Project Work 

The Providence Health & Services Fellowship Program is project-based and the program manager will work with the fellow to select meaningful projects. Project opportunities are personalized to the individual interests of the fellow, but are intended to directly support organizational initiatives. The fellow is encouraged to complete projects at both the system office, and at Providence’s area medical centers and/or other clinical ministries within Providence and its affiliates.

The following are examples of past projects that fellows have completed during their fellowship:

  • Accountable Care – Managed the evaluation and selection process of a centralized call center for the Puget Sound Accountable Care Organization. The call center will be integrated with multiple delivery systems and is a primary component of the organization’s goal to enhance the patient experience.
  • Business Development – Led the development of a business plan to create a $5 million hospice care center at Providence Everett Medical Center. The business plan was approved and the 16-bed care center will provide needed services to a growing elderly population and will additionally free up inpatient beds at the hospital.
  • Business Development – Developed responsible growth business plan for Providence Hospice of Seattle, which yielded a 22% growth in census over an eight month period. Served as interim manager for a team of six Outreach Liaisons assigned to various accounts throughout King County to foster community partnerships, generate hospice referrals, and ensure excellent customer service for the agency.
  • Business Development – Established guidelines that system, regional, and hospital strategy department leadership used to successfully initiate and secure partnerships with independent rural healthcare organizations.
  • Business Development – Created a business plan to start an advanced wound care outpatient clinic at Providence St. Peter Hospital. The clinic is projected to yield a return of $500,000 over four years.
  • Business Development –Developed a business plan to improve Providence Boldt Diabetes Center’s financial performance from an operating loss and save at least $40,000 within three years due to superior coding practices.
  • Clinical Advancement – Established structure for the function that is now the Value Measurement and Comparative Effectiveness Team that evaluates the impact of different system expert-to-expert initiatives.
  • Communications – Defined and implemented communications and roll-out plans for expanding transitional care unit beds at Providence Mount St. Vincent.
  • Community Benefit – Developed and implemented the first ever community needs assessment focused on the Providence corporate office’s surrounding community.
  • Credentialing – Managed project focused on streamlining provider and payer credentialing processes, with the goal of reducing denied reimbursements by five million dollars. Project led to a system-wide redesign of accountability for facility credentialing across Providence’s five-state region.
  • Financial Analysis – Led the analysis of system-wide expenses that fall within the category of “other purchased services,” as part of a high-priority organizational initiative to increase efficiencies. Identified areas to reduce spending and developed the implementation plan to achieve $1.83 million in savings by 2015.
  • Governance – Improved the community ministry board self-assessment process by developing an online assessment tool to replace the previous paper tool. Produced board assessment reports that gave board members more information to address problem areas.
  • Information Technology – Compiled a white paper on innovative data and information usage within healthcare and other industries. This work became the foundation for an initiative aimed at enhancing the healthcare intelligence capabilities of the entire Providence Health & Services system.
  • Mission Integration – Assisted with the development of a new mission integration review process to incorporate Providence values into organizational decisions. Facilitated meetings, analyzed data, and presented recommendations to the system Mission leadership team.
  • Performance Excellence – Led development of Providence Regional Medical Center at Everett cardiac and vascular service-line dashboards, which match clinically relevant data to the organization’s financial and market goals.
  • Performance Excellence – Assisted regional leaders in assessing current state of hospitalist activities by creating an inventory of seven hospitalist programs in the Washington/Montana Region. The inventory was used to develop a list of recommendations to utilize financial, operational, quality, and satisfaction measures in a region-wide dashboard.
  • Physicians Relations – Produced a gap analysis of the Physician Leadership Development program for each region of Providence.
  • Physician Relations – Led the analysis of physician coding education and training options as part of a new Medicare Advantage plan. Improved coding is important to secure higher, appropriate levels of reimbursement for at-risk patients.
  • Process Improvement – Restructured processes for Quality Committee meetings at a Providence skilled nursing facilities. The goal was to establish workflows with clear action plans and lines of accountability to align with quality objectives and ensure the facility is survey-ready at all times.
  • Product Development – Built a competitive CABG care package bundled product with the Oregon Region Health Plan and Strategic Planning and Innovation Team.
  • Program Development – Assisted with the development of a premium assistance program for Providence’s charity patients, in partnership with Project Access Northwest. The program is projected to reduce charity care spend by close to $4 million.
  • Quality Improvement – Assisted the Pharmacy Safety Pillar to select and implement transition of care quality initiatives at over 30 inpatient and outpatient sites. This work is a top priority within the organization to decrease readmission rates and reduce adverse drug reactions.
  • Service Line Planning – Improved the coordination of system telemedicine efforts by producing a system-wide inventory of telemedicine programs. Utilized the inventory to develop a list of recommendations for improving the communication and growth of telemedicine activities; presented to executive leaders throughout the health system.
  • Service Line Planning – Managed the creation and logistics of a heart screening program geared toward youth for the Oregon Region’s heart and vascular service lines.
  • Strategic Planning – Restructured a loosely-defined patient safety system initiative and presented set of strategic recommendations to guide Executive Leadership planning to push forward the Culture of Safety agenda.
  • Strategic Planning – Developed a comprehensive Case Study research report on Digestive Disease Centers of Excellence. Delivered presentation with strategic recommendations for the strategic leadership group at Providence Regional Medical Center at Everett.
  • Strategic Planning – Created new tactical planning tools and developed processes for the Senior and Community Services Leadership Team to enhance efforts of reaching annual strategic initiatives.
  • Strategic Planning – Aided system strategic office in setting future system goals by designing and authoring an environmental assessment. Created assessment through market research, current events, and organizational interviews with executive team.
  • Strategy and Business Development – Managed formal due diligence process for Swedish transaction/affiliation, ensuring system had all information needed to make informed decision and affiliation with another health system.