Michelle Burris

• Coached and guided senior managers to improve employee job satisfaction and achieve higher performance levels.
• Increased cash collections $400k per month through improved accounts receivable processes.
• Reviewed individual department financial performance for ongoing profitability. Worked with leadership team to improve departmental performance, as necessary.
• Worked with department leaders to address team needs and offer support with the goal of maximizing everyday operations.
• Partnered with external source to assist with cost savings through improved contracting for medical supplies and pharmaceuticals. Generated $100k+ annual savings.

• Implemented cost reduction initiatives and process improvements to optimize efficiency and productivity.
• Analyzed operational issues and recommended corrective action to maximize efficiency and profits to Chief Executive Officer.
• Developed 5 year Pro Forma for $25M facility used in strategic planning
• Developed a ten-year facility plan for preventive maintenance and capital expenditure
• Renegotiated service contracts saving the organization $500k with improved service requirements and ongoing monitoring
• Manage staffing through benchmarking and modeling. Created and implemented flexible scheduling, reducing turnover
• Developed and managed Request for Proposal for 403(b) Retirement Plan and the Investment Management Services for organizational assets

• Decreased the year over year operating loss by 40% from $25M dollars to $15M dollars in 1 fiscal year by increasing productivity of the providers
• Employee satisfaction survey showed 70% overall satisfaction across the organization with 81% participation rate
• Implemented a centralized ambulatory call center
• Developed entity and practice level dashboards and breakeven analysis to facilitate improved site level understanding of financial performance
• Developed, implemented and lead quarterly Leadership Academy for Managers and Senior Leaders as well as future leaders
• Reduced the revenue cycle staff by 50% while also reducing revenue cycle denials by 20%. Accomplished through workflow redesign as well as on-going education and training of staff
• Developed a collaboration with the Information Technology Training Team to improve the functionality of Electronic Health Record Revenue Cycle
• Lead the development of the first market expansion into a secondary service area in the eight-year history of RHPN
• Responsible for Financial operations as well as all Support Services indicated below
• Responsible for the operations of the 3 walk-in/urgent care clinics as well as all operational support services including Facilities, Marketing, and Education and Training.

Created and implemented ongoing strategies that significantly improved finance and clinical operations, reporting and associated processes, established consistent, appropriate and highly efficient business practices, and played key role in practice acquisitions.

• Instituted open, collaborative environment based upon teamwork, accountability and the continuous expansion of shared knowledge base.
• Partnered with staff, improved volume and profitability by increasing internal referrals, creating compelling external advertising campaigns and reducing operating expenses.
• Produced robust monthly reporting package that clearly defined organization’s financial performance, introduced industry benchmarks and indicators that enabled fiscally sound decision-making.
• Eliminated inappropriate business practices, reduced risk and brought group into regulatory compliance and amended governing documents to ensure future compliance
• Led practice acquisition due diligence efforts, created effective practice integration process with operational and financial plans that bridged transition periods and eliminated pre-existing debt, efficient integration of 5 new practices that expanded the practice by 31%.

• Served in governance role, collaborating with Senior Leadership of the health system and Physician Leadership Team.
• Results of the annual independent audit achieved no audit adjustments nor Management Letter comments.
• Developed new tools to track and manage physician productivity that provided more detailed information from which to derive significantly more accurate revenue projections.
• Facilitated merger of Hospital and Medical Group Central Billing Offices into one office, which both reduced annual expenses and improved customer satisfaction
• Facilitated build-out of facility’s new EMR system that improved clinical reporting and created eligibility for the Federal Meaningful Use funds.
• Established productive partnerships with Lancaster General Hospital Senior Management and Board of Directors, facilitating open, effective communication between both groups.

• Conducted comprehensive analysis of departmental systems and utilized findings to develop and enact strategies that improved Finance department’s operational efficiency.
• Reduced time required to complete monthly close process by 66%
• Developed in-depth financial analysis for all 33 MHR departments, which improved business performance by an estimated 5%, and created an estimated annual cost savings of $75,000.
• Facilitated smooth transition of Retirement Plan to new Plan Administrator, performing life-to-date reconciliation of contributions and earnings after prior Administrator had made 2 unauthorized sales of Plan assets.