Sarah Ryan, MHA, LSSGB, PMP

Experience

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  A&M Physicians Clinic

  Jan 2009 - Jan 2011

  Procedure Technican
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  Texas A&M University

  Apr 2009 - Jul 2012

  Medic Supervisor

  Performed emergency medical care with application of Medic CertificationDelegated and managed tasks for 30 EMT-B and Paramedics on staffManaged financial budget requests and formed grants to purchase equipmentDelegate medical and equipment care tasks to on-call supervisorsStrengthen and initiate collaborative activities with surrounding EMS and Medical Directors

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  KOR Education

  Aug 2009 - Mar 2012

  Head Varsity Volleyball Coach

  Scheduled games and practices for the team and coached girls from Freshman to Seniors in high school towards utilization of skills and motivation.

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  University of North Texas Health Science Center

  Jan 2012 - Jan 2014

  MHA Student
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  MedStar Fort Worth

  Apr 2013 - May 2014

  Project Analyst

  In June of 2010, MedStar was asked to collaborate on a program with area cardiologists to prevent 30-day readmissions. Over the course of the past four years, the program has resulted in 13.6% readmission rate for the high-risk enrolled patients compared planned 100% readmission rate. MedStar spent $500,000 to start Congestive Heart Failure Programs, but it has since gained substantial funding from several sources for this and other associated mobile health initiatives.The CHP program was initially funded internally by MedStar, but it now has fee-for-service agreements with a local accountable care organization for the observation admission avoidance program, a hospice agency for the hospice revocation program, and with three local hospitals for the 911 nurse triage program. Conducted a series of home visits to educate congestive heart failure patients at risk for a 30-day readmission on appropriate care managementAnalysis of the clinical, experiential and economic impact of innovative healthcare programs.Reviewed in a 9-1-1 communications center handling high acuity 9-1-1 calls and ambulance response.Conducted program development in a 9-1-1 call center working with Triage Nurse(s) to navigate low acuity 9-1-1 callers to appropriate resources.Complete preparation of a manuscript on MedStar’s Mobile Healthcare programs for publication submission to peer reviewed journals.Reviewed and analyzed existing data available from MedStar and area hospitals regarding the results of the patients enrolled in the Mobile Healthcare Programs. Definition and format the data in a way that supports the content of the manuscript, working directly with MedStar’s Clinical Program Manager and indirectly with MedStar’s Public Affairs Director. Information transfer with the Chair of the Department of Health Management and Policy at UNTHSC as necessary to assist with the completion of MedStar’s Programmatic Goals. Show less

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  UT Southwestern Medical Center

  May 2014 - Dec 2014

  Administrative Resident

  Developed an Administrative Fellowship Program with the Director of Human Resources and Directors of Operation Concluded project development and analysis of Operation Room Quick Changeover to maximize the utilization of every OR Suite while increasing the quality of care. The resources used in the Surgical Services are some of the most expensive in the entire hospital, making the financial pressures critical.Initiated measurements, efficient flow processes, and facilitating equipment storage for movement into Clements University Hospital Collaborated financial data and analysis for length of stay and data acquisition, storage, and verification studyAssociated lean methods and reduction of front end operation time with kiosk registration and a staffing model studyCompared and analyzed the internal and external environment in which the organization functions throughout implementation within the Emergency Department.Conducted analysis through discharge risk assessment, marking standardization to develop reduction of infection rates throughout hospital, imaging admissions efficiency, and decreasing operational room turnaround time. Utilizing concepts of lean six sigma leading to strategy, implementation and execution of findings from trends into the new University Hospital. For ideal efficiency of patient-driven environment, development of strategy for implementation and utilization of incident command centers. Environment of care and exposure to Joint Commission evaluation methodsObserved the leadership and managerial style of the complete healthcare system. Introduced lean initiatives in Imaging and patient flow Show less

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  University of North Texas Health Science Center

  Aug 2014 - Jul 2015

  Transitions of Care Project- CMS Innovation Grant

  The University of North Texas Health Science Center launched a program to reduce avoidable hospital admissions, emergency room visits, and other clinical services for Medicare/Medicaid beneficiaries.Some achievements include:● Facilitated and maintained an innovative CMS grant for Transitions of Care collaborating Brookdale Senior Living facilities with health systems for well-organized patient care.● Brookdale Senior Living Transitions of Care (BSLTC) program: Reduced hospital admissions across multiple community settings/services- Reduced hospital admissions by 11.2%, Improved care coordination and transitions of care- Integrated care coordination data in 67 BSL communities, Demonstrated net health care cost reductions that exceed program costs and reduced hospitalization costs by $9.7 million● Created strong communication and collaborative relationships with hospitals who serve the population ● Integrated data across select high-referral hospitals and BSL communities● Created information dashboards and used them to track program outcomes Show less

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  UTMB

  Jun 2015 - Jul 2021

  Manages overall business activities, finances, operational engagements, and process improvement initiatives for over 24 departments. Oversees system-wide centralized surgical scheduling, Anesthesia Pre-Assessment clinics, timely and effective charge capture, as well as all health system strategic planning, analytics, budget, ordering/supplies processes related to procedural areas including 42 Operating Rooms, 11 Endoscopy departments, Cath/EP labs, and Bronchoscopy.Achievements● Refocused financial strategy from volume based budgeting to contribution margin per case, leading to an additional revenue gain.● Implemented and led accurate target setting and productivity tracking for health system with drive metrics.● Launched operational dashboard development for real time scorecard review within each procedural department on posting accuracy, cost per case, preference card variation, and contract compliance. ● Hardwired practice optimization and budgeting by focusing on strategic shift of volume for higher contribution margin procedures.● Created APAC procedure workflow for community and faculty providers to have labs, bootcamp, and pre-procedure consents completed prior to day of procedure leading to reduction in delays and cancellations.● Utilized lean methods to drive on-time first case starts from 63% to 80% on-time. Show less Achievements:● Redesigned tissue management and tracking system for 3 hospitals and clinics leading towards enhanced policy compliance and streamlined processes.● Decreased same day cancellation rate from 11% to 4% for our operating rooms leading to additional estimated revenue gain of $2.7M and reduced unnecessary expenses.● Redesigned and managed Anesthesia Pre-Assessment Clinic to enhance pre-procedure review, moving screening process from 2 days prior to surgery to an average of 5 days out for screening.● Led, trained, redesigned, and streamlined endoscopy referral process to reduce scheduling backlog from over 3 months to within 2 weeks of next available.● Advanced surgical scheduling system to include all UTMB locations with enhanced historical based surgical scheduling and CPT accuracy, overall reducing preventable delays, instrumentation issues, cancellations, and expenses.● Improved benchmarks on labor productivity ratios for departments moving from a roll up of 95th percentile to the 32nd within 2 years.● Developed financial reconciliation initiatives for each department to monitor revenue and expenses triggering identification of cost variance and established action items leading to overall improvement● Launched capital and asset management tracking resulting in over $500,000 revenue gained from inaccurate charges related to unnecessary service agreements and reduced costs on third party repairs.● Increased awareness of off-contract spend and developed action plans by coordinating with physicians’ clinics and surgical teams to reduce spend estimated at more than $1.4M.● Created and developed onboarding process for all new faculty physicians integrating them into current processes of the operating rooms including block management and effective scheduling.● Steered and established vendor management tracking using integrated appointment system identifying and mitigating around $700,000 for the year. Show less Achievements:● Planned and executed volunteers in a one day hospital move to include patients, patients’ families, and equipment. ● Conducted several business plans of outsourcing opportunities leading to action items for projected savings throughout the organization.● Introduced, collaborated, and analyzed data with physicians for process improvement initiatives resulting in improved patient flow, reduced cost, and increased patient/family/staff/physician satisfaction.● Assisted in the development and construction of a new collaboration and MD Anderson Cancer Clinic. Duties included creation of business plan, clinic development and design, equipment acquisition, and assisting in securing MDA providers within the new location.● Coordinated the restructure and implementation of an inpatient absence policy.● Designed, developed, and facilitated implementation of a streamlined patient intake form throughout over 80 UTMB Clinics.● Contributed towards staff engagement and day in the life training throughout patient move planning.● Participated and planned the Health System’s Annual Operating Plan for FY17.● Created draft for response for Leadership to Joint Commission. Coordinated preparation activities, including the discussion of findings, Joint Commission requirements, and pre-survey preparations. Show less

  • Director of Health System Operations

    Feb 2019 - Jul 2021

  • Business Operations Manager for Perioperative Services

    Jun 2016 - Feb 2019

  • Administrative Fellow

    Jun 2015 - Jun 2016