John P.Rogers Ph.D.

, FACHE
9182 West Road * Cleves, Ohio 45002 * jr53a018@westpost.net
Home: (513) 353-1588 * Cell (513) 772-3400

Senior level experience and success in the following: health care administratio
n, managed care, market penetration, medical staff development, academia, academ
ic administration, published research, quality improvement in clinical specialti
es, direct marketing to health care consumers, conflict resolution, and complian
ce with federal laws.

Skill Set Offered

Financial Management-In the management of six organizations my management team
delivered budget surpluses and revenue increases to all organizations. This hel
d true for government, religious, and private organizations. This was accomplish
ed through team efforts and executive leadership in very challenging financial t
imes. This provided me with a reputation in the Ohio Department of Mental Health
as a "turnaround specialist". In consulting, we audited over 100 hospitals to d
etermine financial strategies.
Marketing Skills- With all organizations (except government) increased market
share from 10% to 65% through my leadership in less than three years.
Quality Management- By first developing strong quality programs through recrui
tment of highly skilled staff and affiliation with nationally recognized centers
of quality, we succeeded in religious, private, government, and academic, organ
izations. We learned how to position ourselves for market penetration as we rece
ived regional recognition for quality improvement. In government organizatio0ns
this was measured by budget allocations and consumer support.
Negotiation Skills- Consistently maximized negotiated results with labor union
s, medical staffs, governing boards, faculties, government agencies, and consume
r groups. This skill was measured through negotiated outcomes that improved fina
ncial results, prevented conflict that could have interrupted operations for the
six organizations I was personally responsible for managing.
Network Development Skill- By using all of the above-mentioned skills, I have
been consistently successful in developing and expanding networks in all organiz
ations I have been responsible for in the religious, private and even the academ
ic settings. This was never a goal in any government setting that I have been as
sociated with and could only be measured in the private sector. In the hospital
sector we doubled our networks in both organizations and individual providers in
less than three years. At Xavier University we increased our pre-paid education
al client network from seven hospitals to forty-two hospitals in less than thirt
y-six months.
Corporate Compliance- since 2001 to the present I have developed the skills o
f advising business and
tax- exempt agencies on complying with federal regulations. I believe that
this skill can be applied by
health care organizations in a corporate compliance program that can help
prevent fraud and abuse
investigations that create not only financial problems; but serious public
relation problems as well.

John P. Rogers, Ph.D., FACHE Page 2

Professional Experience
January 2001 - present
February 1998 -
November 2000 Internal Revenue Service- Worked in the Business and Tax Exempt Or
ganizations by resolving problems at the request of corporations. I was given th
ree years of training in tax law issues. In February of 2004 promoted to Crimina
l Investigations. Used healthcare background to help identify fraud. During this
time completed an 18-month certificate program in medical coding and billing
to gain new skills in fraud investigation and corporate compliance issues. In Ma
y of 2007 promoted to Tax Law Specialist in Tax Exempt and Government Exempt Org
anizations to review compliance of Employee Plans Program. Communicate with spon
sors on corrections to bring plans (such as 401k's) into federal compliance.

SENTINEL HEALTH CARE/GOOD SAMARITAN HEALTH SYSTEM, Kearney, Nebraska

Executive Director
* Resolved conflicts, improved marketing and financial management resulting in q
uick turnaround of a $36,000 budget deficit. Produced a budget surplus within 12
months while reestablishing confidence among providers.
* Collaborated in creating and selling a medical staff development plan, which a
chieved 100% acceptance.
* Enhanced relations with local businesses through direct contracting.
* Developed clinical services for 11 rural health systems, linking rural primary
care providers to regional specialty clinicians.
* Expanded network from 6 to 23 counties; doubled the number of hospitals in the
network.
November 1995 -
January 1998
FORT HAMILTON HEALTH NETWORK, Hamilton, Ohio
Executive Director
* Initiated and directed a provider-owned HMO that reported net profit of over $
75,000 its first year of operation with less than 1,500 lives.
* Negotiated 37 contracts providing access to 45,000 lives to 140 providers. Ach
ieved average RBRVS of 137%.
* Introduced capitation to physicians and the hospital.
* Conducted public seminars to educate consumers regarding Medicare Risk HMO.

Continued . . .
John P. RogersPh.D., FACHE Page 3

May 1992 -
October 1995
PREMIER HEALTH NETWORK, Cincinnati, Ohio
Consultant
* Developed successful chemical dependency program in southwest Ohio for Upper V
alley Medical Center.
* Initiated Summit Insurance for Upper Valley Medical Center, which grew to 10,0
00 lives.
* Established centers of excellence of cardiology and oncology by linking commun
ity hospitals to national centers.
* Created a freestanding surgical center (ASC) for 20 surgeons.
* Worked on team that wrote the health care reform legislation, which became law
for the State of Ohio.
* Successfully developed a 70-bed nursing home in southwest Ohio.
August 1984 -
November 1992 XAVIER UNIVERSITY, Cincinnati, Ohio
Executive Director/Assistant Professor
* Developed Xavier Centre, a network for hospital management consulting, serving
42 hospitals and 38 nursing homes. Established a board of local hospital and nu
rsing home executives to monitor Centre quality.
* Introduced and implemented the concepts of pre-paid education for health care
organizations. Established an educational partnership between the University and
42 area hospitals. Generated $2.8 million in training contracts and educational
membership fees.
* Taught graduate courses in health care and long-term care administration. Ment
ored and advised ten graduate students per year during their residencies.

October 1978 -
July 1984 STATE OF OHIO, DEPARTMENT OF MENTAL HEALTH, Columbus, Ohio
Chief Executive Officer, Fairhill State Hospital, 1978-81
Chief Executive Officer, Toledo State Hospital, 1981-84
* Obtained JCAHO accreditation at Fairhill State Hospital in Cleveland (112 beds
) and Toledo State Hospital (550 beds).
* Addressed community concerns over racial issues affecting mental heath service
s in Cleveland through a series of meetings with citizens and consumer groups.
* Resolved two major union conflicts without need for outside arbitration. Issue
s were settled without violence and no interruption to patient care.
* Developed consumer support for mental health funding in Cleveland and Toledo,
which prevented extensive layoffs.
* Reorganized medical staffs at Cleveland and Toledo through affiliation with th
e Cleveland Clinic and The Medical College of Ohio at Toledo, which led to effec
tive physician recruitment.

Continued . . Ph.D., FACHE Page 4

January 1975 -
July 1978 HYATT MEDICAL MANAGEMENT, Encino, California
Midwest Director of Marketing
* Worked with local hospital boards to establish management contracts through Hy
att Medical Management. Won several contracts formerly awarded to larger corpora
tions.
* Developed Midwest market to the point of opening a local operations office to
support new contracts.
* Signed the first religious hospital account.
* Earned highest marketing bonus in the company.
1971 - 1975 ST. VINCENT/MERCY HOSPITAL, Toledo, Ohio
Requested to remain on after completion of administrative residency.
Executive Director of Planning
* Research the feasibility of a Catholic HMO. Studied with Dr. Paul Elmwood (Fa
ther of HMO's) and Sister Grace Marie of Cincinnati's Good Samaritan Hospital.
* Participated in project that developed an Open Heart Surgical Program with the
Cleveland Clinic resulting in a drop in surgical deaths from 10% to 1% within o
ne year.
* Resolved racial conflict with the African American community and the Mercy Cam
pus. This resulted in reestablishment of stable community relations.
* Directed a $30 million construction project to completion.
* Led the relocation of 14 departments into the new hospital.

EDUCATION
Ph.D. Health Care Management
M.B.A., Concentration: Health Care
B.A., Biology and Chemistry 1989
1972
1968 The Union Institute & University
Cincinnati, Ohio
Xavier University, Cincinnati, Ohio
Walsh University, North Canton, Ohio
Publications and Research
Available upon request
Outside Interests
Lead Catholic men's retreat for my Parish.
Part of Parish team to bring Holy Communion to the home bound
Volunteer for Hospice of Cincinnati.

John P. Rogers, Ph.D., FACHE Page 5

Professional activities, affiliations, & Licensure

Fellow, American College of Health Executives; Appointed to Ohio Governor's Task
Force on Health Care Reform; Certified Mental Health Professional, Association
of Mental Health Executives; Licensed Nursing Home Administrator, State of Ohio,
Lay Director for Catholic Parish retreats.