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Canyon College
Daniel E. Highland - LVN, MBA
E-Mail
Biographical Information
EDUCATION/LICENSURE:
Doctor of Health Administration
University of Phoenix, In-Progress
Masters of Business Administration / Health Care Management
University of Phoenix, 2003
Bachelor of Science/Business Management
University of Phoenix, 2001
LVN Licensure
State of California, Current
EXPERIENCE:
St. Joseph Heritage Healthcare Foundation
AEMR Divisional Manager
September 2004 – Current
Evaluates, implements, and leads AEMR system analysts to include system and server configurations, in the performance of daily, weekly, and periodic system administration activities. Leads project planning for major practice management workflow modules and new healthcare technical solutions. Collaborates and leads external vendors in the development of multiple business solutions for the this organization. Communicates superbly and acts as liaison between management staff, physicians, executives, and vendors. Upgrades/maintains AEMR application and practice management system daily. Leads practice management change process to incorporate and reduce redundant clinical processes. Leads medical providers, clinical staff, and senior executive leadership into effective operational and clinical change. Coordinates risk management activities and investigations in relation to workflow analysis. Is knowledgeable of, observes, and complies with hospital Codes of Safe Practice, safety policies, and emergency procedures.
St. Jude/Joseph Heritage Healthcare Foundation
AEMR Analyst
February 2004 – September 2004
Drives software specification development, test plan development, and system application support. Upgrades/maintains AEMR application and practice management analysis daily. Responsible for monitoring and maintaining approximately 8 interfaces daily (to include the identification and resolution of associated interface errors). Treats all information and data with complete confidentiality and security. Cooperates fully in all risk management activities and investigations.
GE Healthcare Systems (Citrus Valley Health Partners)
Senior Program Coordinator (Medical Services)
December 2003 – Feb 2004
Sets priorities for service actions and assigns responsibilities to personnel while following-up to and adhering to schedules and commitments. Assures quality of service through frequent customer contact and formal quality reviews of three hospitals and $15 million in contract assets. Directs the work of 7 technicians in three locations while interacting with C level management. Maintains knowledge of current standards, codes, and procedures regarding safe and effective use of all medical equipment. Ensures proper maintenance and calibration of tools, test equipment, and all other medical equipment is adhered to in conjunction to JCAHO and OSHA safety standards. Responsible for the financial performance of accounts in total amount of $15 million for all clinical services within these facilities.
Performance, Inc.
Manager
April 2002 – April 2003
Responsible for local marketing and sales plans. Reported accurate and timely reporting for monthly and quarterly financial statements. Forecasted financial planning/forecasting in conjunction with corporate goals. Maintained all human resource functions as related to these retail locations for 13 employees. Responsible for customer relationship management. Increased revenue from $1.5 to $1.8 million in a mere three months. Tracked, maintained, a $10.0 million + inventory stock. Identified and reported accounting discrepancies in relation to corporate accounting system in tune to 20% of annual revenue sales of $60 million in AS400 accounting / inventory tracking system.
U.S. Naval Hospital - Camp Pendleton, California
Director (Outpatient Services) 31 Area Branch Clinic
September 1999 – July 2001
U.S. Naval Regional Medical Center - Bremerton, Washington
Director (Naval and Marine Corps Medical Center) Billings, Montana
June 1996 – August 1999
U.S. Naval Hospital - Camp Pendleton, California
Director (Outpatient Services) 41 and 53 Area Branch Clinics
March 1991 – June 1996
U.S. Naval Hospital - Whidbey Island, Washington
Manager (Labor and Delivery/Emergency Department)
February 1989 – February 1991
Responsibilities for all U.S. Naval positions listed above:
Directly responsible for services, personnel, budgets, programs, and relations with several patient care areas. Communicated closely with the institution's executive staff in relation to policies/procedures in relation to JCAHO, DHS, and HIPAA technology standards. Applied Generally Accepted Accounting Principles (GAAP) to all health care budgets in total of $20 Million each facility. Distinguished unique aspects of financial statements for all health care organization assignments. Evaluated and maintained the P and L expense statements for each facility using sound and practiced financial statement analysis. Responsible for project management upgrades to EMR and practice management software. Worked closely with the US Naval Hospitals governing staff and medical leadership to develop strategic planning cycles and financial and operational plans that consistently produced results. Average JCAHO score for certifications during tenure was 94.28%. Responsible for connectivity and IT protocols that allow telehealth initiatives within these facilities to regional centers. Responsible for all necessary staffing and DME resources were available to provide the best customer service. Development and planning of several budgets which included setting fee schedules for patient services and establishing billing and coding procedures for Medicare, Medicaid, Tricare, HMO, PPO, and POS recipients. Recruited, trained, mentored, and supervised clinical and administrative staff.