Resume – Mark Barabas

Mark C. Barabas, FACHE

Mission driven Senior Healthcare Executive with over 40 years of comprehensive healthcare experience.  Proven track record features major accomplishments in cost containment (turnaround situations), foundation work, physician contracts, managed care, strategy, labor relations, complex operations, regulatory approval process and hospital accreditation.  As a Credentialed Accreditation Surveyor and Consultant for 17 years, I have completed over 100 assignments for acute care hospitals, CAH, acute rehab hospitals, and LTACH’s.  Now readily available for consultations, project based work, turnarounds, temporary assignments or interim positions.


Administrator Surveyor and Accreditation Consultant   2000-Present

  • Surveys and consults for acute care, CAH and acute care rehab hospitals, including LTACH’s
  • Performs accreditation preparation surveys as a consultant insuring compliance with the CMS standards
  • Presents education programs and coaches staff on how to prepare for surveys and respond to surveyors
  • Served as a member of the Bureau of Accreditation and Surveyor Advisory Counsel

PINNACLEHEALTH SYSTEMS (1B Annual Revenue), Harrisburg, PA                                             
Senior Vice President of Operations   2012-2017

  • System Executive responsible for construction, operationalizing and clinical integration of the new 108

bed West Shore Hospital (Opened 2014), realized 28.5% profit margin in first 6 months

  • Trains and mentors administrative staff on sustainable product line business models, physician contracting, Hospital Operations, through-put, accreditation and regulatory issues, trained replacement COO at West Shore.
  • System Executive responsible for Women and Children’s product line, Infant Development Program and associated clinics, Women’s has 4,000 deliveries, IP Pediatric Unit and Level III NICU, 40M renovation project, and integration of Pediatric Services, Baby Friendly Certification achieved in 2014.
  • System Executive responsible for Operations (COO) of 145 bed Community General Osteopathic Hospital (2015).  Implemented Discharge Time of Day Improvement Project producing a 25% improvement in discharge times.  Reduced Medicare LOS by .2. Improved profit margin to over 30%.
  • Advance the contribution margin for Women’s and Children’s Services from 37% to 54% in 3 years.
  • Lead 2M financial and operational turnaround of Community Life Team Ambulance Service resulting in breakeven status within 12 months.
  • Implemented Phase I of the Community General Facility Plan including construction of a new 32 bed oncology and urology nursing unit with all private rooms. Completed successful EPIC conversion.
  • Implemented metrically driven physician contracts, reducing induction rate by 20%.

President / COO  2009-2012
Chief Operating Officer   2007-2008

2009 – 2012
2007 – 2008

Responsible for hospital operations (450M revenue) of complex Academic Medical Center with (550 acute beds + 390 LTC beds) Level I Trauma Center:
Represents hospital at multiple service integration committees, Chair of Transplant and Dialysis Clinical Integration $27M Project, $7.5M grant obtained, CV Services, Behavioral Health, Super Lab
Increased total margin by $7M, cash position from $73M to $260M, admissions by 5%, and net patient service revenue 15% ($45M);
Restructured Care Management functions under singular management producing a 0.5% reduction in LOS and a 0.26% increase in CMI, Clinical Documentation Driver;
  • Chaired LOS/Patient Flow Committee that produced multiple strategies resulting in an 800% increase in percent of patients discharged by noon, recruited physicians and established new radiology, hospitalist, stroke, rehab and intensivist services, negotiated multiple complex physician contracts with P4P incentives;
  • Facilitated the development of a plan to establish a dually accredited Family Medicine residency jointly sponsored by U.B. Family Medicine and Lake Erie College of Osteopathic Medicine Leader of Consolidation of Dental Residency with UB;
  • Provided administrative direction and support for ongoing Joint Commission Accreditation, obtained Primary Stroke Center and Chest Pain Center accreditation, initiated OBS service;
  • Revised facility strategic plan incorporating measures and strategic drivers, MRI conversion from private model, MOB completion, SNF consolidation, Transitional Care Unit, Primary Care Development, OR/ED expansion, Transplant consolidation and parking plan.
  • Designed and Implemented 200M Campus Master Facility Plan

MERCY SUBURBAN HOSPITAL (Mercy Health System), East Norriton, PA   2003-2006
Senior VP/Chief Executive Officer



 Chief Operating Officer   2000 -2003


  • Increased cash position from 60 days to 90 days in 2005
  • Increased operating beds by 16 and market share by 4%
  • Managed growth plan of over 30% increase in admissions 2003 to 2005
  • Returned Hospital to profitability in 2003, 2004, and 2005 ($8M swing)
  • Implemented 20M Green Building Hospital Expansion Plan and related Capital Campaign (3M)
  • Negotiated merger of Family Practice Residency with PCOM (full enrollment)
  • Earned pay for performance COLA incentive from Blue Cross 2001-2005




President and Chief Executive Officer of Hospital and Foundation
  • Developed $2M annual revenue source by establishing a working relationship with Old Order Amish Bishops using a progressive discount.
  • Engineered $1M hospital turnaround in one year by reducing over $2M in hospital expenses with an aggressive 12-point expense reduction program.  Downsized 85 FTE’s including senior management and ancillary personnel and maintained a patient satisfaction rate of over 95%.
  • Established immediate rapport and relationship with medical staff.  Lead motivational aspect of fund raising campaign for medical staff.  Annual Foundation giving increased 100% over five years.
  • Created a renewed interest and enthusiasm in the Graduate Medical Education program, which has led to full enrollment in all programs and increased physician recruitment opportunities.


  • Successfully cultivated and recruited ten new business leaders as Board members.


  • Increased cash position by 20 days cash on hand, 1996. (0-20)


  • Leader and facilitator of strategic planning process on hospital affiliation.


  • Lead spokesman in collaborative discussion (Joint Operating Agreement, merger) with local hospital.
  • Chief negotiator in board and medical staff approved transaction to sell hospital to for-profit system.


  • Designed and implemented a process to refocus the Foundation mission as a result of the proposed hospital transaction to insure the Foundation is named the charitable successor organization by Orphans Court after receiving State Attorney General approval.




Administrator and Chief Executive Officer (1980-1993) (Assistant Administrator 1977-1979)

  • Actively recruited and retained 25 physicians to expand the hospital’s services and patient base.
  • Chief union negotiator, labor relations spokesperson and chief arbitration presenter.
  • Obtained professional service contracts for physicians from the Mahoning County Health Department Consortium and Youngstown State University Student Health Service.
  • Changed the concept of one-year union contracts with the hospital’s three unions.  Successfully negotiated benefit reductions with the hospital’s unions and a one-year wage freeze.
  • Increased outpatient revenue significantly by development of new programs such as Sleep Lab, Pulmonary Rehabilitation, Sports Medicine and Pain Clinic.







Diploma in Hospital Administration, University of Toronto, (DHA is equivalent of Master’s degree in the U.S.) Graduate Thesis: “Hospital Based Outpatient Surgery: A Viable Alternative.”
Bachelor of Science in Business Administration awarded Cum Laude, Youngstown State University,          Youngstown, OH.  Major: General Administration, Minor:  Accounting



  • Board Member – Community Life Team Ambulance Service   2013-2017
  • Board Member – Pennsylvania Psychiatric Institute J/V 2013-2017
  • Member – U.B. School of Medicine ACO Innovators Task Force 2011-2012
  • Member – U.B. Dental School Dean Search Committee 2009
  • Great Lakes Health System – Member of multiple task forces 2008-2012
  • Board Member – VHA Empire State 2008-2012
  • President – East Norriton Physician Services 2003-2006 (employed Physician practices)
  • Board Member – Co-operative Outreach of Norristown, Vice Chair, 2001-2006
  • Board Member – Hope House Hospice Steering Committee, 1996 to 1999
  • Board Member – Lancaster Community Health Plan (Medicaid Product), 1996-1999
  • Board Member – Alliance Health Plan (3-Hospital Super PHO Product), 1995-1999
  • Principle, LEMSA (Ambulance Service) 1996 to1999
  • Board Member – MRI Cooperative; Member, Planning Committee (5-Hospital joint venture)
  • Advisory Board Member – Med Care Health Plan – HMO
  • Principle – Lancaster Health Services Corporation (MRI)


Moravian Mission Gift shop volunteer – 2018
Central Pennsylvania Blood Bank – One Gallon Donor 2018
Board of Trustees Member – Lititz Moravian Church 2018
American Red Cross of Central PA Community Service Day – Volunteer 2015
Arthritis Foundation Central PA – Jingle Bell Run Steering Committee – 2014

Homeless Coalition of Buffalo – Volunteer 2011, 2012
Board Member – Niagara Health Quality Coalition 2009-2012
Hunter’s Hope Foundation – Volunteer 2008 – 2012
American Heart Association Heart Walk Buffalo – Top Fund Raiser 2007
Montgomery County Workforce Investment Board – Board Member 2006
Business, School, Industry Partnership Program – Board Member 2003-2006
Community Access Program Coalition – Montgomery County Human Services 2003
Chair-Capital Campaign, Lititz Moravian Church, 1999 to 2000 ($1.5M)
Past Board Member, Lancaster County Business Group on Health, 1997
Past Board Member, Lititz Public Library, 1997 to 2001; Chair, Capital Campaign Executive Committee ($2M)
Member, Community & Corporate Relations Committee, Penn Laurel Girl Scouts, 1995-1998
Board Member, Health Network of Lancaster (Physician/Hospital Organization), 1993-1999
Member, Lancaster Rotary Club, 1995 to 1999; Registration Chair; Classification Chair; Paul Harris Fellow
Past Member, Executive Committee, Child and Family Health Service Consortium
Past Member, Task Force on Health Professions and Campus 2000, Youngstown State University
Past Chapter Chairman, Board of Directors, Mahoning Chapter American Red Cross
Past Member, Disaster Planning Committee-Mahoning County
Past Board Member, Mahoning Chapter American Heart Association
Past Board Member, Cancer Control Consortium, American Cancer Society
Past Chair, Project Review Committee (CON Review), Lake-to-River Health Care Coalition
Past Hospital Administration Representative, Board of Trustees, Lake-to-River Health Care Coalition
Past President, Board of Directors, Mahoning County Nutritional Program
Past Board Member, Employer Representative, Teamster Health and Welfare Fund Local #377
Past Board Member, Visiting Nurses, Association of Youngstown; Chair, Personnel Committee


ACHE Regent Service Award, 2012
Graduate Literary Award – University of Toronto, Society of Graduates in Health Administration, 2001
Award of Merit – American Osteopathic Healthcare Association, 1999
Quality Nursing Care Award, Community Hospital of Lancaster, Nursing Division, 1999
Medical Staff Award, Community Hospital of Lancaster – Recognition for medical staff growth, 1997
Service Award – Mahoning County Nutrition Program, 1992
Special Citation Service Award – Mahoning Chapter American Red Cross, 1986
Special Fellowship – I’Anson Fund – University of Toronto, 1976



Healthcare Executive Forum of Central PA – Member and Program Presenter
Editorial Board, JONA’S Health Care Law, Ethics and Regulation

Healthcare Executive Forum of Western NY, Board Member 2009-2012
LECOM OPTI Board Member – 2009, 2012
Milbank Memorial Fund, Delegate to Conference on Conflict with Community Benefit
Philadelphia College of Osteopathic Medicine OPTI (MEDNET), Board and Finance Committee
Pennsylvania Osteopathic Hospital Association, Past Secretary/Treasurer, Chair-OPTI Task Force
Ohio Osteopathic Hospital Association-Past President
Foundation of Osteopathic Health Services (FOHS), Past Chair
American Osteopathic Healthcare Association (AOHA) Past Chair
Leapfrog Group Hospital Survey Reviewer 2010-2012



Saint Alexius Hospital, St. Louis Missouri – Strategic Consultant, 2018
Bureau of Healthcare Facilities Accreditation Program (HFAP) – Administrator Surveyor for Acute Care, Critical Access Hospital Surveyor, Special Advisor, Accreditation Program Presenter and Accreditation Consultant
Buffalo Rheumatology PLLC – Strategic Consultant
Pediatric and Adolescent Urgent Care of Western, NY – Strategic Consultant

Ohio Hospital Association, Schweighoefer and Associates – Accreditation Program Presenter
McGraw-Hill Irwin – Text Book Reviewer
Katz Consulting Group – Subcontractor for Regulatory Approval Conversion Foundation Strategy and Education
Breyer State University – Healthcare Management Faculty – 2001 to 2014
Lebanon Valley College, Youngstown State University – limited service Faculty



“Healthcare Facilities Accreditation Program:  The Recognized Alternative to JCAHO:, Barabas, M.; JONA’s Healthcare LawEthics and Regulations, September 2002
“Man’s Best Friend Receives Man’s Best Healthcare”, Barabas, M.; JONA’s Healthcare LawEthics and Regulations, December 2001
“How I Survived Outplacement…Outplacement Survival Tips”, Barabas, M.; JONA’s Healthcare LawEthics and Regulations, June 2001
“A Guide to Conversion Foundations Transition”, Barabas, M.; JONA’s Healthcare LawEthics and Regulations, September 2000
“The Small Hospital Dilemma”, Barabas, M.; JONA’s Healthcare LawEthics and Regulations, December 1999
“Professional Collaboration in Labor Relations:  A Model for Success”, Flarey, D.; Yoder, S.; Barabas, M.;   Journal of Nursing Administration, September 1992


ACHE Counselors Committee, 2013-2019

ACHE Regent New York State Empire Region – elected 2012
ACHE interim Regent New York State Empire Region, appointed 2011
Fellow, American College of Healthcare Executives, Recertified through 2022
Diplomat, College of Osteopathic Hospital Care Executives (COHE), 1984
Past Chair, Membership and Bylaws Committees/Member, Board of Examiners (COHE)

Addendum of Additional Accomplishments and references are available upon request.

Mark C. Barabas, FACHE


               Additional Accomplishments
  • Implemented self-funded hospitalization program to replace a traditional plan with the initial savings of $500,000 the first year.
  • Instrumental in bond defeasance with AMBAC.
  • Successfully brought Lancaster Health Services Corporation (MRI service) into black by renegotiating a closed lease and re-emphasizing marketing to physicians.
  • Drove the establishment of two new clinical sites, which produced over 400 annual admissions and enhanced the family practice residency program.
  • Cultivated largest single cash gift in hospital history ($340,000) and largest physician group gift, $135,000.
  • Consistently hit targets identified in hospital and foundation strategic plans.
  • Successfully obtained three certificates of need from the Ohio Department of Health.
  • Negotiated a 50% discount from hospital-based specialists for the care of hospital employees.
  • Successfully negotiated replacement of the hospital’s pension program with the unions.  Initial savings were $200,000.  The replacement program has saved the hospital $100,000 each successive year.
  • Successfully negotiated a managed care contract package for the local Teamsters Health and Welfare Fund to include the hospital, which was previously excluded.
  • Identified, cultivated, solicited and collected charitable gifts totaling over $10M from individuals, businesses and foundations.
  • Member of Multiple System Task Forces
  • Implemented substantial savings by eliminating Monopoly Physician Contracts.
  • Instrumental in recruiting new OB/GYN Group (300 annual deliveries)
  • Completed Comprehensive Facility Plan for $20M Expansion Program
  •  Negotiated No Bid Renewal of $1M service contract (twice) and subsequent renewal for five years.
  • Reorganized Vascular Lab into Comprehensive Product Line (250% increase in procedures)
  • Instrumental in obtaining initial JCAHO accreditation (score of 94)
  • Decreased LOS with effective action plan (.5)
  • Drove establishment of three-hospital a 600 physician regional super PHO product through a cooperative collaborative process.  Super PHO had 500 employees and 16,000 covered lives.
  • Obtained exclusive Prison Health contract.
  • Active Board Member fund raiser for PPI improvement project, 1M goal achieved.
  • Chaired EPIC Clinical Operations Steering Committee during design and build phase.
  • Sourced multiple product line development opportunities with community hospitals.