Amber R. Smith
Great Falls,MT
Summary
Dynamic and results-oriented healthcare professional with over 26 years of diverse experience in medical, administrative, and contract roles. Expertise in fostering strong relationships with clients and colleagues while effectively coordinating patient care and financial information across various healthcare settings. Proven track record of implementing process improvements to streamline operations and enhance patient care, complemented by strong skills in data analysis, project management, and compliance. Recognized for exceptional collaboration within multidisciplinary teams and adaptability to evolving environments, consistently driving results and improving system efficiencies.
Overview
11
11
years of professional experience
Work History
Health System Specialist- Director of Clinical Quality, Risk Management, Credentials
Malmstrom Medical Group
Malmstrom AFB, MT
12.2019 - Current
- PROGRAM MANAGEMENT
- Engineered, organized, planned, and directed all Continuous Process Improvement (CPI) projects for Malmstrom Medical Treatment Facility (MTF) based on the mission, organization, program, work-life stability, and healthcare delivery needs in-line with the Department of Defense (DoD), Air Force (AF) and the Defense Health Agency (DHA). Attended Green Belt course and obtained certification. Re-established the Process Improvement (PI) Program, PI Council and brought program up to current compliance standards. CPI objectives, principles, and methodologies are drafted into the Annual Process Improvement Plan for CY2023 - CY2026, ensuring local long-term and short-term goals are developed to maximize mission accomplishments and resource utilization. Plans reflected the individual responsibilities of each level of leadership; from problems solving within flight huddles to midlevel prioritized projects and executive leadership’s annual priorities. Briefed Group and Squadron Commanders monthly on DHA directed and unit identified CPI projects, to include performance measures needed for effective program management. Served as the Medical Staffing Manager (MSM), advisor and Point of Contact (POC) for the credentials, inspections, and privileging in cooperation with executive leadership and on behalf of the MTF. Completed 40 privilege applications, allowing for the MTF to service 35,939 patient appointments annually. Proactively prepare departing provider files in advance and shared with the gaining unit, allowing them early privilege file access for initial privileges. Maintained personal provider tracker; ensured privilege renewals were completed and dispositioned prior to expiration, 100% on-time rate. Managed all current and historical risk management cases in accordance with the Air Force record guidance and requirements.
- KNOWLEDGE OF PROCESS IMPROVEMENT TECHNIQUES
- Established CPI training for all flight CPI appointed POCs. Training focused on the different methodologies and how to apply them to their current CPI projects. Integrated CPI education in Newcomers Briefing, to ensure new staff coming into the facility understand the importance of improving organizational outcomes. Met with flight POCs (23 personnel) monthly; provided each section with hands-on CPI training, mentoring, workload data implementation, helped streamline processes, and provided flight specific project support. Manage DHA directed A3 8-Step CPI projects. Mentored and trained MTF General Program Manager (GPM) to use the Lean Methodology during Appointment Leakage A3 project, resulting in a successful decrease of 12% of the facility appointments being leaked to the downtown network. Guided the Flight Medicine Clinic in a DHA CPI project using Theory of Constraints and flow chart to determine the source of Fully Mission Ready compliance backlog. This increased the deployability compliance from 60% to a 93% utilization rate. Met DHA and MTF Strategic Planning and CPI annual goals for FY2023 -2025. Managed medication (Naloxone) distribution A3 PCI project with Pharmacy using Lean Six Sigma to systematically decrease the defects in each step of the process; resulted in increased compliance by 91%, exceeded AF standards, and safeguarded 37 at risk patients. DHA directed MTF to integrate a new electronic medical record system for physical therapy patients. Worked with Physical Therapy to integrate the new software using Business Process Reengineering, outcome resulted in exceeding projected integration benchmark for CY2027.
- ANALYTICAL/EVALUATION
- Projects developed using gap analysis and evaluated methodologies to resolve complex problems in functional areas ranging from Education and Training to Modernizing Healthcare and Patient/Staff satisfaction; aligning with the Strategic Plan and goals the MTF identified as a priority. Aligned 41 completed CPI projects under the four main Strategic Plan goals for 2023, showed the MTF integrated the overarching goals into their flight CPI project initiatives. Interviewed all incoming providers, and volunteers to determine their current medical skill competency roles within the MTF ensuring they met the position requirements on the Unit Manpower Documents (UMD). Additionally, determined if there were opportunities to expand their skill base to help increase the Tricare services offered. Ensured all previous employment history, professional education, national medical board certification, and state medical licensures are current and acceptable for provider practice in accordance with DoD, Air Force and DHA guidance, regulations, and laws. Evaluated availability of provider licensure and determined there was a manning gap in Mental Health providers. Mitigated critical provider shortage by acquiring tele-psychology privileges and services which added an additional 372 Mental Health appointments saving over $300K in 3 months. Analyzed the levels of on-going accreditation compliance and reported status to Executive Staff. Acquired mock survey team to identify potential accreditation findings, resulting in 130 findings with DHA. Evaluated the findings to determine root cause, identified a corrective action and worked with 14 departments to correct 100% of the deviancies. Developed value-added facility quality rounds; led Patient Safety Manager, Infection Control, Facility Manager, Housekeeping, and Chief Nurse to survey the facility for potential risk, to minimize and alleviate concerns before they occur. Completed over 18 Quality Rounds over the last year, 108 items identified and corrected which led to critical renewal of 3 year The Joint Commission accreditation and garnering over 99% compliance with over 700 standards. Responsible for the MTF’s Risk Management program which includes but not limited to identifying potential risk factors within the facility involving visitors, medical staff, and patients. Provided objective guidance and evaluation of critical investigation for peer MTF; focused 100+ man hours and safeguarded 350 patients care. Mentored multiple providers on proper techniques of analyzing and evaluating patient encounters and provider clinical input for over 5 risk management cases at peer MTFs.
- DATA MANAGEMENT
- Utilized access to DHA CPI database (SPIDR) to submit MTF A3 project data, queried high headquarters parent projects to align local initiative with DHA’s vision and mission. Served as facility's primary liaison for all survey and inspections as listed but not limited to: The Joint Commission civilian accreditation agency, Air Force Inspection System (AFIS) inspections, and MAJCOM/AFMOA Staff Education/Assistance Visits, Unit Effectiveness Inspection (UEI), Nuclear Surety Staff Assisted Visit (NSAV), and Nuclear Surety Inspection (NSI), reaching an annual average of 11 inspection assessments. Upon completion of surveys and inspections, tracked all the findings and corrective action results to ensure facility maintains Air Force and DHA compliance. Used Air Force IGEMS and MICT systems, along with DHA and TJC AMP, to query compliance standards and analyze facility findings. Created a Microsoft tracker to manage, manipulate, maneuver and monitor all findings, from identification to sustained corrective actions; ensured 100% completion rate. Shared tracking system with 6 other MTFs, impacted over 6k items and assisted 3k personnel, helped secure their accreditations and certifications. Constructed tracker to manage over 45 providers license, certification, continuing education, and professional training plans which ensured there has never been a break or lapse in credentials and patient care. Provider tracker allowed for 15 entries with 35 schedules to provide 40K pt appointments, worth $19.6M annually. Additionally, was used to report and provide technical/professional staff advice to the Chief of Medical Staff and Leadership through the Credentials Function Committee. Revamped and oversaw provider peer review program for 11 clinics, 148.5K checklist items and cleared 7 months of backlog, led to 100% completion rate. Quarried and extracted provider licensure and credentialing information from military database to assist the 28th Medical Group during a 2-month credential management gap, helping to expedite 6 applications for privileges, resulting over 4K visits by those providers. Tracked and reviewed patient feedback on providers; investigated and extracted potential concerning comments to ensure the overall safety of patients and MTF members.
- COMMUNICATION
- Served as POC for inquiries from MAJCOM Surgeon General (SG), AFMOA, or the Office of the Surgeon General to obtain information, conduct the necessary interviews with employees, supervisors, and management regarding inquiries. Coordinated release of responses through MDG and staff offices which include Judge Advocate (JA) and IG. Identified serious harm event, halted patient care to ensure 105 personnel were appropriately trained before resuming new COVID testing protocols, risk assessment was published in AF COVID guide and recognized by DHA. Advised staff on changes to accreditation and inspection programs as listed but not limited to: Unit Effectiveness Inspection, Joint Commission, Commander Effectiveness Inspection, College of American Pathologists, Nuclear Surety Inspection, and Functional Inspections. Coordinated inspectors Gatekeeper access, scheduled attendee’s interviews, deconflicted commander schedules and secured required survey documents. Shared survey and inspection best practices with 6 DHA Quality Managers, helping to secure their accreditations.
- Identified local needs through conducting both written and oral interviews with patients, employees, supervisors, and management officials at MAJCOM, HQ USAF, and DHA; in order to obtain information used to create MTF goals, determine functions, define organizational mission and provide appropriate patient services. With a focus on carrying out and completing assessments with diversity/exclusion we identified a gap in our language interpretation services for our patients. Directed a Population Health CPI initiative, to pull patient demographic information from Right Start and transfer language preferences into the electronic medical record. Corrected 100% of patients without a language preference, identified 18 patients alternate primary language and trained 210 staff on communication resources. Bolstered MTF CPI program; established flight point of contacts, met with flights monthly to discuss current projects, and provide hands on training. Training was provided both written and orally; to ensure all developed projects have a root cause, cause analysis, cause and effect analysis, action plans, and techniques are effectively communicated. Executive Leadership and Squadron Commanders were briefed monthly on their flights CPI projects, status updates, and project metrics, as it aligned with DHA initiatives and MTF Strategic Plan goals.
- TASKERS
- Received all high-level inquiries that identify direct medical involvement or have a medical component to the inquiry, including Inspector General (IG) and congressional inquiries. Identified as Risk Management SME and selected to run a high-level Risk Management case on behalf of another MTF. Interviewed staff and delegated assignments with tact, courtesy, and diplomacy to ensure objectives were completed without imposing personal bias. Used wide range of safety and occupational regulations to manage the claim investigation process in accordance with medical liability, patient policies, and other standards associated with the administration of claims. All Risk documentation were processed appropriately, timely, and within DHA standards and workflows, as appropriate within the U.S.C 1102 regulations. Completed 70% of inbound provider license and privilege verification prior to their arrival to the MTF, allowing them to go directly into patient care without any delays and exceeding the standard 90 days after arrival. Kept commanders and managers informed of the progress of privileges, ensured they were able to effectively staff the patient care clinics. Prepared 7 provider deployment/ manning assist credential applications for deployment taskers and sister MTF manning shortage needs. Managed over 45 providers license, certification, continuing education, and professional training plans which ensured there has never been a break or lapse in credentials and patient care. Drove group self-inspection program, tracked 224 findings across 30 departments. Assigned ownership of finding to the appropriate POCs and tasked them with identifying root cause and corrective action, resulted in 99% during recent accreditation survey and awarded Outstanding Medical Home.
- Average work week 40 hrs
- Analyzed health system operations to identify areas for process improvement and efficiency gains.
- Developed and implemented training programs for staff on health information systems and protocols.
Health System Specialist- Medical Standards Manager
Malmstrom Medical Operations Squadron
Malmstrom AFB, MT
08.2015 - 12.2019
- AIR FORCE MANAGEMENT
- Planned, organized, and implemented military medical standards and administrative functions for the Chief, Aerospace Medicine (SGP), as well as provided administrative and managerial staff support for the Medical Treatment Facility (MTF) and 341st Missile Wing medical standard issues, training, and deployment processing. Performed as the representative that bridges the 341st Missile Wing and the 120th Airlift Wing for Medical Standards and Air Force retention standards. Adapted, explained, developed, analyzed and promoted administrative approaches and a variety of data to establish new element goals, made recommendations and objectives based on analysis which increased productivity and streamlined procedures for medical programs impacting base populace. Ensured professional and management programs are consistent in keeping with Air Force and Department of Defense (DoD) guidelines, Presidential Decision Directives, Executive Orders, United States Codes, and MAJCOM by overseeing the most effective utilization of resources. Used knowledge of manpower program, guidance, methods, and procedures for both military and civilians to assist and impact performance plans for the BOMC staff. Provides service-based programs and objectives processes involving military and civilian training BOMC implantation in a business and industry organization configuration.
- KNOWLEDGE OF PROCESS IMPROVEMENT TECHNIQUES
- Selected, benchmarked, and lead Air Force Medical Standards in new process regulations and program revision of the Base Operational Medical Clinic (BOMC) for MAJCOM. Networked with local and regional leadership to address problem areas and develop solutions that resulted in process improvements for BOMC Air Force wide. Coordinated methods, principles, practices, and programs related to the BOMC curriculum development, instructional techniques, and training processes for local execution of program revisions. Conducted “Home Bootcamp”, taught 13 providers to address and appropriately profile high-miss areas, resulted in decreased provider formatting errors by 13%. Researched duty and retention limiting medical diagnoses using multiple DoD electronic databases and medical research programs utilized to generate medical reports for process improvement and leadership briefings. Revitalized Deployment Availability Working Group (DAWG); updated job aides, briefed 38 COs, and 13 providers, resulted in active duty returned to full duty rate up 27%. Used knowledge of principles, concepts, and theories to identify gaps in program services, development, and implementation effectiveness, for the purpose of process improvement.
- ANALYTICAL/EVALUATION
- Conducted interviews and counseled military members on their medical needs, the extent of the concerns, if they have a family member on the Exceptional Family Member Program (EFMP) or other issues to determine if the pending Permanent Change of Station (PCS) is an appropriate assignment based on the concerns. Met and conducted interviews with active-duty service members to discuss concerns or plans for career retraining, collaborated with the member to create appropriate goals and plans (to include possible referrals or specialty services) to overcome and achieve the retraining requirements based on the Air Force Classification Directory requirements or work towards accepting their current military position. Adapted, explained, developed, analyzed, and promoted administrative approaches and a variety of data to establish new element goals, make recommendations and objectives based on analysis which increase productivity and streamlines procedures for medical programs impacting base populace. Used analytical tools to interview and analyze job structure deficiencies to effectively communicate written and oral reports to management and employees, to assist with personnel and manpower issues. Utilized extensive knowledge of military policies and procedures related to ICBM nuclear security systems, physical systems, special access efforts, and medical clearances for enlisted and officer promotion programs to ensure eligibility for Special Duty and Retraining application requirements. Researched duty and retention limiting medical diagnoses using multiple DoD electronic databases and medical research programs utilized to generate medical reports for process improvement and leadership briefings. Assessed wide range of qualitative and/or quantitative methods to measure organizational trends, goals, objectives, functions, structures, procedures, concerns, and needs for Medical Standards and BOMC. Conducted comprehensive analysis of medical documentation for the purpose of preparing written correspondence and documentation of obtaining medical waivers for aviators or other special operations personnel, based on medical diagnosis, positions descriptions, and job performances impacted by medical concerns.
- DATA MANAGEMENT
- Primary monitor for changes in Air Force Medical Standards policies, created qualitative and quantitative methods for local implementation, and accurately documented problem resolution for leadership guidance for the purpose of efficiency and exemplary annual inspections. This was done using a wide range of qualitative and quantitative methods to present organizational goals, objectives, functions, structures, and procedures to conduct comprehensive studies and provided solutions to a broad number of complex issues. Procured data 187 standard audits; noted 6 high-miss areas and revised the form, resulted in AFGSC endorsed solution for AF use. Compiled data for 4,100 base personnel Preventive Health Assessments (PHA) and Individual Medical Readiness (IMR) reports, along with analyzing, evaluating, fact-finding, investigative techniques, to provide concise written and oral correspondence to executive leadership and squadron commanders throughout the Wing. Worked independently to produce, assess, and measure agendas, metrics, minutes, trends, and any required reports for the IMR rate for the 341 Missile Wing and the Chief of Aerospace Medicine (SGP) to develop and implement effective plans for the mission readiness rate. Utilized automation equipment, tools, and Microsoft software specifically.
- COMMUNICATION
- Communicated effectively, both orally and in writing with 341 Missile Wing leadership, 341 Medical Group leadership, medical providers, and piers. Established and maintained an effective working relationship as the primary liaison between 27 squadrons/unit commanders, supervisors, and health care providers concerning all medical standards programs related to service members and their leadership organization. Notified affected members of cancelled assignments, addressed concerns or questions about medical boarding, and additional items needed for their member’s clearance. Tactfully helped members understand any medical limitations and manage expectations in order to guide them to understanding their capabilities when applying for other career options. Developed course materials and presentations for formal/informal DLC and Medical Standards briefing and training; resulted in increased accuracy of provider performance, resulted in active-duty return to full duty rate up 27%. Effectively communicated with Primary Care Members on process changes for medical boards and notification of assigned code 37 requiring narrative summaries (NARSUM); resulting in decreased delay in patient notification and NARSUM submission.
- TASKERS
- Conducted comprehensive analysis of medical documentation for the purpose of preparing written correspondence and documentation of obtaining medical waivers for aviators or other special operations personnel, based on medical diagnosis, positions descriptions, and job performances impacted by medical concerns. Partnered with the Military Personnel Flight (MPF) to annually scrutinize 316 OCONUS PCS clearances; identified 139 disqualification indicators and averted errant PCS resulting in saved $2.7K. Self-directed Malmstrom’s Air Education and Training Command (AETC) Enlisted Remotely Piloted Aircraft Pilot retrain program; expedited tests and evaluations of candidates, allowed selectees to be qualified 2 weeks early. Reviewed and processed 17 IFC physicals, identified 3 members that did not meet fly standards and educated 6 members on the flight physical process, resulting in appropriate use of AF medical resources. Used analytical tools to interview and analyze job structure deficiencies to effectively communicate written and oral reports to management and employees to assist with personnel and manpower issues. BOMC subject matter expert; invited to brief 341 MW First Sergeants on new AF422/DAWG/PHA processes, generating a 99.3% PHA rate. Revamped 341 MDG security clearance processes; liaised with 9 units and initiated e-processing program, slashed completion time by 75%. Reviewed 86 medical board cases with a 15-day average; smashed DoD goal of 55 days, which secured Malmstrom the #1 rate in AFGSC and Air Force benchmark.
- Avg work week 40 hrs
- Coordinated health system operations to enhance patient care delivery and operational efficiency.
- Analyzed healthcare processes to identify areas for improvement and implement best practices.
Education
BS - Health Administration
University of Management and Technology
Arlington, Virginia05.2014
AS - Management
Park University
Great Falls, Montana05.2013
Skills
- Clinical workflow optimization
- Healthcare analytics
- Healthcare management
- Quality improvement
- Interpersonal and written communication
- Administration and management
- Operational policies and processes
- Evaluations and analysis
Accomplishments
- 2023 Continuous Process Improvement Green Belt Certification- utilized to achieve strategic planning session and initiatives.
- Earned the Malmstrom Medical Civilian Category II Annual Award for 8 years and 4 quarterly awards for documenting, redesigning and improving business processes.
Timeline
Health System Specialist- Director of Clinical Quality, Risk Management, Credentials
Malmstrom Medical Group
12.2019 - Current
Health System Specialist- Medical Standards Manager
Malmstrom Medical Operations Squadron
08.2015 - 12.2019
AS - Management
Park University
BS - Health Administration
University of Management and Technology