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Nashville, TN | PHONE NUMBER AVAILABLE | EMAIL AVAILABLE
AREAS OF EXPERTISE
An accomplished results-driven professional with twenty years of Revenue Cycle experience with 15 years in a leadership role administering all functions of the organization s upfront billing and revenue cycle to enhance cash-flow through the maintenance and improvement of internal and external customer relations. Demonstrated success in introducing STUDOR practices to promote employee engagement and customer satisfaction. Highly skilled in supervising timeliness and effectiveness of department activities by ensuring the accounts receivable and payables are in accordance with established standards. Proven expertise in streamlining ongoing processes, reducing effort duplication, wait times, and errors while researching and implementing numerous opportunities by focusing on people, process, and technology.OBJECTIVE
My objective is to obtain a challenging leadership position applying creative problem-solving solutions and lean management skills while taking a pro-active approach. A position that will challenge me while allowing me to contribute to the overall success of an organization.
CAREER SKILLS / KNOWLEDGE
EMPLOYMENT HISTORY
Nashville General Hospital September 2020-PresentNashville, TN (150 Beds / 24 Service Line Clincs with multiple locations)
Academic Partner-Meharry Medical CollegeSr. Patient Access Director July 2021-PresentPatient Access Director September 2020-July 2021KEY PROJECTS AND SELECTED ACCOMPLISHMENTS
Two Kaizen events Patient Access to Services- All access points clinics/Ambulatory Clinic Scheduling Redesign The clinic s no-show rate dropped by 30%. Surgical Scheduling Process- Redesigned the Surgical Scheduling workflow including the pre-Registration/ Financial Clearance process to reduce rework, Physician frustration, and days to onboard and financially clear cases. Achieved 3 weeks pre-registration/clearance within 1.5 weeks. 1 month after implementation the Surgical Ontime start time rate went from 82% to 97%.
Surgical Cancellation Rate dropped from 14%-7.1% Implemented a call center that redirected calls from our clinic to a live agent, call triaged, and routed timely and accurately.
Implemented Cash controls and Upfront Collections in Emergency Room, Outpatient, and clinics, as well as created a Financial Coordinator /Cashier role to improve Patient Experience Built out a call center and restructured Centralized Scheduling and Pre-Registration Dept Implemented cloud-based Call Center software. Reorganization of tasks and workflow in the Pre-Cert Dept Created Curriculum for Patient experience/Employee Engagement training for new Employee Orientation for team members and management which includes STUDOR practice and principles. Created a Direct Access Colonoscopy Screening program.
Cleaned up three backlogs in the Referrals Dept and restructured entire Dept while incorporating PCMH guidelines (Patient Centered Medical Home). Reduced referrals open to pending days by 79% and open to addressed by 84%. Quality Assurance improved by 20% (Avg monthly QA Score 98%) Oversees relevant Patient Access leaders/departments, including metrics, KPIs, budget development, process improvement. Interprets policies and procedures, recommends changes as appropriate, and provides relevant feedback to senior executives, as appropriate.Mercy Medical Center/ Conifer Health Solutions/ CHI December 2016- December 2018
Des Moines, IA - 4 facilities and five offsite clinics (875 Beds)
Academic Partner- Des Moines University and Mercy CollegeIowa Patient Access Market Director
KEY PROJECTS AND SELECTED ACCOMPLISHMENTS
Reduced backlog of 38,000 accounts within 4 months
Project Manager for modernizing Patient Access technology. Workstation on Wheels, Electronic Signatures, Point of Service collections, and Order Entry
Covered role of onsite Denials Director for 1+ years working collaboratively with National Denials Director and onsite departments and clinic leaders.
Implemented professional attire for all registration points to enhance customers first impression.
Implemented STUDOR practices to promote Employee Engagement and Customer Satisfaction
Outpatient denials reduced by 31% within two quarters.
Inpatient denials reduced by 56% within two quarters.
Work with area clinics (non-PAS teams) to ensure their registration teams are working efficiently and following standards.
Actively participate with the Bed Access Management team. This team identified ways to make improvements throughout the admission process that would provide a better experience for our patients from all access points. This initiative has a direct impact on facility throughput, utilization review process, physician satisfaction, and denials management.
Quality Assurance scores improved by 30% over a quarter.
Point of entry consolidation to streamline patient throughput and Patient Access workflow.
Oversight of RN Clinical Schedulers
Monitor and work DNFB holds with all departments.
Direct and execute business processes to achieve client service level agreements at each facility.
Support process metrics, overall cycle time, education, and training to promote quality and enhance productivity while reducing patient wait times.
Work with Leaders at each facility to integrate departments services with the hospital s primary functions, develop and implement policies and procedures that guide or support service, assess and improve departmental performance, manage all aspects of change management as it relates to operational processes, driving process metrics, budget, customer service, staffing and employee relations
Responsible for the daily operations of all functions and serves as the liaison between Scheduling and Preregistration Team. As well as all registration points that are non-Patient Access staff to ensure changes in registration standards were communicated appropriately and timely.
Maintain and promote collaboration with Leaders that affect the entire revenue cycle.
Work closely with the National Senior Denial Director to identify opportunities to prevent future denials. This includes identifying areas of opportunities by account review, and determining the root cause as well as deciding if the denial was preventable.
able. Create actionable items that are measurable that will minimize future denials. Function as a liaison between facility departments and Denials department to assist in building relations and communication.
Create policies, processes, and job aids to bring information and education to our team members. Conduct and/or schedule training for our teams.
Kingwood Medical Center/ Parallon Business Solutions/ HCA June 2014 December 2016
Kingwood, TX (345 Beds)
Director of Patient Access Services
KEY PROJECTS AND SELECTED ACCOMPLISHMENTS
Reduced Outpatient wait times 15% in one month streamline processes.
Increased Employee Engagement Scores by 15% - Implemented STUDOR practices.
Increased POS collections by providing tools and coaching the team with scripting and how to apply Prompt pay discounts as well as create an escalation process for elective cases that outlined how much of a deposit would be necessary to move forward with a procedure without having to get Director/CFO approval. This empowered the team with decision making and increased collections without increasing patient wait times.
Implemented professional attire for all registration points to enhance customers first impression.
Project Manager for ICD-10 Conversion
Refer to description of duties under University Hospital and Medical Center
University Hospital and Medical Center/ Parallon Business Solutions/ HCA
Tamarac, FL (317 Beds) April 2012- June 2014
Director of Patient Access Services
KEY PROJECTS AND SELECTED ACCOMPLISHMENTS
Reduced Emergency room registration time from 70-min average to 35-min average within the first 2 months continued focus on the metric resulted in an additional reduction of 15-min averaging 20-min registration times.
Increased Customer Service Satisfaction by introducing STUDOR practices.
Managed staffing according to budget (no overtime for 1 year)
Increased Employee Engagement by introducing STUDOR practices.
NCD/LCD Facility Coordinator
Emergency Management Team Member, Certified by FEMA
Oversaw the facility operations of Patient Access Functions to ensure daily operations are followed using the Parallon and University Hospital and Medical Center Standards.
Oversee the Patient Access functions for our Behavioral Health Pavilion, sixty beds. Registration, Insurance Verification. Notification of Admission, Authorizations and Denials Management
Oversee the Patient Access function of our Detox Program, including but not limited to, registration, Insurance Verification. Notification of Admission, Authorizations and Denials Management Serve as the Liaison between Parallon Business Solutions, billing office, facility, and patients.
Build, promote and maintain excellent customer relations with facility management, physicians, physician office staff and patients.
Ensure quality measures are in place and monitored for compliance.
Review performance evaluations to ensure timeliness, accuracy, compliance, and standards fulfillment.
Keep current on regulatory requirements and company compliance policies to communicate to staff in a timely fashion.
Keep staff abreast of any relevant changes and developments in payor requirements.
Oversee the management team and personnel, providing recommendations regarding hiring, promotion, salary adjustment and personnel action when appropriate.
Develop specific objectives, budgets, and performance standards.
Respond to Self-Pay pricing request by preparing Self Pay package pricing and negotiating packages.
Determine staff qualifications and competence. Develop and maintain accurate initial and annual competency attestation forms.
Actively seeks opportunities for improvements which include streamlining processes, reducing duplication of efforts, wait times, errors increase upfront collections.
Aventura Hospital and Medical Center/ Parallon Business Solutions/ HCA
Aventura, FL (408 bed) June 2009- April 2012
Manager of Patient Access Services
Responsible for the day-to-day operations of the PAS Dept, which includes Outpatient, Emergency Room, Would Care Clinic, Cancer Center, Same Day Surgery, GI, Outpatient Rehabilitation unit, Cashier, Financial Counselor.
Behavioral health registration of 56 Inpatient beds program included registration, Insurance Verification. Notification of Admission, Authorizations and Denials Management
Interview / hire, evaluate, coach, mentor, and counsel Patient Access Staff members.
Establish department goals; create parameters and guidelines, implement change, and establish buy in, continuous follow up with coaching and mentoring to reach goals.
Work collaboratively with department leaders across the organization to ensure all procedures regarding patient accounts are followed correctly.
Develop and maintain policy and procedures.
Effectively manage and direct all areas of registration to ensure quality, productivity, and customer service
Contribute to AR goals.
Prepare payroll and schedules to ensure we work within our budgeted man hours and staff appropriately.
Implement and promote excellent customer service and follow up on patient complaints in a timely fashion.
Work as a liaison between patients billing issues and the Billing office.
gMed, Inc. Weston, Florida October 2005-May 2009
Education and Design Manager
Other positions held during employment as follows: Training Specialist, Sales Training Manager
KEY PROJECTS AND SELECTED ACCOMPLISHMENTS
Envisioned and Implemented gMed University as an additional revenue stream.
Employee of the Year and Trainer of the year 2006
Oversaw implementation, coordination of the roll out of our EMR & ERW software s total redesign to our employees and clients. This included education and training, manual designs converting existing clients to new software while training new implementations.
Developed manuals and training materials for Electronic Medical Record, Endoscopy Report Writer, and Nursing Notes for first version and Electronic Medical Records, Endoscopy Report Writer, Nursing Notes, gCardio, gUro and gGastro.
Provided consulting services for EMR/ERW training and Medical Group, Clinic, ASC, and Endoscopy Center Workflow Management. Developed and conducted training programs for internal associates and end users at all levels.
Develop and formulate teaching outlines and determine instructional methods such as individual training, group instruction, lectures, demonstrations, conferences, meetings, and workshops.
Develop and conduct onsite training programs for medical offices, Endoscopy Centers, and Ambulatory Surgical Center s
Provide training to all levels including Practice Administrators, Physician's, Mid-Level practitioners, Nurses, Front Desk, etc. All internal employees from CEO to entry level positions.
Create efficient and effective workflows incorporating best practices throughout Medical Offices and Ambulatory Surgical Centers emphasizing a paperless environment.
Select and/or create teaching aids such as training manuals, handbooks, demonstration models, computer tutorials and web-based training.
Register and schedule client training, onsite or at our gMed University Training Center.
Manage the Education, Development and Training of all internal associates plus the Training team assignments in addition to the daily department operations.
Provide onsite training for one provider practices 35+ providers/multi-locations practices, Endoscopy Centers, and Ambulatory Surgical Centers.
Work with Sales, Implementation and Client Services assisting with projects, and implementations as needed.
Holy Cross Hospital, Ft. Lauderdale, FL June 1999-October 2005
(588 bed)
Patient Access Supervisor of Quality Assurance and Training
Other positions held during employment as follows: Team Lead, Hospital Admitting Front
Desk/Registrar, Front Desk Coordinator in one of the medical offices with three specialties; Internal Medicine, OB/GYN and Pediatrics.
KEY PROJECTS AND SELECTED ACCOMPLISHMENTS
Patient Accounts Rapid Process Improvement (RPI) project.
Patient Access Rapid Process Improvement (RPI) project.
Hospital facilitator of the Medicare Secondary Payor Questionnaire (MSP) training and Quality Assurance for proper completion, analysis, and training.
Conversion from HBOC STAR to Health Quest registration system.
Create Curriculum's and Training Materials
Train new, existing and end users on all systems required for Registration, Financial Counseling and Centralized Scheduling Departments.
Manage 10 Departments employee s education and quality of registrations.
The Departments included all registration areas, Admitting, Pre-Admitting, Outpatient, Emergency Room, CT/MRI Center, Woman s Center, Patient Financial Counselors and Scheduling and two independent Imaging Centers.
Supervise daily operations of the Quality Assurance Dept by providing 100% QA for all registrations Reviewed all Medicare Secondary Payor forms for accuracy and compliance.
Training new and existing associates.
Trained associates on all programs and processes within Patient Access Services and kept current regarding updates and/or changes.
Ensure all patient registrations are completed accurately and timely. Maintain registration error documentation for reporting, analysis, problem resolution, and accountability.
Work closely with Medical Offices, Providers, Nursing and Medical Staff, Information Systems, Patient Accounts, and Third-Party Payers to ensure patient satisfaction and the efficient and effective delivery of patient care.
Maintain and update the department policies and procedures.
EDUCATION AND PROFESSIONAL DEVELOPMENT
B.S. of Organizational Leadership from Columbia Southern University-2019
Associates of Arts from Columbia Southern University- 2017
Emergency Medical Technician from Lanier Technical College- 1994
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