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.

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.

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.
• Redesigned, standardized, and renegotiated provider compensation plan and contracts.
• Exceeded revenue budget.
• Served as an executive leader for EMR transition.

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.
• 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.

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.
• 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.

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