Developing and teaching a course in NU's new Doctorate of Healthcare Leadership. Some course content key words: measuring performance, metrics, KPIs, value-based care ROI model

-Senior executive responsible for day to day operations for a national primary care and multispecialty medical group and a healthcare network with a large Medicaid ACO and multiple commercial risk contracts across 9 states. -Other key responsibilities include: provider recruitment/contracting/performance, patient safety, standardization, compliance, corporate real estate, supply chain, budget development, and strategic partnerships-Interface with providers and ambulatory practice staff daily to maintain trust and first hand experience with the team's trials and tribulations-Successfully established and maintain relationships with a network of hospital presidents to ensure smooth operations and effective communication-Implemented cost savings mechanism for clinic supply chain nationally-Ensure efficient and effective relationships between multiple MSOs to drive FFS and risk contract performance for primary care providers-Develop and drive primary care and specialist provider strategy to improve patient outcomes and reduce healthcare costs

-Responsible for strategy/development of comprehensive, regional specialty provider network that aims to reduce cost and wait times, and improve outcomes-Analysis of large data sets to drive strategy and tactical decisions-Collaboration with key affiliate partners to drive better VBC outcomes (Med Adv, MSSP, and REACH)-Conceptual development of Part A utilization and Specialty Network enterprise-wide dashboard-Affiliate-relationship management re: Part A and Part B utilization-Optimize transition/bridge services between wholly owned clinics and MSO to reduce readmissions and IP/ED utilization-Commitee Member for the following groups: Compliance, ACO Programs Compliance, and Policies & Procedures

-Co-Chair, Health Equity Committee-Member, Compliance Committee -Responsible for developing national business strategy for clinical population health management as well as a contact center operations serving over 1 million risk lives-Key decision maker in organization's budget and allocation process-Research and identify new business opportunities-Collaborate with other members of the executive leadership team to outline ST/LT strategy-Proficient in data analysis and performance metrics-Guide and support vice presidents, directors, and managers [8 direct reports, 165+ indirect reports]-Demonstrated ability of driving operational efficiencies and performance [In the last 2 years, an average of 90% of programs hit year end target]

-Responsible for strategic leadership of regional and national acute and post-acute clinical programs covering Steward’s 1.5 million lives-Manage over 100 clinical and non-clinical FTEs ($7+ million)-Present monthly and annual program performance data-Responsible for generating $10+ million in ACO savings-Partner with Network and Regional Presidents regularly to discuss and implement regional/national clinical strategy-Work closely with business unit to develop and manage program budgets, contracts, targets, and KPIs-Drive team employee satisfaction, engagement, and performance in a constantly evolving healthcare environment

-Responsible for strategic leadership and tactical execution of national clinical programs including, but not limited to, bundled payments and ambulatory care management programs for Steward's ACO population-Development and execution of a national post acute care strategy for over 30 hospitals in 10 states -Development of a national preferred home health agency network -Participation in the evaluation of Steward's current preferred skilled nursing facility network-Develop protocols and workflows for clinical staff around discharge disposition and chronic disease-Manage regional clinical teams (25+) across 7 states (including RNs and non-clinical telephonic staff)-Work closely with business team to analyze claims and real time data to inform strategic decisions-Present data and clinical outcomes regularly to hospital and regional leaders

-Oversee BPCI-A care redesign efforts in over 80 bundles in 19 hospital across 7 states.-Manages a national clinical team comprised of regional RN managers, RN navigators, and post discharge coordinators.-Works in close collaboration with the BPCIA business team to present data and outcomes to hospital leadership, physicians, and other key members of the healthcare team(s)

Program director for the PA/NP Leadership and Management graduate certificate- the first of its kind in the country. The program is a collaboration between the Center for Healthcare Leadership and Management and Northeastern University. The curriculum offers a very specific set of competencies to PA/NP managers such as compliance, billing and reimbursement, and measuring your workforce.

January 2017: Per diemJune 2014 - December 2016: Worked closely with Ali Aziz-Sultan, MD - Chief of the Divisions of Vascular & Endovascular Neurosurgery - not only in the clinical arena of patient care and procedures, but also in practice growth, marketing, website development, clinical trials, publications, and resident education.Co/Sub Investigator on 5 clinical trials involving endovascular treatment of aneurysms, stroke, and AVMs.

In her first year with the Brigham, Bianca was integral in the nearly 50% patient volume growth of the DBS program. With her organization and process implementation, the monthly DBS patient clinic evaluations quadrupled and the program began to develop referral sources not only from surrounding providers, but also across state lines. With her supplementary interest in health information dissemination via social media, Bianca was the key content contributor and driving force behind the launch of the patient oriented, informational website for Brigham DBS. In addition, working closely with Dr. Travis Tierney, the Director of Stereotactic & Functional Neurosurgery and Dr. Michael Hayes, a movement disorder specialist and Vice Chair of Neurology- as a co-investigator, Bianca played a significant role in getting IRB approval for two clinical trials. Clinical Responsibilities:-Facilitate inter-department navigation for neuroscience patients-Deep Brain Stimulation (DBS) device programming -OR support for DBS cases including first assist and physiological mapping-iPlan software use for pre-DBS case planning-Member of DBS Steering Committee and DBS Surgical Planning Committee -Provide clinical support for general and functional neurosurgical practice including seeing patients independently and in conjunction with supervising MD in clinic and ensuring all follow up services are coordinated-Daily communication with the inpatient team to ensure seamless, longitudinal care for all surgical patientsNon-Clinical Responsibilities:-Development of content for new DBS webpage and patient information packets-Development of Functional Neurosurgery practice -Foster relationships with referring physicians -Clinical research including grant applications and IRBs

Department of NeurosurgeryResident and PA Educational/Training Series

Her responsibilities were two-fold at CHLM: advisory services and leadership and management curriculum development. In advisory services, Bianca worked closely with executives and service line leaders to better integrate PAs and NPs into their practice while considering patients, providers, finance and risk mitigation. In the program development arm of CHLM, Bianca built content, opportunities, and partnerships for PAs and NPs to develop and hone their leadership skills.

http://blogs.jwatch.org/frontlines-clinical-medicine/author/bbelcher/

Other duties include: Social Media Chair and Co-Leader of all PA Student events such as the Annual Student Leadership Camp

Physician Assistant Program in the Bouve College of Health Sciences

Northeastern University Physician Assistant Program.Courses: Healthcare Delivery and Professional IssuesOther duties: Applicant Interviewer, Preceptor

Chair, Corporate Relations Ad Hoc Committee

PA-related content expert for various online sources.

Responsibilities include assessment of my own patient load as well as formulation, implementation, and follow up of treatment plans as a Board-Eligible Orthotist. Duties also include giving professional in-services and local marketing.