 million in cash
collections for clinical care delivery, within 1 year.
* In collaboration with the Section Chiefs and Section
Administrators, recruited 20 physicians in 2 years. Manage
physician compensation, IT, and all Human Resource issues.
* Facilitated implementation of 4 research Cores including cellular
imaging and high throughput screening.
ADMINISTRATIVE DIRECTOR
Department of Medicine& NSMC Heart Center, Partners Health System,
Salem, MA - 2004-2008

* Responsible for operations and program development within the

Department of Medicine (DOM) which was comprised of 13
subspecialties generating over 12,000 discharges from two
hospitals annually.
* Developed and managed, with the assistance of departmental
directors, budgets for 22 Cost Centers. Developed and monitored
business plans.
* Responsible for the day-to-day management of the 24/7 Hospitalist
and Intensivist programs. The Hospitalist program was staffed with
14 providers and served 10 + groups and numerous solo
practitioners. Program has performed to budget with benchmark
subsidy in FY05, FY06, and FY07.
* Responsible for Pneumonia and Cardiac Core Measure compliance.
Facilitated a multidisciplinary Cardiac Quality Team as well as a
Pneumonia Team who worked day-to-day to assure compliance whereby
 approximately $1 million in withhold dollars from insurance
companies was returned to NSMC.
* Systematically analyzed quality and financial metrics which
included profitability by DRG.
* Responsible for the success of the Heart Center, which included
comprehensive cardiac services within this 40 million dollar
Service Line located at 2 campuses. Managed day-to-day operations
of cardiac ancillaries and Heart Failure Program with 5 direct
reports.
* Facilitated the growth of the Cardiac Surgery and PCI program.
Cardiac Surgery volume doubled in one year. PCI volume grew to 320
procedures in 11 months resulting in over $800,000 of net revenue.
PRACTICE ADMINISTRATOR
University Medicine Foundation, Inc., Providence, RI - 2002 - 2004
* Responsible for day-to-day operations of the clinical activities
of this 130-physician non-profit academic multispecialty medical
group with locations in 20 sites.
* Prepared metrics for the Primary Care Division and high profile
physicians and programs. Assisted Division Directors in
implementing action plans to insure financial success. Action
Plans targeted savings of $100,000 for a 6-month timeframe.
* Executed marketing activities to insure growth within the clinical
practices.
* Directed human resource and Information Technology operations and
initiatives.
REGIONAL OPERATIONS DIRECTOR
Occupational Health + Rehabilitation, Hingham, MA - 1999 - 2002
* Responsible for successful day-to-day operations of six
Occupational Medicine Practices along with satellites throughout
MA and RI for this 50 million dollar for-profit company.
Identified revenue generation opportunity through incremental
business opportunities, contracts, and internal coding.
* Provided leadership for management teams through facilitation of
meetings, training and orientation and continuous improvement goal
setting.
* Executed marketing and service plans to assure effective
prospecting, client satisfaction, and maintenance of base
business.
* Increased profitability of the MA centers by over $500,000 between
1999 and 2000.
* Actualized financial turnaround by monitoring productivity,
redesigning work processes, and supporting physician and
operations management team development.
ADMINISTRATOR
University Medical Group, Inc., Providence, RI - 1997 - 1999
* Managed the day-to-day operations for this 40-physician
multi-specialty non-profit faculty practice plan. Directed all
clinics and assisted with clinical research patient care delivery.
* Transitioned the physicians from hospital-based employees to
Foundation status.
 * Created governance structure, bylaws, and employment agreements
along with compensation and benefits plan. Led the strategic
planning process.
* Developed the budget, chart of accounts, and general ledger for
this 14 million dollar self-sustaining operation. Directed all
practice based billing and collections.
ADMINISTRATOR, FLETCHER ALLEN HEALTH CARE, Burlington, VT - 1989-1996
Merger Transition Manager
o Implemented the integration of three health care organizations,
formerly Medical Center Hospital of Vermont, University Health Center,
a 160-physician group and Fanny Allen Hospital, into one new
organization.
o Prepared budget and detailed plan including a work schedule for
carrying out transition processes.
o Led focused length of stay reduction effort to achieve significant
savings.

o Implemented an integrated cost accounting reporting system for the

physician practices and the Medical Center.
Administrator, Cardiovascular and General Medicine Services - Medical
Center Hospital of Vermont
o Led and managed the day to day operations of Cardiac surgery and
Cardiology Services, Radiation Therapy, Dialysis and the nursing units
representing approximately 40% of the gross revenues for this
nonprofit teaching hospital.
o Established multidisciplinary, cardiovascular and
hematology-oncology service line committees who employed TQI
techniques to plan and improve value to patients resulting in cost
reduction of approximately $800,000/year.
* Developed in collaboration with cardio thoracic surgeons,
cardiologists, nurses, and ancillary staff a measurement system
focused on cost and clinical outcomes.
ADMINISTRATOR, Sullivan County Nursing Home, Unity, New Hampshire -
1988 - 1989

o Led and managed with a citizen elected Board of Directors a 188-bed

intermediate care facility and 15 beds shared home with a budget of 5
million.
o Initiated and implemented an employee reclassification system.
o Negotiated with union leaders and staff, a wage re-opener of an
AFSCME contract.
ADMINISTRATOR, Sentara Hampton General Hospital (369 beds), Hampton,
VA - 1984-1988
* Led and managed the departments of Nursing, Laboratory, Personnel,
* Radiology, Cardiopulmonary, Management Engineering, Pharmacy and
Hampton General's Free-standing Ambulatory Care Center.
 * Obtained Certificate of Need and implemented a home health care
program and cardiac catheterization laboratory resulting in an
increase in net income of approximately $3,000,000/year.
ADMINISTRATIVE ANALYST, Children's Hospital of the King's Daughters
(124 beds),
Norfolk, Virginia - 1983 - 1984
* Served as staff to the Chief Operating Officer; planned, analyzed
and strategized operational change.
ADMINISTRATIVE RESIDENT, Sentara Health System, (900 beds), Children's
Hospital of the King's Daughters, and Eastern Virginia Medical
Authority, Norfolk, Virginia
TEACHER, New Hampshire Public Schools - 1977-1981
Licensed Nursing Home Administrator - State of Massachusetts
REFERENCES: Available upon request.
References
1. mailto:dh96cbe0@westpost.net