Kayode Williams Email & Phone Number

Baltimore, Md, Us

United States

Responsibilities include working with faculty who are involved with building clinical programs to develop transitional and coordinated care programs (business planning and operations management) that address population health focused care delivery across the Johns Hopkins Health System spanning both ambulatory and in-patient services. Successful program development of the Perioperative Pain Program and the Center for Peri-partum Optimizationo Peri-operative Pain Program is a multidisciplinary, coordinated, transitional care program The same team cares for the patients four weeks before surgery, on the Acute Pain Service and assumes Pain Management care on discharge for up to six months after surgery Demonstrated patient reduction in opioid intake by over 60% in the program within three months resulting in zero readmissions for exacerbation of pain (Shecter R, Speed TJ, Blume E, Singh S, Williams K, Koch CG, Hanna MN. Addressing the Opioid Crisis One Surgical Patient at a Time: Outcomes of a Novel Perioperative Pain Program. Am J Med Qual. 2019 May 25:1062860619851170.doi:10.1177/1062860619851170. [Epub ahead of print])o Center for Peripartum Optimization (High Risk Obstetrics): The Center for Peripartum Optimization is a novel comprehensive multidisciplinary team-based care facilitated by the Department of Anesthesiology and Department of Obstetrics and Gynecology aimed at identifying high risk obstetric patients at 20 weeks Gestation Collaborative management of these patients with the other key stakeholder providers, including obstetricians, cardiologist, Hematologist, and nephrologist etc. to minimize unanticipated complications such as ICU admission and extended length of stay

United States

Faculty Interventional Pain Medicine

United States

Priority Partners MCO insures approximately 320,000 members; the Chief Medical Officer is responsible for the development, implementation and oversight of clinical strategy, including regulatory and quality measures. The role reports to the Chief Executive Officer and supports the execution of the vision and mission for the organization as directed by the board. Revenues are approximately $1.6 B. Developed and implemented strategy to NCQA driven VBP/HEDIS measure. Developed and executed clinical strategy and novel provider and member engagement initiatives.

United States

Priority Partners MCO insures approximately 310,000 members; the Chief Medical Officer is responsible for the development, implementation and oversight of clinical strategy, including regulatory and quality measures. The role reports to the Chief Executive Officer and supports the execution of the vision and mission for the organization as directed by the board,

United States

Johns Hopkins Health Care insures approximately 400,000 members and has four lines of business (health plans) including Priority Partners (Medicaid), Employer Health Plan (EHP), USFHP, and Medicare Advantage. Revenues are approximately $2.1B. This role supports the Chief Medical Officer in the oversight and management of the Health Services functions including Utilization management, Care Management, Quality, Appeals and Grievances, and Population Health Management.

United States

Administrative oversight in the support of efficient and effective practice operations particularly focused on processes and workflows for new practice sites. Helped to develop the optimum operations model for two departments (Department of Urology and Multidisciplinary Musculoskeletal Service Line) into the newly built largest Free Standing Ambulatory Center in the state of Maryland. Developed a process to improve the operating room efficiency of the Ambulatory Surgical Center using process engineering and discrete simulation model designed to determine optimum resource allocation and scheduling template.

United States

Faculty in Interventional Pain Medicine

United States

Administrative oversight of Johns Hopkins Hospital main Pain Center, the site for tripartite academic mission of research, education and clinical service delivery. Trained four Fellows per year with two to three residents per month rotating through the clinic with patient volumes between 8-10K per year between five faculty.  Helped oversee ~25% growth in patient volume at this location Led the establishment of patient safety and quality initiatives to ensure 100% compliance in procedure consent Created and implemented a resident physician engagement program to ensure >90% compliance in medication reconciliation sustained for over 4 years (Neufeld NJ, Gonzales-Fernandez M, Christo PJ, Williams KA. Positive recognition program increases compliance with medication reconciliation by resident physicians in an outpatient clinic. Am J Med Qual 2013; 28(1):40-45.) Developed a methodology for ensuring academic clinic efficiency in the setting of resident education first documented effort to enhance clinic efficiency in a teaching setting. (a).Williams KA, Chambers CG, Dada M, Hough D, Aron R, Ulatowski JA. Using process analysis to assess the impact of medical education on the delivery of pain services: a natural experiment. Anesthesiology 2012; 116(4):931-939. [Featured in the Anesthesiology blog “In the Lab” section 02/29/2012.http://page2anesthesiology.org/category/lab-visit/], b- (b).Williams KA, Chambers CG, Dada M, Christo PJ, Hough D, Aron R, Ulatowski JA. Applying JIT Principles to Resident Education to Reduce Patient Delays: A Pilot study in an Academic Medical Center Pain Clinic. Pain Med. 2015 Feb; 16(2):312-8.

United States

Overall responsibility for developing a “state of the art” community-based academic “private practice” model for the Pain Division of the Department of Anesthesiology and Critical Care Medicine.  Developed a divisional presence in the community through the development of two clinic locations, Green Spring Station and White Marsh Within 18-24 months, increased patient volume to over 2,500 visits/year at three days/week. Developed dictation template for the entire division to ensure documentation and billing compliance over 17,000 used and resulted in $200,000 savings Promoted monthly Patient satisfaction score assessment - >85% patients rated service 100% satisfaction (using clinic developed tool – no Pres Ganey available at the time). Developed a “run on time” program to ensure that the clinic was on time 97% (Publication Williams KA, Chambers CG, Dada M, McLeod J, Ulatowski JA. Patient Punctuality and Clinic Performance: Observations From An Academic-Based Private Practice Pain Center. BMJ Open. 2014 May 15; 4(5):e004679. Doi:10.1136/bmjopen-2013-004679. Featured on Reuters http://uk.reuters.com/article/email/idUKKBN0EO2BE20140613 and in the Chicago Tribune.)

United States

Faculty in Liver Transplant and Major Vascular Anesthesiology. Faculty in Interventional Pain Medicine.Clinical Instructor of the Year, Department of Anesthesiology, University of Michigan, 2005

United States

United States

Resident Award for Academic Excellence (Class of 2001)The Peter J. Cohen Resident Research Award (Class of 2001)The Robert B. Sweet Resident Award for Humanitarian and Physician (Class of 2001)Chief Resident, Department of Anesthesiology, University of Michigan, 2000

United Kingdom

United Kingdom

United Kingdom

United Kingdom

Lagos, Nigeria

Lagos, Nigeria

Oyo, Nigeria

Lagos, Nigeria

Master Of Business Administration - Mba

Activities and Societies:

Fellowship In Pain Medicine

Activities and Societies:

Anesthesiology Residency Program

Activities and Societies: Resident Award for Academic Excellence (Class of 2001) The Peter J. Cohen Resident Research Award (Class.

Ffarcsi (Fellow Of The Faculty Of Anesthetist, Royal College Of Surgeons In Ireland), Anesthesiology Residency Program

Bachelor Of Medicine, Bachelor Of Surgery - Mbbs, Medicine