Tim Tapp

Experience

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  Cambridge Healthcare Center

  Jan 1989 - Oct 1990

  Administrator

  Recruited as Administrator to develop and launch first sub-acute Medical-Surgical unit in Indiana in this 143-bed multi-level facility.Reversed $100,000 per month loss to $50,000 per month profit in twelve months.Obtained 50% occupancy of sub-acute unit within 30 days of opening. Increased gross therapy billings 178% in nine months.Led rehab med-surg sub acute SNF facility to 39% Medicare occupancy achieving over $600 /day rate.Received JCAHO accreditation in sub-acute and long-term healthcare facilities.State Board of Health requested permission to train their surveyors in these facilities. Show less

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  Windsor Manor Healthcare Center

  Oct 1990 - Dec 1991

  Administrator

  Recruited as Administrator to reestablish Medicaid and Medicare certification for this 161-bed, 180-employee facility.Obtained recertification in 90 days.Increased Medicare census 32%.Increased Medicare reimbursement by 41%.

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  Jackson County Hospital

  Jan 1992 - Jan 1993

  CEO

  As CEO assumed complete responsibility for overall profitability, quality outcomes, and physician and community relations for this privately owned 41-bed, 95-employee acute care hospital.Increased average daily census 500%Improved bottom-line from loss to $40,000 profit in 4 months.Recruited specialty physicians and acquired physician practices.Designed, implemented and developed programming for 14-bed psychiatric and chemical dependency unit.Designed and implemented community-wide health information network. Obtained JCAHO accreditation for hospital. Show less

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  Christopher East Healthcare

  Jan 1993 - Mar 1995

  Senior Administrator

  Joined as Senior Administrator to merge and expand newly acquired 34-bed Traumatic Brain Injury (TBI) unit with a 240-bed, 250-employee sub-acute healthcare facility.Increased managed care business 400% improving gross revenue by $749,000 in first year. Developed Neurological Disorder sub-acute unit as spin-off of TBI Unit.Increased referrals 26% by building key strategic partnerships with local hospitals.Improved quality indices 27% per year through Continuous Quality Improvement process. Show less

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  Norton Midtown Nursing & Rehab Center

  Apr 1995 - Mar 1997

  Administrator

  Recruited as Administrator specifically to turnaround and reposition this unprofitable 153-bed, 160-employee facility. Increased Medicare reimbursement 13% in first 60 days. Reversed monthly $10,000 bottom line loss to quarterly $49,000 profit in first 90 days.Eliminated temporary personnel and reduced employee turnover 76%.

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  TAPP Inc

  Mar 1997 - Dec 2007

  President/Co-Owner

  T.A.P.P., Inc., 1996-2007 (sold)Launched and provided financial consulting to these education-based referral only children's daycares and preschools. Directed start-up operations including site construction achieving maximum occupancy in 90 days.Annually earned the highest State survey commendations for programming and quality service.Chosen for local TV program on "model" daycares for child development.Awarded Ford Motor company contract for preferred provider.Chosen as only daycares in market for Federal Accreditation. Show less

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  Americare Living Center

  Apr 1997 - Feb 2000

  Executive Director

  Joined as Administrator to facilitate the repositioning of this 166-bed, 190-employee facility to create a subacute post-surgical rehab model. Increased census 23% in first year.Negotiated joint venture for post-operative rehab of leading orthopedic group.Reversed $23,000 per month loss to $47,000 per month profit in thirteen (13) months.

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  Autumn Glen at German Church

  Feb 2000 - Mar 2001

  Executive Director

  Recruited as Interim Executive Director to this Assisted and Independent Living campus to affect turnaround. Established vital strategic alliances reversing a trend of lost market share. Increased Assisted Living census 50%.Initiated Home Health program.Developed and implemented fitness program expanding it citywide.Improved homeowners' census from 37 to 42.

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  Robert Half International

  Mar 2001 - Dec 2005

  Senior Consultant

  Redesigned and reengineered financial and operational systems for this $1.5 Billion three hospital, three campus, four satellite office and over 15,000 personnel hospital system:Acted as on-site physician liaison between Riley Hospital for Children and corporate entity to reengineer critical scheduling, preadmission, admission and billing functions.Increased cash $16 Million through development of new data capture approach through conversion from day-of-admission to preadmission culture.Decreased days sales outstanding from 82 to 69 through strategic redesign and retraining of admitting personnel. Decreased Inpatient eligibility and certification denials 94.4%.Decreased Outpatient eligibility and certification denials 70.1%.Decreased Total eligibility and certification denials 82.7%. Show less

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  Indiana Wesleyan University

  Jun 2003 - Sept 2014

  Adjunct Faculty

  Educator of Garduate business students focusing on Strategic Planning, Finance, and Operations.

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  Tapp Enterprises

  Apr 2004 - now

  President
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  Village Oaks at Greenwood (Emeritus, Inc)

  Jan 2006 - Dec 2009

  Executive Director

  Recruited to lead financial turnaround of this Assisted Living/Dementia business.Developed Excel financial modeling tool to track daily performance and to integrate with Access database to facilitate monitoring of multiple sites.Increased occupancy from 49% to 100%.Decreased days sales outstanding from 92 to 16.Improved net operating income 68.2% in first six months.Reduced employee turnover 66.3%.Finished 2008 $326,000 ahead of budget.

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  Emeritus

  Jan 2006 - Dec 2009

  Executive Director

  Recruited to lead financial turnaround of this Assisted Living/Dementia business.Developed Excel financial modeling tool to track daily performance and to integrate with Access database to facilitate monitoring of multiple sites.Increased occupancy from 49% to 100%.Decreased days sales outstanding from 92 to 16.Improved net operating income 68.2% in first six months.Reduced employee turnover 66.3%.Finished 2008 $326,000 ahead of budget

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  University of Phoenix

  Jan 2006 - Jan 2009

  Adjunct Faculty
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  Behavioral Care Services (Community Health Network)

  Dec 2009 - Apr 2010

  Chief Operating Officer

  INComplete Financial and P&L responsibility for nine (9) business units with an annual budget in excess of $34M until position was eliminated.Streamlined Business Practices to achieve $600K Savings - Saved as a result of consolidation of business practices and budget controls over nine business units within the Community Health Network.Brought budgeting and reporting uniformity to these nine operating units, by developing Excel programs to incorporate data from Access data bases.Created linked Excel programs to automate benchmark monitoring systems.Developed Excel dashboards to graphically represent the daily performance of each business unit and their subordinate lines of business.Participated in due diligence efforts for potential consolidations and mergers.Identified new target market of 10,000 members. Show less

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  Colorado Technical University

  Apr 2011 - Jul 2022

  Adjunct Online Faculty

  Lead the online education and teaching of Healthcare Strategic Planning, Management Theory, Finance, Ethics and Leadership to a global student-body of both undergraduate and graduate MBA students focusing on Healthcare Administration.

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  Assisted Living Concepts

  Jan 2012 - Jan 2013

  Executive Director
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  Western Governors University

  Apr 2015 - Jun 2018

  Course Faculty, Business

  As a Course Mentor at WGU I function in a professorial role as subject matter experts who assist students as they engage specific sections of the WGU curriculum. Collaborate with other professionals within the university to promote a positive atmosphere in a student-focused environment.Monitor and manage a dynamic learning community.Utilize technology-based teaching platforms to aid students in the development of competencies. Provide personalized outreach to at-risk students in a way that fosters development of competencies.Balance content delivery with exceptional student service. Show less