Brittany Singleton, MPT, CWS
- OH
- +15136463978
- brsingleton48@yahoo.com
Throughout my 15 years of experience in healthcare operations, I have been focused on building relationships and instilling a sense of accountability with team members. I understand the importance of relationships and knowing the audience in which you are speaking. True leadership with a emphasis and benching and growing people is critical. I believe key performance indicators with clear control plans are essential to an effective business strategy.
Oversight of multi-site physicians group for best practice and process improvement Developed Clinically Integrated Network with Providence Medical Group to establish markeplace influence and negotiate value payer contracts Member of Dayton Children's Clinically Integrated Network-Finance and Contracting Committee to review and establish financial foundation and payer contracting strategy Developed and Implemented leadership development training through the Advisory Board for Operations Managers and Physicians Developed and Produced Press Ganey analytics tool for operational improvement on office staff quality, access, and physician communication Developed scorecard metrics and parameters to influence payer contracts Developed centralized triage process and procedure to improve workflow and patient satisfaction Determined role of community health worker to assist care coordination for chronic conditions
Developed playbook for intake processes for efficiency in scheduling patients timely Improved referrals and enhanced business growth through communication and relationships with c-suite hospital administration Improved employee culture with opportunities and autonomy to create solutions for problem workflows Engaged in regular meetings with Saddleback Health System c-suite for financial growth and opportunity in the market Presented quarterly financial presentations to the board of directors of hospital governance to identify growth and strategy. Improved admission rates by > 10% and reduced employee turnover to < 10%.
Benched and mentored next level successor Change staffing patterns based on efficiencies and FTE management reports Enhanced business growth through IMPACT plan development Drive specialist opportunity at all centers with addition of 2 new specialists Introduced physical medicine and rehabilitation into site practice
Operations of two separate rehab units and 22 beds Manage and drive marketing efforts Develop Strategic Initiatives to meet and exceed budgetary expectations Review P&L to assure budget exceeded Increase in CMI from 1.12 to 1.24 Increased ADC over budget 8% growth YTD with volume initiatives and marketing strategy Submitted IRF-PAI for Medicare reimbursement and signed attestation
Multi-site management Hiring of therapy staff including Director of Therapy(DOR) Orientation and training of DOR Oversight of PPS management Start-up of new computer and billing system M.D.S 3.0 training Establishment of prn staff Review of profit and loss financials Growth of revenue by efficient management Collaborated with Administrator to meet goals Denial management including re-determination, re-consideration, and administrative law judge hearings with> 90% success rate
Multi-site management Financial planning and assessment Performed annual reviews Clinical education for student affiliations Caseload development education PPS/MDS education All staff orientation
Multi-site management of 30+ facilities Educated teams on PPS Reviewed monthly revenue with Regional Director of Operations Mentored Managers Oriented new staff Organized monthly manager meetings Performed facility audits Increased regional Part B caseload Increased monthly efficiency Recruitment and retention of employees
Exercise Science
Physical Therapy