Darrielle Ehrheart
Healthcare Operations Management
and Administration
| CV |  |
| Resume | |
| Biography | |
Over 18 years of progressive management experience. Proven success in facilitating organizational success and growth through effective leadership, coordination, control of operational systems and integrity. Special expertise in strategic and operational planning, process improvement, risk management, cross-functional analysis, and project management. Consistent record of reducing costs and increasing profitability. Adept at coordinating operational functions, negotiating agreements, managing budgets, and developing relationships. Superior problem solving, resource management, and organizational improvement skills.
EXPERTISE
Leadership Development • Healthcare Operations Management • Healthcare Administration • Quality Management Systems • Strategic Planning • Lean Process Improvement • Change Management • Organizational Improvement • Collaboration/Negotiations • Budget/Cost Control • Team Building • Employee Development • Risk Mitigation/Management • Project Management • Solution Development • Organizational Excellence • Relationship Building •
EDUCATION
University of Wisconsin
Masters in Business Administration (MBA)
University of Phoenix
Bachelors in Science, Business Management (BSBM)
CERTIFICATIONS
Fellow
American College of Healthcare Executives
Six Sigma Lean Professional
(Cert #EHR070214)Management and Strategy Institute
Change Management Specialist
(Cert #EHR112914)Management and Strategy Institute
PROFESSIONAL EXPERIENCE
Stanford Medicine Children's Health Lucille Packard Childrens Hospital
Lucile Packard Children’s Hospital (LPCH) at Stanford is a U.S. News top-ranked children’s hospital of 364-beds and an ambulatory network of 65 locations that is exclusively dedicated to pediatric and obstetric care. LPCH is the largest health care system in the San Francisco Bay Area, providing access to more than 150 medical specialties, supporting more than 580,000 patient visits, and generating more than $2.4B in revenue each year.
Director of Ambulatory Operations (September 2017 - Present)
Provide oversight and strategic direction for all daily ambulatory operations. Exercise judgment and decision-making authority in areas including, physical facilities, and environment of care, patient flow, patient/family satisfaction, quality/safety, accreditation/regulatory affairs, marketing, quality management improvement, financial performance, and site support services. Troubleshooting high complexity technical and non-technical problems. Coach, mentor, and train direct reports and collaborate with key leaders and physicians across the hospital and practices to set priorities, achieve strategic initiatives, and ensure that competencies, licenses, and regulations are met. Ensure sites follow state, federal, and healthcare regulations. Collaborate with purchasing/materials department to maximize economies of scale with vendor agreements and services. Responsible for incorporating LEAN improvements, developing/implementing annual operating budgets, management of financial/business plans, defining performance objectives, and provide leadership to ensure the ongoing success of operations.
Selected Accomplishments:
Years One - Two
- Assumed responsibility for 10 ambulatory sites and one specialty service line.
- Lead ambulatory surgery scheduling team resulting in ~$63M net revenue per year.
- Successfully grew Sleep Center patient volume by 20% year-over-year; FY17-19.
- Led team to accredit the Stanford Children’s Pediatric Sleep Center.
- Optimized Pulmonary Function Diagnostics; improved patient volume by 15% FY17-19.
- Participated in Surgical Access Committee to implement Electronic Surgical Case Ordering and e-Consents in Epic to improve surgical access and patient flow; 40% decrease in pending orders and 3% increase in surgical volume; FY18-19.
- Contributor in the Authorization workgroup to improve authorization, billing, and collection processes for services and patient communication; 5% reduction in service denials.
- Served as a subject matter expert in collaborating on the business planning and development of a Jaw Surgery Program to expand services to include Orthodontia and Dental
- Met year-over-year goals to reduce controllable expenses by 3% and increase visit volumes by > 4% in the ambulatory division; FY17-19.
Years Three - Four
- Participated in Command Center activation as the ambulatory division representative, collaborated with partners, and acted as a key point of contact to write and disseminate COVID-19 policies and procedures to 500+ full-time and part-time employees.
- Communicated COVID-19-related changes to the management teams, monitored the status of clinic operations and brought issues to the Command Center.
- Provided customers with exemplary service in quickly resolving concerns to ensure a safe experience in accordance with rapidly changing COVID-19 guidelines.
- Scheduled and conducted individualized check-ins with each direct report to collect feedback and reactions regarding sudden changes occurring in the work environment, shifts in hiring needs, work from home environment challenges, phycological well-being, and their ability to provide self-care while frequently pivoting and working under pressure
- Collaborated with Human Resources in implementing and optimizing work from home policies and procedures.
- Rapidly transformed Gastroenterology service and scaled telehealth to 100% in less than 3 weeks during COVID-19.
- Navigated operational needs remotely and in a virtual environment.
Years Five - Current
- Assumed additional responsibilities including 14 ambulatory sites and Three (3) specialty service lines comprising of ~190+ staff, ~$50M budget, and supporting ~150 providers.
- Expanded Adolescent Outreach services through community partnerships and Foundation support.
- Partnered with Providers, Provider Relations, and the Strategy and Business Development team to engage our community affiliates/colleagues, develop growth/expansion plans, and implement services in new areas; Two expansion plans were approved and one plan implemented in FY23.
- Continuously improve operating model across ambulatory clinics to improve strategic, financial performance, and growth outcomes.
- Executed strategies to improve Value Streams and reductions in per-capita cost of care.
- Developed and executed strategies that led to a 3.2% Top Box improvement in high-quality patient care, FY19-23.
- Expanded role in representing ambulatory in Steering/Leadership committees to include Policy Review, Ambulatory Licensure, Information Systems Oversight, review of Special Care Centers, implementation of new timekeeping system, and the addition of a Social Determinant of Health Screening module.