Operations Manager
ENNOBLE CARE
- Current
- Managed 50 staff members across four concierge primary care practices in Georgia, Maryland, New Jersey, and New York
- Personnel Management: Managed 12 direct reports and 38 indirect reports coordinating care for patients residing in private homes and assisted living across multiple states
- Responsible for conducting employee evaluations, onboarding, hiring, disciplinary action, supply requests, inventory, training, job posting/screening, policy and procedure review/updates, partnerships, provider interviews, staffing, productivity requirements, reports, and practice success
- Accounted for productivity metrics and developed plans with each practice manager to reach key productivity milestones for their department
- Process Improvement: Pioneered an effort to implement a Behavior Health element to all practices, hiring three social workers to successfully manage a volume of 200 patients within 60 days of program launch
- Interviewed and selected a concierge lab service for each practice to serve our patients at no out-of-pocket cost, greatly increasing patient satisfaction by eliminating the fee assessed by the previous vendors
- Identified communication barriers for the various ancillary services we partner with, discussed plans with each of their senior leadership teams to streamline communication by maximizing the use of available modes of communication
- Revenue Generation: Created a procedure for Chronic Care Management, a billable service under the Center for Medicare and Medicaid Services (CMS) Program, increased revenue generation by $650,000 annually in just chronic care management while simultaneously contributing to key performance requirements for the organization
- Audits: Facilitated the CMS mandated audits, navigating through our Electronic Health Record (EHR) Software for the surveyor and producing all required items
- Led to a maximum program reimbursement in three consecutive surveys which produced an additional $1.5 million in reimbursement in comparison to the same interval in the most recent three previous surveys
- Company Representative: Communicated organizational goals from senior leaders to practice managers for each state
- Conducted weekly meetings with each practice manager to review productivity, census variations, compliance, policy review, and performance
- Innovator: Assisted with the creation of a scheduling department which serves all practices, created policies and procedures, productivity standards, training for the newly built scheduling tab in the EHR, and hiring of 4 scheduling coordinators and a scheduling manager
- Additionally, identified a need for an intake department, which was originally embedded in the scheduling staffing plan; created a standalone intake department by hiring a marketer to increase our census universally and serve as a key staff member for retention
- This effort saw an astounding 37% average increase in monthly new patients, and a decrease of 66% for patients requesting discharge.
