Beth B. Email & Phone Number

Charleston, Sc, Us

Durango, Colorado, Us

Leadership/ Clinical Process Improvement / Digital Health Solutions/ Physician Compensation Models /Patient Experience Leader/Tele-health workflow efficiencies/ Medical Staff Operations/Information Technology/Clinical Informatics/Project Management & Planning / IT Testing and process design/Ambulatory Operations/Workflow Improvement through technology/ Project Planning / P&L / EHR / Compliance / Business Growth / Clinical and Financial Analysis / Budgets Forecasts / Operational Excellence/ Negotiations / Strategy / Performance Improvement of Patient Access/ Mentoring / Contracts / GAP Analysis /Visionary Transformations / Relationship Building / Customer Satisfaction / Financial Reporting / Best PracticesProviding physicians and physician groups with operational guidance, regulatory compliance processes, IT EMR and PM implementation, revenue cycle redesign, organizational governance structures, and support administration reengineering. Enabled clients to become financially efficient and profitable. Clients Include: HealthQuest, Pulmonary and Critical Care Associates of Northern VA. Navigant Healthcare, Pediatric Gastroenterology. • Lowered claim denials by 30%, and increased revenue by $200K. Twenty provider groups had an immediate opportunity to restructure the business. Conducted current state assessment of the billing function and developed a future state solution based on industry best practices. Implemented processes and operations became instantly more efficient and productive. Alleganey Medical Center (Navigant)• Modernized medical record system, adding $180K to the bottom line. INOVA Health system 2010-2011. Found recordkeeping structure was woefully out of date. Conducted an IT system upgrade and trained providers on use. The entire organization met the meaningful use guidelines and added the $180K revenue boost to the P&L.

Andover, Ma, Us

Madison, Wisconsin, Us

Working in concert with Senior Leadership, IT, and the project managers with the third -party contractors, I have led and prepared a three hospital system for a large Cerner go-live event. I successfully managed multiple projects at a time keeping them on track and in line with the set dates and goals of the organization. The third parties included, 3M 360, Notifi alert system, CareSelect, Cerner CVNet, Cerner HIM, CBORD, Provation, IntelliQ, IRIS- HIIQ, Cerner WQM Radiology and Lab, Aspen Lung and PeerVue. With the use of multiple sets of SmartSheets, the project timelines were maintained, communication to leadership was kept open and goals were met. The project go-live and integration with Cerner is set for February 26, 2023.

Leading and preparing healthcare organizations to improve operations in workflows and finances and all aspects of the revenue cycle and clinical IT operations.Recent clients include Health-Quest Medical Practice (HQMP) (2018-2019) where I worked with the Practice Business Leaders C-Suite, AVPs HQIT, Directors and Managers for "Operational Readiness" for a Cerner Ambulatory go-live. Creating practice "Playbooks" and "Scorecards" to measure operational readiness. Here I developed "success measures" to score the level of success with standard performance indicators for each wave of go-lives within the HealthQuest system. Working side by side with HQIT , Cerner teams and Operational Leaders to prepare for the changes in workflows, policies and procedures, staffing, training, security and reporting. Also worked with AMITA and Advent Health (2018) providing clinical operations support for a project to assist with a Cerner Big Bang go live for AMITA Health. Working closely with Operations Clinical Leaders, Care Managers and Utilization Review RNs to utilize and optimize the Cerner applications post go-live to maintain successful financial growth.Pulmonary and Critical Care Specialists 2010-2011. Specialty practice where I implemented a new EMR, improved workflows, business policies and procedures and improved meaningful use dollars.Other small specialty practices in 2010-2011.Revenue cycle management LLC 2009-2011. Navigant Health Consulting firm, revenue cycle consultant. 2009.

Operations Executive leading multiple specialty practices including Surgery, Orthopedics, Endocrinology, Behavioral Health, Occupational Health and Urgent Care as well as the Medical Weight Loss Program. Responsibilities include Budget oversight and planning, Capitol, Provider Contracts. With 15 direct reports and hundred of support staff I strategize the operations for successful financial and operational efficiencies. Active member of a team working on a 12 million dollar acquisition opportunity. Active Member of an Advisory Board working with local schools to provide training and work opportunities. Leadership Executive for the Experience of Care Initiative for the Richmond Market. Here we focus on strategies to improve the Patient Experience.

Charlottesville, Virginia, Us

As the Administrator, Patient Friendly Access I was the primary scheduling services leader supporting and implementing standards, systems and processes to improve the patient and referring physician access and clinician as well as patient satisfaction. I ensured that scheduling teams and units (specialty Pods) meet or exceed performance standards focused on patient and referring physician access, correct provider, and capture of pre-appointment medical records, referrals, and patient demographic information. This effort was aimed at improving the patient experience and improve timely access to healthcare. During my professional experience at UVA, I was charged with the responsibility to improve current state processes through the Ambulatory Optimization project utilizing an assessment tool I helped develop. I was also an active participant in the Patient Experience project creating the five- year strategic plan for UVA to improve the Patient Experience scores from 50 % to a goal of 95% by 2022. I provided an additional level of coordination and communication to the PFA executives and determine the inter-dependencies with the Epic implementation project and the positive effect on the scheduling process and patient experience post implementation. I was appointed the Tier 1 lead for the Epic Cadence product. As the leader I coordinated with the Epic Administrator and Directors to support the design and operational readiness pre- and post- implementation success July 1, 2017.

As a Healthcare Consultant I worked with several large hospital systems all over the Unites States improving both clinical and financial operations and contributed to improving the patient experience. Working closely with Cerner Millennium and its clinical and financial products. Areas of improved efficiency include clinical documentation, provider communication, provider education, physician practice and clinic workflows, and nursing informatics, nursing communication, ICD-10 and other regulatory assessments and remediation. I received my HFMA Certified Revenue Cycle Representative certification May 19, 2016. Clients consisted of large hospital systems in NJ, California, Florida and Texas.As a Principal Consultant at Siemens I led and created several methodologies around Ambulatory Services Offerings, Current State Assessments prior to implementation of Soarian Ambulatory as well as Soarian Financials. Clinical ICD 10 Subject Matter Expert, Created methodology around the new CareXcell software for Siemens. Nursing Informatics current state future state for a large teaching facility improving workflow, reducing the medication error rate by 30-40% and improved nursing communication through the use of healthcare technology. in 2015 Siemens was bought by Cerner Corporation and the two experiences are actually 1see less

Leader of the overall business operations for this physician practice with multiple locations and divisions, both clinical and service oriented. Oversaw $18 million in annual revenue and a staff of 160 employees and 40 clinicians. Prepared and presented monthly individual MD productivity results to each clinical division. Created and presented five sets of physician compensation formulas each month. Reviewed and reported monthly financials for all nine divisions. Facilitated monthly board meetings to guide, plan, and implement the business direction of the company. Also directed central billing operations and the clinical lab. I improved business operations with this primary care practice through improved overall workflows as well as Greenway Software implementation. I improved the bottom line financially as we gre the business in areas of Urgent Care and Physical Therapy.

Hired to pull this corporation out of financial and operational distress. Ran all day-to-day operations, with the exception of those that were clinical in nature. Set corporate goals and objectives and created appropriate documents and governance structure. Managed an $8 million budget that grew to $16 million and a staff of 20 employees that grew to 60. Obtained new business contracts, wrote RFPs, and recruited and hired the appropriate number of MDs (10) and CRNAs (19) to meet clinical demand. Provided clinicians with ongoing education on proper documentation.

Paris, France, Fr

Hired to work with a large team of consultants (65 in total) on a project with the University of Pittsburg Medical Center to redesign the care management process for 12 area facilities. Served on a team of four clinical business consultants to improve overall patient length of stay and patient throughput by collaborating with the hospital system leadership, both operational and clinical. Focused on cutting expenses. Assisted in hiring and training staff to meet hospital system goals. Met with MD and hospital leadership to guide them through the process and on reporting results. Implemented ECIN and Canopy software systems at ten hospital locations and went on to train hospital staff on the proper use of these software systems, as one of only two consultants companywide.

Nashville, Tn, Us

Led process and quality improvements for a 340-bed hospital. Ensured compliance with state, federal, Medicare/Medicaid, and JCAHO regulations. Oversaw the hospital’s physician peer review program. Monitored case management and utilization review to ensure proper length of stay and medical necessity for all patients within the hospital. Managed 17 FTEs and a $1 million budget. Updated the medical executive committee on compliance issues, quality updates, and performance indicators on a monthly basis.

NICU RN

Bachelor Of Science - Bs, Nursing

Mba, Finance And Marketing

Bachelors, Registered Nursing/Registered Nurse

Nursing Education

Master Of Business Administration - Mba

Nursing

Master Of Business Administration - Mba