Michelle Laughman

Increased goal dates from less than 10 days to 18 days for internal referral authorizations.

Reduce goal dates to less than two days from greater than seven days for external referral scheduling and authorization.

Reevaluated internal audit processes and made improvements based upon staff input to increase employee engagement.

Reviewed and updated all work flows to simplify and create increased efficiency within the department.

On target to centralize over 75 sites in FY24 without the need for additional FTE creating nearly $1.5M organizational savings.

Managed day-to-day operations of three Hematology/Oncology Offices; York, Hanover and Lititz.

Project Lead for opening new York and Hanover locations.

Closely monitor all outgoing referrals to improve referral volume.

Successfully reduced outgoing referrals volume from over 40% to less then 10% by collaborating with internal and external referral sources and physician liaison team.

Increased center volume exponentially.

Provided support to front desk and clinical staff in times of reduce staffing.

Presented Interdisciplinary Oncology Service Line meeting with all contributing departments to the program.

Manage day-to-day operations of busy primary care office and urgent care.

Improved CMS quality scores by implementing assistance from medical assistants and front desk staff.

Improved follow-up scheduling rate but implementing in-room check out and scheduling at conclusion of appointment.

Conducted charge entry review and billing resolution.

Increased call center scheduling support from three offices to 17 offices.

Maintain less than10 second hold time and less than 3% average abandon rate.

Troubleshoot and liaison between family practices and call center for any concerns.

EPIC Super-user.

Administrative support to CEO and entire senior management team.

Liaison to staff on behalf of CEO.

Maintain all policy and procedure manuals to assure compliance with JACHO and DOH.

Review patient charts for errors and omissions.

Lead second shift switchboard staff.

Successfully reduced abandon rate but reducing volume of manual procedures and tracking.

Review all emergency code procedures and update as needed.

Manage staff mobile phones, emergency mobile phones and staff pagers inventory and replacement.