Dick Stevens Email & Phone Number

Providing operational consulting services to medical groups. Conduct operational assessments of front and back office workflows, interim management as well as reviewing financial and productivity benchmarks to improve access, quality and operational efficiency. Work with physician and management leadership to implement recommendations related to office improvement, compensation and organizational structure.Consulting and interim executive clients have included:• Hematology Oncology Associates Medford, OR• Maimonides Medical Center – Brooklyn NY• Marshfield Clinic Health System – Marshfield WI• New York Presbyterian Hospital – Columbia University Medical Group New York NY• Catholic Health - Initiatives, Houston TX• Practice Administrator Urology - Florida Hospital Medical Group, Orlando FL• Main Line Health, Philadelphia, PA• Mercy Health System of Main, Portland ME• Reading Health System Reading, PA• Catholic Healthcare, Santa Cruz and Sacramento, CA• Arnett Clinic, West Lafayette, IN• Ascension Health, Indianapolis, IN • Wellmont Health System, Kingsport, TN• Regional West Physicians Clinic, Scottsbluff, NE• Baptist Health Care, Pensacola FL• Baptist Health Centers, Birmingham, AL• Watertown Healthcare Physician Network, Watertown, WI• University Of Texas, Houston, TX• Hamilton Healthcare System, Dalton, GA• St. Mary’s Regional Medical Center, Reno, NV• Community Health Partners, Lorraine, OH

Cambridge, Massachusetts, United States

As a consultant, I conducted comprehensive assessments across all medical practice locations, collaborating with clinic staff, managers, and the EPIC team to address key areas such as:• Enhancing Patient Access and Throughput - Implemented strategies to optimize patient flow and reduce wait times.• Optimizing Ambulatory Staffing Assessed and recommended changes to FTEs, staff mix, and skill mix to improve operational efficiency.• EPIC Interface Management Focused on operational changes required for the system-wide EPIC conversion, enhancing front-end functionalities.• Space Utilization and Cost Management Evaluated and optimized the use of clinic space and reduced operational costs.• Performance Improvement Identified and implemented best practices to enhance the performance of medical practices.As the interim VP of MAPS, I worked closely with the Senior Leadership Team to design and execute the following initiatives:• Variable Compensation Plans- Developed and implemented new compensation plans across multiple Medical and Surgical Specialties, resulting in improved retention, recruitment, and a productivity increase of up to 30%.• Physician and APP Recruitment - Successfully recruited Physicians and Advanced Practice Providers in various specialties, strengthening the group's clinical capabilities.• Revenue Cycle Enhancement -Partnered with the revenue cycle team to identify and recover over $5 million in gross professional billing charges.• Fast Track Process Implementation - Introduced a Fast Track process for urgent surgical and orthopedic referrals, improving patient care and access.• Operational Standardization - Led efforts to standardize processes, reduce expenses, and strategically grow volume in key areas, driving organizational efficiency and effectiveness.

As Senior Business Transformation Advisor, I provide oversight and project management for multiple projects to improve access, business expansion, and increased efficiency. I serve as an internal consultant employing critical thinking skills, for change management, situation analysis, and creative approaches to identify and successfully drive business enhancing solutions. My work involves working extensively with executive leadership, responsible for modeling, training, and coaching executive leaders in business and data acumen, including developing team based problem-solving mindsets.

Medford, Oregon, United States

Served as the interim COO to oversee daily clinic operations at three locations for HOA and work with the practice team to manage and prioritize operational initiatives. The focus of this was on stabilizing the group’s operations, and leading strategic improvement projects. Served as liaison between HOA and Asante Health System for negotiants as the staff were acquired by the Hospital to open two new HOPD cancer centers. The Providers continued as a separate corporation providing care at the cancer centers and hospital. Successfully completed transition of staff and all assets.

Brooklyn, New York, United States

New York City Metropolitan Area

Successfully completed EPIC Super User Training in Cadence: Front Desk, and Schegistrar, Professional Billing: Charge Entry and Charge Review, and Resolute Professional Billing: charge Entry. Applied operational knowledge with Epic workflows to assist with successful implementation.

Marshfield, Wisconsin, United States

• Conducted system wide site assessments documenting process improvement opportunities related to patient access, referral retention, revenue cycle and daily communication between front and back-office staff.• Implemented daily huddles system wide to address process improvement opportunities.• Identified a front-end revenue cycle opportunity to improve coo-pay collections and decrease denials with improved registration process

New York City Metropolitan Area

• Assess call volumes, along with communication between call center and clinical divisions• Evaluate appointment scheduling, registration practices and front-end collections with recommendations to improve patient access, increase collections and decrease front-end denials• Improve referral processes to streamline workflow leading to increased patient access • Review faculty scheduling templates and monitor adherence to revised schedule practices• Develop monitoring process for bumps, no shows, cancellations, and new patients, access.• Implement ambulatory space utilization plan to maximizing workflow efficiencies.• Review and optimization of post visit tasks - for documentation and revenue cycle purposes• Establish optimal use of support staff and non-MD providers • Maximize patient satisfaction survey scores• Recommend strategies to increase patient throughput/access - space utilization, staffing, and workflow/rooming of patients and use of midlevel providers.• Assist with policy development that allows for clinical research time to be balanced with increasing clinical practice growth.

Houston, Texas, United States

On-site assessment of multiple clinic practice’s revenue cycle management. Deliverables include improved demographic/registration data collection, provider documentation, coding, claims processing and collections. All deliverables require policy/procedure development, staff training, and establishment of benchmark for auditing and measuring progress.

Orlando, Florida, United States

Working as a consultant conducting operational assessments and supervision of Urology Department• Conducted multiple site assessments focusing on in-depth operation analysis related to improving, patient access, and scheduling, staffing and operational performance.• Identified access barriers impacting patient scheduling, proposed standardization of scheduling templates and protocols• Completed phone call volume analysis determining impact on pre-registration process, ability to schedule appointments, gathering of key demographic data, and patient access.• Standardized co-pay and patient balance collections process • Resolved revenue cycle issues negatively impacting collections.• Identified opportunities to implement best practices for front and back offices.

800 West Cummings Park, Suite 6000, Woburn, Ma 01801

Culbert Management Consultant working with hospitals, physicians, and other providers to improve their delivery of care to patients and to manage revenue, while navigating the challenging environment in the healthcare industry. Talented, seasoned healthcare professionals who work closely with clients to determine the best solutions for managing change. A commitment to building lasting client relationships underpins the entire process, ensuring success at every level. Interim LeadershipC-suite, Service Line & Department/Practice AdministratorsPatient Access & Patient ExperienceRevenue Cycle LeadershipProject Management Strategic PlanningPhysician/Hospital AlignmentOperational and Financial Strategic PlanningPhysician Practice Development and ManagementMulti-specialty Group PracticesEmployed Physician Group ModelsPrimary Care and Specialty Practice DevelopmentHealth System Network Affiliate DevelopmentProgram DevelopmentClinical Service LinesPatient and Physician EngagementDevelopment of Patient Access Infrastructures - Centralized Registration, Scheduling and Insurance VerificationMSO Development and Implementation

Madison Wisconsin