Kayla M. Spence, Mha, Pcmh Cce, Cpxp Email and Phone Number

- Leads efforts to improve performance of CRG and HCC risk scoring through improvements in clinical documentation and coding- Leads interventions to enhance care coordination and retention for patients across the health system- Works with payors to reinvest healthcare dollars into VBP related programs- Manages project aimed at ensuring appropriate coding and billing to SDOH screening

• Financial, operation and strategic responsibility for the Departments of Admitting, Physical Medicine and Rehabilitation (including an acute rehabilitation facility), Orthopedics, and Neurosciences (including neurosurgery, neurology and cerebrovascular services)• Responsible for patient flow and bed planning including daily assignment of inpatient beds for the Emergency Room admissions, Day of Admission Surgical Cases, elective admissions and all inpatient transfers• Twice achieved recertification from The Joint Commission as an Advanced Total Hip and Total Knee Replacement Program with zero findings or citation • Integral part of the COVID-19 incident command team focused on patient flow, surge planning, and continuity of operations• Led operations for the creation of the first municipal Cerebrovascular service within Queens with a projected 11-million-dollar revenue over 5 years. Achieved certification as a Thrombectomy capable Stroke Center from The Joint Commission• Served as the Press Ganey National Database of Nursing Quality Indicators (NDNQI) site administrator

• Directed, coordinated and evaluated hospital operations including Elmhurst’s Level 1 Trauma Center, CPEP, and Pediatric Emergency Department. • Developed, recommended, implemented and maintained policies and procedures to improve or enhance the quality, efficiency and/or effectiveness of patient care during evening tour of duty. • Ensured compliance with all regulatory guidelines and accreditation standards including The Joint Commission and CMS.• Proactively addressed problems as they pertain to day to day operations.• Facilitated the interdisciplinary process involved in achieving positive patient outcomes and patient care delivery.• Conducted systematic assessment of bed/level of care availability, monitoring frequently all key patient activity in areas to determine ongoing and potential issues through regular rounds in all hospital departments.• Identified human and material resources available within budget that will facilitate the delivery of safe, efficient, and cost-effective quality patient care to the patient population

Maimonides Medical Center leads and manages a network of health and social service providers as part of New York State’s 1115 Medicaid Waiver better known as Delivery System Reform Incentive Payment (DSRIP) as well as several value-based payment arrangements under it's ACO and IPA. As part of this work Maimonides is responsible for developing and implementing programs to improve quality of care and reduce avoidable hospital use for more than 600,000 beneficiaries.• Led the networks transitional care programs including development and oversight of strategies to succeed under several value-based payment arrangements including Medicare’s Bundled Payment for Care Improvement – Advanced (BPCI-A) program, CJR, an IPA led and operated by Maimonides Medical Center, and a Medicare ACO. Assisted six independent hospitals within the network in developing plans to reduce post-acute spend and improve care coordination for at risk patient populations• Designed, established, and trained transitional care teams at six hospitals, who worked with over 26,000 patients to mitigate risk of readmission or re-visiting the emergency department from 2015-2019. The work of these teams resulted in measurable reductions in hospitalizations and emergency department visits across the hospitals• Created and monitored proper execution of clinical operations plans that include policies and procedures for program initiatives• Developed and implemented several programs aimed at addressing social determinants of health including initiative connecting patients to peers with lived experience in substance use and serious mental illness, a free legal clinic, partnering with city agencies to address housing insecurity, and providing front line care team members with a web-based social service directory and SDOH screening tool• Developed best practices and care pathways with clinical personnel around bundle specific quality requirements or measures