I was asked to help the President of a local radiology clinic to assure that patient flow through the two locations of the clinic were the same and that each step in the process was value-adding. I observed the front desk, authorizations, and technician staff and diagrammed each workflow as it involved the patient receiving care. With the help of the Leadership Team we were able to eliminate non-value-adding activities and assure that staff and management were on the same page for duty expectations. The workflows developed are now used as part of the training program for front desk staff.
Project Management – Construction
Denali OB-GYN Clinic
Denali OB-GYN Clinic has been serving the needs of women in Alaska since 2004. Providers at the clinic have been practicing women’s health for an average of 15 years. This is a lot of experience for 7 physicians and 3 Advanced Nurse Practitioners!
In 2014, Denali OB-GYN’s board realized that they needed to make a decision about their current space. The lease was to expire at the end of 2015 and the space was too small. At the time, there was one exam room per provider and a couple were sharing offices. Medical Assistants were sitting on top of each other and the billing office was split to the back and front of the office.
With a one year extension to the lease, Denali OB-GYN was able to find a new home in a new building in the desirable University-Medical district of Anchorage. I lead the Denali team in working with a designer and general contractor to create a welcoming and beautiful new home, in time and on budget.
Project Management – Software Selection/Implementation
Mat-Su Health Services
Mat-Su Health Services, Inc. (MSHS) began as a Community Mental Health Center in 1977 and has provided community health services continuously for the last 30+ years. They grew to become a Federally Qualified Health Center to provide primary healthcare in October 2005.
By 2009, the organization realized that electronic record that they had been using for the CMHC would not work for primary care. I led the organization through vendor selection, resource management, planning, conversion, training, and implementation of a new electronic health record. With this new system, providers from all departments (behavioral health, case management, primary care, and skills development), could be informed on the health and progress of the client.
To meet the new HIPAA requirements (2013), Denali OB-GYN Clinic needed an updated HIPAA Manual and required training. I was able to create a new HIPAA manual meeting all of the regulations standards within two weeks of the request. This also included training all staff on the new policies/procedures and workflows.
In 2009, Mat-Su Health Services (MSHS) had a strong oral tradition for policies and procedures. Unfortunately, accreditation agencies do not recognize the oral, only written, policies and procedures. Within nine months, I was able to develop the Operations Manual for MSHS consisting of over 100 policies, procedures and attachments. This allowed MSHS to achieve needed accreditation to maintain their state and federal funding.