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Leawood, Kansas 66206

Kevin J. Thorpe

Cell Phone: 816.876.5988 Email Address: kevinjthorpe5@gmail.com http://www.linkedin.com/in/kevinjthorpe/

QUALIFICATION SUMMARY

Healthcare executive (operations / strategic planning) with thirty-five years of experience as a proven leader in a complex healthcare environment providing leadership, oversight and management of patient care, support and physician services. Areas of expertise include strategic planning, capital and operating budget development, physician practice management, regulatory oversight, workflow optimization, clinical research (industry sponsored and outcomes), change management and distribution of services across a large health system. Able to achieve quality and cost targets through the development of high performing functional / innovative / accountable teams.

PROFESSIONAL EXPERIENCE

SAINT LUKES HEALTH SYSTEM (SLHS) Kansas City, MO

Vice President, Neurosciences

February 2012 November 2013

Served as service line administrator with oversight of Saint Luke’s Neuroscience Institute (SLNI), the second largest service grouping within the Saint Luke’s Health System since the formation of the Institute in 2001. Administrative responsibilities included strategic plan development and deployment, capital and operational budget development, new program/service

design and rollout, program marketing, process improvement, and physician recruitment.

responsibility: inpatient med/surg and rehab units, pain clinic, sleep disorders center, neurodiagnostics lab, clinical research

program, outpatient imaging and radiation therapy center, and employed physician practices. Key programmatic areas of responsibility: neurovascular/stroke center, brain tumor, epilepsy, neuro-intervention, neuro rehab, sleep, hearing and balance, movement disorders, and neurosurgery.

Departmental areas of

Key Accomplishments:

Annual in-patient admissions increased from 1,379 in 2001 to 4,150 in 2012 resulting in a contribution margin in excess of $38.5 million annually. Market share increased on an annually and remains the highest in surrounding 67 county area.neurosurgery. Departmental areas of Key Accomplishments : Comprehensive Stroke Program became the first GE Healthy

Comprehensive Stroke Program became the first GE Healthy Imagination designated international stroke program after a rigorous analysis of access, quality, and cost data. Two articles were accepted by the Stroke Journal for publication.and remains the highest in surrounding 67 county area. Over 100 hospitals in the SLH stroke

Over 100 hospitals in the SLH stroke network have transferred stroke patients to SLH over a ten year period and the programs intervention rate exceeds 32%.were accepted by the Stroke Journal for publication. Physician subspecialty recruitment included formation of an

Physician subspecialty recruitment included formation of an employed neurosurgery practice (5 physicians) with financial performance exceeding proforma assumptions.year period and the programs intervention rate exceeds 32%. In collaboration with the Facilities Director, lead

In collaboration with the Facilities Director, lead a one year $32 million design/ build project to relocate all neuroscience services to a dedicated patient tower (68 intermediate care beds, 18 bed ICU, 4 dedicated neurosurgical operating rooms, PACU and two (68 intermediate care beds, 18 bed ICU, 4 dedicated neurosurgical operating rooms, PACU and two neuro interventional suites). Opening of the tower and aggregation of services resulted in significantly improved patient satisfaction scores.

Facilitated ongoing participation in device and pharmaceutical clinical research program without the use of hospital operating funds.in significantly improved patient satisfaction scores. Served as the Chief Operating Officer (COO) , Saint Luke’s

Served as the Chief Operating Officer (COO), Saint Luke’s Neurological Consultants

Key Accomplishments:

Administrative lead in the creation of a dedicated physician corporation in 2011 to align and integrate a 10 physician private practice neurology group into the health system. Group provides services at four system metro locations and three critical access hospital sites as well as other strategic referral centersSaint Luke’s Neurological Consultants Key Accomplishments: Components of the complex integration effort included

Components of the complex integration effort included development of an affiliation agreement, corporate structure, operating bylaws and production based compensation model.hospital sites as well as other strategic referral centers All full time physicians are producing at

All full time physicians are producing at the MGMA 75 t h percentile resulting in the development of a plan for subspecialty recruitment and growth th percentile resulting in the development of a plan for subspecialty recruitment and growth that would increase the group size to 20 physicians

Served as the Executive Director the Midwest Ear Institute (MEI), a health system not -for-profit subsidiary.

Key Accomplishments:

Successfully completed affiliation of MEI into SLHS in 2002 to include affiliation agreement, corporate structure, and operating bylaws.system not -for-profit subsidiary. Key Accomplishments: In collaboration with a 20 member community Board of

In collaboration with a 20 member community Board of Directors enhanced access to hearing related services including cochlear implant surgery resulting in over 850 patients receiving implants since acquiring MEI in 2002.agreement, corporate structure, and operating bylaws. Completed planning for relocation to a new clinic site to

Completed planning for relocation to a new clinic site to support expanded service capability 1 s t quarter 2014. st quarter 2014.

Provided oversight of device and pharmaceutical clinical research program.for relocation to a new clinic site to support expanded service capability 1 s t quarter

SAINT LUKES HOSPITAL (SLH) KANSAS CITY, MO

Senior Vice President of Operations

May 2008 February 2012

Provided administrative oversight of multiple clinical and service departments. Departmental areas of responsibility included: neuroscience service line, Rehab, Surgery, Radiology, Emergency Department, Laboratory, Pharmacy, Nutrition Services, Housekeeping, Security, Emergency Preparedness, and Facilities Management.

Key Accomplishments:

• Facilitated development of the hospital’s annual strategic plan, capital and $500 million operating budgets.

Lead $47 million Strategic Cost Reduction Project comprised of 7 teams of department directors and medical staff to reduce operating expenses and gain efficiencies. $22 million of savings was reinvested in growth strategies.str ategic plan, capital and $500 million operating budgets. Championed throughput Lean Six Sigma project to

Championed throughput Lean Six Sigma project to reduce Emergency Department length of stay for admitted patients. Improved performance has been sustained over a 4 year period. The average time from ‘decision to admit to transport to unit’ decreased from 140 minutes The average time from ‘decision to admit to transport to unit’ decreased from 140 minutes to 40 minutes.

Successfully transitioned radiology physician services from a professional services arrangement (PSA) to an employment model requiring development of a subspecialty physician manpower plan, compensation model and recruitment of 13 new physicians. Established dedicated neuro radiology department.to unit’ decreased from 140 minutes to 40 minutes. Developed and deployed strategic growth plan for

Developed and deployed strategic growth plan for establishment of a liver transplant program.Established dedicated neuro radiology department. Accomplished integration (practice acquisition, employment

Accomplished integration (practice acquisition, employment agreements) of an 8 member pulmonary practice within a 120 day period.growth plan for establishment of a liver transplant program. In collaboration with facilities management, lead a

In collaboration with facilities management, lead a team to re-engineer the way-finding and campus signage plan for SLH across three patient towers, outpatient facility, and four medical office buildings.of an 8 member pulmonary practice within a 120 day period. Served as Malcolm Baldrige Application

Served as Malcolm Baldrige Application and Site Visit Category Co-Leader (Category 2- Strategic Planning) for 2010 site visit. The strategic planning model developed was identified as a Baldrige best practice which included a hospital wide approach/ format that addressed significant issues and strengths, 90-day action planning process, and an integrated balanced score card.outpatient facility, and four medical office buildings. Period of solid growth in all neuro areas following

Period of solid growth in all neuro areas following the recruitment of specialty expertise in neuro oncology and the establishment of a tighter integration with physical medicine and rehabilitation physicians.planning process, and an integrated balanced score card. Vice President SLH & Saint Luke’s Brain and

Vice President SLH & Saint Luke’s Brain and Stroke Institute (SLBSI)

September 2001- May 2008

Served as vice-president with oversight of the developing neuroscience service line and hospitality areas (housekeeping,

nutrition services and patient transportation).

Key accomplishments:

Served as Malcolm Baldrige Application and Site Visit Category Leader (Category 3 – Focus on Customers) resulting in integration of the Baldrige criteria into the organizational business Focus on Customers) resulting in integration of the Baldrige criteria into the organizational business model. SLH achieved the Excellence in Missouri four times and the Baldrige national quality award in 2003. Shared SLH strategic planning model and information broadly with other health care organizations at a national level and through hospital sponsored ‘best practice’ sharing days.

As customer service perspective leader developed enhanced customer service approaches in collaboration with other leaders during a customer perspective retreat. Enhancements included a hotel services strategy resulting in an overall patient satisfaction score of 94.1%.through hospital sponsored ‘best practice’ sharing days. Completed SLH Incident Command Center Design to assure

Completed SLH Incident Command Center Design to assure alignment with local and regional requirements.resulting in an overall patient satisfaction score of 94.1%. Provided administrative oversight of newly formed

Provided administrative oversight of newly formed neuroscience institute.

Key accomplishments:

Developed and implemented neuroscience specialty line business model.of newly formed neuroscience institute. Key accomplishments: Developed and deployed strategic and operational business

Developed and deployed strategic and operational business plans.and implemented neuroscience specialty line business model. Developed branding strategy in collaboration with the

Developed branding strategy in collaboration with the marketing department.and deployed strategic and operational business plans. Developed outcomes data base in partnership with the

Developed outcomes data base in partnership with the neuroscience medical director.strategy in collaboration with the marketing department. Established OP physician location for neurosurgery,

Established OP physician location for neurosurgery, neurology, physiatry, and psychiatry to establish cohesive physician practice identity.base in partnership with the neuroscience medical director. Initiated development of epilepsy and neuro-oncology

Initiated development of epilepsy and neuro-oncology multidisciplinary programs; relocated and expanded sleep disorders lab to 8 beds.to establish cohesive physician practice identity. Vice President / Risk Manager November 1998 – September

Vice President / Risk Manager

November 1998 September 2001

Responsible for identification, management and elimination of potential and actual risk. Data gathering, analysis, and evaluation were essential aspects of this position. Collaborated with the System Director of Risk Management, claims manager, and legal counsel in the evaluation of legal action involving SLH. Assisted with regulatory compliance and implementation of the corporate integrity plan. Participated in brokerage insurance coverage review and evaluation.

Key accomplishments:

Served as Plan for Care Committee chair and lead the effort to consolidate and standardize operating guidelines into a common format and centralized electronic location resulting in a significant reduction in the overall number of guidelines and improved patient safety in areas such conscious sedation.integrity plan. Participated in brokerage insurance coverage review and evaluation. Key accomplishments: Kevin Thorpe 2

Responsible for Joint Commission preparation and site visit management.Managed hospital licensing regulatory compliance and completion of annual MHA hospital license survey. Served as

Managed hospital licensing regulatory compliance and completion of annual MHA hospital license survey.for Joint Commission preparation and site visit management. Served as executive sponsor and operations project manager

Served as executive sponsor and operations project manager for telephone and voicemail system replacement in preparation for Y2K.and completion of annual MHA hospital license survey. Developed SLH Very Important P rinciples document and

Developed SLH Very Important Principles document and staff education plan to assure staff knowledge of SLH’s Mission, Vision and rinciples document and staff education plan to assure staff knowledge of SLH’s Mission, Vision and Values.

Achieved Sleep program AASM accreditation and expansion throughout the system and collaborated with the sleep medical director on the establishment of an ACGME approved sleep fellowship.staff knowledge of SLH’s Mission, Vision and Values. Served as project lead / executive sponsor for

Served as project lead / executive sponsor for the development of a new hospitality model with a focus on retooling structure and processes for patient transportation, nutrition, and housekeeping services to include development of a greeter program.on the establishment of an ACGME approved sleep fellowship. Facilitated development of a new complaint management

Facilitated development of a new complaint management tracking report to identify trends and improvement focus areas.services to include development of a greeter program. Co-chaired capital budget planning process. Created

Co-chaired capital budget planning process.report to identify trends and improvement focus areas. Created justification for a dedicated full time risk

Created justification for a dedicated full time risk manager.focus areas. Co-chaired capital budget planning process. Director Patient Focused Work Redesign September 1995 –

Director Patient Focused Work Redesign

September 1995 November 1998

Responsible for leading the successful implementation of a patient focused care delivery model and work redesign plans developed by the operational teams including the achievement of quality and financial outcomes set forth in the design.

Key accomplishments:

First role as a member of the Operations Executive staff.outcomes set forth in the design. Key accomplishments: Successfully implemented new care delivery model to include

Successfully implemented new care delivery model to include multi skilled roles of Patient Care Technician, Patient Service Associate and Information Associate resulting in approximately $5.0 million in annual savings. Ongoing training programs for each role were also established.First role as a member of the Operations Executive staff. Additional focus areas included documentation/results

Additional focus areas included documentation/results reporting, paperwork/computer costs, professional development, materials and supplies, meeting/administrative functions, computer programming and job redesign.training programs for each role were also established. Developed plan to separate quality and utilization review

Developed plan to separate quality and utilization review functions resulting in a net decrease in overall staffing and improved operational focus and efficienciesfunctions, computer programming and job redesign. Collaborated on the development of the hospitals first

Collaborated on the development of the hospitals first medicine outcomes based clinical pathway – ischemic stroke pathway. ischemic stroke pathway.

Saint Luke’s Hospital Clinical Positions Respiratory Care Services Responsible for delivery of Respiratory Care related services as a clinician an as a department leader in the following roles:

Department Coordinator Assistant Coordinator Blood Gas Lab Supervisor Float Shift Supervisor Evening Shift Supervisor Staff Therapist

Other Work Experience Meyer Jewelry Corporation, Overland Park, Kansas

Part-time warehouse, sales and office work

EDUCATION

July, 1989 September, 1995 November, 1986 - July, 1989 May, 1985 - November, 1986 August, 1983 - May, 1985 October, 1981 - August, 1983 March, 1979 - October, 1981

May 1973 December 1983

Master of Arts in Health Services Administration, Webster University, Kansas City, MO

March 2006

Respiratory Therapy Education Department Intensive Study Program, Creighton University

May 1981

Bachelor of Arts in Biology, University of Kansas College of Liberal Arts and Sciences

May 1978

PROFESSIONAL CERTIFICATIONS

NBRC Registration: RRT # 15794 awarded in 1982

PROFESSIONAL ORGANIZATIONS & ACTIVITIES

American College of Neuroscience Administrators, Member American College of Healthcare Executives (ACHE), Member Missouri Hospital Licensing Standards Task Force Vision Tree Advisory Board Saint Luke’s Hospital Ethics Committee Bishop Spencer Place Board of Directors Board Member, Executive Committee Professional Services/Quality Assurance Board Committee, Member Quality First Board Committee, Chair Windsor Care (Subsidiary) Board of Directors, Chair Long Range Task Force, Member Midwest Ear Institute Board, Member Saint Luke’s Brain & Stroke Committee, SLHS Board of Directors Myasthenia Gravis Association (MGA), Treasurer Broadway Westport Council Board Member American Society of Healthcare Risk Managers, Member American Lung Association of Western Missouri, Member Board of Directors National Board for Respiratory Care, Written Registry Examination Cut Score Committee Saint Luke's Hospital Heart of America United Way Campaign, Chair Saint Luke's Hospital Coordinating Council / Leadership Group, Officer Kansas City Respiratory Care Managers Association, Member Advisory Board Member for Respiratory Therapy Program at Johnson County Community College Missouri Society for Respiratory Care:

2012 Present 2006 Present 2010 2011 2006 2010 2005 2007

2004 2013 2005 2011 2005 2012 2006 2012 2012 2013 2002 2013 2001 2013 2002 2006 2002 2005 1998 2001

1995

1994 1995

1992

1992 1995 1988 1996 1987 1996

President - District IV Secretary President-Elect President Alternate Delegate Delegate American Lung Association Sponsored Asthma Camp Counselor American Association for Respiratory Care, Member (# 8527640)

1985 1986 1986 1988 1988 1989 1989 1990 1991 1993 1993 1995 August, 1985 1982 1996

PROFESSIONAL AWARDS

Distinguished Service Award, Midwest Ear Institute The Stackhouse Distinguished Service Award from the Myasthenia Gravis Association Malcolm Baldrige National Quality Award to Saint Luke’s Hospital of Kansas City (Category Lead) Excellence in Missouri Team Quality Award – “Extreme Neuro” – Mid America Brain and Stroke Institute Stroke Intervention Team Missouri Society for Respiratory Care Presidents Award Excellence in Missouri Quality Award (Category Lead)

2014

2004

2003

2003

1991

1999, 2002

PUBLICATIONS

"A Clinical Evaluation of the Accuracy of the Nellcor N-100 and Ohmeda 3700 Pulse Oximeters", William T. Cecil, RRT, CPFT, Kevin J. Thorpe, RRT, Eugene E. Fibuch, M.D., Gerald Touhy, M.D., Journal of Clinical Monitoring, Vol 4, No.1, January, 1988.

Workbook and Review Guide to Accompany Egan’s Fundamentals of Respiratory Care, Sixth Edition, 1995 -- Contributing Editor.

“Improving Stroke Care by Developing a Stroke Intervention Team: A Case Study”, Kevin Thorpe, Marilyn Rymer, MD, Sherry Marshall, Eugene Fibuch, MD, Journal of Clinical Outcomes Management, October 2004.

“Decision Support Technology Applied to Malcolm Baldrige Award Recipient’s Leadership Retreat”, Kevin Thorpe, The World Health Care Innovation and Technology Congress, November 2005

“Analysis of the Costs and Payments of a Coordinated Stroke Center and Regional Stroke Network”, Marilyn Rymer, MD’ Edward Armstrong, Pharm.D., Neil Meredith, Ph.D., Sissi Phan, Pharm.D.’ Kevin Thorpe, Denise Kruzikas, Ph.D, MPH, Stroke, Accepted for Publication April 23, 2013

PROFESSIONAL PRESENTATIONS

"Mechanical Ventilators, Implications to EEG Testing", EEG Society 1986 Annual Meeting, Chicago, Illinois

"The Role of the Respiratory Care Practitioner in Hyperbaric Medicine", AARC 1987 Annual Convention, Las Vegas, Nevada

“Continuous Blood Gas Monitoring”, MSRC 1994 Annual Meeting, Lake of the Ozarks, Missouri

“Work Redesign”, American Society of Electroneurodiagnostic Technologists (ASET), 1997 Annual Meeting

“Customer Satisfaction Research Program”, 2003 Quest for Excellence Conference, Columbia, Missouri

“Focus on Patients, Other Customers and Markets”, The Quest for Excellence XVI Conference, 2004 Washington, DC (March 29,

2004)

“Capacity for Growth – Focus on Results”, Best Practices in Optimizing Patient Throughput”, Atlanta, Georgia (April 27, 2004)

“Best Place to Get Care, Best Place to Give Care”, Improving Quality Through Public Reporting Workshop Series”, Wisconsin Dells, Wisconsin (June 29, 2004)

“Strategic Planning”, 2004 Baldrige Regional Conferences, Oak Brook, Illinois and San Antonio, Texas (September 10, 2004 and September 30, 2004)

VHA Michigan User Group Meeting, Grand Rapids, Michigan (September 23, 2004)

“The New JCAHO Accreditation Process: Lessons Learned & Future Plans”, Missouri Hospital Association’s Annual Convention, Osage Beach, Missouri (November 3, 2004)

“Journey to Excellence”, Getting Started with the Baldrige Quality Model, Oklahoma City, Oklahoma (April 5, 2005)

“Leadership and Staff Focus”, 2005 Baldrige Regional Conferences, Minneapolis, Minnesota (September 28, 2005)

“A Focus on Measurement and Analysis”, New Mexico Baldrige Regional Conference, Albuquerque, New Mexico (October 5, 2006)

“Hospital Administration – Why Every Hospital Wants a Comprehensive Stroke Program”, 9 th SNIS Practicum and Inaugural International Endovascular Stroke Conference, Seattle, Washington (June 5, 2010)

“Integrating the Baldrige Business Model in a Healthcare Setting”, Charoen Pokphand Foods Plc., Bangkok, Thailand (February 15,

2012)