Josh Franke Email & Phone Number

Salem, Or, Us

Salem, Oregon, United States

In the CPO role, I partner with the executive leadership team in chartering or facilitating projects tied to system-wide initiatives. I oversee projects and project teams tied to the strategic direction of Salem Health. My project teams establish governance structures, create visual management systems, prioritize projects, set performance management, and direct project activities.Critical to the success of my work are strong relationships across all levels of the health system and with key external stakeholders and partners.Initial appointment to this role was for the COVID-19 vaccine program-Administering over 300,000 COVID-19 vaccines through Oregon’s first mass vaccination site, mobile clinics, primary care offices, and within the hospital, I was responsible for our health system’s vaccine program. Building operational teams, liaising with state and local officials, the Oregon National Guard, other health systems, and community-based organizations we achieved quality, safety, and equity in the delivery of the most important vaccine in recent history. Overall, 21% of the vaccines we gave were to BIPOC community members.I have also served as the planning section chief on the hospital incident command team since February 2018. I served in this role during emergency events such as the building fire of 2018, the COVID-19 pandemic, the wildfires of 2020, and the COVID-19 vaccine rollout; prior to taking on the vaccine program role as the chief project officer.

Salem, Oregon

Led cancer service line operations for cancer program of roughly 2,000 annual casesSelected accomplishments-Staff satisfaction survey results improved from 70% prior to my arrival in the role to 86% by July 2020 (Q: I feel genuinely appreciated). Created new breast center; time from breast referral to consult dropped from 13 to 6 days and referrals increased by 33%. Partnered with key community provider practice to create research affiliation, increasing access to research studies for our community cancer patients.

Tasked with covering the service line after the previous leader left. I led a multi-disciplinary effort to reduce false-field activated STEMIs from 36% to nearly 20%. Navigated providers, staff, and administration through a very challenging time of leadership change, community provider practice challenges, and cost constraints. Through it all, we maintained access, quality of care, and ultimately created a more stable cardiac service for our community.Selected achievements-Cath Lab department was consistently over budget. Collaborating closely with clinical team members, providers, and supply chain, we eliminated more than $1M in procedural supply costs. Additionally, working with the Cath Lab team and with Finance, I developed a case weighting system which replaced the previous units of service methodology. The supply cost savings and case weighting system contributed to the improvement of the Cath Lab rolling 12 month expense variance to target from $2M in the red to $1.2M in the black/green in one year.

Salem, Oregon, United States

Salem, Oregon

The Salem Fire Foundation is a community asset aimed at saving lives by 1) increasing the # of CPR trained individuals in our community by training 100% of all middle school students on hands-only CPR, 2) placing AEDs throughout the community, and 3) providing a mobile app to connect CPR trained individuals and AEDs with cardiac events when and where they occur.

Salem, Oregon

I managed Salem Health’s sleep center as well as the business operations for the cardiac service line. Selected accomplishments-Hired additional sleep medicine MD to satisfy growing demand. Implemented fiscal visibility tools and systems to help improve cath lab financials by more than $3M

Lake Oswego, Oregon

I was promoted to director to take on a strategic role in the organization, tasked with the development of a more member-centric, HRIC-owned service operations structure. Responsible for optimizing all member touches including all steps from and between point of sale, premium payment, member resources, access to care, explanation of benefits, and appeals and grievance. - Responsible for oversite and development of the billing and enrollment department, member communications, online member portal, and member (customer) service- Responsible for key vendor contracts and relationships- Managed 7 internal staff (1 manager, 1 team lead, and 5 representatives) and one outsourced call center of 40 representatives, 2 team leads, 1 manager, and one director- Was a member of the executive steering committee for core technology system replacement projectSelected Achievements: - I was tasked with leading the project to create a new member services department to insource calls previously triaged by two third-party call centers. I defined business needs, gathered requirements, coordinated technical and vendor resources totaling 7 direct report staff, 5 project team members, and 3 vendors, and was the product owner from start to finish. The success of the project lead to one internal call center triaging all calls, reducing average member call time by 50%.- In a heavily regulated start-up environment at Health Republic Insurance, I wore multiple hats from product manager to business analyst. I Was the product owner for the implementation of multiple complex, enterprise-level health insurance software systems including a new billing and enrollment system, phone system, and automating complex member communications. From gathering business and end-user functionality requirements, liaising between vendors and internal sales and technical teams, and overall business ownership; I led cross-functional teams to complete complex technology projects.

I was one of HRIC’s founding employees (employee #15) hired to build our service operations from the ground-up. Responsible for hiring staff and developing and managing the member services department, member communications, and all other post-sale member touches. - Managed 7 internal staff (1 manager, 1 team lead, and 5 representatives) and one outsourced call center of 40 representatives, 2 team leads, 1 manager, and one director- Responsible for core system vendor contract and relationship

Portland, Oregon Area

Related to the Affordable Care Act, we were working to help establish member-driven, non-profit health insurance in Oregon through Freelancers CO-OP (name later changed to Health Republic Insurance Company), which began offering health care plans in the fall of 2013, with member coverage commencing January 2014. Our drive was to prioritize members’ needs over profit maximization, providing consumer-oriented health insurance coverage while simultaneously achieving financial sustainability.My role was to be a financial leader on the formation board of directors, a role which ended when I was hired by the company.

Responsible for managing financial and program activities for grants and contract portfolio of $20M. Liaised between OCHIN executives and federal government. Implemented fiscal and program controls for multiple, complex healthcare projects. - Managed administrative support team of 5 staff- Was a member of the management leadership team, met quarterly and reported up to the executive leadership team for improvements, progress, and successesSelected Achievements:- Tasked with managing OCHIN’s indirect rate agreement with the Department of Health and Human Services (DHHS), I studied all federal regulations and analyzed OCHIN’s previous, current, and forecasted expenses. Presented a rate increase proposal to DHHS, and increased OCHIN’s annual grant revenue by 5%.

Managed post-award activities for $20 million portfolio of federal and state grants and contracts, responsible for all contracting, reporting, and communications with stakeholders and funding agencies, as well as managing resources associated with grant deliverables.

Responsible for managing financial activities and budgets of $17M. Liaised between production teams and executives. Developed financial analysis and fiscal controls for complex multimedia projects, lead projects, and directed accounting department. Helped to bridge a key gap between finance and production stakeholders, dramatically improving overall operations.Selected Achievements:- Managed $4M national media discovery project. Oversaw project activities for over 25 TV stations providing sampling data, conducted statistical analysis of information, and prepared summary report of over 4,000 hours of content to the US Congress. Success of pilot led to Congressional approval of national program.- I developed a new system for managing cash flow for projects. Created processes to project and manage funds and resources. Decreased margin of variance by 15% and cut forecast time by 50%. - TV Production department had gone over budget for two years. I created a new personnel tracking system to identify areas to cut and provided all detail for HR and CFO to make necessary adjustments. Reduced budget deficit by $50K in first year at OPB

Managed accounting for $10M multi-family property and housing for HUD and low income housing government programs. Managed properties, AR & AP, outstanding balances, cash-flow analysis, month-end close and financial statements.

Managed accounting for five corporate entities and eight rental properties at $4M property management company. Oversaw real estate transactions. Performed cash flow, profit and loss and budget reports.

Salem, Oregon

Responsible for backing up the store manager when he/she was off duty; opening and closing the store, scheduling staff members, leading shifts, closing the books, and overall operation of the store.

Mba, Business

Bs, Economics And Business