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We partner with our clients to implement and operate information- Physicians and
driven quality management solutions that assure measurable results. Physician
PCD Partners creates alignment between hospitals and physicians that Groups
result in improved clinical outcomes for patients and improved
financial performance for providers.
Hospital
Executives

Healthcare
Attorneys

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PCD Partners | 16 Cavendish Court | Lebanon, NH 03766


About PCD Partners

PCD Partners is comprised of highly accomplished physicians, academics, and
entrepreneurs who have decades of experience with collaboration in medical quality
and practice improvement systems. Our principals have a peerless record of
accomplishment in improving measured clinical outcomes through the use of
evidence based treatment protocols to improve quality through consistency.

• Core Competencies
• Approach – Align, Measure & Improve
• Principals
• Careers

PCD Partners | 16 Cavendish Court | Lebanon, NH 03766 1.1


PCD Core Competencies
PCD Partners was formed to bring together the collective experience and
intellect of our principals to apply towards solving many of the challenges that
physicians and hospitals are facing. Our partners are committed to playing an
active role in improving the efficiency, quality and consistency of healthcare
delivery. We have the clinical, administrative, quality, and systems acumen to
help any healthcare delivery system.

• Data Process & Capture • Vascular, Cardiology and Orthopedic
• Governance Qualifications
• Complex System Integration and • Lean Six Sigma in Clinical Healthcare
Implementation Applications
• Operation “Reboot” • ISO 9001 Quality System
• Risk Adjusted Outcomes • System-wide Quality Initiatives
• Evidence-Based Treatment Protocols
• Process Redesign And Optimization

PCD Partners | 16 Cavendish Court | 1.2
Lebanon, NH 03766


PCD Approach: Align, Measure and Improve
PCD’s methods are grounded in a simple framework:

• Align co-dependent healthcare stakeholders
(physicians, hospitals, payers and patients) using
common metrics, structured relationships and
financial incentives.

• Measure the right quality and efficiency
variables, ensure excellent data governance and buy-
in, and make the data transparent to stakeholders.

• Improve operations to reduce defects and increase
efficiency using standardized tools in a way that
reinforces the underlying stakeholder alignment.



Align
What is it? There are a myriad of alignment structures that are used to create different
levels of integration between hospitals and physicians; some are more
effective than others depending upon the specific objectives of creating the
alignment.

How does a A CMA can provide a structure to ensure that physicians and the hospitals
that they practice in have their incentives aligned. The formation of an
CMA help with alignment structure requires input from all involved parties to determine
Alignment? physician and management roles and responsibilities, service line governance
and CMA fees and compensation.

How can PCD PCD’s clinical, operational and data experience enables us offer input into
developing the right alignment structure. The CMA structure is the only
add value? structure that provides on-going financial rewards; it is also the only structure
that requires the use of data to improve quality, and it can co-exist with any
other alignment structure.

What are the CMAs are typically implemented within a service line; once the initial service
implications for line has been implemented additional service lines can be added quickly.
a system wide Having the right alignment structure that is repeatable across service lines
can facilitate a facility wide quality initiative.
quality initiative?
1.3


Measure
What is it? To be useful, the right data needs to be in the right format in the right
place at the right time. Data is required to be able to measure anything
in a meaningful way; without data there is no knowledge.

How does a CMAs require that quality and efficiency performance objectives and
CMA help with metrics, data management, training and operations plans, and valuation
must be defined. Incentive bonuses are earned by producing data to
Alignment? demonstrate measurable quality improvements over specified time
periods.

How can PCD PCD can help define quality and efficiency performance objectives and
metrics, structure a data management plan, develop and deliver training
add value? and operations plans, and provide an independent 3rd party Valuation
Fairness Opinion. Our real time dashboards will help you to transform
data into knowledge that is meaningful for all parties.

What are the Having the right data available and in a useful format is the key to
implications for optimizing quality across a healthcare delivery system. The majority of
data required to produce an effective system wide quality system comes
a system wide from outside of the EMR. In order to effectively identify, collect and
quality initiative? transform all of the data required into useful knowledge requires
experience skill and the right tools.
1.3


Improve
What is it? Improvement can come in many forms: increased throughput, reduced costs,
reduced defects, improved efficiency and most importantly, improved patient
outcomes. Realization of these improvements is the result analyzing and
optimizing processes using best practice methodologies.
How does a CMA quality incentive bonuses are structured to provide an incentive payment
CMA help with that is commensurate with measurable and demonstrable improvements that can
Alignment? be proven through the data in the quality system.

How can PCD PCD’s clinical skills, operational know-how and data expertise will combine to
develop the process improvements that ensure that you achieve optimal results.
add value? PCD’s consultants are Lean Six Sigma and ISO 9001 trained to identify and reduce
waste, reduce defects and develop processes and procedures that are tracked by
an exception and corrective action tracking tool to ensure compliance and
visibility to quality performance.
What are the Having the right alignment structure and measurement capabilities are pre-
implications for requisites to realizing meaningful improvement, but do not assure improvement
a system wide on their own. The addition of Lean Six Sigma principles does not guarantee
quality initiative? process improvements without the role definition, process standardization and
reporting infrastructure that ISO 9001 compliance assures.
1.3


Principals
The founders and principals of PCD Partners have devoted their careers to establishing
themselves as leaders in the healthcare field as physicians, academics, senior
administrators, entrepreneurs, and lawyers. Their collective wisdom and experience is a
critical component of every PCD Partners offering.

CHARLES HUTCHINSON, PhD
Chairman
Co-founder and CEO, GlycoFi, Inc. (acquired by Merck in 2006), Founder, M2S, Inc. and SustainX, Inc., Dean Emeritus, Thayer School of
Engineering at Dartmouth, Ph.D., Stanford

M. WESTON CHAPMAN
CEO
Chairman, President & CEO, M2S (acquired by AIG affiliate), Managing Director, Oppenheimer & Co. and Donaldson, Lufkin & Jenrette,
Adjunct Professor, ISO medical quality systems, Dartmouth Medical School, A.B. Dartmouth, M.B.A. Tuck

GRANT BAGLEY, MD, JD
Partner
Past Managing Partner, Healthcare Practice, Arnold & Porter, Past Director, Coverage and Analysis, Centers for Medicare & Medicaid
Services

1.4


Principals
DONALD S BIALEK MD MPH
Partner
Managing Director, Huron Consulting Group; SME, CSC Global Health Services; Physician Executive, Dearborn Advisors;
CEO, Alliance Medical Practices; CEO, Paradigm Medical Teams;
Faculty, Harvard University;
NLM Informatics Fellow, Harvard/MIT;
BSc, Univ of MD; MD, Univ of MN; MPH, Harvard University

COLIN C. BLAYDON, AM, PHD
Partner
Director, Center for Private Equity & Entrepreneurship
Dean Emeritus, Tuck School of Business at Dartmouth
Professor, Harvard Business School
Dept. Of Defense, OMB
BEE Univ. of Virginia, AM Harvard, PhD Harvard

MICHAEL A. CHOUKAS
Partner
President and CEO, Oncopartners, EVP United Biosource Corp., Chairman & CEO, Scirex Corp., Chairman & CEO Springborn
Laboratories (Now STRI,NYSE),Partner, Bain & Company, Legislative Director, US Senator Patrick Leahy, B.A. Dartmouth, M.B.A.
Harvard Business School

JOHN C. COLLINS, MPH, JD
Partner
Chair and President, Hampden Assurance Co. Ltd.,
Chief Executive Officer, Dartmouth-Hitchcock Clinic, Dartmouth-Hitchcock Medical Center
Director BCBS of Vermont
Assist. Prof. Dartmouth Medical School
BS Cornell, MPH Michigan, JD Georgetown
1.4


Principals
JACK CRONENWETT, MD
Partner, Chief Medical Officer
Chair Emeritus, Section of Vascular Surgery, Dartmouth-Hitchcock Medical Center
Medical Director, Vascular Study Group of New England, Professor of Surgery, Dartmouth-Hitchcock Medical Center, B.S.
Michigan, M.D. Stanford
ADAM GROFF, MD, MBA
Partner
Division Director, Bayada Nurses, Inc., Hospitalist, Dartmouth-Hitchcock Medical Center, Assistant Professor, Dartmouth Medical
School and The Dartmouth Institute for Health Policy & Clinical Practice, A.B. Dartmouth, M.D. Penn, M.B.A. Wharton

MARK ISRAEL, MD
Partner, Chairman of the Medical Advisory Board
Director, Norris Cotton Cancer Center, Dartmouth-Hitchcock Medical Center, Professor, Pediatrics and Genetics, Dartmouth Medical
School, B.A. Hamilton, M.D. Albert Einstein

DR. GERRY O’CONNOR, PhD
Partner, Quality Program Director
Research Director, Northern New England Cardiovascular Disease Study Group, Corporate Consultant, Design and Implementation of
Clinical Quality Programs, Principal Investigator, National Quality Program, Cystic Fibrosis Foundation, Professor, Dartmouth Medical
School and The Dartmouth Institute for Health Policy & Clinical Practice, B.S. Columbia, Ph.D. Union, Sc.D. BU, M.P.A Harvard

1.4


Staff
PAUL CARREIRO, PA
Corporate Consultant
Medical Staff Officer, U.S. Merchant Marine
Consultant, New England Center for Emergency Preparedness, Dartmouth Medical School
Board of Advisors, Franklin Pierce University Physician Assistant Program
A.B. Harvard, B.S. University of Texas, JFK Special Warfare Center for Low Intensity Conflict, Flight Surgeon - School of Aviation
Medicine, U.S. Army

VEKRAM JENARTHANAN
Project Manager
Vekram has previously worked in the fields of data analytics and information management in the banking and insurance
verticals. His experiences and interests in project management and TQM make him an ideal fit for PCD. His work at PCD
involves the technical design and implementation of quality management systems.
B.E. (Electrical and Electronics Engineering) College of Engineering Guindy - Chennai, India M.E.M. Duke University

JON LEET
Director of Sales & Marketing
Jon brings 25+ years of sales and marketing accomplishments with both large companies (Oracle, IBM) and startup companies across
a variety of technologies and industry verticals. Jon is responsible for working with PCD management to implement a structured sales
process and develop a focused marketing plan. B.A. Colorado College.

1.4


Why Should Physicians Talk to PCD Partners
About Co-Management Arrangements (CMAs)?
When your group or practice is considering integration alternatives with the
hospitals that you practice in.
Align
When you are feeling pressure to evaluate the economic security of hospital
employment despite your desire to remain independent.
When you are seeking additional sources of revenue to replace reduced
Measure
reimbursements and changing incentives under new payment models.
When you are looking to collaborate with your hospital to promote evidence-
based medicine, coordination of care, outcome measurement and reporting,
Improve operational efficiencies and other organizational improvement efforts.
When you want a stepping stone to serve as a template for an accountable care
organization (“ACO”) or as the foundation for a bundled payment arrangement
without resorting to hospital employment or selling your practice.



Why a CMA Versus Other Structures?
Clinical (or service-line) Co-Management Arrangements (CMA) are one of
the most successful strategies that hospitals and physicians are using to
achieve clinical integration, strategic alignment and collaboration.
A CMA allows the physicians to share in the hospital’s service line revenue in
Align
addition to their own professional fees in exchange for providing operational
oversight of the service line.
The CMA is an effective structure for creating collaboration between
Measure physicians and the hospitals where they practice. It is the only structure that
provides on-going financial rewards; it is also the only structure that requires
the use of data to improve quality, and it can co-exist with any other
alignment structure.
Improve
A CMA provides the structure for the physicians and the hospital to work
together to leverage the work done in a co-management arrangement to
succeed under new payment models and to position the physicians and
hospital with ACOs that are looking for efficient partners.



How Do CMA Financial Incentives Work?
The Co-Management Arrangement (CMA) will specify additional
administrative and bonus compensation to be paid by the hospital to
the physicians to provide incentives for the physicians to take
responsibility for improving metrics related to quality, efficiency, and
Align budget in a hospital service line.
CMAs are a vehicle which permit the physicians to share in the hospital
revenue for a specific service line without violating Stark, kickback or
other civil monetary regulations.
Measure
Physicians earn financial bonuses for improvements in a service line’s
operational, clinical and budgetary performance.

Improve
The co-management model rewards physician leadership during
significant and rapid change and can be used to empower physicians to
be the architects in redesigning the healthcare delivery model.



What is the Result of a Properly Implemented CMA?
A common plan Patients get the
and vision that is benefit from a system
created jointly by that is working closely
the physicians together to achieve a
and the hospital; common set of
objectives.

Physicians have greater Financial incentives for Joint implementation of
impact on achieving physicians for measuring quality and safety
operational and process and improving quality and standards by the
improvements; efficiency; physicians and the
hospital; 2.1


Who is PCD Partners?
PCD Partners is comprised of world class physicians, academics, and
entrepreneurs who have decades of experience with collaboration in
medical quality and practice improvement systems for large scale practice
management and clinical practice improvement.
Align
The founders and principals of PCD Partners have devoted their careers to
establishing themselves as leaders in the healthcare field as physicians,
academics, senior administrators, entrepreneurs, and lawyers. Their
collective wisdom and experience is a critical component of every PCD
Measure
Partners offering.
PCD Partners was formed to bring together the combined experience and
intellect of our principals to apply towards solving many of the challenges
Improve that physicians and hospitals are facing. Our partners are committed to
playing an active role in improving the efficiency, quality and consistency of
healthcare delivery. We have the clinical, administrative, quality, and
systems acumen to help any healthcare delivery system.



What Are PCD Partners’ Deliverables?
PCD can help define quality and efficiency performance objectives and metrics,
structure a data management plan, develop and deliver training and
operations plans, and provide an independent 3rd party Valuation Fairness
Opinion. Our real time dashboards will help to transform data into knowledge
Align that is meaningful for all parties.
PCD can help to maximize the incentive bonuses by leveraging our experience
in gathering meaningful clinical data and transforming it into knowledge to
improve patient outcomes.
Measure
PCD has the clinical skills, operational know-how and the data expertise to
help to develop the process improvements that ensure the realization of
measurable and meaningful results.
Improve
PCD’s consultants are trained in Lean Six Sigma and ISO 9001 to identify and
reduce waste, reduce defects and develop processes and procedures that are
reinforced by a variance reporting and corrective action tracking tool to ensure
compliance and visibility to quality improvements.



How Do I Get Started?
PCD would be happy to schedule an initial no cost phone consultation to help
you to assess how we can help your practice.
Click to contact PCD Partners: Contact
Align

Please call Jon Leet at (781) 544-0312 or
send an email to jleet@pcdpartners.com
Measure with any questions.

Improve



When Should a Hospital Talk to PCD Partners
about Co-Management Arrangements (CMAs)?
When it is seeking a strategy to engage physicians in strategic planning,
managing hospital product and service lines, or in programs to improve
Align efficiency, clinical quality, and patient safety.
When it needs to collaborate with its disconnected silos of currently employed
physicians, independently owned practices, and joint ventures to manage costs
and quality.
Measure
When it needs a way to recruit, retain and involve private practice physicians
who not interested in hospital employment.
When its existing quality initiatives are not delivering optimal results.
Improve
When it wants to build a foundation for measuring and improving quality to
better position itself for shared risk reimbursement models and accountable
care.
When it is struggling to create a single hospital-physician “brand.”


Why a CMA Versus Other Structures?
Clinical (or service-line) Co-Management Arrangements (CMA) are one of the
most successful strategies that physicians and hospitals can use to achieve
clinical integration, strategic alignment and collaboration.
The CMA can be used to define physician and management roles and
responsibilities, service line governance, quality metrics and on-going financial
Align
rewards for physicians without violating Stark, anti-kickback or other
regulations.
The CMA can co-exist with any other alignment structure and it is the only
Measure structure that requires the use of data to improve quality.
A CMA allows physicians to share in the hospital’s service line revenue in
exchange for providing operational oversight of the service line and achieving
defined quality goals.
Improve
A CMA can foster a close working relationship between a hospital and its
physicians to place a priority on working toward common economic and
patient-centered goals.
A CMA can be used to build the foundation to position physicians and hospitals
with ACOs that are looking for efficient partners.
3.1


How Do CMA Financial Incentives Work?
A co-management agreement is generally set up to provide additional
administrative and bonus compensation to reward physicians for taking
responsibility for improving metrics related to quality, efficiency, and budget
in a hospital service line.
Align
Physicians are directly rewarded for improvements in a service line’s
operational, clinical and budgetary performance and compensated in
addition to their professional fees.
Measure The CMA can provide the incentive for physicians to do more work in that
particular hospital, subsidize the physicians’ incomes, and reduce the
incentive for the physician to compete with the hospital.

Improve
The CMA incentive compensation can be an attractive alternative to hospital
employment, while still aligning interests to help the hospital to become
more competitive.



objectives.

hospital; 3.1


medical quality and practice improvement systems for large scale practice
management and clinical practice improvement.
Align
The founders and principals of PCD Partners have devoted their careers to
establishing themselves as leaders in the healthcare field as physicians,
academics, senior administrators, entrepreneurs, and lawyers. Their
collective wisdom and experience is a critical component of every PCD
Measure
Partners offering.
playing an active role in improving the efficiency, quality and consistency
of healthcare delivery. We have the clinical, administrative, quality, and



PCD can help to maximize quality improvements by leveraging our experience
in gathering meaningful clinical data and transforming it into evidence based
treatment protocols to improve patient outcomes.
Measure
Improve



PCD would be happy to schedule an initial no cost phone consultation to
help you to assess how we can help your practice.
Align

with any questions.
Measure

Improve



Why Should Attorneys Consider Recommending a
Co-Management Arrangement to Healthcare Clients?
The health care industry’s increasing emphasis on quality of care and improving
outcomes has created a need for innovative business models that align the
interests of physicians and hospitals without conflicting with fraud and abuse
laws.
Align
Hospital/Physician alignment is a prerequisite for hospitals to be able to realize
meaningful change.
There are many alignment structures that can be used depending on the goals of
Measure
the alignment.
The CMA is a very versatile and effective structure because:
• It can co-exist with any other alignment structure,
Improve
• It provides on-going financial rewards for the physicians,
• It’s flexible and adaptable,
• It can provide a first step towards accountable care , and
• It leads to improved patient outcomes and establishes a process for
continuous improvement.


What Role Does PCD Play in a CMA?

Align

Measure

Improve



When Is It Advantageous To Use a CMA?
CMAs can add significant value when:
An entity is acquiring hospitals,
A hospital desires to be acquired,
Align
A hospital desires to elevate a service line to a “center of excellence”
or an “institute”,
A hospital in a competitive market wants to differentiate itself by
Measure allowing physicians to remain independent,
A hospital needs help retaining and recruiting physicians,
A hospital wants to build a foundation for ACO, and/or
Improve
Existing quality initiatives not delivering desired results.



How Can a CMA Help?
Acquiring Entity Continuity of Physicians
Establish Quality Metrics
Financial Incentives for Physician Contributions
Infrastructure for Protocol Based Care
Align Being Acquired Assure continuity of available physicians
Empirically demonstrate quality achievements
Elevate Service Line Incentives for physicians for leadership of service
line and attainment of quality improvements
X
Measure
Physician Assures joint hospital/physician management and
Independence financial incentives for high performance
ACO readiness Establish a durable quality infrastructure
Improve Incentives for providing accountable care
Defines protocols for multiple providers
Retention & Recruiting Can be used to create favorable and flexible work
conditions while providing financial incentives.



objectives.

hospital; 4.1


medical quality and practice improvement systems for large scale
practice management and clinical practice improvement.
Align
The founders and principals of PCD Partners have devoted their careers
to establishing themselves as leaders in the healthcare field as
physicians, academics, senior administrators, entrepreneurs, and lawyers.
Their collective wisdom and experience is a critical component of every
Measure
PCD Partners offering.
playing an active role in improving the efficiency, quality and consistency
of healthcare delivery. We have the clinical, administrative, quality, and



PCD can help to maximize quality improvements by leveraging our experience
in gathering meaningful clinical data and transforming it into evidence based
treatment protocols to improve patient outcomes.
Measure
Improve



PCD would be happy to schedule an initial no cost phone consultation to
help you to assess how we can help your practice.
Align
with any questions.
Measure

Improve



PCD Services

Co-Management Arrangements PCD Partners’ world class physicians, academics, and entrepreneurs have
decades of experience with collaboration in medical quality and practice
Quality Data Capture System improvement systems for large scale practice management and clinical
Service Line Process Redesign and practice improvement. Their collective wisdom and experience is a critical
Optimization component of every PCD Partners offering.
PCD Partners offers a variety of services that our built around our core
Design, Implementation and competencies comprised of:
Operation of Multi-Center Registries • Extensive clinical skills,
Quality System • Capture, design, implementation and presentation of clinical data,
Design, Implementation and • Effective operational expertise,
Operation
• Lean Six Sigma and ISO 9001 based process design and implementation.
Operational “Reboot”


Co-Management Arrangements

PCD helps your organization – whether it is a physician group, hospital or integrated delivery system – develop the best
Align structure for aligning stakeholders to allow for improved integration, enhanced performance and increased value and quality.

•CMAs are permitted contractual relationships to establish a quality system
with financial incentives for meeting aligned performance goals

•CMAs allow hospitals to share facility fees with non-staff physicians
without violating Stark and anti-kickback laws
Measure
•CMAs require the development and collection of metrics for process
quality and efficiency measurement and management, with a prohibition
of measures that could induce denial of service

•CMAs were first created in 2008 based on the Advisory Opinion 08-16
Improve
and are not affected by PPACA


Quality Data Capture System

Align
We support your healthcare organization's alignment structure
Our platform includes a Data Capture and Reporting interface designed to create a robust, secure and HIPAA-compliant quality
solution with minimal set-up costs.

Measure Physician group and hospital executives are provided with real-time dashboards that display information on key performance
measures. Data that is collected from source systems is validated through a transparent governance process to ensure
physicians and hospitals can trust the results.

As a "data arbiter", PCD ensures that the measurements used to monitor quality and drive financial incentives are valid and
trusted by all stakeholders.


Service Line Process Redesign and Optimization

Service Line Prioritization: Diagnoses service line
performance vís a vís one another
System-Wide Service Line Rationalization: Prioritizes system
growth at service line and sub-service line
Technology Evaluation Process Redesign: Identifies
Align opportunities to improve innovation management
Capital Prioritization: Investigates need- and nice-to-have
capital equipment in the coming years

Measure

Improve


Design, Implementation and Operation of
Multi-Center Registries

Align

Measure



Quality System Design, Implementation and
Operation

Align

Measure

Improve



Operational “Reboot”

Align

Measure

Improve



Videos
Click Wes Chapman discussing the mandate to integrate
to
View System-wide quality systems to survive reform.

Click Dr. Jack Cronenwett discusses lessons learned through his research
to
View through the Vascular Study Group of New England

Click John Collins discusses the new demands reform is putting on
to
View Hospital administrators

Click Dr. Don Bialek discusses the challenges facing independent
to
View physicians to meet the IT requirements to comply with reform.

Click Dr. Adam Groff provides insights into the development of ACOs
to
View
and offers suggestions on hospitals and physicians can begin
preparing for reform today.


White Papers
Click to Dr. Grant Bagley and Wes Chapman offer insights on how
Download Co-Management Arrangements provide a realistic strategy for
efficiency, quality & alignment.
Click to
Download OIG Advisory Opinion No. 08-16

Click to Dr. Vekram and Wes Chapman discuss complexity and its
Download impact on the selection of quality systems.

Dr. Vekram and Wes Chapman offer insights on how
Click to volume impacts quality.
Download

Dr. Vekram and Wes Chapman provide a roadmap for
Click to
using your quality system to make you money.
Download



User Stories
“I want to be able to go to my computer and be able to see all of my quality
Click to
Download
measures and get a quick assessment of their effectiveness……….

“I want to build a registry to collect all of the pertinent data on a certain procedure,
Click to
Download initially to get an internal perspective, but ultimately I would like to be able to
merge that data across a broader sample………..”

“I would like a single view of all of my quality
Click to
Download projects…………”

“I have this CMA contract but I don’t know what
Click to
Download
quality measures to use and I can’t get an IT resource
to save my life…………”



News
Click to PCD Partners achieves ISO Certification
Download

Click to Dr. Don Bialek joins PCD Partners
Download

Click to PCD Implements Best Practices at NCCC
Download

Click to
Download
PCD Partners and Acesis join forces



Careers
We are seeking talented individuals who want to have a
meaningful impact on improving our healthcare system
If you enjoy working with smart and ambitious people who know how to build successful venture backed companies, this is the place for you.
Summer Intern
Department: Quality Assurance
Duration of Internship: 3 months Job Summary
We are currently seeking summer interns to support configuration and validation of the internal document management system, and general technical support. This may
include creating and maintaining records in accordance with ISO 9001 standards and PCD Partners' standard operating procedures. Qualifications/Requirements
•Must be enrolled in a degree seeking program of study; preferably
computer science, computer engineering, or equivalent technical discipline
•Proficiency with MS Office, databases, and imaging/scanning systems;
knowledge of document management systems desirable
•Motivated self-starter; extreme attention to detail
•Working knowledge of ISO 9001, or willingness to gain working knowledge
of ISO 9001 Responsibilities
•Help configure and validate a cloud-based document management system
that adheres to ISO 9001 standards
•Establish that all key aspects of the document management system
installation adhere to the PCD's predetermined specifications
•Establish process control limits and action levels which result in a product
that meets all predetermined requirements
•Establish that the process, under anticipated conditions, consistently produces a
product which meets all predetermined requirements
•Confirmation by examination and provision of objective evidence that the
specified requirements have been fulfilled
•Create a document stating in detail the validation protocol, including test
parameters, product characteristics, and decision points on what constitutes
acceptable test results
•Tactical and strategic planning capabilities as dictated by the Position
•Assist as technical resource as needed
How to Apply
Please send an email indicating your interest with your resume attached to Vekram Jenarthanan: vekram@pcdpartners.com



Contact
Please contact us for more information about our
integrated quality improvement system.

PCD Partners, Inc.
16 Cavendish Court
Lebanon NH 03766
603 727 7300

info@pcdpartners.com
Or use our auto-form for more specific response:
Name:
Position:
Organization:
Best Way to Reach You:
Situation:



Data Process & Capture

Align

Measure

Improve



Governance

Align

Measure

Improve



Complex System Integration and Implementation

Align

Measure

Improve



Clinical Qualifications

Align

Measure

Improve



Operation “Reboot”

Align

Measure

Improve



Risk Adjusted Outcomes

Align

Measure

Improve



Lean Six Sigma
Lean hospital and physician group techniques improve the velocity of your
processes by eliminating waste to improve efficiency and utilization. Six Sigma
reduces defects by applying a proven methodology to help you to optimize your
processes to improve care quality. Together, Lean Six Sigma allows your staff to
Align improve both outcomes and cost, thus driving value.
Along with faculty from the Dartmouth community, PCD has developed a custom
Lean Six Sigma for Clinical Healthcare training program to support your staff in
Measure
executing your organization's improvement structure and quality improvement
goals.
As part of its web-based technology platform, PCD provides Lean Six Sigma project
management software. Corrective actions are ranked on a cost / benefit scale on
Improve
our integrated Lean Six Sigma Project Management tool. We assist your team in
selecting projects that yield the maximum value for the lowest cost



ISO 9001 Quality System
Robust documentation and standardized roles are critical for sustainable
improvement and quality initiatives. ISO 9001 is the proven system that
manages these quality management standards.
Align

This ISO 9001 Quality System standardizes processes, transmits
procedures, keeps records of training completed and provides a way for
clients to initiate and track corrective actions on their quality
Measure improvement projects.

We guarantee ISO 9001 certification for your quality system. In addition,
we act as an independent third-party to manage data and processes,
Improve
oversee quality improvement projects, and channel the flow of incentive
payments through the CMA to keep your organization and stakeholders
aligned and compliant.



System Wide Quality Initiatives

Align

Measure

Improve



Process Redesign and Optimization

Align

Measure

Improve


PCD Homepage Wireframe & Site Map

PCD- Homepage

HOME | ABOUT| COMPETENCIES | PRINCIPALS | SERVICES |RESOURCES | NEWS | CAREERS |
CONTACT | SITE MAP

PCD Partners is a group of academics, clinicians and entrepreneurs
who share a common experience of improving healthcare delivery
2.0 Physicians and 1.1 About PCD
systems. We partner with our clients to implement and operate
information-driven quality management solutions that assure Physician Groups Partners 2.1 Why Should
3.1 When Should a
measurable results. PCD creates alignment between hospitals and Physicians Talk to
physicians that result in improved clinical outcomes for patients Hospital Talk to
and improved financial performance for providers. PCD Partners
1.2 PCD Core PCD Partners
3.0 Hospital About Co-
Executives Competencies about Co-
Management
Management
Arrangements
Arrangements
(CMAs)?
(CMAs)?
4.0 Healthcare
Attorneys Why a CMA
Why a CMA versus
1.3 Align Measure versus other
other structures?
& Improve structures?
• Align How do
• Measure How do
CMA financial
• Improve CMA financial
incentives work?
incentives work?
Result of a proper
Result of a proper
CMA
CMA
Implementation
Implementation
1.4 Principals Who is
(Partners) Who is
PCD?
PCD?
What Are PCD
What Are PCD
Partners’
Partners’
Deliverables?
Deliverables?
How Do I Get
How Do I Get
Started?
Started?


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PCD Partners is a group of academics, clinicians and entrepreneurs
who share a common experience of improving healthcare delivery
2.0 Physicians and 4.1 Why Should
systems. We partner with our clients to implement and operate
information-driven quality management solutions that assure Physician Groups Attorneys
measurable results. PCD creates alignment between hospitals and Consider 5.1 Services
physicians that result in improved clinical outcomes for patients
and improved financial performance for providers.
Recommending a
3.0 Hospital Co-Management 5.2 Co-
Executives Arrangement to Management
Healthcare Arrangements
Clients?
4.0 Healthcare
Attorneys What Role Does 5.3 Quality Data
PCD Play in a Capture System
CMA?
When is it
Advantageous to 5.4 Service Line
use a CMA? Process Redesign
and Optimization
How can a CMA
help?
5.5 Design,
Result of a proper Implementation
CMA and Operation of
Implementation Registries

Who is
5.6 Quality System
PCD?
Design,
Implementation
What Are PCD
and Operation
Partners’
Deliverables?
5.7 Operational
How Do I Get “Reboot”
Started?



Evidence-Based Treatment Protocols

Align

Measure

Improve



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