Experience

Presbyterian Senior Living

• United States
• Hospitals and Health Care
• 200 - 300 Employee

• Executive Director

  • Oct 2022 - Present



Sunrise Senior Living

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Executive Director

  • Dec 2021 - Oct 2022

  Responsible for the overall operations of CCRC located in Haverford, PA Responsible for the overall operations of CCRC located in Haverford, PA



Main Line Health

• United States
• Hospitals and Health Care
• 700 & Above Employee

• System Director, Integrated Care Management

  • Nov 2018 - Dec 2021

  Responsible for overall operations of inpatient care management departments throughout hospital system. Department staff comprised of over 100 RNs and Social Workers (MSW) who are responsible for the coordination of care for patients in the emergency departments and inpatient units. Responsibilities of staff include collaborating with physicians/physician extenders and interdisciplinary team to facilitate progression of care, managing length of stay, initiating bundled payment episodes for patients, working with patients and family caregivers toward goals of care and discharge planning. -Successfully standardized operations of 5 IP care management departments; including daily processes, communication and collaborations with other departments-Enhanced LOS meeting process in collaboration with UM and clinical providers to improve accountability for LOS management-Lead Care Coordination department activity surrounding BPCI-A initiative. Developed and implemented inpatient BPCI-A processes while participating in multiple sub-groups responsible for oversight to different aspects of the BPCI-A program . Created centralized oversight process for this population-Partnered with clinical and IT colleagues to create a new workflows within EMR to improve efficiencies and capture relevant data for day to day department management.-Lead multiple initiatives to integrate care management through the various care management arms of organization. Processes developed around BPCI-A, high-utilizer management, ED discharges, chronic disease management and Social Determinants of Health-Lead/facilitate various cross-discipline and cross continuum performance improvement projects.



Abramson Senior Care

• United States
• Hospitals and Health Care
• 1 - 100 Employee

• Vice President Transitional Services

  • 2011 - 2018

  -Conceived and enacted overall strategy to develop and lead new models of post-acute care delivery resulting in superior clinical outcomes, high levels of cost efficiency and outstanding patient experiences.-Led transitional care programs to achieve preferred provider status with hospital systems, managed care organizations, accountable care organizations and specialty physician practices-Spearheaded start up of newly acquired hospital based transitional care unit; including transfer of operations, development and integration of operational and clinical processes, implementation of new electronic medical record, facilitating operational transition and leading start up team-Headed adoption of multi-tiered risk assessment process encompassing clinical condition, evidenced based assessment tools, patient engagement and chronic disease management -Expanded initiative to reduce re-hospitalization rates. Rates declined from 18%-13%-Designed through collaboration with key internal team members a telephone follow-up program for high risk patient populations-Specialized in development and maintaining relationships with acute care and community based referral partners to enhance care transitions. -Recognized as national and regional speaker on topics of transitions in care, cross-continuum collaborations and the role of post-acute providers in accountable care environments



Hospice Compassus

• Executive Driector

  • 2007 - 2011

  -Created service delivery model to keep up with growth and maintain ability to meet needs of health care partners and patients. -Change management through sale of company and subsequent re-branding campaign-Established and participated in provider networks designed to educate seniors and their adult children about options for community based care and services-Developed and maintain relationships with providers in various areas of health care expertise, thus expanding the range of services provided to patients. Built relationships in each community we served so patients had ready access and continuum of care as needs arise-Centralized internal systems to increase communication with field staff related to agency operations.



CareOne

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Administrator

  • 2006 - 2007

  -Initiated new quality and customer service pocesses that improved overall operations, financial performance and patient experience-Re-introduced improved program to community after many years of poor customer service and quality outcomes. -Increased occupancy from 74% to 96% through improved quality and patient satisfaction outcomes-Awarded "Most Improved Employee Satisfaction" for 2006 and earned position as one of the best 10 facilities to work for company-wide -Initiated new quality and customer service pocesses that improved overall operations, financial performance and patient experience-Re-introduced improved program to community after many years of poor customer service and quality outcomes. -Increased occupancy from 74% to 96% through improved quality and patient satisfaction outcomes-Awarded "Most Improved Employee Satisfaction" for 2006 and earned position as one of the best 10 facilities to work for company-wide



Green Acres Health Systems

• Vice President Operations

  • 2004 - 2005

  -Influenced overall operations of 6 skilled nursing facilities in 3 states with 1,000 bed capacity-Implemented multiple systems organizationally to improve and streamline operations. New processes included operational planning and goal setting, capital purchasing and improvements, census mix development, and quarterly financial reporting. -Established monthly operations meetings and quarterly admissions team meetings to improve functionality of critical teams, and standardize operational policies and procedures according to best practices and company policies and procedures



HCR ManorCare

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Nursing Home Administrator / Mobile Administrator / Regional Director of Operations

  • 1997 - 2004

  -Assembled spin-off region comprised of 4 nursing facilities-Standardized systems based on best practices and company policies and procedures-Developed and implemented customer service programs and internal checks/balances to improve quality performance and clinical/operational outcomes-Change managed multiple skilled nursing facilities facing operational and/or clinical challenges to improve operational and clinical performance-Hired and trained multiple department managers and regional support teams-Established internal operational policies and procedures according to best practices and company standards -Led 3 facilities operating at a loss to earning profit within 3-6 months-Created staff recognition and appreciation programs to improve morale and decrease turnover-Enhanced revenues, census, customer service, and internal structures / systems to improve outcomes and patient experience