Michael Bernas Email & Phone Number

Philadelphia, Pennsylvania, United States

Durham, North Carolina, United States

• Leading 2 planning committees for medical coding Continuing Education Units conferences on 2023 ICD-10 & CPT changes, with 525+ attendees, 4,500+ CEUs offered, and $250,000+ in value creation
• Orchestrating the adoption of Lean Six Sigma practices in revenue cycle, and sponsored the first pilot project resulting in a reduction of Charge Lag by 2 days (or $510M annually) for HB Coding
• Serving on the Work Force Strategic Planning Sub-Committee for Automation, and trained on Blue Prism Robotic Process Automation
• Created new SharePoint workflows to centralize non-Epic Systems charge correction requests, rerouting 15,000 charge correction requests from emails to a central management system/database
• Organizing the technical build for COVID-19 and Monkeypox Vaccines, and navigated the Bebtelovimab (COVID-19 treatment) transition from EUA to commercial supply
• Mentoring 6 current and former Revenue Cycle Administrative Fellows

Durham, North Carolina, United States

• Planned and led the 2021 Leadership Winter Retreat to set the vision and strategic direction for the Division of Revenue & Health Information Management
• Provided support for executive and organization communications, ex. leadership/management/all-staff presentations, administration of surveys, process improvement training, and strategic planning
• Led the feasibility study and executive approval process for the Epic Hospital Based Clinic Facility Charge Calculator (semi-automation) adoption
• Designed and led the adoption of an Epic-based Correspondence Workflow for Professional Coding Charge Audits and Corrections, thereby migrating email/Excel-based tracking systems into Epic
• Created a Mortality Tracking System for Quality Reporting purposes which included capture of Vizient and Elixhauser Variables, and improved workflow for Clinical Documentation Analysts and Hospital Coding Staff
• Created both an ROI QA & Training Program Management System, and an ROI Complaint Management System to improve workflow, tracking, and transparency – chiefly with Compliance

Raleigh-Durham, North Carolina Area

• Oversaw $9B in health system gross revenues by managing a 12-member team that serves as primary liaisons between executive hospital leadership and revenue cycle operations
• Co-developed and implemented Invariant© (predictive analytics software for healthcare claims data) and successfully negotiated co-ownership agreements between Duke and the vendor
• Created and expanded the Clinical-Revenue Integration strategic framework to all health system service lines, and increasing cross-organizational collaboration
• Designed a SharePoint project management system to track $58M in revenue cycle, IT, and clinical-related process improvement projects

Durham, North Carolina

• Co-founded and led the Radiology Revenue Integrity Committee, a multi-disciplinary team of physician and hospital leadership designed to align priorities
• Managed professional and hospital revenues for Radiology services at 3 hospitals
• Developed expertise and trained others on Epic-Radiant, playing an instrumental role in go-live preparations which led to increased revenues and gold standard recognition
• Reduced denials and recouped $350K by implementing retro-authorization processes

• Supply Management
• Chairing the system-wide GI Endoscopy and Bronchoscopy service line Product and Equipment Review Team (PERT) and Value Analysis Team (VAT) to evaluate new current products to ensure clinical quality, reduce risk.
• Implemented a the Pyxis JITrBUD open-architecture inventory management system
• Ensuring that all products are loaded into the SAP system for procurement management
• Updating supply charge codes for charge capture purposesCapital Management
• Managing the capital request process using the Strata Decision Technology softwareInformatics Technology Management

• Management & Facilitation
• Managed 21 multi-disciplinary teams during LEAN process improvement events: - $250,000 cost avoidance of IV pumps in Sterile Processing - 75% reduction in phone-call abandonment rates in a family practice clinic - 2%.
• Utilized Change Acceleration Process (CAP) and Work-Out methods to lead teams in root cause analysis, problem solving, and action planningLeadership & Training
• Evaluated Operating Room instrument inventory management systems at 6 hospitals
• Trained over 125 individuals on LEAN tools and principles
• Oriented and on-boarded 6 consultants on methods and organizational structureDevelopment

• Assisted in developing the Operations Improvement Department
• Developed the department's SharePoint Services webpage for internal communication and marketing

• Assisted in developing a $1.5 million Sports Medicine Center business plan

• Standardized management-level scorecards used by all departments
• Improved Emergency Department Press-Ganey scores by 4% using LEAN methods
• Reduced delays and redundancies in the Cancer Center and Heart Center workflows

• Created a model to assess employee satisfaction relative to management performance
• Recommended a replacement strategy for aging fire safety devices in 3 facilities
• Participated in construction, philanthropy, and physician alignment strategies

• Identified a 2 bed Medical ICU bed complement reduction through right-size analyses

• Created a purchasing report used for a $400,000 savings in supply chain negotiations

• Designed, customized and manufactured over 100 medical research devices

Masters, Health Administration

Activities and Societies: Iowa Chapter of the American College of Healthcare Executives, Toastmasters International• Market Assessment for.

Bachelors Of Science, Biomedical Engineering

Activities and Societies: Biomedical Engineering Student Society, University of Iowa Dance Marathon, University of Iowa Hawkeye Marching.