Jody Knox Email & Phone Number

Portland, Or, Us

Provide consultative services to healthcare clients regarding regulatory, performance improvement, cost reduction strategies and care continuum. Seek ways to deliver high-quality care to patients efficiently and cost-effectively, ultimately increasing capacity and improving outcomes by eliminating redundancies, streamlining processes and offering other solutions. Drawing on years of experience, provides enterprise-wide collaboration and advice to help organizations identify opportunities and challenges and find creative ways to overcome those challenges. Assist the organization with developing, planning, monitoring, reporting and auditing the plan to be sure there is a return on their investment.

Provide consultative services to Patient Care Ombudsman (PCO) for the purpose of determining that patient care is not degraded when a healthcare organization has filed for bankruptcy protection. PCO team serves in a capacity to oversee the organization in all quality, patient safety, financial, leadership, care delivery models & other areas in order to protect the public welfare. The PCO does this via on-site, data collection & review, and other telephonic/video means. The PCO group must then advise the organization and the government on its findings. The PCO will continue to monitor the organization for as long as necessary or asked by the government. The PCO has access to all information minus protected peer review.

Portland, Oregon, United States

• Oversaw day-to-day operations of large multispecialty medical group (130 providers) and 28 clinics, including strategy, financial performance, growth initiatives, patient safety and experience, and associate engagement.• Recruited 40 providers over three years. • Developed and implemented the following:o Ambulatory quality department, including recruitment and mentoring of RN manager to work with care gaps team, HEDIS, and patient satisfaction. Improved standard reporting and increased health plan revenue.o Nurse practitioner partner role in primary care clinics.o Pharmacy-led central refill program, including controlled substance oversight committee.o PharmD program to enhance diabetes and endocrinology patient collaborative care program.o Pre-anesthesia testing and clearance center and service line approach to procedural patient care, including assimilation of RN pre-surgical orientation program.o GI service line melding GI clinic with GI lab.o Associate career ladder as recruitment / retention tool.o RN triage program.o Women’s health clinic and OB hospitalist service, including service line approach and implementation of certified nurse mid-wifery program.• Redesigned, standardized, and renegotiated provider compensation plan and contracts.• Exceeded revenue budget. • Served as an executive leader for EMR transition.• Developed ambulatory medicine department within general medical staff to license clinics under hospital license and Joint Commission standards.• Led multidisciplinary team toward first Joint Commission accreditation for clinics, including policy procedure development, education, process standardization, and construction and resulting in increased revenue.• Negotiated cardiology contracts to bring new business to organization through multiple outreach programs.• Served as executive leader for leadership development institute, member of senior medical group operations council, and executive member of compliance committee.

Burbank, California, United States

• Planned, directed, coordinated, and monitored all operational, financial, service, and growth performance of 30 clinics and 60 providers.• Collaboratively worked to improve metrics and goals supporting mission, vision, and values of Heritage Provider Network, including HCC coding, bed days, ER visits, patient satisfaction, RAF scores, and chart documentation.• Recruited and retained 18 physicians over three years, filling key positions. Reduced employee turnover.• Developed controlled substance oversight committee, including policy, patient contract, and metrics.• Reduced salary expense. Redesigned primary care physician discretionary bonus plan. • Reduced operating expenses.• Implemented IV therapy and blood transfusion program.• Implemented RN, case management, pharmacy and social work presence with focus on interdisciplinary team approach to patient care.• Led medical group operations exceeding IPA metrics for commercial, senior, MediCal and MediCal expansion.• Created physician leadership council with sub-committee development of physician compensation and quality council. • Implemented primary care clinic huddles for most at-risk patients.• Standardized work hours for all providers.• Redesigned physician satisfaction survey into more effective physician engagement survey.• Reduced commercial member PMPM costs and senior member PMPM costs.• Decreased senior member bed days 12% while commercial member bed days remained flat year over year.• Developed and implemented post-hospital discharge clinics, reducing 30-day, as well as high-risk patient care clinics, reducing overall hospital bed days.• Hired and mentored director of service excellence from hospitality industry to establish service standards for medical group and developed staff recognition program.• Developed and implemented diabetes management clinics in three locations with a reduction of HgA1C.• Successfully implemented two moderately complex laboratories in urgent care.

Rancho Cucamonga, California, United States

• Oversaw leadership and performance of Kindred Hospital Rancho, a 55-bed acute care hospital with 2013 EBITDA of $13M. Led transition from independently owned specialty hospital to completion of full integration into Kindred Healthcare clinical, financial, and operational systems.• Successfully led financial turnaround, exceeding budget for initial six months and in subsequent periods. Grew facility admissions. Reduced supply expense.• Raised clinical quality metrics and service metrics and tripled total surgical case volume over two-year period.• Experienced highest increase in employee engagement scores of 36 hospitals in Western Division, with increase of all employees participating, raising engagement while exceeding all hospitals in all categories.• Successfully led full three-year accreditation by reducing deficiencies from previous survey.• Developed, designed, implemented, and operationalized district core laboratory to reduce district-wide laboratory expenses. Led successful transition from HFAP to TJC for district laboratory, resulting in only five indirect impacts.• Developed local employer and payer outreach program to enhance orthopedic, spine, and workers’ compensation service lines. Developed physician speakers’ bureau to provide community education and continue to solidify relationships.• Recruited 75 new physicians to medical staff in primary care and specialty. Implemented OPPE and FPPE and enhanced peer review process. Reduced employee turnover by.• Transitioned in-house providers for radiology group, laboratory medical director, and anesthesia providers for three hospitals, including in-house pharmacy department and in-house plant operations department to contract services.• Planned and led successful implementation of electronic medical record.

Rancho Los Amigos National Rehabilitation Hospital

Led day-to-day operations of 395-bed acute care, public hospital with $300M operating budget and 1,500 FTEs.

Master Of Science - Ms, Healthcare Administration

Bachelor Of Science - Bs, Healthcare Administration

Associate'S Degree, Registered Nursing/Registered Nurse