A Position Profile
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Vice President,
Ambulatory
Services
Parrish Medical Center
Titusville, Florida
Defining and refining leadership.
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Table of Contents
SECTION 1
Overview
Parrish Medical Center
1
Vision, Mission, and Values
1
Healing Environment
2
History and Facts
3
Awards and Recognition
5
Florida Health
7
Mayo Clinic Care Network
7
Leadership
8
Executive Management Team
9
SECTION 2
Position Description
Reporting Relationship
13
Duties and Responsibilities
13
Key Responsibilities
14
Key Job Requirements
15
Personal and Professional Attributes
16
Opportunity Assessment
17
SECTION 3
Community Information
Titusville, Florida
18
SECTION 4
Furst Group
21
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Parrish Medical Center
P
arrish Medical Center (PMC) is a public, not-for-profit acute
care healing hospital with 210 beds located on the Space
Coast of Florida. PMC is a nationally recognized industry
leader having earned a number of prestigious recognitions,
including Modern Healthcare Magazine’s Top 100 Best Places
to Work in Healthcare and Spirit of Excellence Awards,
America’s No. 1 Healing Hospital for three consecutive years,
®
Healthgrades Outstanding Patient Experience Award™, Hospital of
Choice Award, National Spirit of Women Premier Hospital, and more
disease-specific Gold Seal® certifications for quality from The Joint
Commission than all but one other hospital in the state of Florida..
By living its mission of health experiences for everyone all the time, PMC has earned the
following honors for care and service: America’s No. 1 Healing Hospital for three straight
years; J.D. Power Distinguished Hospital Award; Consumer Reports safest hospital in Florida;
Modern Healthcare Magazine’s Top 100 Best Places to Work in Healthcare and Spirit of
Excellence Awards; Healthgrades® Outstanding Patient Experience Award™; Hospital of
Choice Award; and National Spirit of Women Premier Hospital.
PMC has earned four disease-specific Gold Seal certifications for patient care from the Joint
Commission (America’s premier healthcare accrediting organization) for acute coronary
syndrome, breast cancer, heart failure, and stroke.
The goal isn’t to win awards; it’s to create America’s foremost healing environment in service
to you. As PMC has pursued that objective, recognition has followed.
PMC’s care partners (medical staff, nurses, employees and volunteer auxiliary) work within
its culture of healing to create healing experiences for everyone all the time.
Vision, Mission, and Values
Vision
Healing Families - Healing Communities®
Mission
Healing Experiences for Everyone all the Time®
FURST GROUP Ι 1
Values
Safety. We are responsible for the safety of everyone – employees, patients, and visitors. All
accidents and incidents are promptly and completely reported. We know the policies and
procedures relating to safety issues in our organization and department. We strive to
prevent slips, trips, and falls by keeping traffic routes free of clutter and obstacles and by
wiping up spills.
Loyalty. We demonstrate caring, concern, and commitment for everyone. We put the
organization’s need before our own. We demonstrate “What can I give?” behavior versus
“What can I get?” behavior for the organization.
Integrity. We comply with our Confidentiality Policy and Code of Conduct. We operate within
PMC’s policies and procedures; display proper identification; and know and conform to all
applicable laws, regulations, and professional standards. We strive to do the right thing,
keep promises, and clarify and fulfill expectations. We are respectful of those who are not
present, and avoid communication that is negative. We are honest in all interactions with
others.
Compassion. We anticipate and identify the needs of our internal and external customers.
We respond promptly and display a courteous, caring, respectful, and sensitive attitude to
everyone.
Excellence. Excellence is an enduring personal and team commitment to provide the best
possible service. We demonstrate initiative; learn from best practices and experiences;
generate fresh approaches; acquire skills; and seek feedback to assess and improve
performance. We will achieve excellence by consistently exceeding expectations.
Excellence is proactively and passionately helping others achieve healing of mind, body, and
spirit.
Stewardship. We will act as an “owner” of the organization, and hold ourselves and others
accountable for the services we provide, including addressing problems to the appropriate
supervisor. We take initiative to serve on committees and projects, both within the unit and
hospital-wide. We follow through on assignments in a reliable and timely manner. We use
PMC’s resources wisely, and look for ways to improve processes, while maintaining our
quality services.
Healing Environment
“First we shape our buildings, thereafter they shape us” – Winston Churchill
Research indicates that environment plays an integral role in the healing of the mind, body,
and spirit. The concept of a healing environment was adopted by PMC during the planning
phases of its replacement facility in 1996. When planning the new medical center, PMC
wanted to provide the community with more than just an exceptional medical center, it
wanted to provide them with one of America’s finest healing environments.
FURST GROUP Ι 2
Consequently, Parrish Medical Center’s architecture and design incorporates each of the
seven healing environment elements as recommended by the Center for Health Design:
1. Nature
2. Color
3. Light
4. Environment
5. Security
6. Wayfinding
7. Culture
In 2002, PMC opened its 371,000-square-foot replacement facility and became the first in
the Southeast region to have designed and constructed an entire medical center using the
principles of evidence-based design to create a healing environment — “one of America’s
finest healing environments®.”
PMC has also included numerous amenities as part of its healing environment such as
weekly live music concerts in the atrium, room service, concierge service, Skylight (in room
entertainment system offering movies, music, games, and internet), humor therapy, therapy
dogs, and much more.
However, architecture, design, technology, and added amenities are only part of what is
needed to make an environment healing. After moving into its new medical center, Parrish
Medical Center quickly learned that without a healing culture there never could be a true
healing environment. Healing environments must reflect the values, beliefs, and
philosophies of the people and the community they serve. Therefore, the physical building,
the caregivers within that building, and the services provided must all be consistent with its
regional and organizational culture.
History and Facts
Hospital Quick Facts
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210-bed acute care hospital
6 operating suites
12 ICU beds
14 ED treatment rooms (6 fast-track care rooms)
371,000 square feet, 5 floors:
o First floor: outpatient services
o Second floor: ICU, perioperative (surgery) services, surgery, administrative offices,
Service & People Excellence/Communications
o Third floor: birthing center and women’s unit, orthopedics, pediatrics, IT center
o Fourth floor: stroke center, cardiovascular services, medical telemetry unit
o Fifth floor: cancer care, medical/surgical unit
• Tobacco-free campus
Outpatient Locations
• Parrish Healthcare Center at Port St. John Medical offices and outpatient diagnostics,
sleep disorder, and physical therapy center.
FURST GROUP Ι 3
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o Digital radiology technology: CT, MRI, PET, Ultrasound, Mammography, X-ray
o MedFast Urgent Care Center
o Physician offices
o U.S. Green Building Association silver LEED® certified
Parrish Health & Fitness Center. This 38,000-square-foot facility is conveniently located
in the heart of North Brevard and sits amid 10-acres of the best Mother Nature has to
offer.
Parrish Home Health
Parrish Senior Consultation
Parrish Senior Solutions (resource center)
Parrish Infusion Center
Parrish Dialysis Center
Parrish Occupational Medicine
Parrish Wound Healing Center
The Children’s Center (childhood development services)
History
1958: Founded in 1958, North Brevard Hospital was a single-story, 28-bed facility set
within an orange grove on the banks of the Indian River. That same year, the National
Aeronautics and Space Administration (NASA) began operations at Cape Canaveral.
Parrish Medical Center is named after the Parrish family of North Brevard who first donated
land for a community hospital in the 1930s and made another major land gift in 1963.
Parrish family members continue to remain involved with support for the hospital’s mission.
In response to the unprecedented growth, the hospital initiated its plans for a major multistory expansion in 1961, starting with changing its name from North Brevard Hospital to Jess
Parrish Memorial Hospital in honor of the Parrish family who made a major land donation.
Also, after 1961, the NASA program grew in importance when President John F. Kennedy
announced plans to place a man on the moon before the end of the decade. In 1963, the
federal government acquired land on Merritt Island, where they developed the 52-story
Vertical Assembly Building and the launch complex.
1964: The hospital broke ground on its first major expansion to include a seven-story, 96bed patient tower. The seven-story patient tower was completed in 1966.
1981: By 1981, the hospital needed to expand again, increasing the total number of
licensed beds to 210. In 1990, the hospital changed its name from Jess Parrish Memorial
Hospital to Parrish Medical Center. As the community continued to grow and change, so did
the medical center.
1991: The medical center expanded its emergency department, and by the late 1990s, it
was evident the existing facility could not continue to meet the community’s needs. Planning
began for a replacement hospital. Construction on the $80 million, 371,000-square-foot
replacement hospital began in 2000.
FURST GROUP Ι 4
2002: Just two years later, in 2002, Parrish Medical Center opened one of the nation’s first
evidence-based healing hospitals. Today, hospital executives from around the world visit
Parrish Medical Center to learn how to create healing hospitals in their communities.
2008: Parrish Medical Center turned 50 in 2008 and shows no signs of slowing down.
Vibrant with vision, the medical center continues to leave its mark on the healthcare industry
as a whole.
Awards and Recognitions
Healthcare is a calling – it is a calling to serve. Unlike any other profession, PMC is invited to
share in the most profound moments in people’s lives. That’s why the Parrish Medical
Center care partners promise to provide healing experiences for everyone all the time®.
2014
Parrish Medical Center is one of only 37 hospitals in the United States to receive Consumer
Reports’ highest rating in preventing surgical-site infections, central line infections, and
infections stemming from urinary catheters (data is from April 2012 to March 2013).
Consumer Reports hospital ratings include information on each of those infections, and
combines them into an overall infections rating that reflects a hospital’s ability to prevent
infections. Parrish Medical Center was recognized as a Top Performer on Key Quality
Measures® by The Joint Commission, the leading accreditor of healthcare organizations in
the United States. PMC was recognized as part of The Joint Commission’s 2014 annual
report, “America’s Hospitals: Improving Quality and Safety,” for attaining and sustaining
excellence in accountability measure performance in four categories: heart attack, heart
failure, pneumonia, and surgical care. This is the second year PMC has been recognized as a
top performer in these four categories. PMC earns sixth straight “A” Hospital Safety Rating
from The Leapfrog Group in October 2014. Only 204 hospitals across the country, and 17 in
Florida, including PMC, have received “A” grades in all six reports released by Leapfrog since
spring 2012. PMC is the only Brevard County hospital to have earned six “A” ratings. PMC
rated No. 1 safest hospital in Florida by Consumer Reports. This annual report is based on
Centers for Medicaid and Medicare Services data related to preventing infections, mortality
rates, communication with patients, readmission rates, and overuse of imaging. PMC’s score
of 68 (out of 100) makes it the top-rated hospital in Florida. The top hospital in the United
States this year had a score of 78. PMC Clinical Laboratory was accredited for another two
years by the College of American Pathologists. The CAP Laboratory Accreditation Program
helps to improve patient safety by advancing the quality of pathology and laboratory services
through education, standard setting, and ensuring laboratories meet or exceed regulatory
requirements worldwide. PMC Transfusion Services was accredited for another two years by
AABB. AABB is an international, not-for-profit association representing individuals and
institutions involved in the field of transfusion medicine and cellular therapies. PMC’s
participation in the AABB assessment represents a strong commitment to quality outcomes
and patient safety. PMC Cancer Program earned three-year continued accreditation from the
Commission on Cancer (CoC) of the American College of Surgeons (ACoS). PMC Diagnostic
Imaging Breast Ultrasound Program and CT Scanners earned continued three-year
accreditation from the American College of Radiology.
FURST GROUP Ι 5
2013
Four disease-specific certification gold seals. Parrish Medical Center has been awarded four
disease-specific certification gold seals from The Joint Commission in acute coronary
syndrome, breast cancer, heart failure, and stroke. PMC receives “A” grade in patient safety
from the Leapfrog Group. Parrish Medical Center earned another “A” rating in the Leapfrog
Group Hospital Safety Report in May 2013. In Florida, just 62 hospitals, or fewer than 40
percent, received “A” ratings. More than 2,600 hospitals in the United States were rated.
The Leapfrog Group is an independent, national not-for-profit organization founded more
than a decade ago by the nation’s leading employers and private healthcare experts.
Women’s Choice Award® distinguishing PMC as one of the 2013 America’s Best Hospitals for
Patient Experience in Orthopedics. The award is based on robust criteria that include female
patient satisfaction measurements as well as clinical excellence considerations.
WomenCertified awards products and services based on the collective recommendations of
women and serves to empower women to make smart healthcare choices.
2012
PMC is one of only 10 hospitals nationwide to earn AAHCP’s “Hospital of Choice” Award. It
marks the second time AAHCP has recognized PMC for this honor. PMC earned this
recognition in 2009, and again in 2012. Winning hospitals are selected based on a secret
review of a facility’s performance in customer service, public communication, and good
citizenship. AAHCP evaluates approximately 400 hospitals around the nation each quarter
for consideration of this award. 2012/2013 Healthgrades Cardiac Care Excellence Award.
PMC is rated among the top 10 percent in the nation for excellence in cardiac care according
to Healthgrades.com, the nation’s leading independent healthcare ratings organization.
2012 Healthgrades Gynecologic Surgery Excellence Award™. Parrish Medical Center is
among the best 10 percent of hospitals. Healthgrades 2012 Trends in Women’s Health in
American Hospitals Report finds that collectively, from 2008 to 2010, if all hospitals in
America performed at 5-star quality, women would have had nearly 32,000 fewer
gynecologic surgery complications. PMC is the only hospital in Brevard County to earn this
award.
2011
PMC named a Healthgrades Distinguished Hospital for Clinical Excellence™ for the second
year in a row. The distinction based on PMC’s rank in the top 5 percent in the nation in
clinical quality based on a new Healthgrades study, which analyzed patient outcomes at each
of the nation’s 5,000 nonfederal hospitals over the years 2007, 2008, and 2009.
Non-Profit Business of the Year from Andrew Jackson Middle School for PMC’s support and
partnership of the school’s J.U.M.P. program – Jackson’s Ultimate Mentoring Program. PMC
supports the J.U.M.P. program with a financial contribution and annual Career Day event.
FURST GROUP Ι 6
Florida Health
Created by request of the Parrish Medical Center Board of Directors, Florida Health (FH) has
a multi-faceted purpose:
Align the local healthcare providers: For many years, the providers in the north
Brevard County area have worked very independently from each other and from the hospital.
With the advent of Pay for Performance, transparency, and electronic medical records, it is
becoming more and more imperative for physicians and hospitals to work together. FH
provides the mechanism by which the physicians, hospital, ancillary providers, payers, and
employers can all work together around one common interest – improving the healthcare of
the patient. This ties together the continuum of care, resulting in better outcomes, reporting,
and finances.
Position the local healthcare providers as leaders of change: Changes to the
healthcare system are happening rapidly. The State of Florida is developing RHIOs (regional
health information organizations) for the express purpose of tying regions together using
electronic connectivity. In addition, several of the healthcare systems in the central Florida
area have targeted North Brevard as a strategic market. As a result, PMC decided to create
its own organization, built by PMC, controlled by PMC, and with its local community’s interest
at heart. FH allows Parrish Medical Center to be leaders of change.
Assist physicians reduce expenses and increase opportunities: By taking
advantage of economies of scale, PMC is able to lower costs. Working together as a
community, FH helps the local providers obtain services (such as payroll), supplies,
electronics (e.g., electronic medical record), and billing at volume-discounted rates. In
addition, FH coordinates training, handles the managed care contracting and credentialing
process, and helps with reporting, practice management, quality improvement, and group
purchasing. PMC also works on ways to market its provider members (physicians and PMC)
to the community so that it becomes a healthcare destination.
FH is owned by North Brevard Medical Support, which is a side-by-side not-for-profit
organization that handles the recruiting, retention, and support of physicians employed by
PMC. The Board of Directors is made up of six network physicians, one representative from
PMC administration, and one representative from FH administration (a physician).
Mayo Clinic Care Network
In June 2014, Mayo Clinic and Parrish Medical Center officials announced PMC as the 29th
member of the Mayo Clinic Care Network. PMC is the first Central Florida member of the
network and the third in Florida.
The Mayo Clinic Care Network extends Mayo Clinic’s knowledge to physicians and providers
interested in working together in the best interest of their patients. Using digital technology,
physicians with Parrish Medical Group and the Florida Health Network will be able to
collaborate with Mayo Clinic on patient care, community health, and innovative healthcare
delivery. These physicians will have access to the latest evidence-based medical information
FURST GROUP Ι 7
through the AskMayoExpert database and connect directly with Mayo specialists on
questions related to complex medical cases.
“We’re excited to formalize our relationship with Parrish Medical Center,” says William Rupp,
M.D., Chief Executive Officer of Mayo Clinic in Florida. “We share a commitment to improving
care and value for patients and this has become increasingly important in a changing
healthcare environment. By sharing what we know, we can complement local physician
expertise and address patients’ needs while improving the efficiency and effectiveness of
their care.”
“Parrish Medical Center is honored to be the first hospital in Central Florida selected to be a
Mayo Clinic Care Network member,” says George Mikitarian, President and CEO of Parrish
Medical Center. “Collaborating with Mayo Clinic through the Mayo Clinic Care Network is the
result of Parrish Medical Center’s commitment to providing the highest quality healthcare
available anywhere.” “Mayo Clinic and Parrish Medical Center have worked together for
patients for many years,” says Stephen Lange, M.D., Southeast Medical Director of the Mayo
Clinic Care Network. “We are pleased now to welcome our colleagues to the network. This
formal collaboration will deepen and broaden our relationship to benefit patients locally.”
The Mayo Clinic Care Network represents non-ownership relationships. Members share a
goal of improving the delivery of healthcare in their communities through high-quality,
collaborative medical care. The primary goal of the network is to help people gain the
benefits of Mayo Clinic expertise close to home, ensuring that patients only travel outside of
the region when necessary. Since its inception in 2011, the network has membership that
extends to 15 states, from California to Vermont and Minnesota to Florida, as well as Puerto
Rico and Mexico.
Leadership
Healing environments reflect the values, beliefs, and philosophies of the people and the
community they serve. The physical building, the caregivers within that building, and the
services provided must all be consistent with its regional and organizational culture. The
element of culture is where Parrish Medical Center is focusing all of its attention as it relates
to the healing environment and giving healing experiences to everyone all the time.
PMC’s Culture of Choice® journey began shortly after moving into the new medical center.
This journey is not about “changing” its culture but about how can PMC makes its culture
healthier. PMC’s Culture of Choice journey includes four major crossroads: Desire,
Leadership, Culture, and Process Improvement.
FURST GROUP Ι 8
Executive Management Team
Dr. George Mikitarian
President and Chief Executive Officer
Dr. George Mikitarian has led Parrish Medical Center as President and Chief Executive Officer
since 2001. He began his tenure with PMC in 1996 as chief operating officer. Dr. Mikitarian
is a Fellow of the American College of Healthcare Executives with a doctorate in healthcare
administration from the Medical University of South Carolina, a master’s degree in health
services administration from Indiana University School of Medicine, and a bachelor’s degree
in health and physical education from Bridgewater State College.
Dr. Mikitarian has been awarded several honors, including being named among the Top 100
most powerful people on the Space Coast by Space Coast Business magazine, Citizen of the
Year by Florida Today/Gannett, a Junior Achievement Spirit of Achievement recipient, and
earned the Boy Scout of America’s Golden Eagle award.
Under his leadership, PMC was one of the nation’s first replacement facilities to be
constructed using evidenced-based healing design. Today, PMC is internationally recognized
for its healing environment. PMC was voted America’s No. 1 Healing Hospital by The Baptist
Healing Trust (Nashville, Tennessee), for cultivating a culture of loving service for three
consecutive years.
Other accomplishments include:
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Rated Florida’s safest hospital by Consumer Reports magazine, 2014.
Based on the Centers for Medicare and Medicaid Services (CMS) analysis of quality
factors that involved nearly 3,000 hospitals, PMC was ranked the No. 1 hospital in
Central Florida.
America’s No. 5 independent public hospital.
In the top 6 percent of all United States hospitals.
The Leapfrog Group has awarded PMC a Hospital Safety Score of “A” since 2012.
JD Powers Distinguished Hospital for Inpatient Experiences award.
Healthgrades Outstanding Patient Experience award.
Gallup Worldwide Great Places to Work award.
Modern Healthcare magazine’s Top 100 Best Places to Work in Healthcare award.
Modern Healthcare magazine’s Spirit of Excellence award for Service.
Hospital of Choice by the American Alliance of Healthcare Providers.
Achieved four disease-specific Gold Seals from The Joint Commission.
Florida’s first to build a Silver LEED certified “green” outpatient center in 2007; it was
named LEED Project of the Year by Central Florida Chapter of the U.S. Green Building
Council in 2008.
Earned United Way of Brevard Chairman’s Circle Award for civic and charitable
contributions to the community.
Commissioner’s Business Recognition Award from the Florida Education Foundation and
Florida Department of Education in honor of outstanding commitment to improving
education.
FURST GROUP Ι 9
Tim Skeldon
Executive Vice President for Corporate Finance
Tim Skeldon serves as Parrish Medical Center’s Executive Vice President for Corporate
Finance. He brings 25 years of professional experience to the medical center. Under his
leadership, PMC has maintained the organization’s “A” credit rating.
Prior to assuming his present position in 1999, he was vice president/chief financial officer
at Central Florida Regional Hospital, Sanford, Florida. He also has been controller at Fawcett
Memorial Hospital, Port Charlotte, Florida; Columbia Medical Center, Sanford, Florida;
Columbia Park Medical Center, Orlando, Florida; and senior accountant with Ernst & Young,
Orlando, Florida.
He graduated from the University of Central Florida where he received his bachelor’s degree
in accountancy, magna cum laude. Mr. Skeldon went on to receive his master’s degree in
accountancy from UCF.
He is a member of American Institute of Certified Public Accountants (AICPA), Florida
Association for Managed Care Professionals (FAMCP), Florida Institute of Certified Public
Accountants (FICPA), and Healthcare Financial Management Association (HFMA). He is a
Fellow of the Healthcare Financial Management Association (FHFMA) and American College
of Healthcare Executives (FACHE), and is a Certified Public Accountant (CPA).
Christopher A. McAlpine
Senior Vice President, Administration Transformation,
Chief Transformation Officer
Christopher A. McAlpine serves as Senior Vice President, Administration Transformation,
Chief Transformation Officer. Mr. McAlpine received a bachelor of arts degree from
Allegheny College in Meadville, Pennsylvania, and a juris doctor from the New England
School of Law in Boston, Massachusetts. His educational background also includes a
specialty degree in risk management from Northeastern University, Boston, Massachusetts.
He has several published articles on topics including medical malpractice, physician
recruitment, and medical staff relationships.
Mr. McAlpine’s PMC responsibilities include management of outpatient clinical departments
to include diagnostic imaging, rehabilitation medicine, and clinical laboratory. He provides
operational oversight for corporate compliance and the exclusive provider organization
known as Florida Health. Additionally, he is licensed in risk management and serves as inhouse legal liaison through the Department of Quality/Risk Management.
He provides leadership and direction for ongoing growth and development of PMC’s provider
network known under the trade name of Florida Health, as well continued development of
Parrish Medical Center’s current Intensivist and Hospitalist Programs. He has responsibility
for PMC’s Community Health Partnership, a network of approximately 300 psycho-social
support agencies, city government, and employers.
F U R S T G R O U P Ι 10
Mr. McAlpine serves on the boards of the Space Coast Economic Development Commission,
the Brevard Symphony, Brevard Healthcare Forum, Hospice St. Francis, Costal Ambulance,
and the advisory panel of the American Heart Association. He has served as honorary
co-chair as well as chair for logistics for the American Cancer Society’s North Brevard Relay
for Life over the past 10 years.
Edwin Loftin
Vice President of Acute Care Services, Chief Nursing Officer
Edwin Loftin serves as Vice President of Acute Care Services, Chief Nursing Officer at Parrish
Medical Center. His areas of responsibility include oversight of acute care services, such as
the cardiac cath lab, emergency department, intensive care unit, surgical services, and
clinical nursing care, among other areas within Parrish Medical Center.
Mr. Loftin earned his master of business administration degree from East Carolina University
and his bachelor of science degree in nursing from Atlantic Christian College in Wilson, North
Carolina. He is a Fellow of the American College of Healthcare Executives and a member of
the American Organization of Nurse Executives.
Mr. Loftin’s community service includes serving as the United Way of Brevard Employee
Campaign Manager, Space Coast Chapter of the American Red Cross Board Chair, board
member of Brevard Health Alliance, board member of Big Brothers Big Sisters of Central
Florida, member of the Brevard Community College Nursing Advisory Board, member of the
University of Central Florida Nursing Advisory Committee, chairman of the VHA Nursing
Executive Council, board member of the Medline CNO Advisory Board, and served as
chairman of the Skylight Clinical Advisory Board from 2009 to 2012 . Mr. Loftin is also a
graduate of LEAD Brevard, a leadership and community development organization for
Brevard County’s business and civic community. He leads and serves on numerous hospital
committees focused on process improvement and service excellence.
Mr. Loftin is also an invited speaker on both the national and local levels discussing such
topics as service excellence and community-centered healing care.
Natalie Sellers
Vice President of Communications, Community, and Corporate Services,
Chief Communications Officer
Natalie Sellers serves as Vice President, Communications, Community, and Corporate
Services, and Chief Communications Officer.
Ms. Sellers provides the strategic direction for the Parrish Medical Center brand as one of
America’s finest healing environments®. Her areas of responsibility include human
resources, training and education, process improvement, communications, and service
excellence for the award-winning 210-bed acute care healing hospital. She plays an integral
role in the development of the medical center’s strategic game plan, which drives quality and
safety, service, and cost outcomes.
F U R S T G R O U P Ι 11
Ms. Sellers earned her master of science degree in managerial communication from Florida
Tech in Melbourne, Florida, and her bachelor of arts degree from the University of Central
Florida. She is Six Sigma certified (green belt) and accredited in Public Relations (APR).
She has been a featured speaker for brand management and service excellence at the
national and local levels. She has been recognized with a number of local and national
professional and academic honors, including FPRA’s Public Relations Professional of the
Year and LEAD Brevard’s Emerging Leaders 4 Under 40 award.
Ms. Sellers’ civic and professional involvement includes service as past chairman of the
board for the Titusville Chamber of Commerce, past-president Florida Public Relations
Association (Space Coast Chapter), Space Coast Economic Development Commission board
of directors, Florida Society of Public Relations and Marketing board of directors, United Way
of Brevard board of directors and nominating committee, Brevard Council of Chambers,
Juvenile Diabetes Research Foundation, American Heart Association, and Florida Hospital
Association, among others.
F U R S T G R O U P Ι 12
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Position Description
T
he Vice President of Ambulatory Services will exercise
leadership and management responsibility over all outpatient
functions, ensuring efficient services that are designed to
meet defined strategic goals in the areas of Community
Investment (budget); Engaged Partners in Care; System
Reliability (patient safety and clinical excellence); Healing
Experiences (patient and family satisfaction), and Healing
Communities (care transitions and coordination).
Reporting Relationship
The Vice President of Ambulatory Services is a member of the Senior Executive Team and
reports to the President and Chief Executive Officer.
Duties and Responsibilities
The Vice President of Ambulatory Services will work collaboratively with the medical and
administrative leadership of aligned clinical departments, physician practices, and related
departments in an interdisciplinary, matrix manner to develop and implement well-balanced
clinical programs designed to ensure that PMC is the provider of choice.
This role has facilitative characteristics and requires significant leadership, mediation,
political, and negotiation skills and abilities. This Senior Executive Team member will be
accountable for the overall success of his/her portfolio. This person will support and oversee
the continued development of the “Game Plan” and create the organizational infrastructure
to include systems and human resources, program and service development, facility
resources, quality, utilization, fiscal, compliance and clinical management measures,
marketing and public relations programs, managed care product development and
relationships, outreach strategies, and internal communication and consensus-building. This
role will ensure that PMC’s limited resources are focused enterprise-wide on optimally
satisfying the healthcare needs of those PMC serves.
Included among the responsibilities, functions, and expectations of the VP:
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Plan, develop, and implement long-term and short-term strategic initiatives for outpatient
services within a specific market/territory.
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Create operating efficiencies between outpatient services when and where possible
within the market/division.
F U R S T G R O U P Ι 13
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Develop new business strategies to enhance market share and improve overall
performance.
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Proactively manage and provide oversight of physician partnership activity within defined
portfolio.
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Provide input for managed care contracting to ensure market initiatives are met.
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Develop and foster effective collaboration between clinical departments and other
affiliated services to ensure an integrated approach to providing services and fulfilling
clinical, research, and educational goals and objectives.
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Facilitate a highly-matrixed approach in the development of these services and display an
ability to work effectively within PMC’s decision making and organizational structures.
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Represent these service areas to the external market as well as internally through the
application of community relations and marketing activities.
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Coordinate the determination of fiscal requirements of assigned departments and review
budgetary recommendations (capital and operating): monitor, verify, and reconcile
expenditure of budgeted funds.
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Prepare and present operational and financial reports as required.
Key Responsibilities
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Plan, organize, direct, and evaluate outpatient care management to provide services
based upon established standards to include staff competency and ongoing staff
development as related to the populations served.
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Generate measurable returns on investment by development and implementation of
business strategies for the outpatient services within the portfolio designed to reduce
costs and maximize services and product offerings to benefit the patient, the community,
the medical center, and the physician.
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Collaborate with medical staff and other healthcare providers to establish and maintain
standards and provide for positive patient satisfaction and patient outcomes. Develop
and sustain physician and other healthcare provider relationships to increase
involvement and recruitment of community referring physicians. Serve as liaison to
physicians and practices for selected service line units.
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Collaborate with the board of directors, administration, and the medical staff in the
planning, organizing, and establishment of new outpatient care related programs and
services.
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Oversee and support the due diligence process of outpatient service acquisitions and
divestitures.
F U R S T G R O U P Ι 14
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Coordinate process improvement efforts using Lean Six Sigma principles for clinical and
administrative efficiencies toward improving patient outcomes and organizational
performance. Responsible to standardize processes to provide coordinated patient care
and service excellence.
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Recruit and hire the most qualified, economically effective management personnel for
the outpatient services within the market/territory. Mentor managers and aspiring staff
as leaders and advocates for patient care management roles.
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Responsible as a co-owner with the service unit directors/managers for the Patient
Satisfaction Metrics for the service line and for service line financial reporting and data
collections. Prepare and present operational and financial reports as required.
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Responsible to enhance PMC’s position in Brevard County with regard to the visibility and
usage of the service line.
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Responsible to maintain compliance with all state, federal, and national standards within
area of responsibility.
Key Job Requirements
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Master’s degree in business, finance, healthcare, or related field required. M.H.A.,
M.B.A., M.S.N., or related degree preferred.
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Seven to 10 years of experience leading outpatient services, strategy, and growth.
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Highly complex decision making abilities. Supervision is present to review established
departmental objectives. Independent judgment is required to recommend
departmental objectives, evaluate new approaches to problem solving, and assess
changing facts or conditions.
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Advanced problem solving skills. Problems are complex, varied, and only mildly related
to those seen before. Simply determining what the problem is requires major individual
effort and/or assistance from others within or outside PMC. A high degree of analytical
ability and inductive thinking may be required to solve highly complex problems. Must
be able to develop new and non-standard approaches.
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Responsible for supervising multiple departments, with full responsibility for effective
operations and results.
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Plan events that will occur during the year and have some effect on annual expenditures
and/or revenues.
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Requires regular contacts with internal and external persons of importance and
influence. Involves considerable tact, discretion, and persuasion in gaining the
cooperation of others. Requires the handling of delicate relationship and complex
situations.
F U R S T G R O U P Ι 15
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Advanced professional skills/job-related knowledge. Professional theory and practice
which allows for the development of new methods and procedures which is applied at
the advanced level of a “fully seasoned” professional. Requires extensive knowledge of
the professional discipline, a working knowledge of and the ability to integrate
information from related fields, and/or skill found in thorough knowledge of business
management.
Personal and Professional Attributes
The successful candidate will possess a wide range of needed personality traits, work habits,
and social skills necessary to perform effectively within the organization. This individual will
possess both personal and professional integrity, strong communication skills, and a
professional appearance and presentation.
Specifically, the following knowledge, skills, and abilities will be required to be successful in
this position:
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Honest and a highly ethical team player.
Strong people management and leadership skills. Ability to communicate and work well
with people at all levels.
An extremely organized, disciplined, hands-on, and process-oriented leader who is not
afraid of digging into details when necessary.
Initiative, self-confidence, good judgment, and the ability to make decisions in a timely
fashion.
Highly engaged, energetic, focused, and execution-oriented.
Willing and able to roll up sleeves and do hands-on work one minute and discuss
strategic positioning and the “big picture” the next.
Strategic vision and thinking. Ability to position the organization for the future, looking
beyond the present situation to conceptualize key trends and identify changing market
demands.
Strong business acumen, intelligence, and capacity; able to think strategically and
implement tactically.
Strong work ethic; achievement-oriented; motivated beyond personal interests.
Open leadership style. Actively seeks out and supports collaborative thinking and
problem solving with others in the organization. Does not view collaborative dialogue
around decisions as a personal attack on abilities.
Problem-solves and approaches work from a “return on investment” perspective.
Knowledgeable of how decisions impact all aspects of the business. Approaches his/her
work as an interconnected system. Ability to understand major objectives and break
them down into meaningful action steps.
A “failure is not an option” mentality and demonstrated proactive management style.
Opportunity Assessment
The Vice President of Ambulatory Services at Parrish Medical Center in Titusville, Florida,
represents an opportunity for a forward-thinking, growth-oriented professional to showcase
his/her skills and ability to identify and implement expanded outpatient services. While
F U R S T G R O U P Ι 16
Parrish Medical Center is the only acute care facility in town, this organization is not satisfied
maintaining the status quo, rather its culture is to be a national leader against established
core measures. This position is a unique opportunity to join a non-traditional, progressive,
collaborative, and cohesive executive management team. This role represents an entry
point, but by no means an endpoint, within Parrish Medical Center. A candidate's desire and
ability to expand professionally and grow in areas of responsibility will be rewarded with
significant opportunity. As a member of the Senior Executive Team, this leader will be a
stabilizing force, inspiring confidence in the team to think broadly and beyond traditional
outpatient services and settings.
F U R S T G R O U P Ι 17
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Community Information
T
he Vice President of Ambulatory Services position will be in
the organization’s Titusville, Florida, location. As you will
read, Titusville is a community of choice for many good
reasons.
Titusville, Florida
Titusville is the only place on the planet where rockets launch, sea turtles nest, and soothing
sunrises give way to inviting surf. The contradiction of high-tech wonders of the space
program and the natural beauty of the area places Titusville in a class by itself. Titusville is
the neighbor to the Kennedy Space Center Visitor Complex, Merritt Island National Wildlife
Refuge, and Canaveral National Seashore.
Florida’s Space Coast entices vacationers of all ages with activities including viewing rocket
launches, surfing, bird watching, year-round golf, fantastic fresh and saltwater fishing, and
thrilling airboat rides.
This nostalgic area offers shops of all sorts including arts and crafts, clothing, vintage and
consignment, flower, and specialty gift shoppes. You’ll also find a nearby riverside park as
well as numerous stellar restaurants.
Within one mile of downtown is the Titusville Municipal Marina with a ships store and large
seawall for viewing manatee and other exotic marine life.
Facts and Figures
National Seashore: 17 miles of pristine beaches visited by over 1,300,000 sun lovers,
birders, and ecotourists each year.
Workforce: The indigenous population is 100,000 with the highest percentage of advanced
industrial training of any Florida County workforce due to long-term NASA and DOD contract
activities in Titusville Brevard County seat, and central focus to all space launch activities.
F U R S T G R O U P Ι 18
Accessibility: 45 minute maximums on combinations of main routes of:
 Interstate 95: The main North-South feeder to all of Florida’s East Coast.
 Route 528: The East-West Beachline to the Orlando International Airport, Disney World,
Universal Studios, and the South End of all the Orlando area.
 Route 50: The East-West feeder between Central Orlando and South Titusville.
Education
Excellence in education is provided in Brevard County through the combined efforts of
teachers, parents, and businesses. Nearly 73,000 students are currently enrolled in
Brevard’s public school system, making Brevard the fourth-largest public school system in
the country.
All grades stress academic and regular achievement testing, which measures skills in
reading, language, math, science, social studies, and writing. Brevard County is ranked
highest in high-tech science education. On the job training takes place through vocational
education and applied technology.
Brevard County currently has more than 60 private and home-school facilities for residents.
Higher Education is available through Community College campuses, Universities, Private
Colleges, and Vocational and Technological Schools.
Area Attractions and Activities
The Titusville Area is unique with three very distinct ecological environments. With the
Atlantic Ocean on its east coast and the Indian River Lagoon and the St. John’s River
bordering on the west, Titusville offers endless opportunities for nature lovers. The
Canaveral National Seashore with its more than 25 miles of pristine, untouched beaches
along the East Coast of Florida, the Merritt Island National Wildlife Refuge with miles and
miles of nature trails to explore at your own pace, or the Indian River Lagoon and St. John’s
River with endless hours of kayaking, boating, fishing, airboat rides, and canoeing will make
a visit to Titusville truly unique. Where else can one catch a glimpse of alligators, wild boar,
and manatees while traveling along Great Florida Birding Trail’s 11 sites?
A Day Away Kayak Tours, Airboat Rides at Midway, Canaveral National Seashore, and the
Merritt Island National Wildlife Refuge are some of the area’s abundance of options for
getting in touch with nature.
Titusville is also home to museums featuring the history and culture of Titusville, space
exploration, law enforcement, and vintage aircrafts. The American Police Hall of Fame, North
Brevard Historical Museum, Valiant Air Command Warbird Museum, and U.S. Space Walk of
Fame are just a few of the local museums in the area to discover the city’s rich history.
Titusville boasts five different golf courses all within minutes of each other to fill that leisure
golfer’s need. Why not try out more than one course? Also dotted throughout the city are
more than 20 public parks to enjoy the various lakes and rivers, with many including marinas
and boat ramps.
F U R S T G R O U P Ι 19
Titusville also offers an array of indoor activities to pass the time – from an indoor cinema or a
family entertainment center featuring bowling and video games arcade to theatrical
performances on stage.
Shopping
Titusville offers an eclectic mix of shopping opportunities for everyone. Take a stroll through the
recently renovated historic district downtown and one can find antique and vintage treasures
everywhere. Don’t forget to stop in and visit many of the historical museums tucked in and
around the downtown area, too!
Outside of the downtown area, Titusville offers an indoor shopping mall with department and
retail stores. It is also home to a local cinema with 10 theaters playing all of the current
favorites, conveniently located grocery and supermarket stores, shopping plazas with major and
specialty retailers, and a generous assortment of specialty shops sprinkled throughout the city.
North Brevard County
Comprised of the communities of Scottsmoor, Mims, and Titusville, as well as the northern areas
of Merritt Island, which is home to Kennedy Space Center, and Canaveral Air Force Station, North
Brevard is not only on the edge of Brevard County’s technology foundation, but it’s also steeped
in history.
Titusville, which for many years was the county seat, is rich with historical flavor, not to mention
being one of the best areas to watch NASA’s numerous shuttle launches throughout the year.
Mims and Scottsmoor are two of the Space Coast’s rural communities where life is quiet, quaint,
and rustic. Port St. John continues to be one of the area’s fastest-growing communities with new
housing developments and two of the newer elementary and middle schools.
There’s plenty to see and do in North Brevard. Kennedy Space Center is the hub of America’s
space program. More than 2.5 million visitors travel to KSC each year to see the latest
technological advancements in space travel as well as the roots of man’s adventure into space.
From the “Rocket Garden,” which displays NASA’s early space crafts to the Apollo/Saturn 5
Center, which houses the rockets and equipment from the Apollo missions to Moon, to the two
IMAX theaters, Kennedy Space Center is America’s launching pad to excitement.
Surrounding Kennedy Space Center is the Merritt Island National Wildlife Refuge, which is a
sanctuary for numerous species of animals. Across the river from KSC in Titusville is the United
States Space Walk of Fame. Overlooking the Indian River, this attraction is the first and only
Walk in the nation that honors America’s astronauts as well as the men and women behind the
scenes who helped America lead the world in space exploration. There are also monuments
remembering the Mercury 7, Gemini, and Apollo missions.
For more information on Titusville, please visit:
http://www.titusville.org/
http://www.titusville.com/index.asp
F U R S T G R O U P Ι 20
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Furst Group
F
urst Group is in its fourth decade of providing leadership
solutions for the healthcare and insurance industries. Our
experience in evaluating talent, structure, and culture helps
companies align their organizations to execute their strategic
initiatives.
Our talent and leadership solutions provide a comprehensive array of retained executive search and
integrated talent management services, from individual leadership development to executive team
performance to organizational/cultural assessment and succession planning.
Our clients include hospitals and health systems, managed care organizations, medical group practices,
healthcare products and services companies, venture capital- or equity-backed firms, insurance companies,
integrated delivery systems, and hospice and post-acute care businesses.
They include Rush University Medical Center, Conifer Health Solutions, Prime Therapeutics, Johns Hopkins
Health System, Medicaid Health Plans of America, Aurora Health Care, Ann & Robert H. Lurie Children’s
Hospital, ACGME, and Hospice of the Bluegrass.
Furst Group recognizes candidates are the cornerstone of our business. In today’s competitive talent
environment, having a defined process that provides individuals with clarity and feedback throughout the
entire job search is paramount to our business model.
We take extra steps to ensure candidates:
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Understand the nuances of a particular position or organization.
Are prepared for interviews and conversations.
Have access to interview and travel schedules.
Are provided timely feedback.
Remain in our database for future contact.
Value diversity and the principles and ethics practiced by our client organizations.
We look forward to working with you as a potential candidate for the Vice President of Ambulatory Services
position for Parrish Medical Center in Titusville, Florida.
For additional information on Furst Group, please visit our Web site at furstgroup.com. To learn more about
this particular position, please call (800) 642-9940 or contact:
Kevin Reddy kreddy@furstgroup.com
Ginny Gittemeier ggittemeier@furstgroup.com
NOTICE: The “position profile” information contained in this document has been created by Furst Group based on information submitted and/or approved by its client. As such,
the position profile should not be viewed as constituting an all-inclusive description of the subject position’s functions and/or responsibilities. Similarly, any information
provided in the position profile regarding the community in which the client resides, the client’s market, products, and/or services and its environment or culture is provided only
as an overview on such matters. In submitting this position profile, Furst Group makes no representations or warranties regarding the completeness and/or accuracy of the
duties, functions, environments, etc., that are described. Specific information regarding the position’s requirements, compensation, benefits, and other terms and conditions must
originate directly from the client (including any resources that the client may make available; e.g., handbook, job descriptions, benefit booklets, etc.). This position profile does
not constitute an offer of employment and should not be construed as such.
F U R S T G R O U P Ι 21