Daryl A. Holder, MHSA, MS, PMP, FACHE

Experience

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  United States Congress

  Jan 2001 - Jul 2001

  Legislative Fellow

  A 6-month graduate level fellowship designed to provide the incumbent practical application of healthcare policy initiatives and their effects on health care consumers. Developed and maintained relationships with Members of the United States Congress and executive agencies and staff to establish and further government support for more Rural Health care providers within the Congressional district. Analyzed drafted legislation at the Federal and state levels that affected persons in rural areas, their families and health care providers. Coordinated with other national organizations and state affiliates to support the mission of Rural Health Care. Studied impacts of new or proposed public policies, proposed legislation, Federal or state guidelines, services, and regulations for effective policy making. Drafted policy briefs, research memos and presentations that concisely and clearly described complex analyses and health policy options to policymakers. Prepared oral testimony for Federal agency hearing on the implementation of the Rural Health Care. Led trainings in advocacy and outreach regarding programs, public health policies, related strategies, and socio-economic issues related to health service delivery systems. Drafted persuasive technical writing pertaining to policy documents, briefing material and Congressional responses. Analyzed public policy and Federal, State, regional, and local laws to support developing health strategies, program initiatives and health reforms. Developed materials to explain programs to the general public and to specific groups including Congressional staff, legislative committees and subcommittees, state policy makers, other executive branch officials interested in program activities. Planned and participated in policy-focused meetings of high-ranking government officials, advocates and national experts. Show less

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  1st Medical Battalion

  Aug 2001 - Aug 2004

  Company Commander/ Health Service Support Commander

  Supervised, trained and evaluated 225 military personnel. Maintained and managed a $13M worth of equipment and supplies. After completing 6 mos. pre-deployment training, deployed with 1st Marine Expeditionary Force during January 2004, subsequently leading Alpha Surgical Company in support of combat operations in western Iraq during Operation Iraqi Freedom II. Crafted, Implemented and supervised the field training of over 140 Medical Augmenters and organic personnel by conducting Medical Augmentation Training Program exercises resulting in 98% savings in medical reimbursement charges.  Facilitated the reconstruction and refurbishment of two new helicopter landing pads to accommodate both Marine Corps and Army Medical Evacuation (MEDEVAC) aircraft resulting in expedited patient movement to higher levels of care and increase survivability.  Improved the overall performance and readiness of Alpha Surgical Company from 70% to 92% in preparation for deployment in support of Operation Iraqi Freedom II. Managed a comprehensive pre-deployment inspection cycle resulting in the highest grade (97.3%) ever to be awarded to a deploying health service detachment. Coordinated and implemented a Medical Civil Action and Dental Civil Action Program resulting in over $100,000 worth of medical and dental supplies being dispense to over 1000 Iraqi citizens within a 14-day period. Supervised, trained and evaluated 24 military personnel; responsible for the effective and expedient health maintenance of all deployed personnel, to include but not limited to: routine sick call, physical examination, preventive medicine programs, dental maintenance, record maintenance, and report submission to both local and higher headquarters.  Adhered to the rules and regulations of the Geneva Convention coordinated medical care to over 500 enemy prisoners of war. Show less

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  Walter Reed National Military Medical Center

  Sept 2004 - Dec 2005

  Established a solid trusting relationships with patients, patients’ family members and staff while fostering a positive health environment due to extra efforts in care, treatment, and interpersonal skills. Collaborated with multidisciplinary team members including physicians, nurses, technicians and therapists, to formulate, implement, and modify individual care plans. Served as a command Protocol Officer providing assistance pertaining to ceremonies and casualty visits by senior civilian and military leaders, foreign dignitaries and celebrities. Advocated on behalf of over 500 casualties and their family members. Managed and disseminated a comprehensive casualty report to senior military and civilian leadership. Planned and coordinated more than 700 casualty visits by prominent members of the U.S. government (i.e. President of the United States; Secretary of State; President National Security Advisor), Dept. of Defense (DOD), visiting foreign dignitaries. Provided protocol guidance to senior health officers and heads of other federal and health care agencies as needed.  Promoted interest in health services research as well as identifying potential collaboration and developed networks. Assisted with personnel related activities, including the administrative orientation of clinical staff.  Monitored all aspects of the operating programs and made recommendations to improve or modify methods for disseminating information to intended audiences. Performed work related to the acquisition and development of program information and resource materials to support health policy development. Responsible for providing technical consultation, guidance, education and training to both established and potential health care staff. Researched various publications to extract, summarize, and compile information required for the activities of the organization. Show less Supervised, trained, and evaluated 113 military and civilian personnel. Maintained and managed $800,000 worth of equipment and supplies and $2M+ worth of service contracts. Led the collaboration between the Chief of Clinical Staff and Clinical Directorates resulting in a 50% decrease in the medical records delinquency rate and an increase in the Standard Inpatient Data Record completing rate from 65% to 97%. Evaluated the National Naval Medical Center’s Contingency Bed Occupancy process imparting invaluable operation experience, knowledge, and insight resulting in a revised methodology for monitoring available patient beds, increasing accuracy from 80% to 98% within a 30-day period. Streamlined and modernized the Command’s Patient Movement Plan acquisitioning more than $100, 000 worth of civilian and military assets resulting in moving over 100 wounded service members seamlessly through the Medical Evacuation system within a 30-day period.  Authored and implemented 12 departmental Standard Operating Manuals and 4 Safety manuals resulting in excellent in content thus enhancing the department’s overall effectiveness.  Developed regulatory and quality standards, objectives and procedures concerning crosscutting issues including those pertaining to best practices in health care research and the coordination of these activities. Managed personnel in the proper processing of medical boards, abbreviated limited duty boards, temporary disability retired list evaluations/reevaluations within the established guidelines reducing medical boards processing times by over 25% Managed comprehensive Joint Commission on Accreditation of Health Organizations and Command Medical Inspector General Inspections, ensuring 100% of staff were in compliance with training readiness while simultaneously not hindering service to daily customers resulting in a “Zero” significant findings from both survey teams. Show less

  • Protocol Officer/Wounded Warrior Liasion

    Sept 2004 - Dec 2005

  • Department Head, Patient Administration Department

    Sept 2004 - Sept 2005
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  Bureau of Medicine and Surgery (BUMED)

  Jan 2006 - Jun 2008

  Executive Assistant, Director, Medical Resources, Plans and Policy Division (N931)

  Responsibilities: Assigned as the Executive Assistant to the 15th Director of the United States Navy Medical Service Corps (e.g. Rear Admiral) enabling him to perform his official duties more effectively. Accomplishments• Provided administrative support to the Director in managing an office of over 100+ analysts, human resources experts and over 2, 7000 medical service corps personnel.• Informed staff of Director’s decisions. Managed confidential information with sensitivity.• Oversaw the Director’s calendar. Scheduled meetings, briefings, and conferences and handled all related logistics.• Scheduled and arranged conference calls, briefings, and meetings attended by the Director, 4 Active and Reserve Flag Officers, their deputies and support staff.• Responded quickly responded to frequent information requests from other stakeholders across the BUMED enterprise via email, hardcopy correspondence, and telephone calls. Maintained reputation for finding and conveying information clearly and accurately.• Prepared slides for Director’s presentations. Collected, synthesized, and integrated text and charts from various sources into easy-to-understand presentations.• Scheduled and arranged conference calls, briefings, and meetings attended by the Director, Directors of the Medical Corps, Nurse Corps and Dental Corps, Specialty Leaders, and stakeholders across the BUMED enterprise Show less

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  Defense Health Agency

  Jul 2008 - Jul 2009

  Managed Care Fellowship (Defense Health Agency)

  Responsibilities: Postgraduate 12-month Managed Care Fellowship at the Defense Health Agency and Health Net Federal Services. This fellowship was designed to give the incumbent practical experience at the strategic (senior policy meetings between DHA and managed care support contractors); operational (billing and claim processing), and tactical (customer service satisfaction) in furthering the incumbent’s understanding of the end-user receives the TRICARE benefit.Accomplishments • Completed analytic research paper entitled, “The Lack of Revised Financing and Over-Utilization of Purchase Care Dollars within the National Capital Area” resulting in praise up and down the chain of command • Planned and executed the 2008 Military Health System Communication and Customer Service Telephonic Survey resulting in over 90% of 9.2 million TRICARE beneficiaries being reached. • Demonstrating the ability to analyze and synthesize vast amounts of information, the incumbent was hand-selected to work with TRICARE legislative department in explaining to Congress how the benefit was meeting the healthcare needs of the beneficiaries. Show less

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  Bureau of Medicine and Surgery

  Aug 2009 - Jul 2010

  Acting Director of Healthcare Operations and Director, Tricare Operations

  Responsibilities: Responsible for medical leadership, health outcomes, clinical oversight and patient care for active duty sailors and Marines, their families, and Navy and Marine Corps retirees and their families, numbering over 2.8 million people.Accomplishments• Championed the development of the Access to Care (ATC) Management Panel aligning ATC policy requirements and the ATC Strategic Initiative by providing Navy Medicine’s leadership with the ability to monitor and measure system-wide (i.e. 18 Navy Hospitals and ( Ambulatory Health Clinics) ATC performance. • Demonstrating a clear capacity to develop new ideas, created the BUMED TRICARE Operations Benefit Advisor Quarterly Newsletter and SharePoint Information portal. Both formats pushed critical information to end-users while simultaneously leveraging best practices. Newsletter and website received praised from the Deputy Surgeon General (COO for the Navy Healthcare System) • Served as Project Manager for Navy Medicine's Integrated Clinical Data Base/Referral Management System Tracking Report workgroup created to improve the continuity of care in obtaining medical information for referring for referring military treatment facility providers. The group actions resulted in an enterprise-wide (e.g. 18 Navy Hospitals and 9 Ambulatory Health Clinics) IT solution. Show less

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  Navy Medicine Professional Develop Center

  Aug 2011 - Nov 2015

  Responsibilities: As the Director, Plans Operations and Medical Intelligence Course (POMIC), the incumbent provides support and supervision of 45+ instructors; program promotion to over 120-course participants annually; while smartly executing a budget of 120K per course. Lecture, supervise, coach and mentor students in their roles as effective medical planners in sustaining the health of the operational forces before, during and after each military operation. Leads quality education program exposing students to current operational and military strategic challenges; and skills to plan and coordinate medical support for military operations, humanitarian and disaster relief in a collaborative manner. Accomplishments: • Proactive and assertive leader - coordinated, planned and executed an Active Shooter exercise comprised of 40 tenant commands, 7k personnel aboard NSA Bethesda resulting in the identification of significant vulnerabilities in the installation force protection posture. Recommendations for remedying deficiencies were made and enacted. • Strategic trainer - revamped the POMIC in meeting the needs of the end-user by increasing practical lab times by 10% and adding 20 hours of medical regulation and patient movement training resulting in the student's ability to quickly identify operational medical capability gaps.• Professional expertise - developed a comprehensive continuing education proposal to American College of Healthcare Executives in receiving 95.75 continuing education credits.• Team planning/Task execution - planned, coordinated and executed three 4-day Joint Medical Planning Tool simulation training course that provided hands-on training experience to personnel from across DOD in the patient transport process in a joint environment. Show less Responsibilities: Dual responsibility as the primary medical consultant to the unit Commander for all medical care provided to Special Forces personnel within the seven GCC countries. Additionally, the incumbent partnered and trained coalition military personnel within the GCC countries. Incumbent has demonstrated corporate level knowledge in strategic planning, project management and strategic business relationships. Successful in operational contingency planning, development of civil-military policy and coordination with allied military forces and non-governmental organizations. Possesses enhance knowledge and understanding of foreign diplomacy, civil-military relationships, U.S. Government interagency processes in the global security environment and planning for humanitarian assistance and disaster relief. Accomplishments • Proven manager and leader - reinvigorated medical staff assisted visits with GCC countries by educating interpreters on medical terminology and allocating more hands-on time in scenario based practical medical labs. • Master Trainer - planned coordinated and executed a medical preparedness contingency plan in support of Operation Eager Lion 2012 consisting of 19 nations and over 12K personnel. • Strategic Thinker – Obtained sustaining line of accounting in procuring medical supplies in meeting the Unit’s future training and real-world missions. Show less

  • Director, Plans Operations and Medical Intelligence Course (POMIC)

    Aug 2012 - Nov 2015

  • Deputy Surgeon/Medical Planner

    Aug 2011 - Aug 2012
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  Navy's Bureau of Medicine and Surgery

  Sept 2016 - Sept 2019

  Formulation, Implementation, Evaluation and Control of Navy Medicine’s Strategic Management System The incumbent is responsible for developing, communicating, educating and executing strategic guidance and initiatives cascading throughout the Navy Medicine Enterprise (e.g. Echelon II and Echelon III) ensuring the organization is ready to meet current, future and aspirational operational commitments. Anticipate, Create, and Manage, Navy Medicine’s Strategic Foresight ProgramBy leveraging the strategic foresight framework: analyzing the past (or challenging assumptions or old ways of thinking); present (scanning the environment to uncover hidden opportunities); and futures (mapping a future scenarios and innovations) and aspirations (deign and execute actions plans) the incumbent will proactively assesse emerging issues and capabilities to support strategic planning and inform Navy Medicine executive leadership (i.e. Echelon II and III) decision-making.Design, Plan, Conduct and Managed a High Velocity Facilitative Coaching Program By leveraging High Velocity learning principles throughout Navy Medicine (e.g. Echelon II and III), the incumbent will assist Senior Leaders (i.e. FOSESFOR); Executive Teams (i.e. ESC, NMSC, Command TRIADS) and the organization in helping them improve performance; and processes by performance can be achieved, through reflection and dialogue. Show less Promotes a safe and effective working environment for employees (i.e. 1 Navy Lieutenant Commander (GS13); 2 GS13) in effectively developing, executing and sustaining performance improvement that align workforce with key Navy Medicine’s goals, systems and strategies. The incumbent will ensure the following:• Oversight of the PIO Portfolio Tracking Tool (e.g. CPIMS 2.0) using SharePoint and Qlikview. The incumbent will support the following: migration and storage of legacy information stored in CPIMS 1.0; designing and deployment of CPIMS 2.0; and sustainment of CPIMS 2.0 across Navy Medicine Enterprise (i.e. BUMED, Regions, MTFs) by September 2017. Once CPIMs 2.0 is fully functional the incumbent will work with SMEs in developing and executing an enterprise wide roll out of CPIMS 2.0 NLT March 31, 2018.Promote, support and sustain executive and organizational development by creating an environment of high-quality training, coaching and leadership development. The incumbent ensures the following:• Develop strategy for sustainable systems for a learning organization, based on the five disciplines developed by Dr. P. Senge (i.e. Systems Thinking; Personal Mastery; Mental Models; Shared Vision and Team Learning) and other capacity building methodologies in support Navy Medicine’s High Reliability Organization (HRO) construct NLT June 30, 2017. Partnering with outside professional entities, the incumbent will assess, create, and offer services that are tailored to meet Navy Medicine goals. Collaborate in vision, design, development and growth of all training aspects of Navy Medicine’s Lean Six Sigma programs in support of extensive organizational changes. • Revamp/Revise (with the assistance of SMEs at the BUMED, Regions and MTF level) the LSS course curriculum (i.e. Champion Trainings; Green and Black Courses) NLT September 2017. Show less

  • Senior Program Analyst, Office of Strategy and Foresight Management

    Jul 2019 - Sept 2019

  • Branch Head, Organizational Development & Learning, Performance Improvement Office (PIO)

    Sept 2016 - Jun 2019
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  NIH Clinical Center (CC)

  Oct 2019 - now

  Health Management Advisor/Special Assistant to the Chief Operating Officer

  The NIH Clinical Center is the world's largest hospital dedicated to pioneering clinical research providing hope to improve human health. • Effective support of the development of the CC’s strategic planning efforts and monitors progress in achieving goals and objectives. Provide periodic progress reports as required or appropriate. • Works proactively in fostering a conductive environment in implanting CC’s equal employment opportunity and diversity/inclusion plans, programs and activities. • Identify, recommend, and conduct special projects and studies to improve Clinical Center operations. For each project and study, develops a plan including required resources, methodologies, and timelines and present to the Chief Operating Officers. Achieves and demonstrates progress in improving program effectiveness and work processes. Provide weekly progress report. • Develops and execute action plans in response to Clinical Center management issues or initiatives, directives, regulations, legislation or any other areas requiring action or response from the Chief Operating Officer and other CC senior leadership to improve mission efficiency and operation stewardship; and provided periodic program report. Show less