Assignments at healthcare facilities throughout the U.S., 30 days and up in duration. Business Office evaluation, system masterfile review and revision, redesign/re-engineering of staffing and processes. Team building, education, performance monitoring and measurement. Develop Policies and Procedures based on specific facility needs. Assume full duties and responsibilities of Director position while on assignment. Consistently achieve positive results in A/R reduction, increased cash flow, reduction in bad debts and ensuring billing compliance. Establish continuing goals for department and employees.

Assignments at healthcare facilities throughout the U.S., 30 days and up in duration. Business Office evaluation, system masterfile review and revision, redesign/re-engineering of staffing and processes. Team building, education, performance monitoring and measurement. Develop Policies and Procedures based on specific facility needs. Assume full duties and responsibilities of Director position while on assignment. Consistently achieve positive results in A/R reduction, increased cash flow, reduction in bad debts and ensuring billing compliance. Establish continuing goals for department and employees.

Department director of all phases of Patient Financial Services Department at a multi-campus, 386 bed multi-disciplinary, community-based health system housing an acute care facility; inpatient, outpatient, and partial adult and Geri-psych facility; long term rehabilitation; and assisted living center. Also includes federally recognized primary care and specialty health clinics, comprehensive on-site and satellite outpatient diagnostic and therapy services, and the largest pediatric dental clinics in the State. Responsible for Operations and Salary Budget, Productivity, A/P, Payroll, and all HR aspects of DepartmentReduced total A/R by $11 million ; A/R > 150 by $4 millionImproved cash collections by up to $2 million per month.Reduced days in Accounts Receivable by 15Reduced technical and operational denials by 80%Brought outsourced third party receivables back in-house and discontinued outsourcingOperated with a reduced staff by 5 FTEs with increase in total departmental performance. Implemented NEHEN electronic 270/271 transactionsImplemented patient-friendly statements and returned mail processAdded second Primary Collection Agency and Secondary Collection AgencyImplemented 835 ERA from all collection agenciesReduced late charge and unbilled issues by close monitoring, tracking, trending and reporting and communicating with all Departments and upper managementManaged 30 member staff, with 3 subordinate supervisors

High profile turn-around of 450 bed Acute Care facility located in the 7th and 8th WardsRevised Chargemaster, and worked with Departments to improve charging processes in ED, OR, L&D, Nursery, Observation, PACU, Recovery Room, and Hospital-based Clinic departments.Created Chargemaster Committee, and implemented charge item addition, inactivation, and revision approval process and methodologyWith CFO, Implemented Chart Audit Committee, and monthly reporting of audit resultsBrought much needed focus to Late Charges by Department, sharing findings with Department Leaders and CFOBrought PFS Department back in-house, after having been out-sourced for the last 3 years.Assisted new PFS Director in hiring and training new staff on Meditech, and other softwareImplemented upfront Medical Necessity Checking and ABN compliance.Implemented upfront electronic insurance eligibility productImplemented Charity Care ProgramDeveloped new charge sheets/superbills for Hospital-based clinics, Hospitalists, and Intensivists, and assisted with implementation.Worked with Case Management to bring Denials under control and re-worked in-house re-certification and appeals process.Continually working through compliance issues, claims issues, PFS Department process issues, and training staff Working on implementation of MedAssets software to optimize market-wide pricing, Chargemaster, and clean claims

Department director of all phases of Revenue Cycle Management from scheduling/pre-admit through patient account resolution. Reduced A/R days from facility high of 130 in 2000, to a consistently maintained 43-50 day range. Reduced credit balances from $1.3 million to a maintained balance under $200k.Responsible for Operations Budget, Productivity, A/P, and all HR aspects of Department Management.

assignments in Hospital Patient Financial Services. Re-design & development of all areas of revenue cycle, including training/retraining, policy and procedure development, staffing evaluation, process evaluation and re-design. Goals for employees and departments established. Standards and measurement tools/Quality Assurance programs put into place. Effectively achieve reduction in unbilled receivables, A/R days and an increase in cash flow. Current project has resulted in a decrease of 50 days in gross days revenue outstanding

Responsible for management of over 56 million dollars in receivables for 2 acute care hospitals totaling 520 beds. Outpatient areas include a Wound Care Center, OP Psych-PHP, Senior Health, Diabetes and OB Access clinics. Large volume of Occupational Medicine and Workers Compensation as well as Medicare, Medicaid, and commercial payers. Very high volume managed care with over 60 contracts per facility. Oversee all aspects of billing, insurance and private pay collection, cash posting, refunds, managed care logging, and collection agency monitoring. Closely involved with all areas of registration, insurance verification, pre-certification, pro-ration, upfront collections and satisfying billing edits to ensure clean claims. Approve contractual allowances, discounts, adjustments, bad debt and charity write-offs. Instrumental in monthly contractual allowance and bad debt accruals made to General Ledger. Responsible for monthly Bad Debt and Cash Collection projections and meeting budgeted monthly goals. Quality assurance review performed in all areas of Business Office and Registration and results tabulated and used as working tool for managers in each area. Responsible for strict compliance with all Federal and State regulations with regard to registration, billing, collections and cash posting/refunds.

Responsible for the management of Business Office for 131-bed facility with heavy outpatient volume. Areas of responsibility included registration, insurance verification, billing, collections, cash and refunds. Managed collection agency performance and responsible for all Masterfile maintenance related to Business Office. Responsible for implementation and all aspects of planning, masterfile/dictionary building, and testing in process of conversion from Patcom/Debt Collection System to Affinity system. Initiated same process for Affinity to HCA systems conversion before transferring to sister facilities.

Responsible for all aspects of Hospital Business Office Management for these consolidated 356 total bed facilities. Very involved with Information Services Department in developing process improvement and delineating areas in need of programming changes, which were done in-house. Testing and approving the final product was among my areas of expertise. Implemented successful conversion from Mainframe billing system to Sophisticated Software EDI billing system.