-Coordinates administrative functions for inpatient and ambulatory activity of the Department of Otolaryngology-Head and Neck Surgery at Lenox Hill Hospital and Manhattan Eye, Ear and Throat Hospital-Oversees activities including growth objectives, space allocation, procurement of technological equipment, data planning, goal development, capital planning, and human resources-Liaises with Hospital and System-level administration to implement and evaluate operations-Leads business development initiatives on behalf of the Department, including physician recruitment, joint ventures and practice acquisition-Assists in the preparation and monitoring of annual budgets - operational, personnel and capital-Monitors budgetary variances and communicates drivers to explain gaps-Participates in ongoing revenue cycle operations to ensure fiscal solvency of program and to maximize billing and collection processes-Responsible for recruitment, training, supervision and discipline of all departmental personnel - 72 FTE-Communicates and maintains knowledge of JCAHO, NYS DOH, Public Health Law, Institutional and Departmental rules and regulations and reviews any changes to protocols with all necessary personnel (clinical and non-clinical)-Identifies quality benchmarks utilizing regional and national data sources to monitor programmatic progress and to highlight opportunities for improvement

-Manage daily practice operations for two ambulatory clinics with 8 physicians and 72 staff members, including: human resources, inventory, maintenance of site/space allocation, revenue cycle, patient conflict resolution and physician relations-Administer departmental initiatives within inpatient and outpatient settings by liaising between -Department of Otolaryngology Chairman’s Office and C-suite executive team at Lenox Hill Hospital-Ensure compliance with JCAHO standards by consistently informing staff about the latest regulations and program audits-Create and manage departmental budget accounting for $10 million business unit-Oversee major IT initiatives for practice sites, including successful roll-out of GECB/Soarian Registration and Billing tool-Direct service line planning, marketing and PR initiatives in collaboration with corporate business units

-Managed initiatives related to program / new site development of the Department/Division. -Coordinated activities including growth objectives, space allocation, data planning, developing goals and objectives, capital requirements and desired outcomes of programs. -Reviewed comprehensiveness of programs and develops strategies to adapt to market changes. -Monitored program components relative to criteria by regulatory agencies. -Contributed to program development by building infrastructure, identifying resources, constructing the program and establishing quality improvement processes.-Partnered with management to define project goals, objectives, target initiatives, timelines and budgets and monitors project plan performance.-Managed the implementation of best practices related to service excellence, patient experience and process improvement.-Developed and maintained strategic patient outcomes and service volume database to inform business growth Served as liaison between corporate functions (i.e. Strategic Planning, Marketing, PR, etc.) and service line practices-Organized and led roll-out of Allscripts Ambulatory Electronic Health Record for two practices and 70 end users-Created various deliverables for presentation at departmental/service line leadership retreats, Performance Improvement Committee meetings and executive summaries to support Chairman’s office at Lenox Hill/MEETH Hospital

-Contributed to strategic planning efforts-Oversaw hospital grant work-Managed grant proposal and preparation process

-Oversaw intake and scoping of member research requests-Mentors recently hired analysts and provides guidance through project creation and completion-Participated in short and long term research cycles

Marketing and Planning Leadership Council: -Provided hospital C-suite and VP-level administrators with strategic planning advice through the completion of custom research requests on wide-array of marketing, physician relations, and planning topics-Fostered research relationships with VP-level executives through continued phone conversation and knowledge sharing-Compiled best practice studies regarding the physician marketing and advertising terrain through primary and secondary research methods-Presented key findings of research efforts to hospital administrators via web conference-Developed three-part teleconference series outlining hospital use of social media across constituencies with focus on integration of efforts within marketing departmentTechnology Insights, Pediatrics:-Delivered comprehensive technology investment reports on a variety of pediatric-specific devices and technologies-Completed volume and financial forecasts for technologies relative to hospital primary and secondary markets-Presented "State of Pediatric Telemedicine" to pediatric hospital membership via web-conference-Responsible for coordination, creation, and delivery of HTML monthly newsletter highlighting department-wide research efforts to membership through the use of Fireworks, Microsoft SharePoint Designer

-Completed research briefs across a range of marketing and physician relations topics for C-suite and VP-level administrators within hospital marketing and planning departments-Interviewed executive-level hospital leaders to discuss efforts within hospital marketing terrain

-Researched statewide legislation to identify gaps in health care coverage for M.S. patients-Developed persuasive issue briefs for Chapter Director, Public Policy-Met with Missouri State Senators and Representatives to discuss opportunities to improve M.S. patient care

-Completed research on behalf of Domestic Policy Advisor regarding health care issues, such as state insurance programs-Analyzed legislation, made recommendations, and compiled persuasive briefs on resolutions