Oversee Reimbursement, Cost Reporting, and Revenue Management for MedStar Health DC hospitals (Washington Hospital Center, Georgetown University Hospital, and National Rehabilitation Hospital)

Prepared Medicare and Medicaid Cost Reports for the hospitalManage financial analysts in preparation of cost reports and analysisForecasted gross revenues for all entities and corresponding contractual allowances ($3.9+ billion)Analyzed operating revenue and expenses for to support strategic measuresCalculated monthly contractual allowances and estimates for net revenue for monthly/annual financial statementsResponsible for reviewing chargemaster update impacts and other revenue strategies

Prepared Medicare and Medicaid Cost Reports for the hospital (Medicare and three state Medicaid cost reports)Forecasted, analyzed, and implemented annual operating budget ($400+ million) for entire hospitalForecasted gross revenues for all entities and corresponding contractual allowancesAnalyzed operating expenses for targeted reductions to support strategic measuresManaged capital budget process including adherence with GAAP and company policies, and approval hierarchyCalculated monthly contractual allowances and estimates for net revenue for monthly/annual financial statementsModeled and analyzed third party payor contracts for greater reimbursementResponsible for chargemaster updates and other revenue strategiesFinancial contact for CFO/COO’s analysisServed as liaison between hospital and DC Hospital Association on Government Relations and Financial Policy

Managed and directed financial counselors and administrative coordinatorsOversaw day to day operations of six transplant clinics and three disease management clinics serving 1,500 patients per monthPrepared Medicare Cost Report for transplant programConducted Medicare regulatory audits for Cost Report and brought facility into compliance for physician reimbursementIncreased reimbursement by $300k in first year with implementation of new models to account for charges and costsIncreased reimbursement by $1 million by reviewing open Medicare Cost ReportsImplemented service line review to reduce expenses ($700k) and increase net revenue ($900k)Created business development plans and pro forma analysis for an in house tissue typing lab and a Comprehensive Renal Disease UnitOrganized department consolidation and relocation including telecom, IT, and equipment for twelve cost centersProject manager of lean process improvement initiative to reduce waste and improve customer satisfaction:Mapped clinic flow to reduce inefficiencies and consolidated nine clinics into space of six without loss of volume or patient satisfaction while decreasing patient wait timesImproved patient education and testing process to reduce “referral to listing” time from 270 to 100 daysChanged procedure for financial determination of patients to reduce unnecessary testing and staff time Enhanced financial counselors education of patients about Medicare as a secondary insurance to decrease patients out of pocket expenseCreated and implemented balanced scorecards for transplant and VAD departmentsConsolidated and improved data collection (clinical and financial) for more robust and simpler analysis of dataHelped implement a “Paired Exchange” program with Johns Hopkins UniversityPrepared staffing assessment with productivity benchmarks for optimal staffing decisions/justificationsCalculated timely contractual allowances for accurate net revenue projections

Reimbursement analyst for revenue and contracts including managed care and government reimbursement. Entails contract modeling of payors, revenue forecasting, and allowance estimation. Also, responsible for Medicare Cost Report submission and budget analysis and implementation for entire organization.Assisted in Medicare and Medicaid Cost Report preparation for the hospitalForecasted, analyzed, and implemented annual operating budget ($400+ million) for entire hospitalModeled and analyzed third party payor contracts for greater reimbursementServed as liaison between hospital and DC Hospital Association on Government Relations and Financial Policy

Reconciled and managed School of Management accounts for University of Iowa accounting departmentPerformed audits on accounts on an as needed basis and maintained financial database

Created and implemented balanced scorecards for facility and all departmentsDesigned payer relations and pricing model which reduced charges to increase competitive advantagePerformed market area analysis to capitalize on strategic outreach opportunitiesDesigned and implemented new productivity analysis for hospital departments to measure efficiency

C2Q is an internal consulting group that improves processes at Tenet’s hospitals for greater quality, efficiency, and patient satisfactionImplemented process improvement measures which reduced hospital waste and excess expendituresAnalyzed financial impact of nursing overtime and quality improvement measures at several facilitiesDesigned space utilization and layout plan for St. Christopher’s Children’s Hospital in Philadelphia

Converted patient demographic databases for new IDX scheduling and patient record systemAssisted with “Go Live” event to proactively correct process problems and data errors