Lorraine

Tasked with team building, inspiration, hiring and retention of employees, financial and operational management, and planning for growth. Multi-site leader Developed new strategic partnerships increasing the census by 30% Best revenue per visit in the region with a sustained increase of 36% Decreased rehospitalization from 28% to 14% Decreased outstanding revenue by 75% leading the region

Handled HR, business development, budget, billing and collections, and quality improvement Grew agency by 35% Improved employee satisfaction survey results from 49% to 86% resulting in recognition as one of the top 5% improved in the company. Improved performance from 3-Star to become the only 5-Star Leader in the region

Managed quality of care, clinical and business performance. Advanced the agency from 3.0 to 4.5 STARS in six months Improved all KPIs, for example, Period 1 LUPAs decreased from 12% to under 3% 100% retention of clinicians

Responsible for financial performance, compliance, patient experience, growth, and quality of care Surpassed budgetary NOI goals by 12% Implemented HHCAHPS survey PIP resulting in a 24% increase of the number of patients who responded with “Yes” to “Would you recommend our agency?” Implemented fun team building exercises and one on one sessions with office staff to improve morale

Accountable for all clinical and business functions including budget, operations, billing & collections, quality improvement, compliance with regulatory and accreditation requirements, human resources, business and clinical program development Directed agency with 143 direct reports, including 3 DPCSs and 11 CSs with a growing census of over 1200 Surpassed admission goals by over 10% year over year Lowered delinquent AR from 15% to 7% Won regional competition by growing census by over 5% in one month. Director of Patient Care Services Liable for clinical operations, survey readiness, QAPI, Star rating, Oasis optimization, infection control, and patient outcomes and satisfaction. Hired and trained clinicians. Performed employee evaluations and related plans of action. Improved and sustained compliance of wound management from 40% to 90% Star Rating of 3.5 improved and sustained at 4.5 over four years Implemented a rehospitalization prevention strategy which resulted in a reduction of the number of patients rehospitalized from 29% to 16%. Achieved Home Care Elite Status Responsible for improving GM to > 50% by optimizing utilization of the disciplines appropriately and controlling costs of the episode