Your Name

• Served as Supervisory Health System Specialist for 6 clinics within the Department of Behavioral Health ensuring Access to Care standards is met.
• Assisted all clinics chiefs and administrative staff in optimizing patient care and department processes.
• Analyzed patients health needs; determined who is eligible for treatment within all 6 clinics and makes recommendations for resourcing to meet department requirements.
• Responsible for measuring and assessing clinic access to care and provider productivity ; provide feedback on how to improve product line performance using the Behavioral Health Capacity Assessment Reporting Tool (CART).
• Streamlined the continuity of care from inpatient to outpatient setting, for example, the inpatient unit will utilized the treatment planning team composes of nurses, psychiatrist and a signed social worker.
• Analyzed and reviewed monthly Defense Medical Human Resources System (DMHRSi) timecard and reporting compliance reports and took necessary corrective action to resolve reoccurring non-compliance issues.
• Reviewed DMHRSi Position Control Roster (PCR) report with department leadership; updated departments current onboard data and for visibility of vacant positions, personnel assignments, hiring actions, and restructuring actions.

Planning

• Served as the principle advisor to service chiefs regarding all forms of administrative planning in support of healthcare operations, staff development, education and training.
• Supported providers and professional staff with their DTS. Participated in budgeting, scheduling, logistics, productivity enhancement processes, strategic planning, and beneficiary satisfaction initiatives for 6 clinics within Behavioral Health

Financial Planning

• Provided data for the clinic Business Case Analysis (BCA) initiatives on staffing, for example due to an the increase in consults for talk therapy cases going to the network and access to care not met, the clinic was able to hire two social workers, and one psychologist.
• Monitored, analyzed, and assessed resource projections for computers, equipments, and space for incoming interns, PGY3 and personnel, the clinic was able to plan out cost effectiveness , organizational structure and equipment efficiencies.
  

Business Administration

• Streamlined clinic process on Other Health Insurance (OHI) to capture Third Party Collection efforts to ensure maximized reimbursements.
• Assisted the NOIC in the submission and receiving of new furniture, Capital Equipment Expenditure Program (CEEP) request for the clinic waiting room. Provided data and trend analysis reports, coding compliance, EOD compliance, productivity analysis, and Defense Medical Human Resources System (DMHRSi)compliance at the chief monthly brief update briefing to the department chief and section chiefs.
• Used data/metrics from CHCS, and Care Point to monitor and identify quality of health care outcomes, i.e. access to care, No-shows, patient cancellation and facility cancellation in areas of data quality, accuracy, and timeliness in order to ensured and promote TRICARE compliance.
• Monitored customer satisfaction from existing data systems [e.g., Interactive Customer Evaluations (ICE)]and work directly with customer Relations staff to address patient concerns and recommends resolutions to improve clinics within the departments.
• Seek to optimize service productivity, and staffing productivity using the Behavioral Health service line staffing model to track potential deployment losses, identified staffing deficits, staff/space allocation and get backfill to accomplish the mission.
• Monitored templates and schedule for clinical providers to ensure compliance with MEDCOM standards.
  
  Supervision
  
• Supervised Office Support Assistants and Medical Support Assistants personnel in assigned section. Assigned work, established priorities, reviewed and accepted or rejected completed work, established performance standards, provides advice and guidance on work and administrative matters, provided training, and evaluates performance. Scheduled and approved leave, initiated personnel actions, resolved employee complaints, and took minor disciplinary action if required. Interviewed and selected applicants for vacant positions. Reviewed job descriptions for accuracy and reports detailing of employees. Provided oversight of all front desk staff assigned to the clinics to ensure all policies, procedures and regulations are followed. Served as the Manager and Approver for all hiring actions in AUTONOA and certify approver for ATAAPS.

• Collaborated with organizational management to develop controls and procedures for compliance with all local and higher headquarters regulatory requirements and operating instructions.
• Identified, selected, and gained access to data across multiple sources, establishing a large, integrated database. Data sources included: Military Health System Management Analysis and Reporting Tool (M2), Electronic Military Personnel Office (eMILPO), Enlisted Distribution and Assignment System (EDAS), Centralized Operations Police Suite (COPS; Military Police Blotters), Commander Serious Incident Reports, Family Advocacy System of Records (FASOR), Composite Healthcare System (CHCS), AHLTA and Medical Protection System (MEDPROS). Created, standardized, continually improved data entry and management processes and procedures.
• Integrated, analyzed, and interpreted large amounts of data from diverse sources, providing Commanders and BH Providers insights into BH issues at the individual, group, and system-level.
• Gathered, organized, and analyzed workload, equipment, automation, business planning and budgetary resource data, and makes recommendations concerning the allocation and management of fiscal resources.
• Developed and maintains all administrative standard operating procedures and prepared justifications and supporting material for all personnel actions and materiel procurement and purchases.
• As Fusion Cell (FC) Behavioral Health System Specialist, provides administrative and management support to all FC personnel.
• Independently identified the need for analyses, reports, statistical workload data, budgetary and staff studies, and Business Case Analysis (BCA). Formulated and generated these documents and briefs them to the FC OIC.
• Served as primary administrative point of contact for Resource Management Division, Information Management Division, Logistics, Civilian Personnel Office, Human Resources Division, Clinical Operations, hospital departments and sections, and other agencies as necessary.
• Planned and conducted a variety of administrative management tasks related to cost effectiveness, organizational structure and equipment utilization to include CEEP. Performed management analyses for special projects
• Gathered raw data pertinent to a particular problem, organizes and analyzes it, and prepares reports to the FC OIC, which may include outlining alternative courses of actions.
• For command approval, prepared personnel and hiring action requests through ePMRT, DCPDS, including establishment of pay and recruitment bonuses, accelerated promotion agreements, and special hiring incentives.
• Have access to The Defense Medical Human Resource System – internet (DMHRSi) web-based Tri-Service system and serves as the primary FC DMHRSi Timecard Approver and Timekeeper Specialist.
• Reviewed organization proposals and related documents to ensure consistency with Command policies and operating procedures.
• Provided management recommendations to the Behavioral Health Leadership regarding resolution of problems related to personnel, staffing, contracted services, and logistical support.
• Recommended management actions or alternatives that can be taken in instances where data discloses unfavorable trends, situations, or deviations from sound management principles.
• Performed comprehensive reviews, special studies, and selective analysis of data for the organization, utilizing TOC, DART PASBA and Care Point Application Portal, Quality Management Office and collaborated with management to develop controls and procedures for compliance to support clinic mission
• Developed and maintained all administrative standard operating procedures and prepares justifications and supporting material for new administrative programs and methods.
• Independently identified the need for analyses, reports, statistical workload data, budgetary and staff studies, and Business Case Analysis (BCA). Formulated and generated these documents and briefs Department and section Chiefs.
• Gathered, organized, and analyzed workload, access to care, walk-in, LWOB, Cancellation, and Unbooked appointments, provider productivity, equipment, automation, business planning and budgetary resource data, and makes recommendations concerning the allocation and management of fiscal resources.
• Served as the section primary administrative point of contact for Resource Management Division, Information Management Division, Logistics, Civilian Personnel Office, Human Resources Division, Clinical Operations, and hospital departments and sections, and other agencies as necessary.
  Initiated Planned and conducted a variety of administrative management tasks including cost effectiveness, organizational structure and equipment utilization to include furniture CEEP request.
• Gathered raw data pertinent to a particular problem, i.e. access to care, walk-in, LWOB, Cancellation, and un booked appointments organized and analyzed it, and prepares reports to the Department Chief, which may include reports outlining alternative courses of actions. Reorganization of the MULTI-D in processing area/front desk and the waiting area.
• Knowledge of management analysis techniques is required to gather, organize, and analyze workload, personnel, equipment, and budgetary resource data and to make recommendations concerning the allocation of fiscal resources.
• Reviewed and managed all Professional Staff Civilian Evaluation Reports and Awards i.e. PDPP and retention bonuses.
• Supervised MULTI-D front desk operations, ensuring EOD incomplete daily. Ensured CHCS Quick view, and consults are triage and appointments (SPECs and FTR) are booked within MEDCOM access to care standards.
• Provided direction, advised, and assistance to section Chief, in developing and maintaining methods and procedures, and resolving personnel management problems arising out of changes in work that have an impact on jobs and employees, i.e. changing provider template and recommends redistribution of personnel to meet the most critical needs.
• Approved time and attendance cards, approved/disapproved leaves and absences. Initiated written performance standards and performance appraisals, approved awards and promotions.
• For command approval, prepared personnel and hiring action requests including establishment of pay and recruitment bonuses, accelerated promotion agreements, and special hiring incentives.
• Communicated with employment candidates on salary and benefits related to positions. Advised leadership from other departments on recruitment issues pertaining to the department.
• Reviewed and recommend approval/disapproval for all staff temporary duty (TDY) payment vouchers, Government credit card purchase requests, and equipment purchases. Submit TDY through GEARS.
• Identified, selected, and gained access to data across multiple sources, CPOL Access, DCPDS access portal, USA Staffing Selection Manager, ICE manager Access, AHLTA and CHCS, TOC, Care Point Application Portal, Quality Management Office , DMHRSi Manager Access, DCPDS, and Military Health System Management Analysis and Reporting Tool (M2).

• Managed Nutrition Care Division at a 231 bed/36 bassinet tertiary care teaching medical center. Coordinated activities of two subordinate branches composed of 100 military and civilian personnel.
• Assisted the Chief, in policy development and management of an operation with a $6 million budget and 2,500 meals served daily.
• Oversaw all financial transactions and management functions, strategically managing $2 Million operating supply budget. Directed and prioritized the expenditures of $2,6000,000 in subsistence.
• Improved the supply reconciliation of overdue requisitions within the food service production area by 66%; maintained a supply management system that has no deficiencies during the command and supply discipline program audit.
• Implemented and budgeted TAMC organization Day menu in the amount of $7,500 purchase food items and supplies to feed the patrons.
• Managed and track 5 Year replacement equipment plan. Coordinated the deployment of a new CHCS EUD for NCD ensuring tight security property accountability and work place efficiency.
• Managed a construction and installation of equipment upgrade worth ($250K); managed two hand receipts over $954,000 without any loss.
• Performed logistical management functions for the department, including procurement of MEDCASE and Capital Expense Equipment Program requirements. Assumed full leadership for a major renovation and face lift project over (S300,000) to model and expand the dining facility and staff work area. Implemented a refined and restructured NCD key control system for the facility worth over $5,000.
• Planned and executed two furniture packets purchases (CEEP) in the amount $100,000 to upgrade the dining facility and staff offices and stayed within budget requirements
• Provided oversight on more than $3,000,000 worth of Prime Vendor contracts and credit card purchases in the division resulting in zero errors. Decreased monthly issue food cost inventory discrepancy from $4,000 to less than $250 a month.
• Key player in identifying all cost in the division VA contract agreement resulting in the hospital receiving $480,000 in revenue.
• Managed the division contract and budget account; resulting in $76,000 being returned to the unit general operating fund.

Operation

• Served as the Installation dietitian at the Region menu board meeting; approved menus and recipes for the annual Culinary Arts competition.
• Ensured 60 dining facility surveys are conducted monthly to support the division performance improvement program.
• Served as the division primary equal opportunity representative and conducted the quarterly training.
• Complied with Equal Employment Opportunity and Affirmative Action by contributing to goals as stated in the local Affirmative Action Plans..
• Prepared and trained up the staff and facility for the Environmental Quality Control Inspection resulting in an overall satisfactory rating.
• Led the division Medical command competency assessment file training program and received special recognition during the Pacific Region audit.
• Planned organized and executed the Division first Caribbean Specialty meal that boosted the morale of over 2,000 staff members and patients at no additional cost.
• Improved the TAMC‘s childcare meal service to meet parent’s expectation without compromising the patient feeding mission.
• Stay abreast of the art of the health care issue; led the division to maintain 100% compliance on the division Competency Assessment Folders; and 100% in soldier readiness.
• Monitored and keep current dietitians re-credentialing, CME credits resulting 100% compliance for NCD standards and elements of performance for the JCAHO survey.
• Planned and coordinated interviews with US Army Hawaii Child care programs and served as an inspector/trainer during the US Army Hawaii child care inspections.
• Served as an internal auditor for the DOD Uniform Business Audit and identified areas of improvement in TAMC.

Supervision

• Supervised employees providing direction, training and support daily interactions; conducted performance evaluations; evaluated job descriptions, compensation benefit information timecard, leave and passes and exercised technical supervision over department administrative staff. Changed work priority as necessary and reviews work for compliance with applicable regulations, directives, and instructions. Provided advice and guidance to subordinates as required. Resolved employee complaints and grievances; referred only the more serious problems to the department chief. Reviewed and certified civilian employee job descriptions reporting changes as they occur to Civilian personnel Office with recommended action. Participates in the development of performance standards and training requirements for subordinate employees, provides input for performance appraisals and participates in new employee selections. Evaluated and interviewed candidates and hire personnel for job position Supervised, trained and assisted timekeeper specialist and approvers on how to input military and DOD civilian personnel assignment data into DMHRSI resulting in a 100% compliance rate.