Administrative Fellowship in Washington, D.C.

The fellow standardized and automated the request process for office space within the MedStar Washington Hospital. In addition, a new Space Policy was created and submitted to the regulatory group within MedStar Health.

The fellow coordinated and managed a COVID-19 vaccine clinic that administered 31,000+ vaccine doses to the 16,000+ employees and members of the community.

The fellow created a new dashboard for the MedStar Heart and Vascular Institute to track physician productivity and worked closely with the Department Chair of Cardiology. Targeted benchmarks and goals were set for the various departments within the Institute. This tool monitors whether the physicians are hitting their targeted RVU goal.

The fellow wrote the business plan for the new Transitions Clinic for the MedStar Heart and Vascular Institute. This plan was approved by the president, Mr. Sullivan, and the clinic is set to open in early FY18. The Transitions Clinic will serve those patients that have been diagnosed with a heart disease but have not yet been diagnosed with advanced heart failure.

The fellow worked closely with the Environmental Science department manager to create pager login tracking tools, new signage, and instructional cards to ensure careful monitoring of utilization of mobile devices and proper awareness of optimal use of the tool among associates. An appropriate metric was used to measure the downstream impact of the project. This project led to the increased utilization of pager to nearly 100% and helped the fellow learn the value of persistent focus on the details to impact institution-wide improvement.

The fellow mapped data from disparate systems to reconcile charges and ensure that the hospital was getting paid for what they billed. Ultimately, the fellow identified several cases that either had a charge lag or complication or communicated that to the appropriate entities.

The fellow created a dashboard that breaks out all practices under the department of surgery and then monitors their progress in the attainment of several key metrics and standards.

The fellow worked closely with the Director of F and N to look at best practices compared to current state and then established enhanced accountability measures.

The fellow conducted data analysis to determine bed needs for the long-range bed modernization planning process. Analyses include the benchmarking to the ten hospitals within the UHC that are closest to us in size, creating a stem and leaf plot to display the trends that comprise our ambulatory care case mix.