Michael Keith Butler, MD, MHA, CPE, FACPE
1988-1990 MHA Tulane University School of Public Health and Tropical Medicine 1976-1980 MD Tulane University School of Medicine
1972-1976 BA Amherst College
Post-Graduate Medical Training
1985-1986 Gastrointestinal Surgery Fellow St. Clare Hospital, New York 1983-1985 Senior and Chief Resident New York Medical College
General Surgery Lincoln Hospital
1982-1983 Trauma Fellow New York Medical College
1982-1980 Internship and First Year New York Medical College
Resident in General Surgery Metropolitan Hospital
1998 Certified Physician Executive – Certifying Commission of Medical Management 1996 Re-certified – American Board of Surgery
1995 Diplomate – American Board of Medical Management
1995 Diplomate – American Board of Quality Assurance and Utilization Review Physicians 1987 Diplomate – American Board of Surgery – General Surgery
Medical Licenses New York (Expired) Louisiana
July 2007 – Present Interim Chief Executive Officer – Louisiana State University Health
Care Services Division
The hospital division of LSU Health Sciences Center
consisting of 7 hospitals, 1,556 licensed beds, 52,611 inpatient
admissions, 388,206 emergency room visits, and net patient revenue of
1999 – July 2007 Chief Medical Officer – Louisiana State University Health Care
Hospital Division of the LSU Health Sciences Center which consist of 8 hospitals. Budget - $807.8 million; Employees – 9414; Staffed Beds – 1,284; In-patient Admissions – 66,586; In-patient days 348,995; Out-patient visits – 1,085,525; ER Visits – 497,744.
Design and direct system-wide disease management initiatives; Develop a system of management of our clinical resources to ensure availability; appropriateness and cost effective use; Develop data collection and information management system to evaluate the quality of clinical care in our system; Develop and implement appropriate medical staff structures and training to ensure medical staff effectiveness for governance, clinical care and resident supervision; Direct and implement system-wide utilization review; Develop, direct, implement system-system-wide case and utilization management system.
Accomplishments – Health Care Effectiveness Katrina Related Activities
- Evacuation plan for Medical Center of Louisiana at New Orleans - Redistribution of Clinical Services at Areas of Patient Relocation - Relocation of Reference Lab Services
- Developed a Communication System to Provide Fail Over Capability
- Designed expanded telemedicine network to minimize geographical barriers to care.
Disease Management Activities
All programs have uniform data elements; performance and benchmarking targets, provider education support, and patient education.
- Reduced admission rate from 258/1000 patients to 171/1000 patients - Reduced 45-day re-admit respiration rates from 10% - 6.57%
- Standardization ER treatment protocols Congestive Heart Failure
- Increased B Blocker usage to 80% - Increased ACE Inhibitor Usage at 95% - AHEFT Clinical Trial Participants
- 2003 National Association Safety Net Award for Accountability and Quality Improvement Cancer Screening
- Developed In-Reach Model
- Developed Virtual Breast Center Demonstration Site
- Standardization Mammography Information System (Pen-Rad) - Increased PSA/Prostate Screening from 15% - 40%
- Developed same day PAP smear screening Diabetes Mellitus
- Increased eye screening exams by 3843 (62% increase) - Increased LDL screening exams by 1776 (20% increase) - Increased renal assessments by 9,000 (90+% increase)
- Increased current Hbg A1C screening exams by 3,000 (40% increase) - Increased foot screening exams by 6,800 (90% increase)
- Received ADA Provider Reorganization at three (3) hospitals - Established ADA Accredited Education Site at six (6) hospitals HIV
- Implemented – 2nd SPNS grant for 1.6 million
- Implemented HIV – Specific Management Information System – LabTracker
- S.P.N.S. Grant $1.4 Million for the Evaluating the Impact of Information Technology on Statewide System of HIV Patient Care.
- Developing additional programs for chronic kidney disease, tobacco control, and blood pressure management.
- Development of a Web-Based Disease Management Result Reporting System
established Patient Medication Assistance Program (Free out-patient drugs) with a value of over $20 million.
- System-wide medical staff credentialing and privileging system
- Established State-Wide Pharmacy and Therapeutic Committee with Pharmacy Council (This group has kept system drug costs increases to less than 5% per year over the past five years)
- Developed “Electronic File Cabinet” for clinical inquiry
- System Wide Program of Utilization Management, Care Management, Quality Management, and Performance Improvement
- Established Leadership Training Program for medical directors and clinical leads 1997-2001 CEO – South Louisiana Medical Associates and Medical Director -
Leonard J. Chabert Medical Center
South Louisiana Medical Associates - An education affiliate of Alton Ochsner Health Care System, 46 full time physicians, 16 physician extenders, 155 employees, And a $15 million budget.
Responsibilities: South Louisiana Medical Associates
Direct management of revenues, provider relations, provider reimbursements, contract negotiation analysis, group audits, risk management, governmental relations,
marketing, professional staff recruitment and development, financial planning and budgeting; Develop, articulate and implement strategic planning; and Oversee Houma’s Alton Ochsner graduate medical education programs.
Accomplishments -- South Louisiana Medical Associates - Restructured company to ensure viability
- Stabilized employee and physician turnover
- Provided first pay raise in two years for physicians and employees - Fully funded pension benefits
- Restructured Human Resource Department and Functions - Computerized Payroll Systems
- Reduced paper transactions
- Restructured hiring and promotion practices, orientation, job descriptions, policies and procedures
- Cut expenses by $1,000,000 including medical
malpractice premiums, employee insurance expenses, and profit sharing plan expenses
- Improved stakeholder relations
- Enhanced revenue by $1.2 million per year with organizational restructuring with Strategic partners
Leonard J. Chabert Medical
A 150 bed medical center with 850+ employees, 50,000 emergency room visits, 100,000 clinic visits, a medical staff of 200+ physicians, and a $60 million budget. Responsibilities – Medical Director
Direct Medical Staff Quality Management Program; Integrate the strategic plan and scope of services of Chabert Medical Center with South Louisiana Medical Associates; Plan, implement, direct and evaluate the medical programs; Appoint medical staff committees; Participate in developing budgets, capital outlay projects and equipment acquisitions; Oversee the development, implementation, and enforcement of medical staff bylaws, rules and regulations; Provide input into the general policies and procedures of the hospital; Oversee the medical staff governance to assure effectiveness; Meet the regulatory requirements for medical staff; Approve and evaluate policies and standards of care and treatment in the hospital; and Appoint department chairmen and services chiefs.
Accomplishments – Chabert Medical Center - Developed Disease Management Program
- Standardization scheduling for Pediatric Walk-In-Clinic - Developed guidelines for equipment prioritization - Refurbished residents’ apartments
- Improved medical staff and administration communication
1995-1997 CHIEF OPERATING OFFICER--MEDICAL DIRECTOR: MEDICAL CENTER OF LOUISIANA AT NEW ORLEANS
Medical Center of Louisiana at New Orleans has 4500 employees, 700 beds, 17 buildings (2 campuses), 400,000 out-patient visits, 200,000 Emergency Room visits, 100+ attending staff, 365 million dollars budget, two medical schools, 4500 deliveries,
homecare and hospice services.
Responsibilities -- Medical Director:
Establish guidelines and make recommendations for contracted physician services; Review and evaluate contracts; Ensure and maintain good working relationships with medical schools and other providers to insure quality care; Plan, implement, direct and evaluate all medical programs at the hospital insuring that regulatory certification, and accreditation standards are met; Develop, implement, and revise medical staff by-laws, rules and regulations; Approve referrals to other hospitals and/or agencies; Develop and project budgetary and capital outlay needs for medical care at the facility; Provide input in the general policies, procedures and budget of the hospital; Review, approve, and monitor all professional service contracts.
Direct line supervision of the following: Director of Medical Records, Infection Control, Ambulatory Clinics, HIV Clinic, Medical Staff Office, and Graduate Medical Education.
- Reorganized Medical Staff Committee Structure
- Expanded therapeutic substitution with savings of nearly $1 million dollars. - Expanded medical vendor selection program with savings greater than one million dollars.
- Improved Patient Care Process and Environment of Care Improvement - Psychiatric triage
- Delirium protocols - Intra-campus patient transport - Reinstated resident/intern orientation - Revised resident handbook
- Established communications between resident, staff and department directors with administrators
Chief Operating Officer:
Plan and direct the day to day operations of MCLNO; Assure compliance with all the rules and regulations of the governing body, accrediting, and regulatory agencies; Assure accomplishment of short and long range goals and facility planning; Direct the preparation of MCLANO budget estimates; Develop and manage the operating and capital outlay budget; Review and approve major purchases and expenditures for
Direct line supervisor of the following: Chief Financial Officer, Chief Information Officer, Director of Policy and Planning, Director of Human Resources, and six (6) Assistant Administrators - Nursing, Ambulatory, Diagnostic Support, Facility, and Medical Education.
- Developed Information System Plan designed for stability, connectivity, scalability, reliability designed to meet the business and clinical needs of MCLANO
- Negotiated with Entergy for energy plan which will allow for $30 million savings on infrastructure refurbishment
- Combined corporate culture of University Hospital and Charity Hospital - Instituted an organizational wide strategic planning framework
- Developed new guidelines for equipment and capital outlay acquisition - Developed new quality-based customer-centered focus
- Achieved internal cost savings of $12 million dollars through re-engineer - Implemented first significant equipment procedures in seven years - Developed an electronic phone book
- Implemented standardized time and attendance, dress code and disciplinary procedures
- Reduced compensatory time for all employees - Consolidated Intra-campus A.D.T. System - Outsourced intra-campus transportation system
- Restructured medical center risk management program - Revised environmental rounds
- Decreased management time spent in meetings - Developed D.E.A.P. Plan of Administration
- Led to the highest score of JCAHO Accreditation in hospital history 1987-1995 Chief of Surgical Practice: Chabert Medical Center
Develop rules, policies and procedures for the Operating Room; Determined consistent anesthesia guidelines; Mediate conflicts among the services, and Review and allocate
operating room time.
- Standardization of anesthesia evaluation
- Promulgation of operating room procedural rules - Developed a single pass pre-operative process
1988-1995 Director of Medical Staff Quality Management
Ensured that medical staff functions were organized to meet JCAHO and other
- Computerization of the credentialing process
- Established specialty specific physician performance profiles
- Established and implemented clinical departmental quality guidelines - Established volume and quality reporting system
- Established resident information handbook Awards and Recognitions
2008- Modern Healthcare Magazine, Top 25 Minority Health Care Executives 2008- Fellow American College of Physician Executive
“Best Practices in Disease Management and Improvement of Patient Care”, LSUHSC-HCSD 2000 Disease Management Conference, 2000
“Improving Patient Outcomes in a Public System”, LSUHSC-HCSD 2001 Disease Management Conference, 2001
“Measuring and Improving Performance and Accountability at Safety Net Institutions,” National Association of Public Hospitals and Health Systems Leadership Roundtable, April 2002
“A Disease Management Model on a Statewide Level: The LSUHSC Approach”, 2002 American Association for Clinical Chemistry (AACC) Annual Meeting, Orlando, FL
“The Value of Disease Management”, 2002 Louisiana State University Health Sciences Center - Health Care Services Division Disease Management Conference, Baton Rouge, LA
“Framework for Accountability and Improvement in a State Wide Health Care Delivery System”, April 2002 Louisiana State University Board of Supervisors, Baton Rouge, LA
“The Value of Disease Management”, 2002 Combined Louisiana State University Health Sciences Center and Tulane Health Sciences Center Internal Medicine Grand Rounds, New Orleans, LA “The Value of Disease Management”, 2002 Louisiana State University Health Sciences Center – Earl K. Long Medical Center Internal Medicine Grand Rounds, Baton Rouge, LA
“HCSD and the Health Care Value Proposition”, 2003 Louisiana State University Health Sciences Center – University Medical Center Internal Medicine Grand Rounds, Lafayette, LA
“HCSD and the Health Care Value Proposition”, 2003 Louisiana State Nurses Association Meeting, Baton Rouge, LA
2003 NAPH Accountability and Quality Improvement NAPH Safety Net Award Presentation, 2003 National Association of Public Hospitals and Health Systems Annual Conference, Napa, CA
“Meeting the Challenge of Racial and Ethnic Disparities through Disease Management”, 2003 American Health Association Tele-Conference
“Population Health: Structures for Improving the Clinical Enterprise”, 2004 Louisiana State University Health Sciences Center - Health Care Services Division Disease Management Conference, Baton Rouge, LA
“Quality and the Physician Executive”, 2004 Student National Medical Association, New Orleans, LA “Leonard J. Chabert CHF Program”, 2004 Siemens Advisory Board, Baltimore, MA
“Pursuit of Quality Care and Access: The System’s Approach to Health Care Effectiveness”, 2005 Pennington Biomedical Research Center, Baton Rouge, LA
“Task Force on the Working Uninsured”, 2005 Insurance Commission, Baton Rouge, LA
“Managing the Behavioral Health Patient in LSU-HCSD”, 2006 Mental Health Improvement Task Force, Baton Rouge, LA
“The Safety Net in the Eye of the Storm”, 2006 Bioterrorism and Public Health Subcommittee – Katrina Roundtable, Washington, DC
“Partnership, Prevention, and Performance”, 2006 Public Affairs Research Council, Baton Rouge, LA “The Preferred Future for LSU-Health Care Services Division”, 2006 Leadership Terrebonne Health Care Day, Terrebonne General Medical Center, Houma, LA
“A Decade of Improvement, Quality, and Progress in LSU Health Care Hospitals”, 10th Annual Health Care Forum, Baton Rouge, LA
“LSU Health Care Service Division and Leonard J. Chabert Medical Center”, Aug 2007, Presentation to Bayou Industrial Group, Thibodaux, LA
“LSU Hospital Clinical Performance”, 2007 Health Management Academy, San Diego, CA.
“Association for Community Health Improvement Spring Training for Health Champions Presentation” March 2008, Atlanta, GA
“Robert Wood Johnson Fellow Presentation” March 18, 2008, New Orleans, LA
A CEO’s View, by: Michael K. Butler, MD, MHA, CPE. Healthcare Journal of Baton Rouge November/December 2007 Issue