Adrianna Swinton

· Managed 40 direct reports overseeing 5 urgent care clinics, prioritizing the delivery of high-quality care to maximize patient outcomes and satisfaction.

· Partner with lead providers and clinic champions, to identify and execute corrective actions to improve each centers improvement.

· Manage the development and implementation of programs and policies for patient services, quality assurance, public relations, and department activities.

· Implemented cost control measures that saved multiple facilities $405,000 annually without impacting patient care.

· Improved patient registration from 81% to 93% by streamlining patient flow and reducing wait times while improving overall patient satisfaction for urgent care and telehealth patients.

· Managed budgeting and financial forecasting processed reducing operational cost by 15% while maintaining high quality care.

· Conducted routine facility inspection, identifying areas needing improvement regarding finance and budgeting, supply inventory, and eliminating hazards posted to staff and patients for continued compliance with UCA regulations.

· Oversee day-to-day operational and financial processes to optimize reimbursement, efficiency, and effectiveness of services across three 24-hour emergency rooms.

· Developed and implemented new registration policies for the Freestanding ED and Babyplace Emergency room to increase collections scores for incoming patients.

· Key lead for 3 hospital/clinic sites with 25+ direct reports prioritizing employee morale and teamwork as the foundation to enhance the culture while improving key metrics.

· Increased and maintained a 99% collection accuracy rate while increasing pre-registration to 88% resulting in +$28K monthly revenue.

· Partnered with CNO, CFO and P.I. team led throughput task force resulting reduced wait times by 17 minutes.

• Oversee daily operations of five urgent care centers and 35 direct reports
• Partner with lead providers and clinic champions, to identify and execute corrective actions to improve each centers improvement
• Manage the development and implementation of programs and policies for patient services, quality assurance, public relations, and department activities
• Improved patient registration from 81% to 93% by streamlining patient flow and reducing wait times while improving overall patient satisfaction for urgent care and telehealth patients
• Monitor and manage clinic budget, including expenses, revenue, and supply inventory
• Conducted routine facility inspection, identifying areas needing improvement regarding finance and budgeting, supply inventory, and eliminating hazards posted to staff and patients for continued compliance with UCA regulations.

• Act as a liaison between patients and community agencies
• Effectively maintained lines of communication with patients to ensure successful outcomes while acting in a timely manner to secure benefits to the patient before end of hospitalization
• Motivate peers to achieve high levels of customer satisfaction, and to meet the organization and department goals for financial performance
• Performed 5 projects and duties assigned by senior leadership resulting in advancements
• Ie: enhancement of county relationship project resulting in new pipeline resulting in a decrease in 30-day readmission.

• Managed and coordinated all admissions from hospitals and rehabilitation facilities resulting in an annual $73,000
• Patient/family advocate to assist with needs and/or concerns, which included investigations, mediation, and resolution management
• Educated 7 departments on the proper intake information and insurance accuracy and eligibility
• Super user in the implementation of EMR systems which included creating new processes and developing training material for all departments.

• Work closely with various obstetrician offices to obtain accurate information needed for high-risk appointments
• Accurately process front desk registration for over 50 patients a day as well as outpatient procedures for oncology patients
• Developed relationship with Pinellas County Health Department by triaging incoming records to determine acuity level of new OB/GYN patients and assigned appropriate resident
• Partnered with clinical residents and nurses to ensure appropriate high-risk placement for 12 weeks and up OB patient
• Furthermore, assist with proper placement for oncology patients.