Veronica Hanson , Mph Email and Phone Number

Director of Compliance Operations & Care Delivery Compliance (2014-present)Promoted to lead ongoing compliance with state and federal regulators, oversight of internal policies and procedures as well as care delivery and operational compliance. Direct a team of managers over the five compliance areas. Collaborate with internal stakeholders across the organization to assess existing practices and develop action plans to mitigate risk.*Establish a Vendor Compliance Program for the Georgia Region that supports regional operations and tracks contracts, identifies expense reduction opportunities, tracks issuance of Vendor Code of Conduct, tracks distribution of Business Associate Agreements, and identifies First Tier Related Entities Information.*Lead efforts to decrease regional Policy risk by 98% by ensuring that all policy were current.*Lead Compliance efforts to integrate all Telehealth Initiatives for the Georgia Region increasing access to care*Increased Compliance department involvement in scope of practice issues by positioning the department as a trusted internal resource to proactively mitigate risk.*Built and implemented key operational structures and tools that ensured department consistency and heightened the compliance brand throughout the organization.

Senior Strategic Consultant (2013-2014)Recruited to lead a key corporate initiative surrounding member satisfaction in collaboration with IT, operational and contact center leadership. Sourced and managed vendor relationships.•Successfully managed the conceptualization, planning and implementation of a high priority, high profile strategic initiative to overhaul the company’s phone system, which was completed on time and once implemented, significantly boosted member satisfaction survey scores, improved efficiency and ultimately increased customer retention.

Managed and executed special projects such as the creation of executive scorecards, new facility development and EMR implementations and optimizations. Built project teams, developed work plans, managed budgets and interfaced with senior leaders and diverse external stakeholders. Recognized as a project management subject matter expert, regularly facilitated best practices sessions for professionals throughout physician services.•Spearheaded the lay-out, patient flow design and opening of CHOA’s first urgent care center in the South Metro Atlanta market, effectively communicating with CHOA and community leaders, area physicians and patients. •Reduced acuity levels in an urgent care center 5% by instituting a new healthcare educator position and by collaboratively creating and disseminating emergency care and patient education materials into the community.•Partnered with physician leaders to develop an operational reporting system and executive and system scorecards, enabling them to collectively identify and resolve challenges, improve operating efficiency and grow the business.•Concurrently oversaw three urgent care redesign and renovation projects, completing all on-time and under budget.•Analyzed electronic workflow and streamlined documentation, which increased physician productivity 15%.

Served as the working project manager on patient access projects with two large metropolitan hospitals, overseeing 12 consultants. Advised front-end users and hospital leadership on viable solutions for operational issues. Established and managed vendor relationships. Developed and controlled a $2.3 million operating budget.•Decreased Medicaid vendor expense 10% by analyzing the existing contract, researching the marketplace and negotiating more favorable terms and rates.•Standardized the patient in-take process that reduced claim errors 4%, eliminated redundancies throughout the hospital and increased patient through-put.•Improved up-front patient receivables, from zero to $30,000 per day, by creating an in-house collections process and by training all admitting staff on its utilization.•Facilitated communications between physicians, the nursing staff and hospital administrators regarding consulting levels interfaces, which enhanced billing integrity and significantly increased receivables.

Working project manager for a faculty practice plan of an academic medical center. Directed four consultants. Collaborated with hospital leaders to develop and execute long-term growth strategies. Served as the liaison between hospital administrators and physician leadership regarding project implementation. Controlled a $900K budget.•Revised the organization structure that streamlined operations, improved revenue and decreased patient through-put.

Participated on operations, strategic planning and revenue cycle project teams for physician groups and hospitals.•Identified growth opportunities for a hospital service line, which expanded orthopedic and cardiology services 25%, improved operational effectiveness and enhanced quality of care. •Transformed a provider’s payer mix and developed a low acuity area, resulting in a 5% increase in net revenue.•Influenced C-level executives at a large hospital to expand radiology services into remote markets via mobile radiology vehicles, which increased their market share more than 15% and enabled them to remain competitive.•Negotiated a management agreement to consolidate services between a large hospital and associated physician groups, which improved receivables, market share and profitability for all entities.

Managed high-priority projects for physician practices, professional and hospital revenue cycle redesigns and a hospital service line. Worked with clients to identify change needs, develop strategic and business plans and facilitate change.•Selected by Sinaiko senior management to redesign the professional and facility components of the revenue cycle for all departments at a large academic medical center, reducing days in A/R from 120 to 41.•Decreased refunds for a large physician group from 8% to 2% and ensured compliance with state regulations.•Successfully transitioned the operations of an organ transplantation physician group from an academic hospital to a separate medical practice foundation by devising and flawlessly executing the project plan.•Enabled a group of physicians to establish a private practice by utilizing expertise of transplantation protocols to analyze market demographics, assess needs and create a comprehensive business plan.

Supported the Emergency Room Physicians Group comprised of 10 hospitals. Retained three large at-risk physician groups by evaluating operations and devising targeted operational plans.•Increased physician revenues 12% by identifying and resolving payment gaps.

Oversaw all business of the hospital service line and physician group. •Established a patient tracking system for an experimental neurosurgical procedure, which enabled the research team to more accurately follow patient results.