Patrick Reinhard

Senior healthcare executive, nursing dean, and former chief nursing officer with 20+ years of leadership experience spanning higher education, hospital operations, accreditation, curriculum redesign, and organizational transformation. Proven success leading nursing programs, regulatory initiatives, and multidisciplinary teams across academic institutions and healthcare systems ranging from 50 to 950+ beds. Expertise includes accreditation readiness, strategic planning, fiscal stewardship, curriculum innovation, and quality improvement.

Recognized for developing future leaders, improving organizational performance, and driving measurable outcomes in student success, patient care, and operational excellence.

Dean, Nursing and Allied Health - Bay College - Escanaba, MI

(2025-05 - 2026-05)

• Led preparation for an 8-year ACEN accreditation review, ensuring institutional readiness and regulatory compliance.
• Redesigned LPN and ADN curricula to improve program alignment and educational outcomes.
• Transitioned nursing courses from online delivery back to in-person instruction.
• Re-established the LPN program at a second campus within six months following program closure.

Regional Dean, School of Nursing - San Joaquin Valley College

(2023-07 - 2025-09)

• Led state accreditation efforts at two campuses and submitted regulatory documentation for a third campus.
• Standardized ATI utilization across four campuses to improve instructional consistency and student preparedness.
• Implemented digital learning resources that reduced textbook expenses by approximately $900 per student.
• Redesigned admissions processes, including applicant interviews and student selection procedures.
• Directed integration initiatives across four California nursing programs to standardize educational delivery.

Dean, School of Nursing & Associate Dean, College of Health Sciences - University of Lynchburg

(2022-07 - 2023-07)

• Led preparation for CCNE accreditation activities.
• Developed and secured university approval for a redesigned nursing curriculum.
• Expanded faculty utilization of ATI tools to improve student engagement and performance.
• Used ExamSoft extensively to administer, proctor, and analyze student examinations, including Next Generation NCLEX-style clinical judgment item types.
• Implemented psychometric assessment methodologies at both the individual student and aggregate program level to strengthen examination development and evaluation practices.

Dean Of Nursing - Cochran School of Nursing, a part of St. John Riverside Health - Yonkers, NY

(2021-01 - 2022-06)

• Brought the school through multiple waves of the Covid-19 pandemic and prepared faculty and students to return to in-person education.
• Prepared the staff for the first ACEN accreditation review since 2013; received a recommendation for ongoing accreditation.
• Interviewed, hired, and helped train and orient the first four new faculty hired by the school since 2016.
• Set up faculty training and implementation of changes needed in both classroom and clinical settings, including testing for NCSBN changes to the NCLEX exam.

Corporate Director of Nursing - San Joaquin Valley College, Inc./Santa Barbara Business College

(2019-01 - 2021-02)

• Worked with the regulatory group at the State Board of Nursing for program changes and ongoing accreditation; successfully completed 4-year recertifications for programs at two campuses.
• Identified and mentored two instructors to assume the Director role on their campus.
• Leveraged resources for the integration of a learning management system (LMS) into the VN program.

Director of Nursing, Accreditation, and Online Nursing Programs - Stanbridge University

(2017-10 - 2018-06)

• Responsible for the complete revamping of the curriculum, moving the program from ADN to BSN as well as updating the curriculum for the BSN online program currently in place.
• Evaluated both RN and LVN programs for regulatory compliance and educational excellence.

Chief Nursing Officer/Chief Clinical Officer - Promise/Success Silver Lake Medical Center

(2016-12 - 2017-09)

• Identified the lack of preparedness and worked closely with the Quality Team escalating preparation for The Joint Commission visit at the end of 2017.
• Responded to a Centers for Medicare and Medicaid Services visit that occurred within two weeks of hire, providing appropriate written responses to a plethora of deficiencies to meet or exceed standards.

Chief Nursing Officer/Chief Clinical Officer - Desert Valley Hospital

(2013-11 - 2016-08)

• Improved throughput, allowing growth of in-patient census by 10% and increased Emergency department visits by 12%.
• Created and rolled out a new-graduate transitional education program which became a major recruiting tool for the facility.
• Prepared for and achieved Healthcare Facilities Accreditation Program and College of American Pathologists accreditation (equivalent of The Joint Commission).

Interim Nursing Director of Critical Care - Sanford Bemidji Medical Center

(2013-03 - 2013-11)

Responsible for the Emergency Departments (28,000 visits/year), ICU, Telemetry, Float Pool, House Supervisors, Staffing Office, and Walk-In Clinic/Urgent Care (26,000/yr).

Interim Nursing Director – Emergency Services - Tucson Medical Center

(2012-02 - 2012-08)

• Transitioned an established physician group out and helped establish a new team within the department.
• Partnered with a multi-disciplinary team to decrease Emergency Department throughput times, improving the bottom line by decreasing Left Without Being Seen statistics and improving in-patient census.

Interim Chief Nursing Officer - Lock Haven Hospital

(2011-12 - 2012-02)

• Worked with the CEO to interview orient and help onboard the new CNO.
• Worked with the ED manager and the lone local EMS service to improve availability for the EMS team in a true emergency by developing a method of transporting non-critical patients with alternate service.

Interim Management - Cedars-Sinai Hospital

(2011-08 - 2011-11)

Provided guidance and support to a developing management team of young professionals.

Interim Nursing Director, Critical Care Services - Mercy Medical Center - Redding, CA

(2011-04 - 2011-08)

• Provided oversight for all Critical Care Areas reporting to a Chief Nursing Officer who recently joined the Catholic Healthcare West facility, which had failed two previous Centers for Medicare and Medicaid visits.
• Restructured Critical Care Services under one management team, improving the bottom line and providing more consistent care to all critical care patients.

Interim Director, Clinical Informatics / Clinical Director for EMR; Interim Director of Adult Patient Care Services - University of California San Francisco

(2008-01 - 2010-09)

• Achieved budget plus 10% in the following year, leading to multiple years of fiscal success.
• Developed and implemented a tool to evaluate sitter usage and requirements, decreasing usage by 8-10 sitters per day with savings of approximately $500,000–$613,000/year.
• Collaborated with the Director of Decision Support to develop a new staffing matrix for all adult units, creating transparency that helped units attain and maintain 98% productivity during fiscal year 2009.

Interim Chief Nurse Executive - Assistant Administrator, Patient Care Services - Kaiser Permanente Santa Clara Medical Center

(2006-05 - 2007-11)

Led 8 direct and 800 indirect reports with a dotted line to Pharmacy and Radiology, managing a $194,000,000 budget.

• Developed and implemented a plan for changes in patient care required in a new facility and moved to the facility.
• Coached managers on fiscal accountability, changing lax budgeting and patient care hour practices, leading to a CFO-cited $19,000,000 turnaround, $12,000,000 from PCS.
• Developed and implemented a change effort to improve 11 A.M. discharges from 21% to 47%; eliminated costs of patients placed outside the facility and decreased LWBS to less than 2%.
• Led planning and successful passage of three certifications: California Children's Services for NICU (February 2007), Stroke (Fall 2006), and Joint Commission Triennial (Spring 2007).

Director Adult Patient Care Services; Director of Cardiovascular Services - Tucson Medical Center

(2003-09 - 2005-12)

Responsible for 11 managers and 700 employees in a 310-bed full-service acute care hospital.

• Assumed additional responsibility for staffing office, patient placement, diagnostic nursing, and float pool.
• Collaborated with IT and nursing informatics to implement a bedside electronic medical record and charting system.
• Identified the need for and implemented a hand-off tool for shift-to-shift reports adhering to CMS criteria.
• Investigated and implemented an online tool to fill open shifts.
• Identified areas of opportunity to reclassify patients in departments throughout the hospital, freeing beds to bring in additional patients.
• Collaborated with analysts to better utilize ACC and STS databases, using data to promote positive changes in departmental practices and drive cost savings.
• Opened a 36-bed unit for less acute cardiac patients

DHA

MSN

RN