Paul A. Mullinix Mba, Rn, Bs, Cphq Email & Phone Number

Dallas, Texas

Drive clinical support for executive and medical leadership. Work closely with regional and site medical directors in support of local and national initiatives including - Bundled Payment for Care Improvement (BPCI-A), Risk Free Emergency Department (RFED), Alternative to Opioids (ALTO), Physicians Quality Registry (PQR/MIPS), Demand Capacity Modeling (DCM) and Discharge Forecasting. Research, develop and implement clinical solutions. Liaison medical staff, nursing and hospital administration communication, goals, direction and culture. Accomplishments Include: • Led revenue capture task force - limited risk with development of dashboard & playbook to monitor and report delays in charge capture• Top National Case Study Award in 2019 and 2020• Facilitated LEAN Healthcare workshop that improved fast track volume by 20% and reduced LWBS 3%.• Facilitated project in collaboration with client and medical leaders to reduce LWBS from >6% to <1.5%; led to an annualized revenue gain of $315K• Implemented patient experience coaching/observation improving doctor communication by 60 percentile points - increasing annual visits by 1% equating to $44K annual revenue gain• Conducted and documented a health literacy study with client surgical hospital that demonstrated a $500K readmission cost reduction • Demonstrated annual cost savings of $1.5M with the implementation of an ICU Ventilator Liberation Protocol • Conducted multiple deep dive operational assessments that identified root cause of patient dissatisfaction and care delays - shown to retain contracts, offer critical operational insights, improve top box scores and introduce advanced solutions to our hospital partners.• Earned Certificate in Lean Healthcare• Earned Certificate Microsoft Project

Greater Nashville Area

Led in support of LifePoint, Health Management Associates, HCA and Community Health Systems implementation of clinical and revenue software (EDIS and Patient Keeper). Conducted on-site utilization review to analyze workflow, report system use, user performance and developed best practice user training modules. Managed the EDIS change control policy and procedure with weekly corporate leadership meetings in collaboration with corporate medical executives, legal/risk management, patient safety, regulatory, pharmacy and resource management. Trained leadership and coders on EHR software’s use of ICD-9 and CPT/CDM coding for charge capture. Obtained Certification in Project Leadership while working full time in this role

Dallas, Texas, United States

Led software feature updates and implementations for CMS Clinical Quality Measures and Meaningful Use EHR Stage 1 and Stage 2. Built and managed strategic client relationships while maintaining 25-35 existing clients. Managed client clinical issues, training and KLAS survey completions. Maintained monthly Client interactions with hospital management and C-level executives, including but not limited to, report analysis, hospital process improvements and ensuring the customer is fully utilizing the product and contracted services. Created database change request policies and procedures that eliminated system variability i.e. Network Printer, Encounter Deletes, Medication/Rx and Order Set Change Requests. Managed all clinical processes during product implementation through on-site and remote presentations, process mapping using MS VISIO, classroom and one-on-one training.

Rowan Regional Medical Center, Salisbury Nc

Directed 40 bed level II Emergency Department of 75 employees and 50,000 emergency visits per year, including personnel, operations, and financial management. Administered $22 million budget. Enhanced charge capture process to increased revenue for the Emergency Department by over $11,000,000, reorganized supply/restock procedure to reduce supply charges by 10%. Led new $52 million emergency department design: including equipment specification, personal requirements, and operations. Increased Gallup rating from 20% to 70% by implementing customer communication initiatives, increasing the number and quality of in-room contacts, and modifying employee behavior with training and development. Reduced customer complaints from 30 to less than 10 per month through talent development, customer service training, motivation and reward systems, and application of Studer Group principles. Implementation of ESI Triage and “Door-To-Bed” philosophy - reduced average overall turn-around-time from over 200 minutes to monthly average of 146 minutes. Implementation of electronic patient tracking, documentation, and bedside registration. Chaired hospital patient flow committee. Developed Charge Nurse Performance measures based on quality indicator correlation. Developed facility patient flow metrics. Oversaw multiple EDIS system upgrades. Served as a member of the Stroke Certification Committee. Established operational processes to achieve target turn-around-time, communication, and documentation for the Center. Magnet Steering Committee: Member, actively participated in committee. Obtained Master’s Degree while working full time in this role.

Salinas, California Area

Directed Level II Emergency Department of 50 employees and 35,000 visits. Responsible for planning, organizing, and controlling daily operation. Business plan for computerized documentation and tracking in the emergency department. Headed capital campaign of $3 million for new emergency department. $2.7 million-dollar operating budget. Implemented new scheduling matrix. Restructured Emergency Department operations with designated leadership team. Led a disorganized severed department and established leadership, direction, and vision by designating leaders, giving authority, and improving communication. Developed a strategic plan with operational benchmarks for turn-around-times and left without treatment. Designed graphic presentation representing department capacity constraints of up to 300% capacity. Key graphic in Board approval for new emergency department.

Fort Sanders Regional Medical Center

• Management and Personnel: Oversaw planning, organization, and control of daily administrative and operational activities of a large metropolitan emergency department seeing 40,000 patients per year. • Operational: Managed tasking, development, and administration of a diverse nursing staff of 75.• Financial: Administered $2.3 million annual budget.

Fort Sanders Regional Medical Center

Lead and directed clinical staff in the care of patients presenting to the emergency department.

Masters Of Business Administration, Business

Certification Project Leadership, Project Management

Lean Healthcare, Management

Bacherlors Of Science, Organizational Management

Diploma, Nursing