Healthcare Performance Improvement
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Today's economy, accompanying with acid changes in healthcare policy, requires solid, on-going accomplishment beforehand in healthcare.
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Kristin Vetere is a practice administrator with over 25 years of experience managing multi-specialty medical practices. She oversees all operational and administrative functions including staffing, billing, collections, and ensuring regulatory compliance. Vetere has a proven track record of improving processes, increasing revenue and patient satisfaction. She is proficient in all aspects of front office operations, billing, and utilizing electronic medical records systems.
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20160420_Alice Frost-Dearing
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This document is a resume for Jigar Jadav, a managed care professional with over 8 years of experience in healthcare finance, operations, and data analysis. Jadav has held roles at Florida Blue, Primary Care Associates of Citrus County, and Tampa Bay IPA where he managed provider practices, conducted data analysis and reporting, improved quality measures, and saved over $120,000 through contract compliance efforts. He holds an M.S. in Business Administration and B.S. in Accounting and is working towards his CPA certification.
Strategic Visioning for Health Systems: What's holding health systems back?
Telehealth Failures & Secrets to Success Conference 2017 by VSee
Speaker: Cheryl Kreider, MBA, FACHE
CEO of Kreider Health Solution, LLC
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This document is a resume for Lisa M. Baskett, an administrative professional with over 5 years of experience in healthcare administration. She has expertise in medical billing, claims processing, electronic medical records, and ensuring HIPAA compliance. Her experience includes roles as an inspection assistant, release of information specialist, health information management clerk, and patient receivables clerk. She is proficient in various software programs, medical terminology, and providing excellent customer service in fast-paced healthcare environments.
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This document is a resume for Glenna Ring that summarizes her experience and qualifications for a career in medical office management. She has over 20 years of experience in roles such as billing supervisor, office manager, and insurance supervisor. Her experience includes managing accounts receivables and payment posting teams, maintaining billing systems and reports, training staff, and ensuring compliance with billing regulations and policies. She holds a certification as a Certified Physician Practice Manager and has experience with various medical billing software programs.
Physician Strategies
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Kristin Vetere is a practice administrator with over 25 years of experience managing multi-specialty medical practices. She oversees all operational and administrative functions including staffing, billing, collections, and ensuring regulatory compliance. Vetere has a proven track record of improving processes, increasing revenue and patient satisfaction. She is proficient in all aspects of front office operations, billing, and utilizing electronic medical records systems.
Hagel Resume
Shane Hagel is seeking a position as a medical administrative assistant. He has experience providing customer service and administrative support in medical settings. Hagel has proficiency with Microsoft Office, medical terminology, billing, records management, and HIPAA compliance. He earned his Medical Administrative Assistant certification from Ultimate Medical Academy in 2015. The training included scheduling appointments, preparing patients, maintaining records, and processing insurance authorizations. Hagel has previous work experience in assembly, collections, and plumbing repair.
20160420_Alice Frost-Dearing
Alice Frost is seeking a Senior Manager position on the Quality Spectrum HEDIS® Advantage Team at Inovalon, Inc. She has over 12 years of experience successfully project managing HEDIS® reporting and quality improvement activities for health plans. Her experience includes managing client expectations, identifying issues, and conducting analyses that have improved HEDIS® measure rates by an average of 3.7% annually. She also has experience training staff, analyzing data, developing applications and presentations, and serving as Acting Corporate Director of Quality Management for a Medicare Advantage plan.
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This document is a resume for Jigar Jadav, a managed care professional with over 8 years of experience in healthcare finance, operations, and data analysis. Jadav has held roles at Florida Blue, Primary Care Associates of Citrus County, and Tampa Bay IPA where he managed provider practices, conducted data analysis and reporting, improved quality measures, and saved over $120,000 through contract compliance efforts. He holds an M.S. in Business Administration and B.S. in Accounting and is working towards his CPA certification.
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This document is a resume for Glenna Ring that summarizes her experience and qualifications for a career in medical office management. She has over 20 years of experience in roles such as billing supervisor, office manager, and insurance supervisor. Her experience includes managing accounts receivables and payment posting teams, maintaining billing systems and reports, training staff, and ensuring compliance with billing regulations and policies. She holds a certification as a Certified Physician Practice Manager and has experience with various medical billing software programs.
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In NHS in England deals with 1 million patients very 36 hours, spends around £2bn per week and employs 1.3m staff. Of these around 5% are managers. Much of the NHS expenditure and activity happens in NHS hospitals and how these hospitals are managed matters for clinical quality, patient safety, patient satisfaction and financial probity. In our research we look at NHS hospital managers, what they are paid, what they can achieve and whether we can identify particular types of managerial style. We examine trends in senior manager pay, where the best paid managers are located, who they are, and whether they can make a difference to the output of NHS hospitals.
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Amrendra Nath has over 5 years of experience in financial planning and analysis, quality management, and process improvement for the healthcare sector in the USA. He currently works as a senior finance professional at Accretive Health Services Pvt. Ltd., where he conducts cost trend analysis, forecasts budgets, reconciles balance sheets, and reports on payroll and non-payroll expenses and invoices. Previously he evaluated cash flows, identified revenue leakages, and analyzed client-wise revenue and benefits. He holds a PGDBA in Finance and a Bachelor's degree in Mathematics.
David P. Skaff CV
David P. Skaff is a health care executive with over 25 years of experience in physician practice management, ambulatory surgery centers, and hospital-owned practices. He is currently the Chief Executive Officer of Neurology Associates, P.A., an eight provider neurology practice with five satellite locations. Prior experience includes positions as a practice consultant, director of business development, administrator of a community healthcare center, and owner of two Firehouse Subs franchises. He has a proven track record of improving operations, negotiating contracts, and increasing revenue and profitability.
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The document discusses key factors for measuring the financial health of a dental practice, including production, collections, overhead, profitability, and new patients. It provides benchmarks for average daily production, collection rates, overhead percentages, and profitability. The document emphasizes the importance of reviewing practice numbers against benchmarks and developing an action plan to improve areas that are underperforming.
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Tekisha King has over 10 years of experience in healthcare, including founding a nonprofit community resource center providing services to veterans, seniors, and underserved communities. She holds a Master's degree in Public Administration with a concentration in Health Administration and a Bachelor's degree in Business Technical Management. Her experience includes managing teams, strategic planning, and ensuring compliance with state and federal regulations in various healthcare roles.
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Sarah Newman is a versatile manager and leader with experience managing operations for elder placement and medical organizations. She has a Bachelor's degree in Public Administration and is proficient in Microsoft Office, EMR systems, and computer literacy. As Operations Manager for A Granddaughter's Promise, Inc., she implemented changes that tripled revenues and manages multi-tiered client, facility, and staff relationships. Previously, as Operations Director and Site Manager for Osler Medical, she oversaw 13 facilities and clinics, compliance, risk management, marketing, construction projects, and staff of over 180 employees.
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Middleville Regional Health Care is one (1) of three (3) hospita
Middleville Regional Health Care is one (1) of three (3) hospitals serving a community of 350,000 people. Summary statistics on Middleville and its competitors, from the
AHA Guide
, are shown below in Table 1. All three organizations are
not-for-profit
.
Table 1: Middleville, Brierfield, and Greystone Health Care Systems
Name
Beds
Admissions
Census
OP Visits
Births
Expenses (000)
Personnel
Middleville
575
13,000
350
221,000
2,300
$125,000
2,000
Brierfield
380
17,000
260
175,000
1,200
$130,000
1,875
Greystone
350
10,000
180
40,000
900
$80,000
1,200
The governing board of Middleville hired a consulting company to evaluate its strategic performance, specifically in the areas of Human Resources, Information Technology, Financing, and Marketing. As part of the consultant’s evaluation, several leaders of Middleville’s units were asked their perspective of the organization’s performance.
You are working for the consultant
. Your job is to identify the issues from the response that should be considered further by the consultant team and possibly discussed with the governing board and the CEO. The firm has a rule, “Never offer a criticism or negative finding without suggesting how the client organization can correct it,” so you must indicate what sort of
correction you would recommend as part of your list. Because you know there were about two (2) dozen other interviews, you decide you should rank your issues in importance, to make sure the most critical are discussed.
Write a
six to eight (6-8) page paper
in which you:
Explain the governing board’s role in these strategic initiatives, determining its responsibility and involvement.
Evidence-based management means that operational and strategic decisions are made based upon the evidence that goals and objectives are actually being met. Quantitative measurements must be identified and measured. This data is then used to evaluate the HCO’s performance. Name three (3) performances Middleville can use to measure its success in providing quality healthcare to the community, and identify quantifiable, measureable indicators that can be used to do so. Explain the importance of each performance measurement.
Given the statistics of Middleville and its two (2) competitors provided in Table 1, recommend to the HCO what areas it should focus on to maintain its competitive market share as well as continue to provide healthcare to the community in the 21st century.
Some of Middleville’s Board members are very interested in pursuing advanced technology systems over the next five (5) years, while others are concerned about the enormous expense and need assurance that the investment in technology will be worthwhile. In both monetary and process terms, describe the
costs and benefits
associated with implementing ...
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The Top Five Insights into Healthcare Operational Outcomes Improvement
Effective, sustainable healthcare transformation rests in the organizational operations that power care delivery. Operations include the administrative, financial, legal, and clinical activities that keep health systems running and caring for patients. With operations so critical to care delivery, forward-thinking organizations continuously strive to improve their operational outcomes. Health systems can follow thought leadership that addresses common industry challenges—including waste reduction, obstacles in process change, limited hospital capacity, and complex project management—to inform their operational improvement strategies.
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Quality improvement as a foundational business strategy.
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Leveraging project management techniques.
Features of highly effective improvement projects.
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This presentation formed part of the Imperial 320 session that took place on Monday, 16 January.
Title of the talk: Management in the NHS
In NHS in England deals with 1 million patients very 36 hours, spends around £2bn per week and employs 1.3m staff. Of these around 5% are managers. Much of the NHS expenditure and activity happens in NHS hospitals and how these hospitals are managed matters for clinical quality, patient safety, patient satisfaction and financial probity. In our research we look at NHS hospital managers, what they are paid, what they can achieve and whether we can identify particular types of managerial style. We examine trends in senior manager pay, where the best paid managers are located, who they are, and whether they can make a difference to the output of NHS hospitals.
For more information, please visit: https://wwwf.imperial.ac.uk/business-school/imperial-business-insights-320/ #Imperial320 Ron Pastrick Resume 2016
Ronald Pastrick is a podiatrist and operations manager with over 25 years of experience in podiatric medicine and practice management. He has extensive experience implementing and optimizing EMR systems, training staff, and using process improvement strategies like Lean Six Sigma to increase efficiency. As practice operations manager, he oversees all business functions including marketing, human resources, finances, and scheduling. Through strategic initiatives, he has increased new patient referrals by 56% and grown practice revenue by 47% in less than 5 years. Pastrick remains active in continuing education and holds licenses in Ohio and a DEA controlled substance license.
New Resume- Amrendra
Amrendra Nath has over 5 years of experience in financial planning and analysis, quality management, and process improvement for the healthcare sector in the USA. He currently works as a senior finance professional at Accretive Health Services Pvt. Ltd., where he conducts cost trend analysis, forecasts budgets, reconciles balance sheets, and reports on payroll and non-payroll expenses and invoices. Previously he evaluated cash flows, identified revenue leakages, and analyzed client-wise revenue and benefits. He holds a PGDBA in Finance and a Bachelor's degree in Mathematics.
David P. Skaff CV
David P. Skaff is a health care executive with over 25 years of experience in physician practice management, ambulatory surgery centers, and hospital-owned practices. He is currently the Chief Executive Officer of Neurology Associates, P.A., an eight provider neurology practice with five satellite locations. Prior experience includes positions as a practice consultant, director of business development, administrator of a community healthcare center, and owner of two Firehouse Subs franchises. He has a proven track record of improving operations, negotiating contracts, and increasing revenue and profitability.
Resume 5.18.2015
This document summarizes the experience and qualifications of Bonnie M. Mezzano as an experienced health care claims manager with over 35 years of experience. She currently serves as the Director of Claims for North American Medical Management of Illinois/Manager of Claims for Optum Collaborative Care, where she oversees claims processing, ensures regulatory compliance, manages staff, and improves workflows. Mezzano has extensive experience in all aspects of the claims process and a track record of success in leading teams and implementing systems to improve efficiency.
Resume - Jay Harmon
Jay Harmon has over 15 years of experience in healthcare data analytics and benefits consulting. He currently works as a Manager at PricewaterhouseCoopers, where he provides consulting expertise to clients on healthcare plan redesign, budgeting, and vendor negotiations. Prior to his current role, Harmon held positions at Towers Perrin and GHI where he managed medical benefits for large employers and analyzed claims data. He has a Bachelor's degree in Applied Mathematics from the University of Michigan.
PeoplePro Strategies to Promote Employee Health and Wellbeing
A healthy workforce is strongly aligned with business success. A healthy workforce can increase productivity, reduce absenteeism, generate higher retention and better overall engagement.
Download our webinar "Strategies to Promote Employee Health and Wellbeing" and discover insights that can be used by employers of all sizes to begin to increase health and safety of employees while reducing cost. You will find tips to implement right away and insights to share with senior leadership.
Ursuline sookhoo resume
This resume summarizes Ursuline Sookhoo's 20 years of experience as a medical practice administrator, highlighting her strong skills in office management, team building, billing and coding, negotiating contracts, and improving processes to increase efficiency and revenue. She has successfully managed several orthopedic and medical practices, surgery centers, and other facilities in Florida and Georgia.
Right Management FINAL WORD RESUME final update 5-2015
Debra Fox is an experienced healthcare executive seeking a long-term leadership position. She has over 20 years of experience as a Chief Clinical Officer, Chief Nursing Officer, and interim hospital administrator. She specializes in clinical operations management, quality improvement, and financial turnarounds. Her experience includes leadership roles at hospitals and health systems across multiple states.
Confidential Resume - D Higgins 011817
Denise M. Higgins has over 15 years of experience as an administrative professional. She has a track record of increasing productivity, accuracy and profitability through exceptional time management, problem-solving and organizational skills. Her career experience includes roles as a Short Term Disability Claims Coordinator, Quality Control/Claims Auditor, and Claims Analyst for AETNA Life Insurance where she processed claims, audited appeals, and assisted with system conversions and training new employees. She has strong computer skills and a positive work attitude.
Sickness absence: The Benefits of Early Intervention
Joy Reymond of Unum delivered a valuable session on Mental Health and Sickness Absence and how early intervention can help the employee and the organisation, at the HRISCMeet Spring 2016.
Experiences on Performance Management System in a Private Hospital Setting: T...
The document discusses the experiences and perspectives of a consultant-adviser regarding performance management systems (PMS) in two private hospitals in the Philippines where he worked: Manila Doctors Hospital in 1999 and Ciudad Medical Zamboanga in 2009. The consultant provides thoughts, perceptions, opinions, and recommendations (TPORs) on: 1) the long journey towards performance excellence that may take at least 10 years of commitment and perseverance; 2) tools for evaluating the PMS at the hospital level including regular management reviews, internal/external audits, and balanced scorecards; and 3) factors to consider when pursuing various quality standards and accreditations.
Tracking Key Performance Indicators
The document discusses key factors for measuring the financial health of a dental practice, including production, collections, overhead, profitability, and new patients. It provides benchmarks for average daily production, collection rates, overhead percentages, and profitability. The document emphasizes the importance of reviewing practice numbers against benchmarks and developing an action plan to improve areas that are underperforming.
Michel agriopoulos 2016 hcs
Capable individual with broad experience in clinical informatics applications in acute and ambulatory settings for clinical staff and professionals.
TK MPH resume 021216
Tekisha King has over 10 years of experience in healthcare, including founding a nonprofit community resource center providing services to veterans, seniors, and underserved communities. She holds a Master's degree in Public Administration with a concentration in Health Administration and a Bachelor's degree in Business Technical Management. Her experience includes managing teams, strategic planning, and ensuring compliance with state and federal regulations in various healthcare roles.
Sarah Resume 2016 Update
Sarah Newman is a versatile manager and leader with experience managing operations for elder placement and medical organizations. She has a Bachelor's degree in Public Administration and is proficient in Microsoft Office, EMR systems, and computer literacy. As Operations Manager for A Granddaughter's Promise, Inc., she implemented changes that tripled revenues and manages multi-tiered client, facility, and staff relationships. Previously, as Operations Director and Site Manager for Osler Medical, she oversaw 13 facilities and clinics, compliance, risk management, marketing, construction projects, and staff of over 180 employees.
Nancy Pike RES V2
Nancy Pike is a senior level healthcare executive with over 30 years of experience leading operations and clinical services across various healthcare organizations. She has extensive experience in strategic planning, business development, physician relations, and turning around underperforming departments. Pike currently works as the CEO of a mediation and negotiation services firm, and has held interim executive roles at hospitals and healthcare systems focusing on improvements and turnarounds.
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Similar to Healthcare Performance Improvement
GhA Ceo Webinar 12 2009 Final
This document summarizes a presentation given to Georgia hospitals on preparing for meaningful use requirements and quality improvement. It discusses the low current rates of EHR adoption and the timeline for meaningful use criteria. Requirements increase over time from 2011-2015. Hospitals can receive incentive payments for achieving meaningful use but will face penalties if not compliant by 2015. A sample hospital's costs and potential revenues from incentives is shown. Recommendations include forming a steering committee, assessing current state, selecting systems based on criteria not just demos, and focusing on clinical adoption and process change. Success requires the right product, implementation, adoption, and outcomes. Questions from attendees are invited.
Stuart Schroeder Value Graphic
The document outlines the career experiences and qualifications of Stuart S. Schroeder. It summarizes his experience as an operationally focused senior financial executive in the healthcare industry with a track record of driving growth, turnarounds, and operational improvements. He brings both financial and operational expertise to optimize performance and strengthen organizations.
Middleville Regional Health Care is one (1) of three (3) hospita
Middleville Regional Health Care is one (1) of three (3) hospitals serving a community of 350,000 people. Summary statistics on Middleville and its competitors, from the
AHA Guide
, are shown below in Table 1. All three organizations are
not-for-profit
.
Table 1: Middleville, Brierfield, and Greystone Health Care Systems
Name
Beds
Admissions
Census
OP Visits
Births
Expenses (000)
Personnel
Middleville
575
13,000
350
221,000
2,300
$125,000
2,000
Brierfield
380
17,000
260
175,000
1,200
$130,000
1,875
Greystone
350
10,000
180
40,000
900
$80,000
1,200
The governing board of Middleville hired a consulting company to evaluate its strategic performance, specifically in the areas of Human Resources, Information Technology, Financing, and Marketing. As part of the consultant’s evaluation, several leaders of Middleville’s units were asked their perspective of the organization’s performance.
You are working for the consultant
. Your job is to identify the issues from the response that should be considered further by the consultant team and possibly discussed with the governing board and the CEO. The firm has a rule, “Never offer a criticism or negative finding without suggesting how the client organization can correct it,” so you must indicate what sort of
correction you would recommend as part of your list. Because you know there were about two (2) dozen other interviews, you decide you should rank your issues in importance, to make sure the most critical are discussed.
Write a
six to eight (6-8) page paper
in which you:
Explain the governing board’s role in these strategic initiatives, determining its responsibility and involvement.
Evidence-based management means that operational and strategic decisions are made based upon the evidence that goals and objectives are actually being met. Quantitative measurements must be identified and measured. This data is then used to evaluate the HCO’s performance. Name three (3) performances Middleville can use to measure its success in providing quality healthcare to the community, and identify quantifiable, measureable indicators that can be used to do so. Explain the importance of each performance measurement.
Given the statistics of Middleville and its two (2) competitors provided in Table 1, recommend to the HCO what areas it should focus on to maintain its competitive market share as well as continue to provide healthcare to the community in the 21st century.
Some of Middleville’s Board members are very interested in pursuing advanced technology systems over the next five (5) years, while others are concerned about the enormous expense and need assurance that the investment in technology will be worthwhile. In both monetary and process terms, describe the
costs and benefits
associated with implementing ...
Roles, Resources, and Managemet of Medical Science Liaisons
This document summarizes the findings of a benchmarking report on roles, resourcing, and management of medical science liaisons (MSLs). Key findings include determining the optimal number of MSLs based on factors like product lifecycle, market monitoring, and relationship management standards. The report also examines budget allocation, value measurement, and shifting MSL responsibilities in response to changing industry dynamics. Insights are drawn from interviews with leaders from over 20 pharmaceutical companies.
The Top Five Insights into Healthcare Operational Outcomes Improvement
Effective, sustainable healthcare transformation rests in the organizational operations that power care delivery. Operations include the administrative, financial, legal, and clinical activities that keep health systems running and caring for patients. With operations so critical to care delivery, forward-thinking organizations continuously strive to improve their operational outcomes. Health systems can follow thought leadership that addresses common industry challenges—including waste reduction, obstacles in process change, limited hospital capacity, and complex project management—to inform their operational improvement strategies.
Five top insights address the following aspects of healthcare operational outcomes improvement:
Quality improvement as a foundational business strategy.
Using improvement science for true change.
Increasing hospital capacity without construction.
Leveraging project management techniques.
Features of highly effective improvement projects.
ProcessflowchartQualityQualitymanagementRootcauseana.docx
Process flowchart
Quality
Quality management
Root cause analysis
Six Sigma
Standard deviation
To-be process
Variability
DISCUSSION QUESTIONS
1. In which three categories can process reengineering improve performance?
2. Define and describe the key shapes used in process flowcharting.
3. What is the difference between a Pareto chart and a control chart? When should each
be used?
4. What are the major phases in the process improvement methodology?
5. What are the major types of customer or patient service-level issues that exist in health
care?
6. When should hospitals benchmark against non-health-care organizations? Under which
circumstances?
REFERENCES
Bryant, S. W. (2004). JCAHO coordinator’s standards. Marblehead, MA: HCPro.
George, M. L. (2003). Lean Six Sigma for service: How to use Lean Speed and Six
Sigma quality to improve services and transactions. New York, NY: McGraw-Hill.
Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for
business revolution. New York, NY: HarperCollins.
Harrington, H. J., Esseling, E. K. C., & and van Nimwegen, H. (1997). Business process
improvement workbook: Documentation, analysis, design, and management of
business process improvement. New York, NY: McGraw-Hill.
Langabeer, J. R. (2009). Performance improvement in hospitals and health systems.
Chicago, IL: Healthcare Information and Management Systems.
Langabeer, J. R., DelliFraine, J. L., Heineke, J., & Abbass, I. (2009). Implementation of
Lean and Six Sigma quality initiatives in hospitals: A goal theoretic perspective.
Operations Management Research, 2(1–4), 13–27.
Maslow, A. H. (1998). Maslow on management. New York, NY: Wiley.
Helton, J., Langabeer, I. J. R., Helton, J., & Langabeer, J. R. I. (2015). Health care operations management. Retrieved from http://ebookcentral.proquest.com
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PART I
Operations, Systems, and Financial
Management
Part I of this text provides the reader with a foundation of operations management and explains
its role in improving health care’s financial and business condition. Health care activities and
processes are complex. To perform optimally, they must be managed as a system. Operations
and systems management requires knowledge of process improvement, quality, finance, and
many other business practices. As a service industry, financial outcomes are driven primarily
by labor and supply costs, so an understanding of the income statement and the use of key ratios
to manage these areas is provided. Understanding the concepts of operations management, and
its relationship to financial margins, is also explored.
Chapter 1 offers an overview of the discipline of operations and systems management and
that of management in general. Goals of operations management, from cos ...
HealthCheck360 White Paper on Wellness as a Business Strategy
This document provides an overview of health-contingent wellness programs and how they are categorized according to HIPAA regulations. It summarizes the three categories of programs: participatory, activity-only, and outcome-based. It also discusses HealthCheck360's proprietary scoring methodology, use of biometric data, and how their programs are designed to be cost-neutral while improving health outcomes and reducing claims costs over time.
Aligning Healthcare Organizations: Lessons in improved Quality and Efficiency...
Aligning Healthcare Organizations describes how best practices in measuring organizational performance in the nuclear power industry can be applied to healthcare providers facing the daunting challenge of concurrently increasing production, efficiency, and quality while reducing operating costs.
Dan Zembrzuski Resume October 14 2014
Daniel Zembrzuski has over 40 years of experience in senior leadership roles in the healthcare industry, specializing in hospital and physician networks, health plans, and business operations. He has a proven track record of reducing healthcare costs and improving financial and operational performance through strategies like accountable care organizations and self-insured health plans. Zembrzuski holds an MBA from Wayne State University and is a Certified Management Accountant with extensive experience in areas like contract negotiation, strategic planning, and employee development.
Hobson, Paul MULTIPURPOSE RESUME
Paul Hobson is a COO/VP of Operations with experience driving revenue growth, cost reductions, and strategic improvements in healthcare, pharmaceutical, and financial services firms. He has a track record of spearheading initiatives that increased revenues by 33% and profits while improving efficiency. Hobson has proven success leading startups, turnarounds, and expansions. He is described as a strategic visionary, natural leader, and agile change agent.
DanLaw_CV
Daniel Ethan Law has over 15 years of experience in sales management and program management for medical equipment companies. He has a proven track record of leading teams to exceed sales goals and revenue targets. Currently he is a Division Manager for Lincare, overseeing operations that produce $41 million in annual revenue. Previously he held roles as District Manager and Branch Manager for Lincare, growing patient counts and revenues significantly in each role. Law has expertise in areas such as sales, operations, project management, budgeting, recruiting and leadership.
Tk mph resume 021216
Tekisha King has over 10 years of experience in healthcare, including founding a nonprofit community resource center. She holds a Master's in Public Administration with a concentration in Health Administration and a Bachelor's in Business Technical Management. Her resume emphasizes leadership skills, strategic planning abilities, and experience managing teams and projects.
Final Project Implementation Assessment of Electronic Health .docx
Final Project:
Implementation Assessment of Electronic Health Record.
Objective
:
For this assignment, you will create the assessment to implement the new HER in a Health care setting. The assessment phase is foundational to all other EHR implementation steps, and involves determining if the practice is ready to make the change from paper records to electronic (EHRs), or to upgrade their current system to a new certified version. You will be encourage to choose a Community Health Center or a Doctor’s Office. The Assessment is designed because our world has been radically transformed by digital technology – smart phones, tablets, and web-enabled devices have transformed our daily lives and the way we communicate. Medicine is an information-rich enterprise. A greater and more seamless flow of information within a digital health care infrastructure, created by electronic health records (EHRs), encompasses and leverages digital progress and can transform the way care is delivered and compensated. With EHRs, information is available whenever and wherever it is needed.
The Health Information Technology for Economic and Clinical Health (HITECH) Act, a component of the American Recovery and Reinvestment Act of 2009, represents the Nation’s first substantial commitment of Federal resources to support the widespread adoption of EHRs. As of August 2012, 54 percent of the Medicare- and Medicaid-eligible professionals had registered for the
meaningful use incentive program
.
The paper will be 8 pages long. More information and due date will provide in the assignments link.
ASSIGNMENT GUIDELINES (2 points /10%):
The
assessment
should look at the current state of the practice:
Are administrative processes organized, efficient, and well documented?
Are clinical workflows efficient, clearly mapped out, and understood by all staff?
Are data collection and reporting processes well established and documented?
Are staff members computer literate and comfortable with information technology?
Does the practice have access to
high-speed internet connectivity
?
Does the practice have access to the financial capital required to purchase new or additional hardware?
Are there clinical priorities or needs that should be addressed?
Does the practice have specialty specific requirements?
Through the Regional Extension Centers (RECs), we’ve learned that these questions and assessment tools provide a good understanding of the current state of the practice and can help identify key goals for improvement. Often, these goals relate to patient quality, patient satisfaction, practice productivity and efficiency, improved quality of work environment, and most important to the overall goal – improved health care.
EACH PAPER SHOULD INCLUDE THE FOLLOWING:
1.
Introduction (5 points / 25%)
Offer an abstract that provide a brief outlook of the proposal and explaining in your own words what is meant by a Electronic H.
Final Version of Bundle Case 1205
By restructuring and focusing on disease states, Johnson and Johnson will sustain its position as a leader in the industry. Using a robust regional model, disease states strategy and identifying key geographies, Johnson and Johnson needs a holistic human resource strategy to support future growth. To restructure smoothly, MD needs to make sure its Critical Tasks, Culture, People, and Formal Structure align with its current growth drivers.
The Importance of a Quality Reporting Process in a Pay-for-Performance Enviro...
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NHSFP6004 Activities and Materials Needed for Telehealth Training Paper.pdf
The document outlines a training plan assignment for a healthcare organization. Students are asked to develop a training plan for a role group in the organization that will be responsible for implementing new practice guidelines. This includes preparing a 2-hour workshop agenda and summarizing strategies for working with the group, expected outcomes of the training, and why the group was chosen. The document provides an overview of the assignment and its competencies, including developing strategies to engage stakeholders and advocate for their role in implementing policy changes.
NHSFP6004 Activities and Materials Needed for Telehealth Training Paper.pdf
This document provides an overview of a training plan for implementing new organizational policies at a healthcare organization. It discusses developing an agenda for a two-hour workshop to train a specific role group. The training aims to prepare the group to successfully apply new policies and guidelines. It also justifies selecting this group to pilot the changes and discusses strategies for engaging the group to ensure they are prepared and buy into the changes.
Summary of this courseHealth care business analysesHealth Care.docx
Summary of this course
Health care business analyses
Health Care Business Operations and Performance
Introduction
In this module, you will explore the relationship and potential synergy created by consistent vision, mission, goals, and strategic plan. Health care strategy can be formed in one of two ways: it is intended and deliberate, which is created by plans, or it emerges through a pattern of uncoordinated decisions and actions (it just happens). Plans help to create a deliberate strategy. This is a discovery process in which health care organizations define their markets and assess internal operations. Plans move the organization forward toward the realization of a vision. The strategic plan or plan of action is necessary to achieve certain goals and objectives. The plan helps to create alignment and consensus around the organization's intentions. Key managers help to organize efforts and garner momentum for these strategies.
The Strategic Plan
The strategic plan changes or creates additional service lines, clinical procedures, and geographic locations of new clinics, rooms, or other facilities. The plan helps decide where to allocate resources for the high-level initiatives such as new medical technologies. The plan also identifies potential partners for an integrated delivery network or expanded system. When assessing a health care organization, ask what evidence you see of them attempting to work towards a certain vision. What services are they providing? How do they implement the strategy? How are they different from other clinical organizations in the community? How do they remain competitive?
Operations Internal Assessment and Improvement
Introduction
In this module, you will learn to identify methods of assessing and improving the quality of a health care organization. Developing processes is critical in assessing and improving quality since a process is how work gets accomplished. Until processes are fully documented, the interactions and steps cannot be appreciated. The "as-is process" documents what is actually occurring, versus what is supposed to occur. The "to-be process" documents the vision and the proposed process once improvements have been made. By fixing the process, you improve performance. The business process is a set of activities and tasks that are performed in sequence to achieve a specific outcome. The strategy of process improvement increases the throughput (capacity or volume) of a process; eliminates choke points or bottlenecks; and reduces costs, steps, waste, and resources. Look for steps that add value and eliminate those that do not. Reduce the variation in performance over time, remembering that variability causes resource inefficiency.
Analyzing Performance
Methods for analyzing performance include trend analysis and benchmarking. Trend analysis helps health care organizations answer the question, "How are we performing over time?" Benchmarking asks how we compare to our competition. Benchmarking is th ...
Sage_PEfrontdesk1
Front desk staff at medical practices are the first impression patients have and play a key role in patient satisfaction. However, they are often viewed as low-skilled positions and paid minimum wage, despite taking on complex tasks like verifying insurance eligibility. As reimbursement models change, front desk staff must understand intricate healthcare systems. To improve performance, practices should hire experienced staff, provide ongoing training, clarify communication, and focus on patient-centered care rather than tasks like answering phones. Investing more in front desk staff can offset costs from denied claims and high turnover while improving the patient experience.
Labor Shortage: Why You Need the Right Labor Management Partner Now
Healthcare organizations are facing a double-sided labor crisis: a severe labor shortage and rising labor costs. Learn how they can optimize their use of current resources and gain detailed insight into operations and pinpoint interventions aimed to decrease expenses.
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Middleville Regional Health Care is one (1) of three (3) hospita
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ProcessflowchartQualityQualitymanagementRootcauseana.docx
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HealthCheck360 White Paper on Wellness as a Business Strategy
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Final Project Implementation Assessment of Electronic Health .docx
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NHSFP6004 Activities and Materials Needed for Telehealth Training Paper.pdf
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NHSFP6004 Activities and Materials Needed for Telehealth Training Paper.pdf
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Summary of this courseHealth care business analysesHealth Care.docx
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Healthcare Performance Improvement
- 1. Healthcare Performance Improvement R&L HEALTHCARE ADVISORS 1605 Main Street, Suite 905 Sarasota, Florida 34236 Telephone: 941.316.1101 Fax: 941.316.1107
- 2. Today’s economy, accompanying with cutting changes in healthcare policy, requires solid, on-going achievement advance in healthcare. What does that mean? It agency healthcare providers at every akin have to appraise their organizations from the lot of cardinal akin on down to the simplest accepted action for opportunities to streamline, advance and optimize the affliction accustomed and the costs associated with that care. Three key components Here is why focus on these three key components: * Strategic Planning: With a rapidly about-face ambiance in the economy, government and healthcare itself, a basal beforehand that can activity through these challenges is astute to success. Our altered admission to healthcare basal planning is brash to administrate accomplishment and admeasurements impacts, not just set goals. That is why our admirers apprehend 20+% improvements in basal activity completions. To amateur more, blast here. * Project Management: From architectonics agenda berth to implementing EHR/EMR, from alive a new primary adversity archetypal to accomplishing your altered abounding project, activity administering accoutrement that coordinates the abounding beforehand of activity, ensuring accountability to accompany your activity in on-time and on-budget, is imperative. Proprietary Dynamic Planning ™ activity administering adjustment empowers teams to assassinate and buck on-time, on-budget projects about 100% of the time. Amateur added here. * Process Improvement: Any healthcare adeptness contains endless of absent systems. From admissions or scheduling through to billing, ceremony adjustment is complete on altered customer/supplier exchanges and analytic handoffs that assure above adversity are acclimatized at basal cost. Activity beforehand optimizes both complete systems and new systems employed. Nationally, 2/3 of beforehand efforts arrest to accommodated expectations. Altered admission consistently exceeds expectations and improves accomplishment 20-50% on about any process. Amateur added here.
- 3. EVOLUTION OF THE PERFORMANCE-IMPROVEMENT FIELD The field of performance improvement evolved over the past 40 years through four major stages. The first stage--training--focused on providing employees with new or additional knowledge and skills to improve their performance of job requirements. WHAT ARE ROLE, COMPETENCY, AND OUTPUT? The afterward definitions are axiological to compassionate the concepts presented in this commodity because roles and outputs can rarely, if ever, be mutually exclusive. A role represents “alignment of competencies targeted to accommodated specific expectations of a job or function". Job titles, however, are not alike with roles. No amount what types of healthcare achievement advance you need, you can calculation on Healthcare Advisors to abstract the issues, advance abundant roadmap for resolution, and administer a bland and acknowledged implementation. The superior movement takes hospitals down aberrant paths. Selecting the appropriate aisle is a complicated, backbreaking process. One alley may advance to achievement advance and added chump and agent satisfaction. Another may advance to cultural clashes and cachet quo in agreement of superior and assurance performance. For More about Healthcare performance improvement visit http://www.rlhealthcareadvisors.com/focusedbusinessdevelopment.html R&L help you for Hospital Business Development and to make Hospital Strategic Planning. Along with healthcare performance improvement we offer strategic marketing planning and business strategy consulting.