Tricia Parker

• Advanced IS operations through the implementation of Service Now resulting in digital transformation of critical department workflows, improved organization outcomes and enhanced productivity management.
• Spearheaded the development of IS department's remote work policy and assisted other department leaders with their remote work arrangements.
• Partnered with HR and IS senior leaders to conduct a complete redesign and market evaluation for all IS job titles/descriptions.
• Developed an enterprise IT Governance Process Model that is used to align key enabling technologies with strategic initiatives, provide project funding, give prioritization guidance, approve resource allocations and identify business value objectives.
• Served as Co-Chair of the Revenue Cycle IT Subcommittee and active member on all IT Subcommittees.
• Developed and Presented executive level presentations, communications and
• Implemented 3M Computer Assisted Coding, Epic's Single Business Office, Consolidated Guarantor and Clearinghouse solutions, Experian Real Time Eligibility, Coverage Discovery along with a suite of MyChart Self Service capabilities contributing to growth as a $2 Billion Net revenue enterprise.
• Collaborated with HR, Finance, Supply Chain, Clinical leaders to to build multi-year technology roadmaps for the implementation and transition to Infor Cloud Suite and UKG add on analytics modules.
• Implemented technology solutions that advanced Care Transformation & Value Based Care Initiatives, 21st Century Interoperability Requirements and key integrations with community partners.
• Established and provided oversight for a new centralized IS Project Management Office that manages 160 IS projects at any given moment for the entire organization.
• Coached and mentored several staff members career progression trough entry level leaders, middle management and senior leadership positions.
• Established a process for development and annual review of long-range 3 year IT planning with each of the senior IS leaders.
• Worked closely with vendors and technology partners on integrations, infrastructure and enterprise solutions.
• Researched several new technologies and facilitated selections and contract negotiations based on organization priorities, features/functions and cost-effectiveness.
• Established positive relationships with industry leaders to gain insight into innovations and trends.
• Led 15 teams comprised of 105 highly skilled IT staff
• Managed $35M of the annual IT Operating budget, with administrative oversight of the entire $108M Operating Budget.
• Managed annual capital budgets ranging between $15-$20M net new funds each year.

• Led the organization through the multi-year ICD-10 transition, one of the biggest mandates in US Healthcare history
• Partnered with Senior IS Leaders to Implement Epic and several supporting technologies at four acute care hospitals, two specialty hospitals, Community Connect Provider and several Hospital Outpatient Departments
• Communicated effectively with executive leaders, IS senior leaders, department leaders, Providers, staff regarding implementation activities, key milestones, project impacts, status, issue escalation and resolution.
• Served as a technology subject matter expert for HIM, Coding, Scheduling, Registration, HIM, Coding, Hospital Billing, Professional Billing, Document Imagining, Security applications and integrations
• Developed a key project timeline tool that allowed the IS department to effectively manage multiple project timelines, outages, data migrations between environments.
• Coordinated and managed highly complex cutover activities for two major Epic Upgrades, Special Updates and Computerized Physician Order Management implementation.
• Established system wide financial analytics report out structure to monitor key performance indicators before and after major project implementations which led to rapid issue resolution minimizing impact to accounts receivable.
• Collaborated with Revenue Cycle leaders to develop multi-year technology plans to steadily increase accounts receivables, foster operational efficiencies and align with business objectives.
• Coordinated the development of revenue cycle training programs that incorporated industry trends with the new technology features and functions.
• Managed 35 staff members and $10M operating budget

Revenue Cycle Patient Experience Strategy Project Manager - Novant Health (4 Months)

• Performed rapid assessment of the revenue cycle operations
• Executed visioning retreat for the organizations top 40 executives
• Developed multi-year roadmap to transform the patient's revenue cycle experience across the organization

Epic Enterprise Project Manager - University of Chicago (6 Months)

• Managed the project timeline, budget and communications for University of Chicago's Phase II Epic Implementation for Transplant, HIM ClinDoc, STORK, OpTime, Device Integration and Physician Documentation.

Epic Project Manager - Cedars Sinai (18 Months)

• Partnered with Epic to develop custom break the glass and confidentiality workflows due to the volume of high profile patients
• Managed design, build and validation sessions, project decisions and issues for HIM departments in both hospital and ambulatory settings
• Facilitated weekly/monthly HIM Operational meetings to discuss enhancements, open issues and finalize workflows/decisions
• Provided subject matter expertise to Patient Identity/Enterprise Master Person Index, Data Quality, Interfaces and Clarity Reporting teams

Epic Optimization Manager - Kaiser Mid-Atlantic Region (3 Months)

• Managed the design and implementation of the new charge review work queue structure, including data inflow and outflow management, workflow development, staff training and reassignments and change management.
• Optimized coding performance, improved communications between HIMS and PFS departments and reduced duplication

Revenue Cycle Transformation Project Manager - Fairview Health System (8 Months)

• Identified process improvement opportunities and redesigned key operation workflows and management reports with the HIM and Billing Departments
• Decreased DNB 4.4 days resulting in a cash acceleration benefit of $41M
• Conducted productivity/staffing analysis and implemented coding backlog reduction initiatives

• Partnered with Epic to develop their HIM applications to operate more efficiently for the acute environment as one of Epic's first acute care implementations
• Led the implementation of Epic's HIM applications at 3 acute care locations
• Supported the implementation of Epic's HIM application at 2 regional based hospitals
• Developed testing scripts and training curriculums, configured the software applications, documented workflows and organized on site support structure

• Provided leadership to 33 HIM employees in a 24/7 department.
• Completed a redesign of the entire HIM department resulting in a 60 day backlog reduction.
• Upheld HIPAA regulations and standards for protecting patient information and secured confidential patient information from unauthorized access.
• Partnered with HIM/IS leaders across the organization to develop standardized processes at each location.
• Implemented a transcription process redesign resulting in immediate access to transcribed reports and a 1.0 FTE reduction for manual report distribution.

• Coordinated claim payments when multiple insurance companies were involved.
• Supported the implementation of a new document management system eliminating the need for manual data entry of claims data.
• Set productivity and quality metric standards.
• Served as a liaison for the Third Party Administrator.
• Identified and resolved problems through root cause analysis and research.