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|Joseph D. Graham |

480 County Rd. 163 ♦ New Brockton, AL 36351 ♦ T: 334-586-4021; M: 254-319-8391 ♦ jgraham1925@



Chief Operating Officer / VP of Operations

Accomplished healthcare executive with extensive experience leading service operations for integrated healthcare systems. Successful at building, leading and guiding highly knowledgeable and diverse medical teams that collaborate as focused units to achieve aggressive patient service/revenue goals. Highly experienced at reorganizing, consolidating, and simplifying organizations and processes to accommodate high patient volumes and demands for service. Excel at leveraging medical relationships, resources, and IT systems to deliver patient care with quality, efficiency, and speed. Able to define and align strategic plans, healthcare policies, and multimillion-dollar budgets to generate revenue growth and cost savings.

Core Leadership Competencies

| Healthcare Operations Management | Team Leadership & Collaboration |

|Medical Staff Relations | Strategic Planning & Marketing |

|Continuous Process / Policy Improvements | Organizational Redesign & Change |

|Patient Service Quality & Delivery | Financial / Budget Accountability |

|Professional Experience |

|UNITED STATES ARMY – Various Locations |1997 – Present |

|Chief Operating Officer, U.S. Army Aeromedical Center, Enterprise, AL (2010 – Present) | |

Manage day-to-day operations for aeromedical agency providing primary care, audiology, optometry, physical therapy, chiropractic services, behavioral health, and preventive medicine services. Led 100+ soldiers, 260+ civilian employees/ contractors, and 12 direct reports across seven departments. Track and manage $20+ million in government resources and $47+ million annual operating budget. Accountable for HR, financial, logistics, and administrative functions as well as patient advocacy, physician relationships, marketing, and information management.

• $4.2 million in funding to replace failing facility infrastructure secured by authoring justification for congressional request/approval for military construction and facility funding.

• 24% in annual revenue growth realized after adjusting patient contact points throughout clinic, improving ability to collect insurance 52%.

• 7.6% increase in patient enrollment as result of launching effective campaign to enroll soldiers in program – exceeding goal of 6%.

• Increased provider's annual available time 48%, patient access 56%, and clinic revenues 25% by assigning two support personnel per healthcare provider to improve overall delivery of care.

• Delivered project to consolidate three primary care clinics into one large facility, doubling exam room space and providing additional healthcare providers – completing project without loss of one patient day or injuries.

• Improved clinic ranking from 31 to 7 out of 35 medical facilities through implementation of strategic initiative to modify schedules/templates and hire six additional providers to increase appointment availability 60%.

VP, Patient Administration Division, HQ Department of Army, Falls Church, VA (2008 – 2010)

Supported corporate headquarters for Army’s integrated healthcare system consisting of 35-hospitals and world-renowned R&D division generating $180+ million in annual revenues. Advised Surgeon General and staff on health information systems, business office operations, and medical coding. Developed and interpreted Army policy for patient accounting, air evacuation, and reporting in peacetime/wartime as well as revenue cycle management.

• $185 million in revenues in two years generated by establishing program policy and procedures for 35 medical facilities worldwide.

• 27% reduction and dispersion of patients to US military hospitals accomplished after crafting new patient evacuation policy that strategically changed patient transport from Afghanistan and Iraq to US.

• Successfully proposed new legislative changes to replace outdated laws for processing compensation and medical benefits for more than 20,000 disable veterans.

• Provided strategic guidance in developing and implementing policy solutions supporting soldier and family health promotion, risk reduction, and suicide prevention-related programs.

• Introduced new Army-wide disability evaluation system that consisted of working with Veterans Administration (VA) and other services to ensure effective transfer of military veterans from healthcare facilities to VA.

Chief Operating Officer, Walter Reed Army Medical Center, Washington, DC (2006 – 2008)

Directed daily operations for training division in a 242-operating bed, tertiary-level academic teaching facility with $380 million operating budget. Led six staff officers and 73 civilian and military personnel. Developed and implemented training and readiness programs for 260,000+ soldiers, family members, and civilian employees. Tracked and managed annual budget of $2.8 million.

• Redesigned operations and allocated human assets to position Soldier and Family Assistance Center to receive wounded soldiers from Iraq and Afghanistan 24/7 – adopted as model for 37 other centers.

Director, Patient Administration, Carl R. Darnall Medical Center, Killeen, TX (2004 – 2006)

Led all aspects of patient administration operations for 101-bed medical center. Oversaw $4.1 million annual budget. Provided leadership and direction for 180+ soldiers/civilians and $2 million in revenue. Accountable for medical records, coding, transcription, billing/collections, admissions, and patient affairs. Led multi-disciplinary team to streamline and improve entry of all medical care received outside of organization. Planned and coordinated medical center's and Army's first VIP-quality reception for returning wounded warriors.

• $1 million in additional revenue attained by streamlining and enhancing patient flows for admissions and outpatient encounters, improving collection of insurance verification 60%.

• Boosted coder certifications 73% and hospital revenue 20% through introduction of incentive program to streamline and improve data quality of medical records.

• 25% improvement in military readiness for Ft Hood's divisions, Corps Support Command, and III Corps Headquarters achieved as result of simplifying efforts to track and manage medical board disability process.

• Saved healthcare providers worldwide up to 33% in time searching and accessing medical documents after launching Army's first large-scale program to scan medical documents in electronic healthcare records.

• Leveraged IT systems to reduce delinquent operative and ambulatory surgery reporting 8% and four-week radiology report backlog to 24-hour turnaround process.

Director, Patient Administration, Martin Army Community Hospital, Columbus, GA (2000 – 2002)

Led all patient support operations that included medical records, coding, transcription, billing/collections, admission processes, and patient affairs. Led 82 civilian and military employees. Oversaw $2.6 million operating budget. Performed medical records administration for 91,000+ inpatient/outpatient records. Tracked and managed patient support programs generating $2+ million in revenues. Reported directly to COO.

• $2.75 million in reimbursements secured after refining collection processes, exceeding business plan targets 25% and achieving 86% ROI.

• 60% reduction in patient complaints related to medical records as result of utilizing radio frequency identification barcode technology to refine partial closed records system.

• Reduced number of missing medical records by 2,000+ through leverage of functionality in HIM system to correctly track and recall medical records, increasing number of available records for same-day surgery 96%+.

• Decreased backlog of unfiled documents from nine to four linear feet by revamping procedures, reassigning personnel, and prioritizing workflows for outpatient records department.

• Achieved unprecedented 99.6% 24-hour compliance rate after expanding dictation contract service/capacity 40%.

• Increased coding services 40% and data accuracy 30% through implementation of coding certification training.

Director, Patient Administration, Fox Army Health Center, Redstone Arsenal, AL (1997 – 2000)

Oversaw delivery of patient services for outpatient primary care and surgery center. Led 24 military, civilian, and contract personnel providing patient services and support to 60+ physicians and staff.

• $500,000 saved in HR/IT maintenance costs after rolling out digital dictation system and transcription services to outpatient clinic healthcare providers.

• Boosted annual revenues by $4 million and clinic billings 51% as result of overseeing staffing requirements for business office that exceeded collection goals 203% while eliminating four-month backlog in billing.

|Education / Training / Affiliation |

• M.S. in Management (Concentration: Healthcare Administration), Troy State University, Columbus, GA

• B.A. in Psychology, Northwestern State University, Natchitoches, LA

• Lean Six Sigma Training, The George Group, Alexandria, VA

• Member: American College of Healthcare Executives (ACHE)

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