Dan Schachte Email & Phone Number

Chicago, Illinois, United States

Greater Chicago Area

Enterprise PMO Design & Implementation - $1.5B Children's Hospital• Led design of ePMO operating model, including capabilities such as portfolio prioritization and management, program and project delivery, change management and value case development • Defined team structure, including roles and responsibilities, differentiated skills and capabilities required, and overall team size• Designed governance structure to enable decision-making at appropriate levels of the organization… Show more Enterprise PMO Design & Implementation - $1.5B Children's Hospital• Led design of ePMO operating model, including capabilities such as portfolio prioritization and management, program and project delivery, change management and value case development • Defined team structure, including roles and responsibilities, differentiated skills and capabilities required, and overall team size• Designed governance structure to enable decision-making at appropriate levels of the organization, from the C-Suite to front-line project teams• Evaluated available vendors and facilitated selection of tools to support ePMO processes, leveraging automation where possibleAnalytics Platform & Operational Improvement - $3.5B National Provider Group• Served as Strategy Lead for analytics platform design and launch across multiple service lines• Designed core analytics dashboards within Tableau to provide meaningful operational and financial insights into practice performance across service lines• Oversaw analytics roll-out, including strategic communications, training sessions and post go-live support for practice and operations leaders• Leveraged analytics to identify actionable performance improvement opportunities, conservatively valued at $35M+ in annual margin improvement$70M Operational Improvement Program - $1.5B Children's Hospital• Served as Transformation Lead for 50+ project portfolio across cost reduction and revenue optimization opportunities• Partnered with executive leaders across clinical and non-clinical areas to identify opportunities, shape program roadmap and oversee execution phases• Established analytic rigor to drive accountability for value realization targets Show less

Greater Chicago Area

Funds Flow Assessment - $1.5B Academic Medical Center• Led team to evaluate sources and uses of funds within 19 medical school departments to confirm alignment with strategic goals and identify opportunities for medical school to 'self-fund' growth initiatives.• Conducted faculty productivity analysis to asses clinical productivity and the level of clinical and non-clinical funding required to support the research and teaching missions.• Developed operational and budgetary… Show more Funds Flow Assessment - $1.5B Academic Medical Center• Led team to evaluate sources and uses of funds within 19 medical school departments to confirm alignment with strategic goals and identify opportunities for medical school to 'self-fund' growth initiatives.• Conducted faculty productivity analysis to asses clinical productivity and the level of clinical and non-clinical funding required to support the research and teaching missions.• Developed operational and budgetary recommendations to close financial operating gaps and preserve faculty recruitment commitments.Care Management Assessment - $1.5B Academic Medical Center• Led rapid 6-week assessment to identify gaps to leading care management practices, including initial / concurrent reviews, discharge planning, patient / family care conferences and care facilitation, assess the organizational structure and evaluate existing staffing models. • Identified recommendations across people, process and enabling technology, representing a $25M recurring annual net benefit, and developed a roadmap for implementation. Benchmarking & Value Targeting - Cancer Center• Led team of analysts and subject matter advisers to evaluate existing strategic financial plan and benchmark clinical and non-clinical operations to identify additional high-level opportunity areas• Led program of 10 functional areas that identified a performance improvement portfolio of 40 individual projects across clinical and non-clinical areas, representing a $75M recurring annual net benefit and $53M in one-time cash. Show less

Greater Chicago Area

Benchmarking & Value Targeting - $3B Academic Health System• Supported multiple benchmarking assessments, spanning revenue cycle, supply chain, clinical optimization and labor management functional areas• Developed proprietary labor management, span of control and flexible staffing benchmarking tools to support analysis of labor practices within healthcare industry.• Led financial modeling and analysis in support of various clinical and supply chain opportunity areas, including… Show more Benchmarking & Value Targeting - $3B Academic Health System• Supported multiple benchmarking assessments, spanning revenue cycle, supply chain, clinical optimization and labor management functional areas• Developed proprietary labor management, span of control and flexible staffing benchmarking tools to support analysis of labor practices within healthcare industry.• Led financial modeling and analysis in support of various clinical and supply chain opportunity areas, including evidence-based standards of care / length of stay improvements, short stay observation units, enhanced care management models, procurement optimization and inventory management.Care Management & Patient Flow $200M Community Hospital• Implemented multi-disciplinary daily huddles and enhanced outlier management processes to reduce frequency of extended length of stay patients• Supported enhancements to care management functions, including discharge planning, initial and concurrent reviews and the use of care management technologies to support level of care reviews• Partnered with physician leaders to enhance rounding models and achieve earlier discharge order times, thereby facilitating earlier patient discharges. • Led development of operational dashboards, providing valuable insights into length of stay and readmission performance, including the ability to analyze performance by DRG, payer class, disposition type, nursing unit and individual physicians / groups Show less

Greater Chicago Area

Support Function Transformation - $9B Not-For-Profit Health System• Led the transformation of the health system’s provider credentialing operations, including the standardization of processes and procedures, a consolidation of disparate enabling technologies and the deployment of a new operating model and organizational design. • Assisted client in designing future state processes and procedures that leveraged internal best practices and streamlined the physician credentialing… Show more Support Function Transformation - $9B Not-For-Profit Health System• Led the transformation of the health system’s provider credentialing operations, including the standardization of processes and procedures, a consolidation of disparate enabling technologies and the deployment of a new operating model and organizational design. • Assisted client in designing future state processes and procedures that leveraged internal best practices and streamlined the physician credentialing experience by eliminating wasteful redundancies.• Coordinated with super users from across client's five regions to develop future state requirements for the consolidated credentialing database. • Led the deployment of the new operating model as part of a new shared services organization, culminating in a go-live for 30+ hospitals and foundations. Show less

Madison, Wisconsin Area

• Increased patient acuity and hospital revenue through evaluation and re-design of the malnutrition department’s reimbursement systems.• Improved electronic medical record devices and systems by consulting with nurse managers and supervisors and integrating findings into operational strategies. • Collaborated with Information Technology staff and department leaders to develop data reports, allowing departments to self monitor completed system changes. • Worked alongside doctors… Show more • Increased patient acuity and hospital revenue through evaluation and re-design of the malnutrition department’s reimbursement systems.• Improved electronic medical record devices and systems by consulting with nurse managers and supervisors and integrating findings into operational strategies. • Collaborated with Information Technology staff and department leaders to develop data reports, allowing departments to self monitor completed system changes. • Worked alongside doctors, nurses, and hospital administration to decrease patient discharge times through increased nurse-doctor communication and coordinated shift changes. Show less

Bachelor Of Science, Industrial And Systems Engineering; Health Systems Engineering

Leading With Analytics-Powered Strategy

Participants who have completed this 8 module program report that they learned:Analytics is a leadership problem. Analytics can be used.