Working across multiple regions/divisions the primary function is the monitoring of facility AR to ensure compliance with facility and corporate standard through frequent site visits, corporate weekly and monthly reporting. Based on facility needs, training and process improvement is a main focus. This is accomplished through onsite training of staff, creation of standard procedures, online training resources/webinars, and monitoring of action plans designed to measure training successes.

Supported multiple Acute and Recovery facilities to ensure various AR functions are executed properly, while also supporting the Central Business Office operations with training and monitoring of facility AR metrics. Provided significant contributions to the development and training of new policies and standards of operation across facilities. In addition, contributed to the onboarding of new facilities and vendors to the company, as well as assisting in the conversion of existing facilities to a Central Business Office model.

Managed the Central Business Office for seven acute behavioral health facilities across the United States. This included leading efforts to update operations through standard process improvement measures, establishing standard reporting to trend AR issues, and a focus on upfront and post discharge patient financial conversations. In addition, worked with billing office and facility leaders to increase the effectiveness of communications around revenue cycle metrics.

Working across multiple regions/divisions the primary function is the monitoring of facility AR to ensure compliance with facility and corporate standard through frequent site visits, corporate weekly and monthly reporting. Based on facility needs, training and process improvement is a main focus. This is accomplished through onsite training of staff, creation of standard procedures, online training resources/webinars, and monitoring of action plans designed to measure training successes.

During long and short term placements at facilities, duties were heavily focused on training and process improvement with both new and existing staff. The writing of standard operating procedures, goal setting, and individual performance plans designed for successful patient interactions were utilized. The oversight and/or execution of Business Office duties such a billing, cash posting, report management, financial counseling, claims follow up, etc., were completed.

Built and maintained on site teams responsible for credit balance resolution, processing of financial assistance applications and presumptive scoring models, the maintenance and reporting of bad debt inventory, carrying out of specialized cash posting duties, and the resolution of escalated patient complaints.Served as the primary point of contact for the hospital system’s AR and Bad Debt vendors. Training manager charged with the creation and execution of training programs for both new hires and veteran employees at local and vendor sites. This included the development of standard operating procedures and policies to guide the department(s) toward desired goals.

Worked with registration staff and facility leadership to ensure patient wait times were kept at or below target for positive patient experiences. Created departmental standard operating procedures designed to increase accuracy of demographic and patient financial information through quality metrics. Designed training material and courses to assist in the continued education of veteran employees, as well as new hire education.Assisted in continued monitoring and departmental changes created to increase up front collection efforts.

* Monitoring patient care in the inpatient admission areas, and responding in a timely manner to patient issues. * Working with members of the administrative and medical staff to establish more efficient policies to benefit the patient in the overall throughput of the departments.* Creating methods to monitor quality and overall patient wait times in the admission areas while achieving and exceeding the financial goals set for the admission departments.* Educating the access services staff to systems developed and implemented throughout the hospital.* Worked with various members of the hospital staff in the migration to a new patient registration system.* Implemented a process for pre-registering patients prior to their date of service, thereby impacting the overall wait time.* Consistently reviewing the scores from patient surveys and developing action plans to improve on low scoring areas; resulting in a consistent rise in patient satisfaction scores.* Creating group incentives that contributed to a positive morale in the departments and resulting in achieving and surpassing the department goals for up front collections, prior balance collections and customer service scores.