JOHN G.

BARONE
70 N. Spring Garden Avenue
Nutley, New Jersey 07110
973.667.6053 johngbarone@aol.com 201.707.7284 cell

HEALTHCARE FINANCIAL & OPERATIONAL MANAGEMENT PROFESSIONAL

Experienced healthcare executive with broad-based credentials in financial, strategic, operational and
clinical administration. Proven leader with extensive financial and operational experience in line, staff
and consulting roles. Recognized as an effective and motivational team player with a consistent track
record in delivering bottom-line results, improving customer satisfaction and developing strong collegial
relationships. Thoroughly grounded in developing efficiencies, influencing change, organizational
enrichment, process restructuring, and IT platform design. Adept at meeting the business challenges of a
rapidly changing Public Administration industry.

PROFESSIONAL EXPERIENCE

Christ Hospital, Jersey City, NJ 2004 – 2008

383 bed, non-profit hospital with a budget that approximates $180 million. After the Court dissolved the
corporate structure of the Bon Secours & Canterbury Partnership for Care (below), selected by the Board
of Trustees as senior leadership to help restore this hospital to prominence.

Vice President – Operations & Business Strategies

Administrator to the following departments: Bio-Medical Engineering; Business Development; Cardiology
& Cath. Lab; Dietary & Cafeteria; EEG; Environmental Services; Laboratory; Laundry & Linen; Plant
Operations, Maintenance & Grounds; Satellite Property Management; Radiation Therapy; Radiology;
Rehabilitation Therapies; Respiratory Therapy; Security & Information Desk; Sleep Lab; Strategic
Planning; Cardiology; Transportation; Vascular Lab.
Selected accomplishments
 Led clinical and support service directors to an overall improvement in ancillary revenue of almost
15%;
Staff productivity reports show division consistently 1 to 3% below budgeted expenses.
 Coordinated new venture of Primary (Emergency) Angioplasty program (prepared Certificate-of-
Need, provided testimony at
NJ State Health Planning Board, coordinated with State regulatory approvals through to and
including implementation).
 Managed installation of new, state of the art, 64 slice CAT scanner. In response to increased
demand, sponsored a departmental business strategy team that decreased patient waiting times
by 30%. In addition, productivity/efficiencies gained through modifying the mix between full, part
time and per diem employees.
 Recruited Neuro/Spinal surgery group. Total revenue within this specialty service tripled in 2 years.
 Reduced Radiology and Laboratory turnaround times by half (MD Order – Test – Result - Chart).

Bon Secours & Canterbury Partnership for Care, Jersey City, NJ 2001 - 2004
950 beds with a total budget approximating $450 million. Regional healthcare system that included: Christ
Hospital, St Francis Hospital, St Mary Hospital and
Franciscan Nursing Home and Rehab Center, Jersey City. Corporate parent was Bon Secours Heath System Inc,
Marriottsville, MD.

Chief Financial Officer – Senior Vice President of Finance

Senior Vice President – Corporate Business Development
Executive Director – Corporate Finance
Direct responsibility for: Accounting; Business Development; Decision Support Management Reporting;
Budgeting; Reimbursement; Regulatory Affairs; Managed Care Contracting; Revenue Cycle; Pt
Information Systems; Patient Access; Capital budgeting & financing; Strategic Planning.
Selected accomplishments
 Successfully coordinated the divesture and sale of 200 bed, inner-city hospital to real estate
development group. Emphasis of responsibility was overall project management and specifically,
oversight of due diligence process, presentations to Board of Trustees as well as management of
financial, legal and logistical issues as required under Federal, State and Canon Laws.
 Initiated RFP, vendor evaluations, ultimate purchase and implementation of HBOC Trendstar,
decision support reporting platform. Also integrated four (4) distinct legacy accounting
departments into Lawson, thereby improving reporting capabilities and reducing staff by 50%.
 Assessed quality and productivity of finance staff throughout the Partnership to address inherited
concerns of inaccuracies, inefficiencies, financial risks and exposures, as well as high turnover
rates. Achieved historical “clean-up”, inclusive of internal audit findings as well as eliminated non-
valued-added activities and under-utilized technology. Improved accounting controls and reduced
inefficient manual processes/activities throughout the Division.
 Regional system point person with Hunter Group, Cap Gemni, FTI and Speltz & Weis consulting
firms. In addition, supported Court appointed auditors and attorneys by assembling forensic
evidence as well as legal documentation.
 JOHN G. BARONE
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973.667.6053 johngbarone@aol.com 201.707.7284 cell

St. Joseph’s Hospital and Medical Center, Paterson, NJ 1989 – 2001

750 beds (major teaching, tertiary care and regional Medical Center including nursing home and 30 ambulatory
satellite sites).
Total budget $300 million; 4,000 FTE’s, 25,000 inpatient admissions; 300,000 outpatient visits.

Vice President – Finance

Directly managed the following areas: financial operations; capital financing; cost containment;
reimbursement & revenue optimization; regulatory affairs; business development; program/service
evaluation and remediation; managed care contracting; decision support and management reporting.
Selected accomplishments
 Served as liaison between Medical Center and NJ State Hospital Rate Setting Commission,
Department of Health and Senior Services, Health Care Administration Board, State Health
Planning Board, and other regulatory divisions to appeal rate setting issues and also to redesign
payment methodologies for new programs and/or services (i.e. Neo-natal payment rates). During
four year period, generated more than $18 million in additional revenues resulting from appeals,
negotiations and settlements.
 Institutional representative to develop state wide Hospital Relief Fund payment methodology (add-
on to charity care funding) which supplemented Medical Center revenue base by $12 million/yr.
 Served as Medical Center’s spokesman on Federal and State issues with legislators, regulators and
media. Provided testimony at legislative hearings and debates, as well as public and political
forums.
 Initiated and structured business development philosophy to improve decision making,
prove/disprove feasibility, quantify predictive models and provide the means for presenting
selective business plans to the Finance Committee for approval. This included the development of
pro-formas, integration of strategies and operations, implementation plan, organizational
development and educational enhancements, as well as design of reporting systems.
 Provided oversight and coordinated two, tax-exempt, bond financing vehicles: a $102 million
refinancing and additional borrowings of $50 million.

Network, Inc., Randolph, NJ 1982 - 1989

Hospital and health care consulting firm with four regional offices (NJ, NY, MA. & FL).

Vice President - Regional Health Care Practice; Principal

Marketed, delivered and managed the following client engagements: strategic planning/marketing;
interim facility management to distressed hospitals; turnaround plan development and implementation;
information technology assessments and conversions; operational reviews; compliance audits; computer
based modeling; reimbursement studies; rate simulations; contribution margin analysis; cost reports;
final reconciliation; hospital rate appeals; feasibility studies; presentations to senior management groups
as well as Boards of Trustees.
Selected accomplishments
 Increased consulting firm’s profitability by marketing, cultivating and administering services to
New Jersey and New York client base. Highly credible and well respected by clients, colleagues,
executive management and Board of Trustees as well as by state regulators and legislators.
 Engaged by Board of Trustees and physician owners to administer and coordinate the transition
and disposition of a NJ distressed, community hospital. Turnaround plans included: managing
vendor relationships; assessing and negotiating potential partners; developing, marketing and
implementing strategic business initiatives to fortify failing operations; improving physician
relationships; advising and coordinating reorganization/bankruptcy proceedings; intensifying
billing and collection practices; assessing and implementing cost reduction opportunities; as well
as continued monitoring and reporting of results at daily de-briefing sessions.
Prior Career Experience:
 Riverside General Hospital, Secaucus, NJ – Controller of 200 bed, for-profit, investor-owned,
community hospital.
 Englewood Hospital and Medical Center, Englewood, NJ – Chief Accountant of 550 bed, minor
teaching, Medical Center.
 Hospital Service Plan of NJ, Newark, NJ – Senior Auditor for NJ Blue Cross (fiscal intermediary for
Medicare/ Medicaid, Federal/State)

JOHN G. BARONE
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973.667.6053 johngbarone@aol.com 201.707.7284 cell

PROFESSIONAL MEMBERSHIPS and ACTIVITIES (past)

Faculty/adjunct professor for the following higher education facilities:
Kean College; Montclair State University; St. Elizabeth’s College; Seton Hall University; Seton Hall
University Law School

Health Care Financial Management Association -- New Jersey Chapter

Board of Directors, Treasurer, Recipient of Reeves silver and Follmer bronze merit awards.
Committees served: Chairman, Reimbursement Committee; Managed Care; Directory;
Physician/Hospital Issues;
Education; Legislative; National Task Force

New Jersey Hospital Association - taskforce appointments:

Council on Finance; Charity Care; Uncompensated Care; Disproportionate Share Issues; and,
Hospital Financial Data Advisory.

NJ State Department of Health – taskforce appointments:

Technical Advisory Committee; Benchmarking; Charity Care; Graduate Medical Education; Trauma;
Neonatal; Organ
Transplant; and Prior Year Revenue collections.

Board member to Hospital Alliance of New Jersey; Qualcare; First Option Health Plan; Via Caritas and,
Marian Health Care System.

EDUCATION
Seton Hall University, South Orange, NJ
Masters - Public Administration – Healthcare Administration
Bachelor of Science -- Business Administration/Finance