Home and Community Care (HCC), Institute for Human Caring (IHC) Defined vision, established an analytics team, and developed data strategy and roadmap to support a volume-to-value transformation in healthcare with focus on Home Health, Hospice and Hospice
● • Leadership in BI and Analytics: Spearheaded the development of a strategic roadmap and framework for analytics priorities, focusing on actionable insights in post-acute service lines, KPI dashboards for patients with multiple chronic conditions, and optimizing daily operations across Home Health, Hospice, and PACE.
• Data Governance and Integration: Established a data governance structure and directed data integration from multiple sources to a Cloud Data Warehouse, aiming for a single source of truth with consistency and scalability.
• Advanced Reporting Infrastructure: Led replacement of manual regulatory reporting processes for PACE by developing data layers that align with reporting requirements and enable on-demand refresh

Drove quality standards and monitored quality improvement for seriously ill patients.
• Quality and Financial Analysis: Supervised analysis of financial impact and quality outcomes, focusing on palliative care intervention and whole person care.
• Composite Score and Survey: Generated a whole person care composite score and designed surveys to measure perceptions of care among patients and professional caregivers.
• Reporting Suite Development: Created an enterprise-wide reporting suite for whole person care, covering advance care planning, palliative care, goals of care, and patient-reported outcomes.
• Quality Metrics: Developed new quality metrics to track the documentation of patient goals and priorities in EHR
• Measurement Validation: Spearheaded validation for advance care planning measurement systems in EHR.
• Educational Initiatives: Supported developing Advanced Communication Training for clinicians
• EHR Template Strategy: Directed the measurement strategy for new EHR

Managed the Operational Excellence program at Providence Little Company of Mary Medical Center in San Pedro and regional program management.
• Performance Improvement: Oversaw over 20 performance improvement programs in clinical and operational areas, achieving savings of over $1.7M.
• Customer Needs and Project Leadership: Translated customer needs into quantifiable goals, led project teams, and improved clinical errors, intervention, mortality rate, case management, billing accuracy, throughput, productivity, patient satisfaction, and core measures.
• Strategic Planning Support: Facilitated various strategy planning sessions for the hospital and led the SWOT analysis to identify and prioritize opportunities
• Leadership Development: Coached and mentored over 10 core leaders to obtain Greenbelt certification.
• Feasibility Studies: Developed multiple feasibility study models focusing on business growth.
• Safety Initiatives: Facilitated several Root Cause Analysis and Failure Mo

Led Case Management and Social Services departments focused on reducing payment denials and utilization management
• Continuous Improvement: Implemented a new case management process in the Emergency Department and hired an Emergency Department Case Manager.
• Recruiting: Filled open positions in Case Management and Social Services departments.
• Budget Planning: Completed budget planning for two departments in 2013.
• Performance Improvement: Improved key performance indicators in Medicare case management.

Managed Operation Excellence Program at Providence Little Company of Mary San Pedro
• Developed staffing model in Environmental Services Department and increased productivity by 8%.
• Improved patient room cleaning performance from 35% of rooms cleaned within 60 minutes to 90%.
• Reduced pharmacy medication dispensing error by 47%.
• Studied and analyzed Emergency Department physician order process for admission and increased accuracy of status qualification prior to admission by 50%.

Responsible for establishing Continuous Improvement program at United Airlines one of five hubs and improving operational metrics; Los Angeles Airport.
• Developed performance metrics, visual performance management tools and tactical implementation plan (TIP) to improve performance for the identified metrics.
• Lead a cross-functional team, identified and improved communication flow for departure activities. Identified critical path and minimum service time requirement for departure sequence activities.