Provide consulting to Medical Practices and Federally Qualified Health Centers all over the country. Perform Mock HRSA surveys and 340B surveys. Work with clinics to improve processes, workflow, and revenue cycle management. Provide interim leadership in key positions and assist in recruiting staff. Specializing in Call Center, Referrals, Front Desk, Medicaid Enrollment, ACA Enrollment, Health Information, and EHR implementation strategies.

Manages a budget of $14.5 million and a staff of 120 employees. Provides leadership and performance of the agency’s public health programs, services, and health center operations . Oversees administrative, clinical, financial, human resources, quality improvement and strategic direction as directed by the governing Boards. Manages daily operations of the agency, serve as community liaison - the "public face" of ECDHD-GNCHC. Develops constructive relationships with stakeholders, the Boards, senior leadership, and the workforce. Provides regular reports to both Boards of ECDHD and GNCHC

I oversaw and was responsible for the clinic's operations departments and support staff. Directly supervise all the managers of the four locations, Director of Revenue Cycle, Director of Fitness, Call Center Supervisor, Referral Supervisor, Outreach/Marketing Supervisor, Security, Medical Records, Housekeeping, Maintenance, and Transportation.

The Southside Community Health Center and Dodson Avenue Community Health Centers are Federally Qualified Health Centers in Chattanooga, TN. As Executive Director, I am responsible for the effective and efficient operation of all programs and services within Southside/Dodson Avenue Health Centers and protection of the organization;s financial assets while ensuring compliance with board directives and applicable grantor, federal and state requirements. Responsible for leading a dedicated professional team to assure the continuance of quality patient care, fiscal stability, maintenance of the physical plants, and the enhancement of the health centers' public and professional image while achieving organizational goals consistent with the organization's state mission.

The Family Health Clinic (FHC) is a community-based healthcare program that operates in partnership with Medical Center Hospital, the Ronald McDonald Charities, and the Family Dental Clinic to provide a wide range of healthcare services to uninsured and under-insured individuals in Odessa and the surrounding communities. The center opened its doors in 1994 and was designated as a Federally Qualified Community Health Center Look Alike in 2008.The FHC provides medical services for walk-in appointments, acute services, minor mental health service, physicals, DOT physicals, well child exams, immunizations, CLIA waived lab services, and radiology services. The center employs specialists in Pediatrics, Family Practice, Internal Medicine and Women’s Health, as well as providers from Texas Tech OB/GYN for special cases. As Executive Director, I am appointed by and responsible to the Family Health Clinic, Inc. Board of Directors as the chief executive officer of the health center and is charged with providing leadership, overall direction and administration of the operations of the health center. I am responsible for interpreting and applying the policies of the Board of Directors. Also, I am responsible for establishing and implementing basic procedures within which the various activities of the community health center will be conducted. I assist the Board of Directors in developing short and long-range goals for the organization and evaluating health center activities. Report jointly to the FHC Board of Directors and the District Board and directs a professional and diversified staff including the Directors of Finance, physicians, nurses, and Medical Support Staff.

Responsible for operations of all clinic functions in accordance with Tri-Cities Community Health's mission statement as published by the Board of Directors. Oversee provision of medical and dental services by providers and support staff personnel, ensuring smooth, effective patient flow. Oversee operation of all above indicated programs including maximization of medical and dental productivity of users and encounters. Ensure compliance with, and evaluate effectiveness of, external contracts, grants, licenses, and other special arrangements. Ensure that the physical facility is well-maintained, attractive, in proper working order, and in compliance with appropriate laws and regulations’ and to the comfort of patients and staff. Provide management-level services and supervision to personnel.

Responsible for recruiting and retaining primary care physicians and other provider specialties for the Blue Cross Blue Shield commercial, Medicaid and Medicare health plans; participating in revising provider training materials, as well as operations manuals for both internal and external audiences; assisting in the education and training of Primary Medical Providers (PMP), specialty providers, and their staff; assessing physician access for its members; acting as a liaison between the providers and the health plan entities; and facilitating the administrative functions for physician participation in the health plans.

Established in 1973 as a four facility FQHC; $10 Million dollar operating budget); Directly supervised the billing office, cashier office, registration, appointments, and call center. Maintained and improved clinic operations including monitoring clinic demand and volume to meet budgeted volume projections in collaboration with medical staff leadership. Managed the accounts receivables, billing, budget, and all financial responsibilities. Submited PPS reports, safety net, and UDS reports to Tennessee and Federal Government Agencies. Credentialed all physicians with each managed care organization and private insurance.Key Achievements:Improved the accounts receivable problems and increasing collections from 61% to 85%.Implemented new credentialing software to increase the quality and speed of provider credentialing. Evaluated, planned, and implemented a new Practice Management System and Electronic Medical Records.

Established in 1995 as a five facility FQHC; $12 Million dollar operating budget); Supervised the daily operations of 25 staff members. Interviewed, hired, performance evaluated, disciplined staff for the clinic. Maintained and improved clinic operations including monitoring the clinic demand and volume to meet budgeted volume projections in collaboration with medical staff leadership. Coordinated and directed patient care to ensure patients' needs were met and facility policies were followed. Monitored patient scheduling, referrals and clinic capacity issues, and took necessary action to address problems. Key Achievements:Improved the patient flow to decrease patient wait times.Implemented new medical record policies for tracking and space management.Successfully implemented and managed Diabetes and Cardiac Collaborative.