James Falls, MPA 38120 35th Way S.

Auburn, WA 98001 Cell: (206) 335-3366 Work: (206) 860-2321

Email: jf103d50a@westpost.net

________________________________________________________________________________ _____ PROFESSIONAL SUMMARY More than twenty-five years of management experience to include fifteen years of management in a health care setting. I utilize my extensive experience and educ ation to: create an environment that focuses on patient care; physician and staf f satisfaction; and ensure financial results through increased access, better co ding and patient satisfaction to ensure financial viability and to create brand loyalty. PROFESSIONAL EXPERIENCE Polyclinic, Seattle, WA - 2003 to present Practice Manager/Health Information Systems Manager Currently the Practice Manager for Internal Medicine and several specialty depar tments that include: Hospitalist; OB; Pulmonary; Endocrinology; and Neurology. I have also managed; Oncology; Rheumatology; Allergy; Dermatology, Orthopedics, I nfectious Disease; and Infusion Therapy. As clinic manager, my responsibiliti es include: multi-million dollar budget management; staffing; clinic schedules; clinic volumes; business planning; oversight of new equipment purchasing; and se arching for new ways to improve physician/clinic production. In 2009 I was assig ned the Centralized Scheduling department to increase patient access, ending wit h a positive outcome as noted below. As the Health Information Systems Manager, I had responsibility for the oversight of the medical records and transcription departments, as well as, being the organizations first HIPAA officer, serving as the HIPAA expert resource. Polyclinic Selected: Challenges; Process Improvements; and Outcomes Challenge: Diabetic Education program required additional staff to work toward a Metabolic Center of Excellence. *Process Improvement: Worked the director of Quality and several Endocrinologist s to establish a program to address diabetic education. Co-wrote the job descrip tions, and hired the first Registered Dietician for the organization. *Outcome: This has resulted in diabetic care being kept in house increasing reve nues and providing enhanced patient care. Challenge: Implementation of EMR (EPIC) throughout the Internal Medicine and se veral specialty departments. *Process Improvement: Worked with IM and specialty physicians, their staff, the IT and EHR departments as well as administration to schedule training, ensure e quipment was in place and ensured adequate time was provided for the physicians and staff to work through learning and optimizing the product and patient flow. *Outcome: The new EHR system was implemented in a timely manner with minimum eff ect on revenue and expenses. Challenge: Patients were calling the Central Scheduling department after 5 PM an d utilizing a voice mail system to cancel appointments leading to a loss of reve nue. *Process Improvement: Increased staffing by .5 FTE to increase availability of staff to answer calls after 5 PM. *Outcome: This has resulted in an increase in the number of patients being resc heduled at the time of their call, increasing revenue by filling the open slots and ensuring timely follow up care is provided.

Challenge: Recent financial challenges required an increased in patient volume a nd revenues. *Process Improvement: Worked with physicians individually and in small groups t o increase patient access by optimizing physician's schedules. Worked with the m arketing and IT departments to identify groups that may be targeted for increase d opportunities for service. *Outcome: This work lead to the organization exceeding the budget target in 200 9. Challenge: Establishment of the HIPAA program to fulfill government rules and re gulations *Process Improvement: Worked with government representatives and others within the organization to establish the organizations HIPAA compliance program. I wrot e policies, created forms and systems to monitor complaints and potential HIPAA violations. *Outcome: Appropriate measures are in place to ensure ongoing HIPAA compliance. Challenge: Staff morale was low and turn-over high. *Process Improvement: Worked with department supervisors to establish a grass ro ots recognition program in addition to the organizations formal program. We deve loped a birthday recognition program where the supervisors and I buy a birthday card and special cupcake for each staff member. At the beginning of each month w e visit each individual in the work station and present the cupcake and card. Al so created a quarterly pot luck program for the IM staff in which they can share food and recipes. *Outcome: Staff satisfaction results have increased and informal feedback has be en very positive. Multicare Health System (MHS), Tacoma, WA - 2000 to 2003 (Promotion) Director of Patient Business Services Primary responsibilities included: Epic Support Department; Health Information M anagement Support Department; Coding Support Department; Referral Management Sup port Department; and Manager for the North Shore Family Practice clinic (2 FP, 2 FPOB providers) and interim Manager for Kent clinic (11 FP/multi-specialty) and Covington clinic (15 FP/multi-specialty) for approximately 6 months, in additio n to being the Director for the support departments above. Created and responsib le for both multi-million dollar capital and operational budgets. Involved in al l aspects of the Epic System (electronic medical record and patient management s ystem), to include the; who, what, why of the system design. For example: what will go into the record, how it will be entered, by whom and the location of the information within the chart. I was part of the selection team assigned to choo se the best product for the implementation of the Enterprise Master Patient Inde x (EMPI) that resulted in a patients having one identification number across the health care system. I was Chairman of the Epic Optimization Committee and membe r of: the Epic Security Group; HIM users group; Epic Implementation team; and no n-voting member of the MMG Board. I worked with departments throughout MHS to as sist and advise on Epic/Epic Care and various other issues.. Multicare Health System Selected: Challenges; Process Improvements; and Outcomes Challenge: Transcription cost were continuing to rise and the contract with the current vendor was expiring. *Process Improvement: Personally negotiated with the two vendor finalist. Hired a new vendor *Outcome: Estimated cost saving of $250,000. Challenge: Referral coordinators in King county were centralized and being paid at a higher wage then the non union staff in Pierce county.

*Process Improvement: Negotiated with the union to reduce minimum wage of referr al staff and decentralized the referral functions in So. King county clinics. *Outcome: Significant savings for the organization in over all FTEs and associa ted salary cost. Challenge: Trainers were not providing good customer service to physicians on t he best way to optimize functions of the newly installed EMR *Process Improvement: Created a supervisor position and increased staffing in th e Epic Support department to improve support and increase efficiency of provider s/staff utilizing Epic. *Outcome: Use of Epic tools increased and overall transcription cost decreased d uring the last five months. Open charts were reduced from over 2,000 to less tha n 150, decreasing charge drop time. Challenge: Charges pending review by the coding department were slow leading to slow posting. *Process Improvement: Increased the effectiveness of the Coding department and t he use of electronic edits to improve billing/payment flow. *Outcome: Charges pending coding review reduced from $2M to less than $1M. Multi Care Health System Director of: Tacoma Family Medicine; Family Practice and Podiatry Residency Prog ram Oversight of all support aspects of the residency program. Ensured residency req uirements were considered during the implementation of Epic. Worked with the Med ical Director to ensure the program was compliant with federal and state regulat ion. Worked with the Associate Director of Faculty to ensure residents and fello ws training requirements were accomplished. Established recurring review program s to ensure JCAHO, federal and state requirements were met or exceeded. Represen ted TFM as a non-voting member of the MMG Board, a member of the Utilization Man agement/Quality Assurance committee and participated as a member of the Presiden t's Award Committee. MHS Tacoma Family Medicine Selected: Challenges; Process Improvements; and Outco mes Challenge: A Podiatry residency program lost its sponsoring hospital support du e to financial hardship. *Process Improvement: With less than a months' notice, I arranged the physical m ove of the Podiatry program to their new location within the Tacoma Family Medic ine facility. This required working closely with the new faculty and residents t o ensure equipment was available, staff were hired and schedules were establishe d. *Outcome: The program is still in place and graduates four residents per year. Challenge: Medicare/Medicaid requirements unique to residency program were not being properly followed. *Process Improvement: Created a position for a Certified Professional Coder (CPC ) in the coding/billing department to ensure Medicare/Medicaid requirements uniq ue to residency programs were accomplished. University of Washington Physicians Network (UWPN) Seattle, WA - 1998 to 2000 Clinic Manager Managed the Federal Way and Auburn clinics. Oversight of all non-medical (provid er) aspects of the clinics. Responsible for the day-to-day operations of the cli nic, to include: financial management; human resource; staff issues; and patient relations. As the first manager of the Auburn clinic, was a key member of the opening team. Worked with the City of Auburn to ensure business license requirem ents were met and appropriate permits obtained. Lead the clinic through a succe

ssful accreditation by the AAAHC. UWPN Selected: Challenges; Process Improvements; and Outcomes Challenge: UWPN required a new clinic in the city of Auburn, WA *Process Improvement: Oversaw all post construction facility issues. This includ ed working with venders, real estate representatives, and construction company r epresentatives from both in and out of state. Worked with the CIO to ensure IT s ystems were in place and ready for operation prior to staff occupying the facili ty. Ensured staffs were properly trained on the use of Epic/Epic Care prior to o pening the clinic. Worked with University of Washington Medical Center support personnel to ensure equipment was on site and functioning prior to opening. Wor ked with the City of Auburn to ensure business license requirements were met and appropriate permits obtained. *Outcome: The clinic opened on time and within budget. Planned Parenthood of Western Washington (PPWW) Seattle, WA - 1994 to 1998 Clinic Manager Primary responsibilities included: management of the Federal Way and Tacoma Cli nics; responsible for the day-to-day operations of the clinic; financial managem ent; human resource tasks; staff issues and patient relations. While managing t his clinic it was successful in facilitating an increase in patient volume and c linic revenue. PPWW Selected: Challenges; Process Improvements; and Outcomes Challenge: Facility lease ended and the clinic had to relocate. *Process Improvement/Outcome: Sought and found a new location within the city li mits. Along with the facilities manager, developed the new location and moved th e clinic from the old location with minimum disruption in clinic operations. Challenge: Ensure patient and staffs safety on a daily basis despite threats fr om non patient sources. *Process Improvement: Worked with a security consultant to ensure the physical p lant would prevent direct assaults on the front desk and waiting areas. Worked w ith police to ensure patients and staff were safe coming to and from the clinic. *Outcome: The results of these actions increased morale among staff and ensure access for patients. United States Air Force (USAF) - 1974 to 1994 various US and foreign locations Superintendent of Social Actions Primary responsibilities: responsible for the diversity and human relations prog rams for various Air Force bases; investigated discrimination complaints; develo ped diversity and human relations programs; and instructed all base personnel on EEO issues. Additionally was responsible for oversight of the Drug and Alcohol program, this included supervision of counselors, social workers and drug testin g personnel. USAF Selected: Challenges; Process Improvements; and Outcomes Challenge: Sexual harassment and racial issues have a negative effect on milita ry operations. *Process Improvement: Developed EEO and sexual harassment training material for local bases and investigated EEO and sexual harassment complaints. *Outcome: This resulted in increased morale and decreased tensions among milita ry members. Selected as EEO technician of the year (1992) for the Pacific Air Co mmand.

Challenge: Drug and alcohol program was struggling to ensure the chains of cust ody protocols were being followed. *Process Improvement/Outcome: Worked with the IT department to ensure all member s had the same opportunity for selection for drug testing. Wrote protocols for o bservers to ensure they understood their duties as an observer. Worked with the hospital lab to ensure containers were properly marked and transported with a wr itten receipt for each step.

EDUCATION Master of Public Administration - 1999 - City University Bachelor of Arts - 1987 - University of Eastern Illinois