Jessica Diamond Email and Phone Number

 Responsible for leadership and operational and financial management of Housing Works' health centers across Manhattan and Brooklyn which includes NYS DOH Article 28, 31 and 32 licensed sites.  Leads a staff of 250 employees and manages an annual budget of $60 million.  Oversees the development, evaluation, and ongoing refinement of the operational and supportive services and programs serving Housing Works' patients across the health centers.  Oversees and manages external relationships with critical stakeholders including elected officials, city, state and federal government agencies, other health care systems and community-based organizations. Ensures implementation of all policy, procedures, and protocols in accordance with federal and state regulatory requirements.  Works with the Board of Directors and other executives to establish and implement the strategic plan. Reports to Board Chair and presents monthly reports on the status of the operations to the Board of Directors and to staff. Oversees the administration of the organization’s 340b pharmacy program including all compliance functions. Ensures patient engagement and satisfaction in all aspects of patient care in the health centers. Ensures all compliance and risk standards and requirements are met.  Ensures that the patients’ voice in an integral part of the development of services and operations. Serves on the Executive team.

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 Responsible for planning, developing and implementing the organization's value-based risk contracts and plays a key role in leading the programs and strategies that ensures success on these contracts in the areas of clinical quality and total cost of care for attributed patients.  Integrates strategic priorities across organizational departments and translates them into a comprehensive measurable plan and monitors the execution of this plan. Participates in the evaluation relevant market trends, collects competitive intelligence, and shares these insights with the executive team. Uses these data to assess opportunities for mergers, affiliations, and acquisitions. Participates in the development of short- and long-term value-based planning activities and ensures the coordination of all interacting systems and entities including the organization's risk bearing entities and MSO services. Manage the Project Management Office associated with the implementation of the workplaces underlying the improvement efforts for the organization's value-based contracts. Executive Director of organization’s ACO under the CMS ACO REACH contract. Develop, implement and manage the organization's Member Services Department responsible for conducting outreach to non-engaged VBC patients to close gaps in care, conduct transitions of care follow up, and to establish relevant clinical appointments in the health centers. Retains all Chief Population Health Officer responsibilities except for Quality Management Department.

 Lead the design and implementation of the organization’s population health management plan aimed to improve performance on value-based care contracts through IPAs and ACO. Key performance metrics include healthcare PMPM costs, preventable ED visits and hospitalizations, transitions of care, risk coding and HEDIS/QARR measures. Served on organization’s IPAs and ACO Board of Directors. Facilitated Population Health Management Committee which includes interdisciplinary leadership from relevant areas and metrics of the organization including medical, operations, nursing, transitions of care, informatics, and care management.  Operational and financial oversight for state-wide Lead Health Home agency comprised of 60 independent care management agencies who serve over 30,000 Medicaid members across NYS. $144 million annual budget. Operational and financial oversight of state-wide care management program targeting high risk, high costs Medicaid patients. 10,000 Medicaid recipients engaged annually through a workforce of 200 employees. $14 million annual budget.  Responsible for organizational administrative departments including Quality Management, Risk Management and Patient Experience. Reported into the Board of Directors monthly.

Provide operational and fiscal oversight of the NYC Division of Hudson River Healthcare. Oversight includes 12 health centers operating 16 licensed clinics, Medicaid Health Home program, Adult Day Healthcare Centers and other grant programs; annual revenue approximately $100 million.

 Ensured the organization met the CEO’s short and long-term strategic priorities and extended the CEO’s reach and scope of authority. Identified financial and operational opportunities and developed and implemented improvement strategies to impact high volume outpatient community health centers. Led merger and acquisition opportunities. Responsibilities included: due diligence, relationship development, term sheet negotiations, state and federal regulatory approvals, corporate and governance requirements, cultural and staffing integration opportunities and advising executive team accordingly.  Oversaw the operations and the P&L of 13 NYC health centers totally $130 million annually. Coordinated with the executive team to improve financial performance from a breakeven to a 2.5% margin. Represented the CEO at high-level meetings and functions including external board meetings and advisory committees.  Developed Board of Directors and executive team meeting agendas pertinent to issues affecting the organization; presented to the Board of Directors monthly. Served as liaison to Board Chair. Oversaw privacy and compliance and supervised Compliance and Privacy Officers. Retained all Chief Population Health Officer responsibilities

 Executed population health management and care management programs through the development of actionable analytics, quality management and health informatics infrastructure.  Operational and financial oversight five borough care management health home program for high-risk and high-cost Medicaid recipients; staff of 230 employees with $22 million in revenue. Designed and manage the organization’s participation in New York State Department of Health Medicaid Redesign Team’s Delivery System Reform Incentive Payment Program (DSRIP) across multiple boroughs and Performing Provider Systems (PPS). Closely coordinated with Medicaid Managed Care Organizations on upside risk sharing arrangements for incentives on quality outcomes.  Responsible for organizational administrative departments including Quality Management, Risk Management and Informatics and Reporting Oversaw the development of data warehouse to facilitate the data normalization of four disparate databases. 2016 Manhattan Leader of the Year voted on by organization’s employees. Retained all Senior Vice President responsibilities.

 Served as a member of the Executive Leadership Team with C-suite staff and maintained active involvement in weekly meetings regarding strategy, growth opportunities, and mergers and acquisitions; included financial and operational projections and market trends. Formulated organizational culture program to support key business strategies and growth while ensuring adherence to organization’s mission, vision, and values. Spearheaded the organization’s strategies in value-based payments and risk modeling utilizing analytic capabilities and current evidence-based guidelines. Served as key person behind the successful preparation of numerous abstracts for submission to national and international conferences as well as presentation on the organization’s quality improvement interventions and associated patient outcomes. Retained all Vice President responsibilities.

 Successfully developed the organization’s first Clinical Quality Improvement Department to support FQHC’s primary care, dental and mental health care clinics, adult day health centers, and health home programs, while directing a clinical and data staff of five. Developed annual quality management program description, work plan, and evaluation as well as all clinical and operational analyses for state and federal reporting requirements. Trained primary care, mental health, and dental providers on technical specifications of all evidence-based measures and initiated intervention development for quality improvement. Formulated population health management provider-level and health center-level dashboards. Successfully administered all accreditation processes and compliance which included the National Committee for Quality Assurance (NCQA)’s Patient Centered Medical Home Level 3 and CMS’s Meaningful Use programs. Developed all clinical documentation audit tools and processes for programs and worked closely with the leadership in assessing results. Reported to the Board of Directors monthly.

 Strategically directed quality management and improvement efforts for population health management programs for Medicaid, Medicare, and commercial health plan populations at 10 local service centers across the United States. Worked directly with clients including state health departments and health plans on contract outcomes.  Provided supervision to case, disease, and utilization management programs addressing medical and behavioral health of Medicaid, Medicare, and commercial health plan populations. Delivered technical support and training to local operational and clinical staff regarding URAC and NCQA accreditation standards, clinical documentation auditing, and industry best practices. Identified improvement opportunities by developing dashboard metrics on clinical outcomes, customer satisfaction, core business operations, and utilization of healthcare resources.

 Co-developed the Health Informatics Department tasked to supervise the collection, documentation, and evaluation of all client and service level data; and managed a staff of four. Chairperson of the agency’s Quality Improvement Committee responsible for training staff as well as executing and analyzing quality improvement projects throughout the agency with focus on improving members’ health. Health outcomes specialist to the interdisciplinary Coordinated Healthcare Team to improve the monitoring of client’s care between GMHC and co-located New York Presbyterian Hospital. Learned SQL programming code to write reports used for quality improvement and program evaluation. Established targeted data collection and evaluation trainings centering on measurement development of program outcomes related to HIV quality care indicators, specifically with HIV and sexually transmitted infections (STIs) testing programs and evidence-based interventions. Managed the agency’s national hotline with 10 volunteer staff; as well as administrative manager of the agency’s Center for Disease Control and Prevention (CDC) funding with a portfolio of HIV testing, evidence-based interventions, and public health strategies. Closely collaborated with the Fiscal and Program departments in order to efficiently manage federal, city, and private grant programs.

 Managed $10M of federal and city funding for programs contracted to provide preventative HIV/AIDS services to high-risk populations throughout New York City. Partnered with the New York City Department of Health and Mental Hygiene to guarantee fiscal and programmatic effectiveness in providing services. Visited sites annually to analyze the effectiveness of program services, fiscal controls, quality assurance, and policy and procedures; and prepared evaluative site visit reports regarding the program’s effectiveness.

 Performed qualitative and quantitative research to differentiate the policies and procedures and clinical outcomes at NYUHC to those of other academic medical centers throughout New York City. Offered key insights for the improvement of ICU care management, which included cost benefit analysis, proposed staffing models, training needs, and outcome tracking initiatives; and prepared a presentation for NYU hospital senior leadership team and board of directors regarding the findings and recommendations.