Katie Castree Benyo, Mha, Cphq, Asq Cssbb Email & Phone Number

hc1 + AccumenHealthcare progress starts here!

As a Client Account Lead (CAL), assumes overall responsibility of value execution to the client. This includes day to day oversight of the delivery/execution team in order to deliver on the value proposition with the client. Responsible for all account management aspects of the deal, which include four pillars of relationship, financial, contract, and resources. A member of the Accumen Leadership Team and responsible to not only ensure value creation is provided to the client, but also to provide communication to Accumen management on a regular basis. Keeps a firm grasp on relationship and leadership skills, organization, prioritization, program and project management, and a drive to deliver timely and consistent outcomes.

In addition to the Manager duties, manages the client relationship by utilizing the governance process and problem/issue resolution techniques. Provides both a client-facing and Accumen-facing perspective and vision of where the account is going. Has competence in the Accumen finance models and fiscal impact of contract changes, deliverables, and other financial influences. Liaises between the other service lines and the CALs to provide value, facilitation, and overall success.

Greater St. Louis Area

A key player in delivering on the quality, profitability, and transformation objectives of our clients. This role is focused on delivering measurable improvements in a hospital laboratory environment. Implements operational excellence practices within our client organizations to deliver an overall improvement in lab service, quality, efficiency, and profitability, with an emphasis on meeting expectations and objectives of key stakeholders.• Key contributor to 3-year partnership increasing productivity and delivering over $17M in lab labor savings for a four-state healthcare system in the Midwest. • Identified, completed, and monitored 25 to 37 client process improvement initiatives per year. Example projects:• Implement “Phlebotomy Swarm,” best practice to approach one-piece-flow in inpatient morning lab collections, at a 787-bed client hospital. Results: >20% improvement in turnaround time (TAT) and 55% improvement in productivity.• Led initiative to improve the process of bone marrow collection support at patient bedside through waste reduction, Standard Work, and training/delegation. Results: Reduced lab tech time from average 83.5 to 52.5 minutes, a 37% improvement, while maintaining quality. • Led initiative at an acute-licensed 877-bed hospital to reduce the collection of "extra" tubes of patient blood from average 317 to 84 per day, a 74% improvement. Results: Savings of over $12K in supplies waste and over 0.27 FTEs in time savings. Initiative rolled out to three additional hospitals with successful results.

Belleville, Il

Managed the HSHS Medical Group PI project portfolio of $1 million annually in revenue generation, cost reduction, waste reduction, and/or quality and patient safety improvements. Led the HSHS Medical Group Lean Council responsible for Lean Six Sigma deployment oversight and PI trainee/project assignments. Trained 55 Six Sigma Green Belts in HSHS Medical Group, 40 Black Belts across HSHS, and assisted with inpatient cohorts of training. Coached and mentored about 25 Green and Black Belts at a time on assigned PI projects, and ensured projects yielded sustained improvement over 12 months. • Led project to improve hypertension care at two rural health clinics, resulting in an increase from 65% to 83% in adequately controlling adult hypertensive patients’ blood pressure. Implemented program as best practice at three additional locations.• Led project to improve the PI program itself by ensuring the spread of successful Lean Six Sigma projects from within one medical practice to Medical Group-wide through improved standard work.

Belleville, Il

Accountable for leading assigned PI projects using Lean Six Sigma methodology and tools. Provided just-in-time (JIT) education, facilitation, value stream mapping, and kaizen events as needed.• Led project that decreased average patient visit turnaround time at a family practice from 82 to 63 minutes sustained, increased patient visits, and increased annual net revenue by $21,000.• Led project to increase Case Mix Index (CMI) for inpatient behavioral health services by improving provider documentation, resulting in more than $330,000 increase in inpatient billing over one year.

Springfield, Illinois Area

Completed Year 1 rotation-based work in Operations, Strategic Planning, and Supply Chain at the System Services Center. Completed Year 2 project-based work at the Southern Illinois Division office. • Completed internal Six Sigma Green Belt training, and led project to standardize and improve the process for review and approval of evidence-based medicine (EBM) order sets across four hospitals, reducing cycle time from 77 to 18 days, a 77% improvement.

Greater St. Louis Area

Coordinated study of pain patients to measure outcomes. Created rural outreach profiles for 26 cities within a 100-mile radius of Saint Louis to provide index measuring likelihood of successful outreach. Planned two large Continuing Medical Education events for network sleep centers to educate area physicians on sleep disorders, which included managing a $12,000+ event budget. Initiated American Academy of Sleep Medicine accreditation of four sleep centers.

Greater St. Louis Area

Conducted data analysis using SPSS software to examine the relationship between community benefit reporting and non-operating revenue in US hospitals. Conducted literary searches on various topics.

Rockford, Illinois Area

Developed excellent customer service skills by contacting donors when their blood type was needed, explaining donation processes, and scheduling appointments.

Urbana-Champaign Area

Gathered information for four new and existing staff classes. Fashioned benchmarking survey to send to other healthcare organizations’ education departments. Developed database to inventory department’s educational supplies and personnel.

Master’S Degree, Health Administration, 4.0

Bachelor’S Degree, Community Health, 3.9

Activities and Societies: Bronze Tablets member (top 3% of graduating class)