Experience

• Montana Tech

  Interim Vice Chancellor of Development and Alumni Affairs, President of Montana Tech Foundation

  As a member of the campus executive time, responsible for driving the philanthropic strategy and associated foundation fundraising activities. Cultivated long-term relationships with the local business community and diverse alumni base. As the lead of the Strategic Planning committee a University market position was defined and campus wide growth strategies were demarcated.
  • Responsible for multi-million, multi-departmental dollar budget allocation as well as, yearly fiscal processes
  • Led and managed a diverse 40 member campus team including: Marketing, Foundation, Business Development, Alumni Relations, and Career Services
  • Cultivated major donors to drive growth of key campus initiatives, programs, and scholarships; nurtured existing and established relationships among faculty, staff, alumni, community and friends of the University
  • Initiated campus strategic planning process and plan revision involving a cross-sectional campus collegiate team
  • Conducted SWOT analysis of Montana Tech’s campus image, brand recognition and former strategic plan implementation; devised work plan based on results from preceding primary research
  • Conducted multi-dimensional, campus-wide marketing and communication assessments resulting in departmental marketing strategies and associated collateral to build the University brand while simultaneously enhancing the image of each University department
  • Initiated fundraising yearly goals and associated personal goals driven by financial threshold and time
  • Reinvented Foundation Board Development Committee as key fundraising body associated with 2nd comprehensive campus Capital Campaign plan
  • Established and conducted departmental foundation reporting practices to engage faculty and encourage enhanced fundraising participation

• Montana Tech

  Associate/Adjunct Professor

  Student oriented intellectual with real world industry expertise to complement coursework delivery and engage student learning. Responsible for teaching core and optional undergraduate Business courses. Developed and delivered instruction in the following areas of study: Marketing, Market Strategies and Research, Introduction to Business, Human Resource Management, Management, Organizational Behavior, Business Ethics, Advertising and Promotion, International Business, Accounting, and Economics.
  awareness
  • Developed and implemented Business Marketing degree option and associated curriculum
  • Participated in Business department’s IACBE report prep as well as, specific departmental/regional accreditation processes
  • Evolved traditional business coursework to online course instructional offerings
  • Advised students relative to degree choice, course requirements, and future career goals; student advisee portfolio, 150 per year.
  • Collaborated with local businesses and alumni based to grow Business department internship program, student internship placement, and internship program evaluation
  2009-2011

• SCL Health

  Practice Administrator

  Administrative responsibility for leading, developing, and executing key business strategies. A member of acute and ambulatory administrative team, directed overall day to day operations of multi-specialty clinics in various locations. Multi-specialty physician network included 50 providers, 75 employees and 17 multi-specialties. Collective budgetary responsibility $15.8 million. Operationally responsible for acute service lines including Cardiology and Radiology.
  • Exceeded yearly net revenue targets by 4.4%
  • Decreased overall denials by 65% resulting in more timely patient billing and cash collection
  • Employed revised charge audit process resulting in a 50% reduction in charge lag days in turn increasing net revenue
  • Implemented patient and associate Studer (The Studer Group) programming and strategies
  • Led a team focused on Likelihood to Recommend Press Ganey Satisfaction score improvement resulting in a 6.5% increase
  • Constructed ambulatory Patient Access Press Ganey action plan improving measure by 11.7%
  • Implemented CPC Primary Care Track II program in all clinics (2017)
  • Improved top five CPC clinic quality measures by 71% (2018)
  • Centralized hospital and clinic call centers reducing staff by 5% while offering greater convenience for patients and families
  • Created centralized patient registration area to increase efficiency and patient throughput
  • Responsible for ambulatory urgent care clinic redesign to increase patient access based on community need and patient feedback
  • Managed acute service lines including Cardiology, Cath Lab, Cardiac Rehabilitation, Nuclear Medicine; MRI, CT, Mammography, Pulmonary Function Testing, and Dexascan. Acute departments comprised a team of 125 employees and operating budget of $10 million
  • Applied, awarded, and managed Perinatal and Integrated Behavioral Health Grants via Montana Healthcare Foundation
  • Applied and obtained National Health Scholar designation (2018)

• Ensemble Health Partners

  Director, Physician Revenue Cycle Assessments

  Traci worked at Ensemble Health Partners as a Director, Physician Revenue Cycle Assessments