Joy Strong Email and Phone Number

Project Management Professional (PMP). Project, Program, and Portfolio Management Contracting. Revenue Cycle Management. Project Management Certification Program Instructor.Work Sabbatical - November 2014 through January 2016AVAILABLE FEBRUARY 1, 2016 for New Opportunity/Contract

Accountable and responsible to direct and prepare 19 hospitals, 286+ clinics, 14 Home Health, Hospice and DME across 4 states for ICD-10 readiness Accountable for financial impact assessment, I-9 to I-10 forward/backward mapping of coded claims, identified and implemented plan for DRG service lines at greatest riskDeveloped and implemented a ICD-10 documentation and coding education by DRG service lines with a focus on negatively impacted DRG Service lines and unspecified coded claimsDeveloped and implemented a custom education and readiness by service line and role for physician, coders, patient access, billing, follow-up, ancillary staff, and finance. Develop basic education and readiness for all staff and leadershipDeveloped and implemented a revenue cycle plan for ICD-10 readiness to ensure payer readiness, cash flow, minimal denials pre and post go live Accountable and responsible to ensure the Adventist Health executives, managers, clinicians, staff, consultants and Adventist Health partnering organizations or individuals successfully transition to ICD-10 with neutral revenue impactOther Adventist Health Initiatives As Requested Adventist Health Revenue Cycle Outsource Initiative – February 2012 – December 2012 Adventist Health Physician and Clinical Documentation Improvement Initiative – April 2014 – October 2014

Revenue Cycle Process Improvement Program Director – September 2009 – February 2012CHW-SSA Continuous Process Improvement Development and Implementation to address key issues, opportunities, and implementation strategies in chargemaster and charge capture revenue cycle throughput and select clinical departments (Surgery, Ambulatory Surgery, Radiation Oncology; Cardiac). Reviewed current contracts for renewal and for continuous process improvement. Reduced denials, more accurately measure value delivered for continuous process improvement using sample claims and medical records documentation. Reviewed, organized, strategized and implemented best practices for Scheduling/Pre-Admission process (Physician Offices, Surgery, Ancillary departments, Patient Access, Case Management/Triage, Financial Counseling, and Collections) Identified the gaps and pain points between the clinical and financial throughput. Created a working ‘agile plan’ to bridge communication gaps, utilize the collective wisdom, build trust and teamwork to develop best practice workflows resulting in decreased DNFB, improved cash, and improved patient satisfaction. Guide the process of root cause analysis to identify, track and resolve adverse events encompassing the development, implementation and monitoring of a corrective action plans. Collaborates with staff to improve clinical documentation and implement the best practices. Leads and provides direction for revenue recycle management and determines goals. Responsible for overseeing revenue activities, organizing strategies to increase profitability, and meeting financial objectives. Responsible for exploring and analyzing business opportunities based on careful research and current market trends, as well as reviewing patient access, Coding/HIM, clinical documentation improvement, case management, quality/UR, and billing activities to generate ideas for innovative revenue programs.

MedSeries4 Implementation Program Director – August 2008 – September 2009CHW Sacramento Service Area (SSA) – 6 hospitalsSSA MS4 and Cerner implementation delayed – CHW executives transitioned my contract from Artiva Project to MS4 Implementation ProgramAccountable and responsible for the successful Siemens MedSeries4 (MS4 Multi-Entity Applications) Implementation across 5 hospitals in the CHW SSA. Re-energized the team, redesigned the plan, identified and removed the obstacles to successfully implement MS4 on time, on budget, and on plan.Artiva Application Development and Implementation Project Manager – June 2008 – August 2008Monitoring and Measuring Medical Accounts Receivables Performance Across DisciplinesDevelop an effective and efficient management tool application to be utilized across clinical and revenue cycle throughput to meet clinical and financial objectives Planned & Implemented Artiva software solution for the Revenue Cycle across Catholic Health West Sacramento Service Area for 5 hospitalsNPI Implementation Project Manager across CHW SSA 6 hospitals – March 2008 – June 2008

University of California, Davis Extension Project Management Certification Courses - Sacramento CampusTime/Schedule Management and Cost/Budget Management ground courses - Project Management Professional Certification

Blue Shield of California – 2007 to 2008Claims Process System Implementation Project Manager Responsible to develop plan, design, and implementation of TriZetto Facets™ claims process system for Blue Shield of California to improve processing speed and accuracy, balancing workloads, routing medical claims for optimum efficiency and prioritization, more accurate claims pricing, and to reduce the cost of processing claims by improving auto-adjudication rates. Responsible to arbitrate between the business perspective and the technology perspective. Responsible for recognizing solution conflicts and identify synergies. Accurately perform impact analysis when change is introduced to the solution. Responsible to possess an intimate knowledge of the business processes, understand the solution life cycle, and development approaches to integrate technology to fulfill Blue Shield of California vision.

Enterprise Standardized Chargemaster Program Manager – January 2013 to June 20064 States – 20 Hospitals – 14 Home Health/Hospice/DME – 150 ClinicsDelayed Project – Contracted to get the Standardized CDM Program ready for ImplementationAccountable and responsible to develop and implement a compliant and standardized Charge Master across the enterprise with multiple FIs and regulationsAccountable and responsible to develop and implement a compliant and standardized formularyAccountable and responsible to upgrade 92 disparate ancillary systems to a compliant and standardized charge master and formulary. Accountable and responsible for the review all clinical orders and crosswalk to a compliant and standardized charge master and formulary. Standardized Charge Master and Formulary prepared Adventist Health to implement the Cerner EMR across the enterprise

Initiated, planned, and executed enterprise-wide, strategic program/project initiatives. Successful automated management technologies with minimal business interruption that resulted in cost reductions and improved operational efficiencies.

Directed 60+ employees; responsible for registering patients, billing, auditing, accounts receivable, credit and collections and the hospital’s communication system with a record of exceeding goals for productivity, cost-containment, quality, and process improvement. Successful in utilizing technology to improve operational efficiency, reduce costs, improved processes that improved cash flow and reduced AR Days to 54 Days from 72 days. Recruited, trained, and developed staff potential. Recognized by management for initiative, analytical skills, and the ability to develop and motivate staff in a union environment. Tenacious, with a commitment to needs analysis, timeliness, accuracy, and detail. Excellent supervisory and staff developing skills, and ability to effectively partner with management at all levels. Special projects as assigned.