Daniel Gell, Ms, Bsn Email & Phone Number

Milwaukee, Wi, Us

The Woodlands, Texas, Us

Mechanicsburg, Pa, Us

The Woodlands, Texas, Us

Roseville, Ca, Us

Roseville, Ca, Us

I currently lead care management for two hospitals encompassing 457-beds. White Memorial Hospital and Simi Valley Hospital with a 65-person full-time team plus contracted staff. I also serve on systemwide committees including the Quality Committee, Utilization Management Committee, COVID-19 Task Force, Patient Experience Council, and the bioethics team.DELIVERED RESULTS:► Decreased average length of stay by 17% (from 4.7 to 3.9 days) in first three months despite COVID-19 surges, all without increasing readmission rates. ► Integrated care management process to bedside “multidisciplinary rounds,” improving patient care through increased collaboration. ► Elevated staff morale and improved team performance following a series of tumultuous leadership changes.► Reduced leave of absence requests by 25% and calls out sick by 60%, resulting in 18% decrease in overtime pay and 48% decrease in contract staff costs. ► Improved patient satisfaction to 95%+ after improving the patient experience and increasing provider and discharge process communication.

Lewiston, Me, Us

I was initially recruited to serve as the director of ACO operations to design and implement a clinical programs infrastructure for this integrated health system with a 300-bed hospital, two satellite critical access hospitals, and 40 clinics. In this role, I led a 65-person team, reported to the chief medical officer and owned a $5M budget. I also served on systemwide committees (inpatient and outpatient) including Quality, Strategy, Readmission, Emergency Department, Length of Stay, Infection Prevention, Clinical Operations, and Payor committees. DELIVERED RESULTS:► Collaborated with payors and analyzed clinical outcomes to identify opportunities to incentivize providers through value-based programs, implement population health programs, and improve payor denial support management and payor clinical performance metrics.► Reduced monthly readmissions by 38% and saved over $1M in annual costs by bringing the Transitions of Care program in-house to manage internally. ► Recaptured up to 70 previously lost referrals per week from the Transfer Center, resulting in tens of millions in new revenue.► Elevated vendor performance and reduced vendor spend by improving contract management.► Improved patient throughput after increasing discharges by 12:00 pm from 22% to 35%+. ► Decreased patient transportation costs by 50% by negotiating an agreement with transportation vendors.► Achieved a successful CMS survey with zero deficiencies in discharge planning. ► Increased population health performance measures by up to 40% across all metrics, resulting in improved patient outcomes, decreased costs, and increased payor reimbursement rates.

Portland, Maine, Us

I joined this 70K-member health plan to build out an outpatient clinical program and implement evidence-based care practices while overseeing all utilization management / care management. In this role, I led a 30-person clinical/nonclinical staff while reporting to the VP of clinical programs. DELIVERED RESULTS► Overhauled the team and streamlined operations by splitting out roles based on function.► Developed the plan’s first behavioral health program, resulting in decreased cost of care.► Reduced average time to obtain authorizations from 18 days to just two days and brought authorization times into CMS compliance. ► Constructed and rolled out a new, comprehensive population healthcare model.

Marshfield, Wi, Us

In this role, I led utilization management and care management for this payor-based health plan with 300K members. This included directing up to 70 nurses, social workers, and IT staff while reporting directly to the chief medical officer. DELIVERED RESULTS:► Improved efficiency by up to 17% after streamlining the user interface for the clinical platform, resulting in an increase of 100+ patient/member touches daily. ► Reduced time per call and increased total number of member touches per day by implementing phone system metrics.► Strengthened relationships with integrated provider partners and maintained optimal readmission rates by:- Sharing performance data with providers and suggesting areas for improvement to elevate performance. - Implementing a preferred provider network in the post-acute care continuum. - Aligning payor strategies to provider practices and building incentive models that drove performance. ► Scaled the team from 50 to 70 staff ahead of a new program launch in 2017.

Neillsville, Wisconsin, Us

With Memorial Medical Center, I oversaw clinical operations and a 120-person team across three rural health clinics (obstetric, surgical, and medical care), a critical access hospital (pediatrics, obstetrics, outpatient, and swing bed care), and emergency room functions. DELIVERED RESULTS:► Improved patient care by implementing evidence-based initiatives and serving as a strong patient advocate.► Decreased emergency department holding times and assisted with patient flow by aligning patient throughput.

Initially joined the six-hospital system to serve as a registered nurse in the Level II medical/surgical trauma center before moving to clinical care for cardiac and neurology units. Appointed shift leader and managed long-term/acute care ventilator patients. DELIVERED RESULTS:► Earned patient-nominated Aspirus Service Excellence Award (out of 300 staff) due to excellence in patient care.

While with Aspirus, I was appointed director of nursing for Ontonagon Hospital in Michigan during a leadership transition. During this time, I oversaw all aspects of a 25-bed critical access hospital and emergency department and assisted in achieving a successful Joint Commission survey.

Master Of Science (Ms), Organizational Development & Behavior Emphasis In Healthcare Administration

Bachelor Of Science (Bs) In Nursing