MS Office, Visio, Access, IDX Scheduling, electronic medical record (LMR), PeopleSoft HR, Kronos, Intergy Practice Management System and Practice Analytics, Lynx Mobile inventory system.
November 2011 to Present
Medical Practice Improvement Coach
August 2010 to November 2011
Overview: Internal consultant to primary care practices.
• Developed claim denial report to highlight issues and to improve performance of front desk employees.
• Shortened time frame for patients to receive pap smear/HPV results from ten days to one week.
• Improved administrative processes for new patient entry for internal medicine patients.
• Analyzed and improved high volume workflows with health center directors prior to practice management and electronic health record implementation.
February 2007 to March 2009
Overview: Provided analytic support for process improvement, benchmarking, marketing initiatives and operational goals.
Operations and Service Improvement: • Planned and implemented FY08 operating goals and metrics, channeling efforts of practice towards service improvement and increasing Press Ganey patient satisfaction scores in several key areas by 5%.
• Formed and facilitated service enhancement committee to address patient concerns resulting in 50% decrease in patient complaints concerning wait time. Some improvements included informing patients of delays up front; allowing patients to use our kitchen; providing hot soup packets and crackers; and providing materials to keep patients busy.
Information Systems: • Developed introductory strategy and implemented conversion of 3000 paper records to an electronic record enabling greater efficiency, effectiveness and consistent record availability and visit documentation; achieved 100% note compliance.
• Decreased medical records staff by 2FTEs and reallocated resources to upfront medical assistants to support practitioners with EMR documentation and increasing rate of exam room turnover.
• Designed new work flows to meet clinical documentation needs for updating of patient medical record. Achieved 90% compliance with electronic RXs.
• Integrated practice management system with clinical electronic record, inventory and lab systems, ensuring reliable and consistent patient demographic data across all systems.
• Implemented technology enhancements including public drives, e-mail and shared calendars for more efficient communication and information sharing.
Finance and Analytics: • Evaluated contract costs and plan to relocate paper records to off-site storage. Saved practice $3K annually.
• Identified communication needs and conducted cost benefit analysis on new telephone system to support a new
staff reorganization plan.
• Gathered data and analyzed trends concerning referral patterns from referring providers.
Human Resources Development: • Developed training materials and enhanced internal and external training opportunities.
• Developed new and revised job descriptions, annual review materials, rating system and implemented 30 and 90 day reviews for all new employees.
Administrative Manager, Sarcoma Center
November 2004 to February 2007
Overview: Responsible for the operations of the Sarcoma Center, Arthroplasty and Trauma Services. Practices consisted of 12 practitioners and 23 support staff. Oversight of Bone and Tissue Bank and Sarcoma Center budgets. Tracked expenses for fifty research and sundry funds exceeding $10M. Hired and trained patient service coordinators.
• Re-tooled staffing and processes for Orthopaedic Oncology to improve new patient access and efficiency of the service's multi-disciplinary and general service clinics. Developed improvement plan for Orthopaedic Oncology and negotiated funding for an additional FTE from the Cancer Center.
• Decreased practitioner turnaround time of superbills by 50%.
• Redesigned inventory system for bone and tissue resulting in decreased inventory levels and greater responsiveness to biotechnology developments and physician need.
June 2002 to November 2004
Overview: Responsible for quarterly Profit and Loss and productivity statements for 28 physicians in Cardiac Unit Associates and Interventional Associates.
• Developed and implemented a rent model for cardiology physicians in suite designed to encourage practitioners to efficiently use clinical time and physical space.
• Prepared and monitored annual budgets for several physician cost centers.
• Improved profit and loss statements for physicians to better reflect productivity.
• Implemented new registration and referral program for improved charge capture.
• Organized practitioners and staff relocation; developed consensus around workflows and patient flow.
• Trained staff on new HIPAA regulations.