An action catalyst empowering people traveling together toward best health (patients, caregivers, and clinicians) Danny wears many hats in healthcare: pt with MS, caregiver, nurse, informaticist and QI leader. His current work focuses on communication at transitions of care, person-centered health planning, informed decision-making, and technology supporting solutions created by and for people at the center. He advises entrepreneurs about strategy, infrastructure, and user-friendly workflows and technology. He teaches and coaches front-line managers. He serves as a patient/caregiver stakeholder representative on Technical Expert Panels for Shared Decision Support and PCORnet and sits on the Steering Committee for the AHRQ-supported Clinical Decision Support Learning Network. He reviews PCORI research funding applications and serves as co-chair of PCORI’s Communication and Dissemination Advisory Panel. He blogs weekly at www.health-hats.com.
AVAILABILITY: 10-20 hours/week
Danny's current work focuses on communication at transitions of care, person-centered health planning, informed decision-making, and technology supporting solutions created by and for people at the center. He advises entrepreneurs about strategy, infrastructure, and user-friendly workflows and technology. He teaches and coaches front-line managers and supervisors. Danny serves as a patient/caregiver stakeholder representative on AHRQ Technical Expert Panels for Shared Decision Support, Clinical Decision Support Learning Network, and PCORnet.
He has spoken at HIMSS and the World Medical Informatics Conferences about Caregivers and HIT and at the AANC Magnet Conference about Transformational Leadership. The on-line radio show, URGENT CARE, recently interviewed Danny.
• Develop virtual immersive learning and development environment (simulation) tools to improve behavior, relationships, decision-making and experience for both clinicians and patients (and their caregivers).
• Maximizing the experience of people at the center of care
Providing person-centered, community-based support services to 23,000 individuals and families with mental illness, addictions, developmental disabilities, brain injury and other challenges in living
• Led a service department that 1) ensured every corner of Advocates stands public scrutiny at any time 2) informed the value of selecting Advocates as the provider of choice, and 3) promoted Advocates as a learning organization
• Portfolio includes quality assurance, performance improvement, and outcomes management
• Teaming with direct care management, clients and families, redesigned the client and family experience survey processes at a large community behavioral health agency resulting in shorter, more actionable surveys using 40% of the resources and reaching twice as many population groups. Analysis of results available within 30 days of survey completion and action taken within the quarter.
• Built core infrastructure at a rapidly growing community agency with more than 100 sites of care. Transformed a fragmented, decentralized, expert Quality Assurance department into a service-oriented, agency-wide Quality Improvement department. In collaboration with Service Line management, initiated an outcomes management process with benchmarking and analytics capabilities; sustainable policy and procedure structure; and a cross-departmental QI Council.
• Reporting to Chief Administrative Officer, led interdisciplinary teams in managing and evaluating patient and family experience
• Establishing and managing interdisciplinary governance of the primary care and specialty clinics
• Project manager to build a hospital-within-a-hospital relationship with South Shore Hospital
• Member of Meaningful Use team focusing on Eligible Providers and Clinical Quality Measures
• Led interdisciplinary teams in managing, and evaluating patient/family experience with a focus on infrastructure, process, communication, education and metrics at nationally-ranked Children’s Hospital. Appointment scheduling improved (3rd available appointments up across departments, 30% fewer abandoned calls, 20% improvement in time to answer, wait time to international appointment spot down from initial call to scheduled appointment(s) down from 12 days to 2 days average). The environment became more welcoming (major infrastructure enhancements, valet parking returns increased from 66% to 90% within 15 minutes). More information available to patients and families access (kiosks, patient and provider portals, wayfinding app, and an experience dashboard).
• Facilitator of Autism Friendly Hospital team assessing autism-related issues while driving collaboration and amelioration of the challenges including developing tools for the children and families to prepare for their admissions or visits.
Patient and Caregiver Experience
• Led the SPHCS’ medication reconciliation initiative and represented SPHCS on IHI’s 100,000 Lives Campaign and Catholic Health East’s (CHE) Patient Safety Collaborative Advisory Group. Improved medication reconciliation from 40% to 70% within 18 months.
• Led Policy and Practice Integration initiative, an interdepartmental initiative to enhance and organize commonalties across all hospital and ambulatory care departments so patients receive and staff apply the same standard of care and service wherever patients enter or are cared for in the system.
• Project manager for a $10 million system-wide implementation of an electronic medical record (EMR)
• Established and led clinical informatics functions
• Advised CIO on ambulatory EMR and case management/discharge planning application selection and virtual team management.
An integrated substance abuse provider and behavioral managed care organization with treatment across the continuum of care
Governance and Operations
• Participated in the leadership team that successfully renewed a $3 million contract to manage behavioral health care for a regional Managed Care Company. No other provider of addiction treatment in the nation also managed behavioral health benefits.
Patient and Caregiver Experience
• Led quality improvement initiative for our behavioral managed care product leading to attaining 99th percentile in follow-up after inpatient discharge, increasing from 15% in 2001 to over 70% in 2004.
• Participated in a collaboration of community agencies (emergency departments, police, Office of Medicaid, shelters, providers) dedicated to management of the 10% of the cases using 60% of the resources.
• Established a Medication Safety Forum that led to an increase in Institute for Safe Medication Practices (ISMP) survey scores from 40% to a sustained 80% with system-wide outcomes of no medication events resulting in unplanned patient treatment sustained over 18 months with a co-occurring increase in events reported.
• Led coalition to write Robert Wood Johnson grant for Access and Retention to Improve Addiction Care and SAMHSA grant for treatment of multi-problem patients.
• Directed quality management, research, medical records, community relations, marketing, staff development, and volunteer functions and patient advisory council
● Led the implementation and managed the maintenance of CMHC, a $0.5 million integrated software suite for clinical and financial management and billing for seven addiction treatment locations.
07/05/2017 - 10/06/20175.0