Meredith Fratantonio

• Provide SME agency wide to ensure QI performance management (PM) activities are developed/managed using a data driven focus that sets priorities for improvements aligned to ongoing strategic initiatives. Assures QIPM initiatives are aligned to improve operational and program efficiencies and effectiveness.
• Identified outcomes and metrics, specific to grant reporting. Oversaw HMIS reporting.
• Oversight of Front Desk Operations, Client Rights, Facilities Management, Patient Satisfaction, completed Disaster Preparedness Certification
• Audit clinical departments and reported findings.
• Lead agencies preparation and standards to achieve highest level of organizational accreditation with CARF within 1st 5 months. Achieved best accreditation review to date and surpassed original accomplishment in recent re-accreditation.
• Agency liaison to Cuyahoga County Alcohol Drug Addiction and Mental Health (ADAMHS) Board and Ohio Department of Mental Health and Alcohol and Drug Addiction Services (OHMAS) regarding QI and client rights.
• New revenue via strategic partnerships
• Led COVID-19 agency response

• Contracted engagements defined by client needs. Deliver value-added solutions to address complex pt issues
  Client strategy engagements include:
  • Federally Qualified Health Center (FQHC) – Transition from ICD9 to ICD10 coding. Partnered with executive team to achieve Level 3 Patient-Centered Medical Home certification.
  • Multi-specialty ambulatory groups – Transitioned from silo to standard operations during corporate acquisitions.
  • Not-for-Profit – Initiated transition, for non-traditional provider to meet HEDIS / PQRS measures. Established industry led benchmarks, for over 56,939 annual patient volume, with 40% new patient volume add.
  • Medical staffing agency operating in federal/ state government sectors across 5 states.
  • Increased productivity 22% within 6 weeks, Implemented pharmaceutical billing for state-wide client, developed centralized pt. scheduling templates, increasing NP volume; centralized lab/patient follow-up ops.

Provide subject SME for IBM Watson Health program framework (MIPS, APM’s, PCMH, Medicare Advantage, Direct to Employer, DSRIP) to multiple large-scale health systems working to develop quality programs through the implementation process.
• Designed clinical quality, utilization, risk models, cost benchmarks, and analytics, satisfying triple aim and program initiatives for multiple Clinically Integrated Networks (CINs), Collaboratives, and Health Systems, including population health initiatives across 5-system, stand-alone collaborative. Inclusive of Total Cost of Care (TCOC) through identification of High-Value Opportunities (HVO), MACRA, HEDIS, and measure standards.
• Led design/consultation sessions with C-suites and project team to align expectations and contract deliverables, delivered functionality, and workflow-based presentations.
• Performed gap analyses (current state vs future state), utilizing IBM EPM/PHM solutions, static reporting, risk models to determine transformation opportunities.

• Instruct courses in Department of Economics, Accounting, and Business Administration, with a focus on healthcare administration.
• Course: Health Policy Analysis; covering health care reform discussions, analysis of MACRA, medical ethics, trends, alternative health care systems, evaluation of policy lead (CMS) quality initiatives (National Quality Forum), and impact of technology.
• Used variety of learning modalities and support materials to facilitate learning process and accentuate presentations.
• Evaluated and revised lesson plans and course content to achieve student-centered learning.

• Refined organizational structure to consolidate, streamline and delineate necessary functions by mapping business requirements and identifying gaps
• Developed quarterly business plans to evaluate cost projections. Developed a portfolio of regional and national funding prospects
• Improved processes to meet meaningful use initiatives as outlined by CMS. Achieved 100% of meaningful use dollars available to provider mix.
• Developed a portfolio of regional and national funding prospects. Developed and implemented strategic cultivation, solicitation and/or engagement strategies, with significant focus on Plastic Surgery.

• Managed $25M department budget and strategic development of employed physician network. Negotiated strategic recruitment of multi-specialty physicians
• Administered 7 hospital-owned practices with oversight of practice operations.
• Negotiated/recruited 10 physicians in 2009: 12 in 2010, without utilizing recruitment agency, including physician productivity compensation model contract negotiations. Established 5 new physician practices; added 11 newly employed physicians.