Corporate Office

Robert G. Carmen
President & Ceo
  • A faith-based, not-for-profit integrated health care delivery system headquartered in Roseville, California with operations throughout Washington, Oregon, California and Hawaii
  • Includes 19 acute care hospitals with more than 2,700 beds
    • More than 170 rural health clinics, physician clinics and outpatient centers
    • 14 home care agencies
    • Six hospice agencies
    • Four joint-venture retirement centers
  • Largest network of rural health clinics in California, with additional sites in Oregon and Washington
  • Workforce of 28,900 includes more than 21,200 employees; 4,500 medical staff physicians; and 3,200 volunteers
  • Provides efficiencies, economies of scale and expertise to its assorted business units through a wide variety of centralized services. These functions include: financial, human capital, information technology, legal/regulatory, operational and strategic
  • Fully deployed computerized physician/provider order entry (CPOE) in all Adventist Health facilities and achieved nearly 85 percent and higher utilization rates. Studies have shown that CPOE utilization rates above 75% can significantly reduce medication errors and adverse events as well as improve patient care
  • Successfully completed the implementation of a Quarterly Physician Payment Review to protect the facilities from Anti-Kickback and Stark Law violation. As a result, The Healthcare Best Practices Forum nominated and awarded Adventist Health’s physician payment process as a “Healthcare Best Compliance Practice”
  • Implemented Power Chart Ambulatory in four California clinics in the San Joaquin region, eleven clinics in the Central Valley region, one clinic in the Glendale region, and eleven clinics in the St. Helena region, for a total of 27 primary care and specialty clinics, with many more to come
  • Nationally, the enterprise was ranked in the top 25 percent of hospitals in its delivery of key quality measures for patients with heart attacks, heart failure, pneumonia, and those receiving surgical care
  • Successfully implemented a quarterly Charge to Chart audit designed to identify and correct billing errors and have completed 11 facilities with six nearing completion
  • Achieved very low hospital acquired infection (HAI) rates when compared to national benchmarks (which includes many sites not having had one HAI in 2012 and some not having had one in over two years)
  • Achieved a much lower mortality rate than expected for patients with heart attacks, heart failure, pneumonia, and those receiving surgical care. In addition, all cause mortality rates were lower than expected for patients receiving care within Adventist Health facilities
  • Results from the most recent safety assessment culture survey (completed in the fall of 2012) showed that Adventist Health had one of the highest “culture of teamwork” scores in the nation
  • Three facilities (Castle Medical Center, Sonora Regional Medical Center and Tillamook County General Hospital) received The Joint Commission’s national annual Top Performers on Key Quality Measures award
  • Established a Clinical Business Intelligence (CBI) analytics team which unites our financial team with our clinical team—working strategically with a PhD biostatistician director to enhance knowledge management, predictive analytics, and ability to deploy effective interventions for population health management
  • Raised HCAHPS scores by three percentage points
  • 340B contract pharmacy program brought in $1.5 million in new revenue
  • Added two rural health clinics; one in Taft, California and one in Manzanita, Oregon
  • Expanded the HealthStream Learning Center to all Adventist Health hospitals to automate and standardize clinical and compliance education requirements across the system. Modules added: patient financial services, rural health clinics and hospital-based outpatient clinics
  • Health Information Management Department implemented an Enterprise Coding division through which the corporate office provides diagnostic and procedural coding services to its hospitals, reducing operating expense and strengthening the revenue cycle
    • Adventist Health continues its collaboration with Bryan Sexton, PhD, and Duke University in leading edge research and interventions designed to improve the culture. Included in this research is determining how spirituality in the work place affects patient care outcomes
  • Partnered with the award winning health care alliance organization, Premier, Inc., and over 450+ hospitals nationwide, in its Partnership for Patients initiative, designed to reduce hospital acquired conditions by 40 percent and all cause readmissions by 20 percent
  • Developed a care model that focuses on promoting safety, wellness, and the best affordable care – The Adventist Health Triple Aim
    • Experienced a significant reduction in blood product utilization by using CPOE and clinical decision support. This resulted in lower costs and better care
  • Established a systemwide Advance Care Council with resources that will facilitate Adventist Health’s efforts in helping and empowering patients and their families with end-of-life health care decisions
  • Hosted the fifth annual Physician Leadership Symposium, which featured renowned national speakers, and “Physician of the Year Mission Award” ceremony, recognizing 17 physicians who exemplify quality and compassionate care
  • Standardized systemwide responsibilities for key physician executive leaders within Adventist Health: the Chief Medical Officers/Vice Presidents of Medical Affairs and the Hospitalist Medical Directors
  • Completed the first year of physician executive leadership training sessions with an established curriculum, primarily utilizing faculty members from the American College of Physician Executives and Horty Springer Group as the instructors
  • The Innovation Council funded seven new, employee-generated ideas for implementation throughout our system
  • Conducted the first systemwide innovation challenge, through utilization of idea generation software
  • Developed seven principles that will guide all patient experience design
  • Implemented a personal development program for all senior leaders based on competencies that define an Adventist Health executive
  • Developed a leadership Compliance Education course
  • Raised $23,440,662 in philanthropic dollars

DESCRIPTION

Robert G. Carmen
President & Ceo

  • A faith-based, not-for-profit integrated health care delivery system headquartered in Roseville, California with operations throughout Washington, Oregon, California and Hawaii
  • Includes 19 acute care hospitals with more than 2,700 beds
    • More than 170 rural health clinics, physician clinics and outpatient centers
    • 14 home care agencies
    • Six hospice agencies
    • Four joint-venture retirement centers
  • Largest network of rural health clinics in California, with additional sites in Oregon and Washington
  • Workforce of 28,900 includes more than 21,200 employees; 4,500 medical staff physicians; and 3,200 volunteers
  • Provides efficiencies, economies of scale and expertise to its assorted business units through a wide variety of centralized services. These functions include: financial, human capital, information technology, legal/regulatory, operational and strategic

ACCOMPLISHMENTS

  • Fully deployed computerized physician/provider order entry (CPOE) in all Adventist Health facilities and achieved nearly 85 percent and higher utilization rates. Studies have shown that CPOE utilization rates above 75% can significantly reduce medication errors and adverse events as well as improve patient care
  • Successfully completed the implementation of a Quarterly Physician Payment Review to protect the facilities from Anti-Kickback and Stark Law violation. As a result, The Healthcare Best Practices Forum nominated and awarded Adventist Health’s physician payment process as a “Healthcare Best Compliance Practice”
  • Implemented Power Chart Ambulatory in four California clinics in the San Joaquin region, eleven clinics in the Central Valley region, one clinic in the Glendale region, and eleven clinics in the St. Helena region, for a total of 27 primary care and specialty clinics, with many more to come
  • Nationally, the enterprise was ranked in the top 25 percent of hospitals in its delivery of key quality measures for patients with heart attacks, heart failure, pneumonia, and those receiving surgical care
  • Successfully implemented a quarterly Charge to Chart audit designed to identify and correct billing errors and have completed 11 facilities with six nearing completion
  • Achieved very low hospital acquired infection (HAI) rates when compared to national benchmarks (which includes many sites not having had one HAI in 2012 and some not having had one in over two years)
  • Achieved a much lower mortality rate than expected for patients with heart attacks, heart failure, pneumonia, and those receiving surgical care. In addition, all cause mortality rates were lower than expected for patients receiving care within Adventist Health facilities
  • Results from the most recent safety assessment culture survey (completed in the fall of 2012) showed that Adventist Health had one of the highest “culture of teamwork” scores in the nation
  • Three facilities (Castle Medical Center, Sonora Regional Medical Center and Tillamook County General Hospital) received The Joint Commission’s national annual Top Performers on Key Quality Measures award
  • Established a Clinical Business Intelligence (CBI) analytics team which unites our financial team with our clinical team—working strategically with a PhD biostatistician director to enhance knowledge management, predictive analytics, and ability to deploy effective interventions for population health management
  • Raised HCAHPS scores by three percentage points
  • 340B contract pharmacy program brought in $1.5 million in new revenue
  • Added two rural health clinics; one in Taft, California and one in Manzanita, Oregon
  • Expanded the HealthStream Learning Center to all Adventist Health hospitals to automate and standardize clinical and compliance education requirements across the system. Modules added: patient financial services, rural health clinics and hospital-based outpatient clinics
  • Health Information Management Department implemented an Enterprise Coding division through which the corporate office provides diagnostic and procedural coding services to its hospitals, reducing operating expense and strengthening the revenue cycle
    • Adventist Health continues its collaboration with Bryan Sexton, PhD, and Duke University in leading edge research and interventions designed to improve the culture. Included in this research is determining how spirituality in the work place affects patient care outcomes
  • Partnered with the award winning health care alliance organization, Premier, Inc., and over 450+ hospitals nationwide, in its Partnership for Patients initiative, designed to reduce hospital acquired conditions by 40 percent and all cause readmissions by 20 percent
  • Developed a care model that focuses on promoting safety, wellness, and the best affordable care – The Adventist Health Triple Aim
    • Experienced a significant reduction in blood product utilization by using CPOE and clinical decision support. This resulted in lower costs and better care
  • Established a systemwide Advance Care Council with resources that will facilitate Adventist Health’s efforts in helping and empowering patients and their families with end-of-life health care decisions
  • Hosted the fifth annual Physician Leadership Symposium, which featured renowned national speakers, and “Physician of the Year Mission Award” ceremony, recognizing 17 physicians who exemplify quality and compassionate care
  • Standardized systemwide responsibilities for key physician executive leaders within Adventist Health: the Chief Medical Officers/Vice Presidents of Medical Affairs and the Hospitalist Medical Directors
  • Completed the first year of physician executive leadership training sessions with an established curriculum, primarily utilizing faculty members from the American College of Physician Executives and Horty Springer Group as the instructors
  • The Innovation Council funded seven new, employee-generated ideas for implementation throughout our system
  • Conducted the first systemwide innovation challenge, through utilization of idea generation software
  • Developed seven principles that will guide all patient experience design
  • Implemented a personal development program for all senior leaders based on competencies that define an Adventist Health executive
  • Developed a leadership Compliance Education course
  • Raised $23,440,662 in philanthropic dollars