Parkland Health & Hospital System Work Values

Daily Duties at Parkland Health & Hospital System:

Promoted as Site Administrator to lead medical, fiscal and physical operations of 2 Community-Oriented Primary Care Clinics with combined 55,000+ visits per year. Special emphasis on performance improvement of up to 60-member multi-disciplinary staff through recruiting practices, training and motivation, and performance management. Continuous focus on streamlining operations and facilities management. Developed/managed $10M budget. • Orchestrated workforce restructure at 1 health center resulting in a culture of high-performance teamwork and greater productivity. Site has exceeded budget targets each year since 2006. • Initiated a referral process with Baylor Hospital for releasing patients into Parkland Clinic for follow-up care. Created a notification process that made Baylor’s ER aware of critical patient information when clinic patients sent for a higher level of care. Joint effort between 2 separate healthcare organizations was praised in a letter to Parkland CEO from Baylor’s CEO. • Chosen as Project Leader to manage divisional move towards a Centralized Appointment Scheduling System to dramatically decrease abandoned calls and increase patient access. JASON K. WALLACE • Page 2 • jkwallace7@sbcglobal.net • • Selected as sole non-clinical representative on the Ambulatory Division’s Pain Management Committee. • Nominated by staff and received the Award for Leadership based on Parkland’s Guiding Principles at division’s Quarterly Forum in February 2009. • Chosen by Senior Vice-President as Project Manager to lead a division of over 800 staff and 21 clinics in the implementation of Electronic Medical Record System. Director/Administrator, School-Based Health Program, 2005-2005 • Raised level of performance, pride, productivity, and patient expectations in 10 school-based health centers. Increased patient visits by 11% in 1 year. • Increased school penetration rate more than 20% by cultivating partnership with Dallas Independent School District’s Program Executive Director and School Nurses. Administrative Resident, 2004-2005, Main Hospital, Dallas, TX • Coordinated implementation of a hospital wide online Vendor Registration Portal to manage Office of Inspector General due diligence requirements and reduce institutional risk. • Played key role in creating hospital wide Medicare Part D community outreach program. • Initiated and presented plan for implementing a hospital wide Patient Advocate Program to filter patient complaints and promote resolution with area directors within the 5-day Medicare guidelines.

What they like about Parkland Health & Hospital System:

The social vibrance of a hiring firm is very important to you. Your ability to make and maintain friendships there is a critical part of your decision. You would likely be dissatisfied with a workplace that is quiet, cold, or otherwise not particularly social. When you investigate a new hiring company, ask recruiters, managers, and potential co-workers about the social life and opportunities there. This is especially important when you are relocating; moving dramatically alters your social sphere both inside and outside the workplace.

Tags

Director, Ambulatory, Outpatient, Program Development, Change Management, EMR, Leadership, Multi-Facility/Department Management

Skills

Change Management, Process Improvement, Program Development, Complex Project Management, Collaborative Leadership, Team Creation and Development

These are some of the questions we asked our climbers about their experiences with Parkland Health & Hospital System: