Mary Pat Whaley, Facmpe, Cpc Email and Phone Number

We help new and existing practices establish a firm financial and operational foundation. We provide targeted expertise in the medical practice industry to help you start your new practice, add providers or ancillary service lines to your business, or help navigate the financial and regulatory challenges your practice faces. Our focus is delivering on-demand, pay as you go solutions that allow you to keep costs down while reaching your financial and organizational goals. We offer consulting on all aspects of your practice, including fractional practice management in a virtual environment to give physicians and other providers access to experienced practice management talent without the expense of a major onsite engagement.We are experts at the wallet-friendly new practice start-up and love to work with spouse teams to help the “managing” spouse learn about healthcare. We specialize in setting up solo and small practices, and have experience in starting cash practices (concierge, membership, and Direct Primary Care), insurance practices and insurance/cash hybrid practices. We can furnish almost everything you need to start your practice, perform a focused project for one part of your start-up, or just create a Pro Forma to see if your practice vision is feasible financially.Struggling to collect from patients with high-deductible health plans? Struggling to collect from patients period? Manage My Practice originated the Credit Card on File (CCOF) program for medical and dental practices. If you are looking for a program that will both lower your collection costs and increase your revenue, then you need to learn more about CCOF.Manage My Practice offers ICD-10 assistance, provider credentialing and medical coding and billing audits for compliance and quality assurance, as well as customized webinar training for HIPAA, OSHA and compliance.For more information, visit http:www.managemypractice.com.

I am pleased to work with a team of more than 120 professional fee coders, charge review specialists and coding education professionals for the University of Washington Faculty Plan.

I was Interim Director of Professional Coding, assisting the Corporate Revenue Cycle team to upgrade to Epic 2014, prepare for ICD-10 and develop a Coding Library for professional and facility coders enterprise-wide.

The Mayo Clinic Center for Social Media exists to improve health globally by accelerating effective application of social media tools throughout Mayo Clinic and spurring broader and deeper engagement in social media by hospitals, medical professionals and patients.As a member of the Advisory Board, I provide input to the Center for Social Media. Among other projects, the Advisory Board is currently working on the curriculum for the Mayo Social Media Residency Program.http://network.socialmedia.mayoclinic.org/mccsm/advisory-board/

Steward Health Care System is a community-based accountable care organization and community hospital network with more than 15,000 employees serving more than one million patients annually in 85 communities. Steward Medical Group has over 800 physicians and mid-level providers.As Interim Director of Coding for Steward Medical Group, I was tasked with assessing the current coding department structure and making recommendations for restructuring the department to position it for the rapid growth Steward is experiencing. I played a key role in the deployment of physician revenue tools, ICD-10 training roll-out and recruitment for a permanent Director of Coding.

Provided leadership during recruitment for a Director of Coding. Contract was extended to provide management to remote professional fee coding teams for 2 large academic facilities with 20K+ each monthly visits.• Learned, utilized and trained coders on image-based and electronically-interfaced medical record systems (EPIC, Cerner) for ED, IP and OP services.• Maintained relationship with offshore coding partner, communicating about audits, coding protocols and workflow issues.• Constructed and updated coding pathways for each client and specialty.• Developed and led webinars on system use, E/M coding, procedure coding and Requests for Additional Information (RAIs).• Reported daily on benchmarks (charts per day coded & discarded, turnaround time), strategizing with team to improve coder performance.

Accomplishments1. Established a practice cloud to house mission-critical documents, personnel folders, the daily schedule for 10 days out and numerous other uses.2. Upgraded PM system and moved it offsite3. Negotiated and installed Electronic Medical Record4. Introduced the bariatric service line to two new communities5. Installed a patient portal for online billpay, electronic registration, electronic payment plans and referral portal for incoming and outgoing referrals6. Ramped up a failing IT system by locking it down, installing a superior firewall, establishing protocols and required HIPAA documentation7. Started a texting pilot for bariatric patients sending them encouraging and helpful messages 7 days before and 7 days after their procedure8. Initiated a program to identify and audit charts, and input registry data for bariatric surgeries in preparation for accreditation site visit

Successfully managed, improved and financially stabilized six employed physician groups including hospitalists, primary care, cardiology, occupational medicine, and indigent medicine, as well as the Physician Billing Office.Accomplishments:1. Reduced Accounts Receivable from over $6M to less than $1M by retraining staff, implementing pre-visit co-pay collection and TOS collection for deductibles and co-insurance, introducing online bill pay and electronic payment plans, leveraging hospital information for financial status changes and new payer source, ascertaining charity care balances, and establishing best practices and benchmarks for the Physician Billing Office.2. Re-engineered largest primary care practice resulting in increasing provider productivity and satisfaction, reducing phone and fax volumes,establishing HIPAA-compliant workflow, and resolving long-standing PM issues.3. Built foundation for medical home concept by establishing provider/nurse teams, implementing color-coded chart system for prioritizing provider tasks, establishing a protocol for same day visits, and initiating a virtual receptionist program to ensure all care-related phone calls are answered by a live person.4. Administratively operationalized the hospitalist program by developing a framework for hospitalist scheduling, communication, billing, compensation, and workflow, establishing the standard of administrative presence at morning report for problem-solving and team building.

Financial and operational responsibility for physician-owned practice with 15 providers in orthopedics and plastic surgery, 4 clinic sites, MRI Center, Ambulatory Surgery Center (ASC) and $15M revenue.Accomplishments: 1. Created front-end collection program, hired and trained two financial counselors to work with patients creating payment plans prior to scheduling tests and surgery. 2. Established a budget, implemented a payables strategy to average out payroll and expenses, launched an overhead reduction program to evaluate all variable costs, and restructured purchasing program using purchase order numbers. 3. Integrated two solo physicians into the practice, and transitioned two physicians out of the practice, managing bank accounts, retirement plans, billing and staffing plans. 4. Designed work flow, cabinetry and finishes for 13,000 square foot 2-floor facility ($885K) and coordinated the move of the central office and Seattle clinic over a weekend.

Responsibility for operational and financial management of hospital-owned practices.Accomplishments: 1. Improved Patient Satisfaction scores by 4.6%. 2. Addressed access problems of a rural retirement town where new patients were moving to the area faster than doctors could being recruited. A clinic information line was established for new patients to hear which doctors were available and make a choice, connecting the patient directly to the scheduler. This strategy resulted in a 32% reduction in patient phone calls related to scheduling 3. Designed, furnished, and developed new protocols for a patient-centric 12,000 square foot Family Medicine Center. Patient-centered concepts included confidential check-ins, front-loaded patient areas, healing colors, sights and sounds, patient-friendly finishes and personalized signage. 4. Initiated "train the trainer" sessions for volunteers to teach patients how to use Personal Health Record (PHR) software.

Operational responsibility for 2-site, 14-provider cardiology practice with ancillary lab comprised of nuclear medicine, echocardiography, peripheral vascular testing and treadmill testing.Accomplishments: 1. Increased referrals to ancillary lab by 51% by launching a marketing campaign targeted at local primary care physician practices and their scheduling staff. 2. Evaluated and negotiated for practice management computer system, managed the training process, and facilitated the implementation and go-live. 3. Developed the practice's first website and introduced the idea of a single home page for patients, referrers and staff to enter individual portals; introduced the use of surveymonkey.com for patient satisfaction. 4. Established a process for screening patients for sleep disorders in conjunction with the Cardiac Catheterization/Sleep Laboratory in the same building. 5. Started an extern training program with two vocational colleges.

Operational responsibility for 85+ provider group at 14 sites. Specialties included family practice, internal medicine, pediatrics, OB/GYN, geriatrics, rheumatology, cardiology, gastroenterology, hospitalists, and urgent care. Additional responsibilities included IT Department, Quality Improvement Department, Central Laboratory and Central Billing Office.Accomplishments: 1. Re-engineered Central Billing Office, increasing net collections from 86% to 98% while reducing cost of billing center to 4.5% of revenue. 2. Took organization from an externally-supported IT model, to a 4-person department supporting 300 users, effectively reducing IT expense per user, improving stability of system and better positioning the group for growth. 3. Initiated and taught a Supervisor's education program to educate middle managers about HR, team-building and leadership. 4. Created the practice's first website, staff intranet and online payment portal.