David Walz MBA, RN, BSN, LNHA, CNN, FACHE

A servant leader who is leading the award-winning, fully independent, level IV trauma center and a quickly growing 25-bed critical access hospital that offers surgical services and an emergency department. The Madelia Health system has four primary care clinics, two physical therapy & wellbeing locations, a retail pharmacy, behavioral health services, and Emergency Medical Services (EMS). Establishing the business strategy while promoting the mission, vision, and values. • Increase access to care • Grow market share • Increase quality of care and patient experience • Promoting a desired culture built on communication, transparency, and trust

As Senior Director, I led Women's and Newborn Health services and departmental functions. I oversaw more than 450 teammates, collaborated to execute shared organization functions, and facilitated the Laborist II program to ensure two OBGYNs are always in the hospital. I crafted a midwife program to coordinate extra coverage for laboring mothers and manage OB Triage. Highlights from this job include: • Increased MFM volume by 25% annually through implementation of 20-week surveys and telehealth services. • Crafted milk depot location in St. Cloud for breastmilk donations. • Grew diverse workforce by 16.4%. • Delivered $1.5M in cost savings and revenue enhancements through evidence-based projects since 2019. • Reduced unit of service expense within NICU by $255K while enhancing clinical outcomes. • Implemented outpatient lactation services and increased exclusive breastmilk rates by 12%.

During this role, I delivered program and all strategic functions (strategic planning, budgets, finances, reporting) for 10 dialysis facilities, a home therapies program, and a large inpatient program. I launched the first staff assisted HHD program in the state and developed new positions to decrease expenses, improve quality metrics, and enhance survey scores. Achievements included: • Expanded home program from one nurse and 14 patients to five nurses and 80+ patients. • Enhanced staff satisfaction year-over-year and 90-day turnover for PCTs. • Lowered costs by $500K annually through Lean continuous improvement initiatives and contract renegotiations. • Grew patient and staff satisfaction by 15% with development of patient partner program. • Decreased patient falls by 50% annually through patient safety measures based on best practices. • Achieved 25% satisfaction score increase through implementation of customer service standards. • Developed Guest Service Specialist position, resulting in $1M in generated revenue annually.

Fulfilled requirements for a long-term care administrators license