Kimberlee J. Email and Phone Number

- Managed and provided expertise in Project Management to support Enterprise customers and National Accounts. - Monthly updates to the executive team and clients regarding project deliverables, mitigation of risks, action plans were organized and carefully executed. - Created project plans, identified scope, goals, deliverables, timelines and required resources- Continuous feedback and timely updates to all stakeholders weekly through project tools utilizing smartsheet, microsoft excel, project plans, task lists, etc. Timely feedback was provided weekly to all customers utlizing tools provided. - Achieved monthly requiring revenue goals set by management and achieved in 9 years over $1.5 million in successful projects delivered for multifacility over 20 facililties with all levels of care in the LTC space. -Support our customers in the migration from current state to future state. - Manage all applications including the Clinical, Financial and Administrative level LTC projects. - Supported PCC customers in migration from current to future state in the most optimal way (Have proven examples of large customers that were a success coming from AHT, MyUnity, MatrixCare) - Successfully managed data Imports and Extracts worked closely with the Technical Services, Integration Teams toward common goals for all clients. - Managed project workflow for Long Term Care facilities while utilizing HIM experience to consult with our customers.

- Managed the delivery of 3MHIS applications including but not limited to: ChartFact/ChartLocator, ChartScript, ChartView/ChartScan, Clintrac, ESA, ChartScript.Net and Voicescript. - Managed projects for large acute care hospitals while meeting project budget and timeline assignments. - Created and maintained project plans, issues lists utilizing the Project Management team methodology set forth by 3M. - Maintained a billable plan for Projects of $1.1 million annually. - Worked to encourage and develop teams to work together toward successful go-lives.- Received certificate of accomplishments for having most timely and successful go-lives. - Achieved average score of 8 or higher on customer survey results following project go-lives. - Possess an understanding of Health Information Management (RHIA) business needs and workflow, thus providing meaningful consultation to customers during project implementations. - Participated in KLAS by reviewing the KLAS survey process of customers. - Green Belt Lean Six Sigma certified

Novant Health Director of Health Information Management (65 FTEs)Accounts Receivable  Reduced accounts receivable from $30 million to $4.0 million. Re-organized Coding staff to include a manager in and effort to meet department goals.  Developed corporate coding policies and procedures to meet compliance guidelines with revenue cycle.  Measured and monitored outcomes daily and weekly to meet accounts receivable goals, quality coding and department overall productivity.  Created on-going Coder training programs to insure compliance and re-education requirements are maintained. Systems Installation/Training  Worked with Business Systems Analyst to implement SMS as the hospital operating system.  Established a team to identify and correct error reports in order to reduce the accounts receivable.  Participated on teams for Lanier Cquence upgrade scheduled for install in July 2001.  Clintrac install in 2001Performance Improvement Project Identified and worked with Clinical departments to meet with 98% compliance with receipt of medical records in department. Implemented process teams to work with each department, trained each department on HCFA, OIG, EMTALA and JCAHO completion requirements of records. Put processes in place to work with each department.  Reduced the accounts receivable to remain within 2.8 days or less following discharge.  Successfully met JCAHO requirements and led the team in 1995 through a successful survey to score 98%.  Served and participated on committees to improve patient care and reduce accounts receivable Tumor Board, Quality Improvement, and Patient Financial Services.  Installed Health Information Electronic record system to allow for physician chart deficiency tracking, medical record abstracting and coding.  Managed Transcription and decreased turnaround time to within regulations of 24-48 hours.