Alvin Lin Email & Phone Number

New York, Ny, Us

Greater New York City Area

Senior Leader overseeing Ambulatory Care clinical operations and programs to drive process and organizational improvement across 8 locations, 60 services, Urgent Care, Wellness Center, Cancer Center, Behavioral Health, Addiction Medicine and Women Infant Children programs. I manage a portfolio of initiatives to transform our care delivery model. The initiatives include setting priorities and resource allocation, reimaging care delivery and population health, launching a new Health and Wellness Center, managing our value based payment and quality contracts, overseeing ambulatory care operations, growing our patient base, improving physician and patient satisfaction, and driving Wellness Center and Health Equity initiatives. Operations include development of new patient and volume growth strategies, operating and capital budget and planning, day-to-day operations, workforce planning, clinical and IT projects, practice optimization, and digital health strategies.Selected achievements: Grew Medicaid payer membership by 13%. Reduced readmissions for high-risk patients with asthma cohort by 50%. Increased ambulatory care visit volume by 300% (post-pandemic surge). Reduced BMI for patients with obesity cohort within 8-week wellness program. Reduced call center abandonment rate from 24% to 5%. Reduced pre-authorization turnaround time for diagnostic services by 93%. Improved patient satisfaction from 66% to 96% within 6 months. Reversed 5-year decline in ambulatory surgery cases.

Greater New York City Area

Senior Leader in charge of managing a portfolio of programs to transform the NYC primary care delivery model. The programs are designed to improve patient satisfaction, increase revenue for providers, improve health outcomes and generate over $200M in cost savings over the life of the programs. Alvin secured in kind services from 3 payers for this effort and 10 contracts and grants.Alvin leads a range of practice transformation programs such as CMS Quality Payment Program (CMS MACRA QPP), NYS Delivery System Reform Incentive Payment (DSRIP) Program, CMS Transforming Clinical Practices Initiatives (TCPI), State Innovation Model's Advanced Primary Care (NYSDOH Advanced Primary Care), and Patient Centered Medical Home. He also engages with providers and Regional Health Information Organizations (RHIOs) to promote information sharing and health technology interoperability.Alvin is actively engaged in several NYSDOH transformation workgroups including Integrated CareWorkgroup, Regional Oversight Management Committee (ROMC), Advanced Primary Care Statewide Steering Committee, NYS Medicaid Value Based Payment Workgroup, Practice Transformation Council, DSRIP Performing Provider Systems Committees, and NYC Population Health Improvement ProgramHe leads roundtable discussions with NYC ACOs, providers, and payers to discuss health care delivery transformation and other topics. He is currently serving as co-chair of NY Presbyterian Performing Provider Systems combined Clinical, IT, and Workforce committee.PCIP partners with a wide range of stakeholders including NYS Department of Health, all 11 NYC PPS’s,CHCANYS and NYC FQHCs, NYC Health + Hospitals, Montefiore, SBH Health, Maimonides, all NYCMedicare ACOs, Medicaid and Commercial payers, purchasers, 23,000 providers, Primary CareDevelopment Corporation, GNYHA, HANYS, NYACP, MSSNY and other provider associations.

Greater New York City Area

Director in charge of growing the healthcare practice and managing a portfolio of client accounts. Provide services to assist clients with major issues including strategic planning, business transformations and address healthcare trends like Patient Centered Health Home, Accountable Care Organizations, Payment Innovation, Shared Risk Model, CMS Shared Savings, Pioneer ACO, Data Analytics, Achieving Triple Aim, Healthcare Reform, EHR Optimization, Health Information Exchange, Meaningful Use, and HIPAA. Improved clinical outcomes while controlling costs through analytics and care delivery transformation. Experience with over 16 EHRs including EPIC, eCW, NextGen, GE Centricity, AllScripts, EHS, McKesson, Intergy, Healthport, Meditab, and CompuGroup.Clients include Independence Blue Cross, Blue Cross Blue Shield Delaware, Partners HealthCare, AtlantiCare, Lutheran Medical Center, Settlement Health, Joslin Diabetes Center, CHCANYS, Azara Healthcare, and over 200 provider organizations across 14 states, Regional Extension Centers in 4 states, Missouri Health Net (MO State Medicaid), Center for Disease Control, and New York State Department of Health (NY State Medicaid), and St Louis Integrated Health Network.

Director in charge of growing the healthcare practice and managing a portfolio of client accounts. Provide services to assist clients with major issues including strategic planning, business transformations and address healthcare trends like Patient Centered Health Home, Accountable Care Organizations, Payment Innovation, Shared Risk Model, CMS Shared Savings, Pioneer ACO, Data Analytics, Achieving Triple Aim, Healthcare Reform, EHR Optimization, Health Information Exchange, Meaningful Use, and HIPAA. Improved clinical outcomes while controlling costs through analytics and care delivery transformation. Experience with over 16 EHRs including EPIC, eCW, NextGen, GE Centricity, AllScripts, EHS, McKesson, Intergy, Healthport, Meditab, and CompuGroup.

Senior Strategy and Operations consultant for healthcare practice. Focused on strategic turnarounds, growth strategies, operational improvement and compliance. Clients include Kaiser Permanente, Aetna, Guardian Insurance, Harvard Pilgrim Health Plan, Partners HealthCare, Ascension Health, and Saint Barnabas Health Care System.

Developed e-business strategy to help several Fortune 500 companies comply with healthcare legislation (Health Insurance Portability and Accountability Act). Clients include Allianz, Swiss Re, and Allstate Insurance.• Led a Senior Management committee to develop a strategy for HIPAA legislation compliance. Gathered requirements, performed gap analysis, and developed solution alternatives.• Managed a team to implement an e-commerce solution. Improved claims processing time from 2 days to just seconds. Met government deadlines five months ahead of schedule and under budget.• Led a task force to develop industry-wide standards for e-commerce transactions and code sets. Codes accepted by National Uniform Billing Committee, a division of the American Hospital Association.

Managed operations and finance projects for the nation’s largest private Preferred Provider Organization (PPO). Received 6 company awards and promoted 3 times.• Analyzed technology risks for post-merger system implementation. Systems integrated within eight months.• Managed new nurse help line product. Grew business to $2.4 million in the first year.• Led a team to automate revenue/billing systems. Decreased time for month end close from 2 months to 10 days.• Managed a cross-functional team to re-engineer payment system, resulting in annual savings of $1.5 million.

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