Ryan Grasley Email & Phone Number

San Diego, Ca

■ Recruited to work on a project task force of 4 analysts to analyze and correct a cascade of issues resulting from the deployment of off-label referral functionality.■ Worked closely with Surgical team to bridge the gap between outpatient and inpatient (surgical) scheduling workflows.■ Established several internal processes among project implementation team to manage ongoing concurrent system changes between sub-teams.■ Designed a workflow to manage revenue routing for complex ophthalmology procedures involving both outpatient and inpatient elements.

Tacoma, Wa

■ Worked with 3rd party vendor to successfully implement SMS-based patient satisfaction survey■ Performed readiness assessment for proposed “Open Scheduling” project using several methods to extract key data from the EMR and exposing multiple broken workflows in the process.■ Identified broken process surrounding creation of referring providers and provided recommendations■ Provided regular status reports on project progress, risks and recommendations

Tacoma, Wa

■ Assisted with Cadence rollout to 300+ ambulatory clinics with 2,600+ providers■ Collaborated with team manager on planning and preparation for TemplateBuild Workshops, Appointment Conversion, and go-live support■ Built powerful custom Excel macros to aggregate visit type and modifier databy provider from several hundred individual workbooks■ Improved several build efforts from red to green, including Block release,provider DEP mapping, and Visit Type restrictions■ Vetted FTE applicants for analyst roles at the request of internal management

Tacoma, Wa

Worked with a team of 16 OpTime and Anesthesia analysts, primarily focused on implementation activities for go-live of three hospitals. Functioned as one of four team leads, organizing and delegating work to a subteam of four analysts. Primary point of contact for issues/build involving Workflow Engine Rules (LOR), Programming Points (LPP), Data Courier, EMFI, and general areas of complexity.Key Results:■ Developed enhanced documentation and ordering tools for first NP-run Pre-Anesthesia Testing clinic within CHI. ■ Streamlined scheduling and resource management for radiology procedures requiring specific clinical staff and PACU recovery at Highline Medical Center. Build reduced scheduling time and complexity and automated request process for needed staff.■ Built out conflict checking for Respiratory Therapists at Lakeside Hospital, allowing RT’s to be scheduled for procedures across several departments without risk of double-booking.■ Worked with Reporting and Technical teams to automate billing for Pacific Anesthesia with 3rd party vendor. New process significantly reduced time spent by Anesthesiologists printing and faxing Anesthesia records.■ Established a multi-disciplinary workgroup to bring definition and order to out-of-OR procedures across all Epic hospitals within CHI.

Tacoma, Wa

Worked with a team of analysts to gather customer requirements, establish foundational build, and roll-out Cadence module to 140+ physician practices and four hospitals within a very aggressive timeframe. Subsequently assumed role of interim team manager and PM, directing implementation efforts for Alegent-Creighton Health in Omaha, NE and Franciscan Health System in Tacoma, WA, supervising a team of 14 analysts.Key Results:■ Established an ideology of standardized, supportable, and scalable build among team.■ Motivated contractors and Epic staff on several teams to revise highly customized and complex build strategies unlikely to be used in future implementations. ■ Facilitated build for ‘provider network,’ making it easier for physicians to refer patients to capable specialists within the health system.■ Instituted new build strategy for visit types in specialty care, accommodating specialty-specific visit type needs, allowing for better patient care and a smaller support footprint long-term.■ Provided leadership with methods to quantify scheduling outcomes, as well as strategies to improve scheduling performance.■ Led efforts to develop more robust guidelines for establishing HOD vs. Ambulatory DEP types.■ Inherited and stabilized dysfunctional build for appointment reminder calls.

Greater San Diego Area

Worked directly with hospital leadership on a number of strategic initiatives to improve scheduling accuracy and productivity, while reducing complexity and waste. Defined new organizational policies and standards, and acted as the lead for all efforts requiring changes to Cadence build. Key Results:■ Collaborated with Dr. Mark Murray, published author and expert in streamlined hospital scheduling, as well as two industrial engineers to adapt and implement a new enterprise-scheduling model for specialty care, combining elements of microeconomics, queuing theory, and statistical process control, resulting in equitable distribution among provider panels, informed load balancing, drastically reduced wait times, and precise monitoring capabilities.■ Implemented Epic’s ‘Accessibility Reporting.’ Designed build to allow trending of ‘third next available’ by specialty, sub-specialty, or individual provider, giving leadership the ability to easily identify areas of high-cost and low return.■ Developed naming conventions for visit types and blocks to strengthen scheduling data and improve long-term reporting capabilities.■ Established comprehensive build standards for visit types, blocks, and templates, enabling clinics to fine-tune patient routing and eliminate guess-work for schedulers.■ Worked with a large task force comprised of clinical directors, nurses, dieticians, social workers, professional billing analysts, and business management analysts to identify and correct process issues obstructing reimbursement of costly, state-funded, multi-disciplinary clinic visits.■ Designed an intricate scheduling questionnaire for the Urology department with several possible outcomes to better facilitate patient scheduling. Eliminated need for 90% of booking notes, greatly improving productivity and accuracy.

Tacoma, Wa

Performed in-depth analysis of Nuclear Medicine workflows for three independently operated locations, identifying scheduling inefficiencies and bottlenecks, and correcting/optimizing build to improve scheduling capacity and increase patient volumes. Key Results: ■ Made substantial changes to Nuc. Med. procedures, panels, visit types, and pools, resulting in fewer scheduling errors, and restoring the flexibility required for further optimization efforts. Received high praise from I.S. and Imaging leadership.■ Doubled scheduling capacity at Covington location, where standard build methods had failed to address highly limited resource availability and stringent time restrictions. The revised build employed the unconventional use of visit types, blocks, and panel sequencing, and resulted in the maximization of available resources.■ Increased procedure schedulability at Tacoma General by an average of 160% for more than half of all Imaging procedures performed.■ Incorporated technologists into scheduling workflow to address operational workload strain, balancing the number of scheduled procedures with the number of technologists available.■ Improved scheduling efficiency by identifying inconsistencies between build and operational workflows. Adjusted panel sequencing to ensure standard radiology protocols were met without the need for manual intervention by schedulers.

Worked with a small team to gather requirements, plan, build, and implement Cadence for 80 hospital outpatient clinics. Worked with clinics individually post-go-live to refine and optimize workflows.Key Results:■ Received award for excellence in customer service during Cadence go-live, as well as accolades from hospital leadership for a seamless implementation.■ Conceptualized and implemented customized Interpreter request process within Cadence using a questionnaire and non-standard code to address unique workflow needs. Process simplified and vastly improved Interpreter scheduling efficiency, allowing clinics to better track Interpreter usage for improved budgetary allocation, to easily check status of Interpreter scheduling prior to appointment, and automated cancellation of Interpreter requests.■ Constructed complex scheduling questionnaires in Cadence for Imaging department, consisting of numerous logic pathways and a variety of scheduling outcomes. Questionnaires greatly increased scheduling of the appropriate procedure for patients’ unique needs, reducing the number of re-schedules, and improving department efficiency.■ Implemented appointment reminder call system (TeleVox) with Cadence. Built call results into DAR, giving staff a reliable forecast of upcoming patient volume.

Provided second level support for a variety of outpatient clinical systems and worked with vendors to integrate new systems into the hospital network.Key Results:■ Designed server architecture for TeleResults EMR implementation on a severely compressed schedule as a “rescue effort.” Brought servers to full functionality by project’s original target date and facilitated remote installation of client software to several hundred individual workstations.■ Brought new CardioSoft EKG system to full functionality on hospital network despite significant compatibility issues and inadequate turnaround time. Discovered work-around for legacy database issues and software glitches, bringing the system online within the same day.

Evaluated users’ small-scale I.T. needs and facilitated practical solutions to accommodate them. Promoted to Team Lead of veteran staff. Delegated new projects to team, resolved urgent issues, and managed projects involving hospital executives and VIPs.

Time divided between the management of installation efforts for all non-proprietary computer equipment in the Saperstein Critical Care Tower (still under construction at the time), and the configuration of the hospital’s new call routing system.