Cynthia Cadwell has over 30 years of experience in nursing and healthcare quality improvement. She holds multiple certifications including Adult Nurse Practitioner and Acute Care Nurse Practitioner. Her experience includes roles in clinical practice, education, consulting, and executive leadership focused on improving clinical outcomes and reducing costs. She has worked in hospitals, clinics, and the healthcare industry developing training programs and facilitating quality improvement initiatives.
Cynthia Cadwell has over 30 years of experience in nursing and healthcare quality improvement. She currently works as a nurse practitioner providing clinical care and case management to injured workers. Her background includes roles in healthcare consulting, clinical research, quality improvement, and executive leadership positions at hospitals and healthcare companies. She has extensive experience designing and implementing programs to improve clinical outcomes and reduce costs.
This document provides a summary of Amie Jacobs' work experience and qualifications as a registered nurse. She has over 20 years of experience in care management, utilization review, and case management roles with various health plans and hospitals. Her experience includes developing care management policies, authorizing treatment plans, conducting utilization reviews, and ensuring compliance with regulations. She is licensed as a registered nurse in California with skills in Microsoft Office, leadership, and mentoring.
The document provides a summary of Karen Faulis' professional experience and qualifications. She has over 25 years of experience in healthcare leadership, quality improvement, and nursing. As Chief Operating Officer, she led successful initiatives to improve patient outcomes, satisfaction, and financial performance at hospitals. She is skilled in quality improvement, change management, and developing employees.
The document summarizes the professional experience and qualifications of Lori Goucher. She has over 25 years of clinical nursing experience in critical care and wound care management. She holds an MBA and BSN degree and is a Lean Six Sigma Black Belt. Her experience includes roles in clinical operations and leadership, quality improvement, and sales and clinical consulting for medical device companies. She has a track record of successfully improving processes, compliance, and outcomes in various hospital roles.
Jennifer Fighera has over 20 years of experience in healthcare operations leadership. She currently serves as the Transfer Center and Telemedicine Director for HCA, where she directs all aspects of the transfer center service line. Previously, she held nursing management and operations roles at several hospitals, where she improved processes like the patient transfer process. She has experience in areas like strategic planning, service line development, staff management, and quality improvement.
Dr. Nadine Jarjur has over 15 years of experience in pharmacy management and operations. She currently serves as the General Manager of Southern California for Omnicare, where she oversees multiple locations and leads strategic growth initiatives. Prior to this, she held various pharmacy management roles of increasing responsibility with other long-term care pharmacy companies. Dr. Jarjur received her Doctor of Pharmacy degree from Duquesne University and holds certifications in immunization and first aid/CPR.
Alison Hurst has over 30 years of experience in healthcare including nursing, case management, emergency services, and leadership roles. She holds a Bachelor's in Nursing and multiple certifications. Her objective is to obtain a challenging position that allows her to utilize her clinical expertise, leadership, and collaborative skills. She has a history of successfully managing teams, implementing improvements, and reducing costs.
Phillip Kwaku Duah has over 20 years of experience in healthcare administration, quality management, and small business ownership. He has a Ph.D in Health Care Administration and masters degrees in Health Care Policy and Planning and Health Care Administration. Duah has held roles managing behavioral health oversight, day-to-day operations of a home care agency, and clinical operations of TB clinics. He has a proven track record of ensuring regulatory compliance and leading quality improvement initiatives. Duah is skilled in project management, report preparation, customer service, and clinical supervision.
Cynthia Cadwell has over 30 years of experience in nursing and healthcare quality improvement. She currently works as a nurse practitioner providing clinical care and case management to injured workers. Her background includes roles in healthcare consulting, clinical research, quality improvement, and executive leadership positions at hospitals and healthcare companies. She has extensive experience designing and implementing programs to improve clinical outcomes and reduce costs.
This document provides a summary of Amie Jacobs' work experience and qualifications as a registered nurse. She has over 20 years of experience in care management, utilization review, and case management roles with various health plans and hospitals. Her experience includes developing care management policies, authorizing treatment plans, conducting utilization reviews, and ensuring compliance with regulations. She is licensed as a registered nurse in California with skills in Microsoft Office, leadership, and mentoring.
The document provides a summary of Karen Faulis' professional experience and qualifications. She has over 25 years of experience in healthcare leadership, quality improvement, and nursing. As Chief Operating Officer, she led successful initiatives to improve patient outcomes, satisfaction, and financial performance at hospitals. She is skilled in quality improvement, change management, and developing employees.
The document summarizes the professional experience and qualifications of Lori Goucher. She has over 25 years of clinical nursing experience in critical care and wound care management. She holds an MBA and BSN degree and is a Lean Six Sigma Black Belt. Her experience includes roles in clinical operations and leadership, quality improvement, and sales and clinical consulting for medical device companies. She has a track record of successfully improving processes, compliance, and outcomes in various hospital roles.
Jennifer Fighera has over 20 years of experience in healthcare operations leadership. She currently serves as the Transfer Center and Telemedicine Director for HCA, where she directs all aspects of the transfer center service line. Previously, she held nursing management and operations roles at several hospitals, where she improved processes like the patient transfer process. She has experience in areas like strategic planning, service line development, staff management, and quality improvement.
Dr. Nadine Jarjur has over 15 years of experience in pharmacy management and operations. She currently serves as the General Manager of Southern California for Omnicare, where she oversees multiple locations and leads strategic growth initiatives. Prior to this, she held various pharmacy management roles of increasing responsibility with other long-term care pharmacy companies. Dr. Jarjur received her Doctor of Pharmacy degree from Duquesne University and holds certifications in immunization and first aid/CPR.
Alison Hurst has over 30 years of experience in healthcare including nursing, case management, emergency services, and leadership roles. She holds a Bachelor's in Nursing and multiple certifications. Her objective is to obtain a challenging position that allows her to utilize her clinical expertise, leadership, and collaborative skills. She has a history of successfully managing teams, implementing improvements, and reducing costs.
Phillip Kwaku Duah has over 20 years of experience in healthcare administration, quality management, and small business ownership. He has a Ph.D in Health Care Administration and masters degrees in Health Care Policy and Planning and Health Care Administration. Duah has held roles managing behavioral health oversight, day-to-day operations of a home care agency, and clinical operations of TB clinics. He has a proven track record of ensuring regulatory compliance and leading quality improvement initiatives. Duah is skilled in project management, report preparation, customer service, and clinical supervision.
Sylvester O. Foote has over 15 years of experience in healthcare administration and nursing. He currently serves as Vice President of Administration, Compliance and Security Officer for Newark Community Health Centers, where he oversees administrative services for 7 health centers. Previously, he held roles such as Vice President of Clinical Services for Enable Healthcare and Director of Clinical Operations for Horizon Health Center. He has a PhD(c) from Seton Hall University, MHA from Western Connecticut State University, and BSN from College of Mount Saint Vincent.
Overview of Patient Experience Definitions and Measurement ToolsInnovations2Solutions
This publication will provide an overview of patient experience, how it is measured, and how to achieve it optimally within the healthcare setting. Sodexo’s definition of Patient Experience will also be explored.
Stephanie Charles has over 20 years of experience as a registered nurse and over 15 years of experience in healthcare management, medical device and pharmaceutical sales, and insurance consulting. She has a proven track record of positively impacting sales growth and strengthening customer relationships across multiple roles. Her resume highlights experience in personnel management, clinical operations, new account development, and medical device and pharmaceutical sales.
Patient engagement is evolving to include a composite of practices that impact patient behaviors and health. Contemporary models of patient engagement include the HIMSS 5 phases of patient engagement and the Regional Primary Care Coalition's 6 dimensions of patient engagement. Meaningful Use Phase 3 identifies key priorities around patient access to health records and secure messaging. Barriers to patient engagement include defining engagement and integrating diverse engagement tools and technologies.
Closing the Loop: Strategies to Extend Care in the EDEngagingPatients
This HIMSS15 presentation discusses the challenges faced in hospital emergency departments and offers insights for implementing a process to follow up with discharged ED patients to enhance outcomes and satisfaction,while optimizing utilization and reducing risk.
Purpose of the Call:
By the end of this webinar you will: •Hear about the changes to the MedRec in Home Care GSK
•Hear about the broader home care concepts as it relates to MedRec
•Receive practical tips and insights from the field
Mary Ann Bennett is an experienced healthcare executive with a track record of turning around struggling facilities and programs. She has extensive experience developing new service lines, improving processes, increasing occupancy and financial performance. Specifically, she created autism programs that increased occupancy from near bankruptcy to 98% occupancy with waiting lists. She also founded a non-profit special needs school that is financially viable and debt-free with proven student outcomes. Bennett holds multiple nursing and administrative certifications and has received numerous awards for her work.
2016 Resume of Tiffany Tindall RN 727.804.4466Tiffany Tindall
Over 24 years of customer care excellence experience working with; Critical Care/ER & Home Health Nursing~Sales & Marketing Liaison~Nsg IT Cerner-'Train the Trainer' ~Education/Training Development ~Community Outreach Programs/Education ~Humana/Care Plus Case Management~DNV & JCHAHO Accreditation~Magnet Council~Team Building~HCAPS Survery. See resume for more!
Engaging your patients & community in healthcare reform effortsRenown Health
1⁄2 FTE
Programs: Monthly lunch meetings with speakers; social events; newsletter;
volunteer opportunities; recognition events.
Benefits: Sense of community, camaraderie, purpose, connection to BH.
Major benefit to Development, Volunteers, Community Relations
22
Mini-Medical School
Began: 2001
Goal: Educate the community about health and wellness in an engaging, fun way.
Format: 6 weekly 2-hour sessions with MDs, RNs, other clinicians.
Topics: Heart disease, cancer, diabetes, women’s health, men’s health, nutrition.
Participants: 150-200 community members per session.
Cost: $
Patient satisfaction & quality in health care (16.3.2016) dr.nyunt nyunt waiMmedsc Hahm
This document discusses patient satisfaction and quality in healthcare. It defines patient satisfaction as how an individual regards healthcare services as useful, effective or beneficial. Patient satisfaction is important for public accountability and quality improvement at both the system and individual provider levels. The document outlines factors that influence patient satisfaction, including quality and competency of providers, effectiveness and appropriateness of care, and interpersonal relationships. It also discusses the importance of a client-centered approach that prioritizes patients' needs and rights.
The document outlines a presentation on marketing to referring physicians. It discusses the traditional model of in-person visits and events and how physician satisfaction is declining due to increased paperwork and stress. A new integrated marketing plan is proposed for Cooper University Hospital that focuses on building relationships through a quarterly publication called the South Jersey Medical Report, enhanced website content, social media, and a physician liaison program. Initial results showed an increase in referrals from non-Cooper physicians who are now more willing to refer patients to Cooper for cancer, heart, and neuroscience care.
Objectives:
1.Review the changes in Accreditation Canada expectations for implementing MedRec beginning in 2014.
2.Overview of changes to the ROP structure, for Medication Reconciliation ROPs in the leadership and service-based standards.
3.Direct organizations to additional information, resources, and support.
Click the link to read more http://bit.ly/10LqxjQ
This document provides a blueprint for using Always Events to transform healthcare organizations and improve the patient experience. Always Events refer to aspects of care that are so important to patients that providers should always perform them consistently. Over 80 organizations have implemented Always Events projects to address challenges like communication, care transitions, patient and family engagement, and safety. Their results and lessons learned provide a roadmap for other organizations. The blueprint describes how healthcare leaders, educators, and other stakeholders can use Always Events to advance patient-centered care and transform the healthcare system.
The document discusses Narus Health's solution for providing care coordination and support for patients with life-limiting medical conditions. Narus Health uses technology to identify high-risk patients and provide comprehensive in-home assessments to understand patients' medical, social, and family care needs. Narus Health care partners work closely with physicians and provide 24/7 support to patients and their families to help manage symptoms, avoid unnecessary costs and hospitalizations, and ensure patients' goals and preferences are met. The solution aims to deliver better care experiences and lower costs compared to existing care models.
Service Marketing in Healthcare Sector- Case Study of HBRGaurav Singh Bisen
Presentation on Service Marketing concepts relating with Cleveland Hospital in USA. Including all major aspects of services marketing like
1. GAP MODEL
2. Service Marketing Triangle
3. Zone of Tolerance
4. Service Quality Dimensions.
5. Service Blueprint
6. Indian perspective-Wish Mode
7. Practo-Healthcare Startup of India
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
This document introduces Always Events, an initiative by the Picker Institute aimed at significantly improving the patient experience in healthcare. It provides an overview of Always Events, including a brief history, definition, and focus on using them to improve communication and care transitions. The document encourages all healthcare organizations to adopt Always Events to help transform the healthcare system into one that is truly patient- and family-centered.
This document provides an overview of the TransCelerate BioPharma Patient Experience Initiative. The initiative aims to enable greater patient engagement and partnership with sponsors to design clinical trials that improve the patient experience. The initiative will develop tools like a discussion guide and questionnaire to engage patients in protocol design and gather feedback. This is intended to help reduce patient burden and improve willingness to participate in clinical trials. The document outlines upcoming milestones like completing draft deliverables in 2017 and piloting them in 2018. It describes how the tools could be used in the clinical trial process and who is involved in leading the initiative.
O documento discute estratégias para melhorar o desempenho de aplicações web, incluindo otimizações no back-end, como cache e processamento assíncrono de requisições, e no front-end, como minificação de arquivos CSS e JavaScript, uso de CDN e lazy load de imagens. O objetivo é fazer com que as aplicações sejam mais rápidas e eficientes.
ABN AMRO VERHOOGT RENTE TARIEVEN PER 20 DECEMBER 20134ieder
ABN AMRO VERHOOGT RENTE TARIEVEN PER 20 DECEMBER 2013
ABN AMRO Hypotheken verhoogt haar hypotheek rentetarieven voor de volgende hypotheken met 0.05%:
ABN AMRO Budget (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
ABN AMRO Budget met betaalpakket (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
ABN AMRO Woning (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
ABN AMRO Woning met betaalpakket (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
...
Voor het volledige hypotheekbericht, zie http://www.4ieder.nl/aanbodnieuws/_abid_600.html.
En voor meer informatie, of een vrijblijvend telefonisch consult omtrent een ABN AMRO hypotheek met de laagste maandlasten, zie http://www.4ieder.nl/aanbod/_abid_600.html.
Sylvester O. Foote has over 15 years of experience in healthcare administration and nursing. He currently serves as Vice President of Administration, Compliance and Security Officer for Newark Community Health Centers, where he oversees administrative services for 7 health centers. Previously, he held roles such as Vice President of Clinical Services for Enable Healthcare and Director of Clinical Operations for Horizon Health Center. He has a PhD(c) from Seton Hall University, MHA from Western Connecticut State University, and BSN from College of Mount Saint Vincent.
Overview of Patient Experience Definitions and Measurement ToolsInnovations2Solutions
This publication will provide an overview of patient experience, how it is measured, and how to achieve it optimally within the healthcare setting. Sodexo’s definition of Patient Experience will also be explored.
Stephanie Charles has over 20 years of experience as a registered nurse and over 15 years of experience in healthcare management, medical device and pharmaceutical sales, and insurance consulting. She has a proven track record of positively impacting sales growth and strengthening customer relationships across multiple roles. Her resume highlights experience in personnel management, clinical operations, new account development, and medical device and pharmaceutical sales.
Patient engagement is evolving to include a composite of practices that impact patient behaviors and health. Contemporary models of patient engagement include the HIMSS 5 phases of patient engagement and the Regional Primary Care Coalition's 6 dimensions of patient engagement. Meaningful Use Phase 3 identifies key priorities around patient access to health records and secure messaging. Barriers to patient engagement include defining engagement and integrating diverse engagement tools and technologies.
Closing the Loop: Strategies to Extend Care in the EDEngagingPatients
This HIMSS15 presentation discusses the challenges faced in hospital emergency departments and offers insights for implementing a process to follow up with discharged ED patients to enhance outcomes and satisfaction,while optimizing utilization and reducing risk.
Purpose of the Call:
By the end of this webinar you will: •Hear about the changes to the MedRec in Home Care GSK
•Hear about the broader home care concepts as it relates to MedRec
•Receive practical tips and insights from the field
Mary Ann Bennett is an experienced healthcare executive with a track record of turning around struggling facilities and programs. She has extensive experience developing new service lines, improving processes, increasing occupancy and financial performance. Specifically, she created autism programs that increased occupancy from near bankruptcy to 98% occupancy with waiting lists. She also founded a non-profit special needs school that is financially viable and debt-free with proven student outcomes. Bennett holds multiple nursing and administrative certifications and has received numerous awards for her work.
2016 Resume of Tiffany Tindall RN 727.804.4466Tiffany Tindall
Over 24 years of customer care excellence experience working with; Critical Care/ER & Home Health Nursing~Sales & Marketing Liaison~Nsg IT Cerner-'Train the Trainer' ~Education/Training Development ~Community Outreach Programs/Education ~Humana/Care Plus Case Management~DNV & JCHAHO Accreditation~Magnet Council~Team Building~HCAPS Survery. See resume for more!
Engaging your patients & community in healthcare reform effortsRenown Health
1⁄2 FTE
Programs: Monthly lunch meetings with speakers; social events; newsletter;
volunteer opportunities; recognition events.
Benefits: Sense of community, camaraderie, purpose, connection to BH.
Major benefit to Development, Volunteers, Community Relations
22
Mini-Medical School
Began: 2001
Goal: Educate the community about health and wellness in an engaging, fun way.
Format: 6 weekly 2-hour sessions with MDs, RNs, other clinicians.
Topics: Heart disease, cancer, diabetes, women’s health, men’s health, nutrition.
Participants: 150-200 community members per session.
Cost: $
Patient satisfaction & quality in health care (16.3.2016) dr.nyunt nyunt waiMmedsc Hahm
This document discusses patient satisfaction and quality in healthcare. It defines patient satisfaction as how an individual regards healthcare services as useful, effective or beneficial. Patient satisfaction is important for public accountability and quality improvement at both the system and individual provider levels. The document outlines factors that influence patient satisfaction, including quality and competency of providers, effectiveness and appropriateness of care, and interpersonal relationships. It also discusses the importance of a client-centered approach that prioritizes patients' needs and rights.
The document outlines a presentation on marketing to referring physicians. It discusses the traditional model of in-person visits and events and how physician satisfaction is declining due to increased paperwork and stress. A new integrated marketing plan is proposed for Cooper University Hospital that focuses on building relationships through a quarterly publication called the South Jersey Medical Report, enhanced website content, social media, and a physician liaison program. Initial results showed an increase in referrals from non-Cooper physicians who are now more willing to refer patients to Cooper for cancer, heart, and neuroscience care.
Objectives:
1.Review the changes in Accreditation Canada expectations for implementing MedRec beginning in 2014.
2.Overview of changes to the ROP structure, for Medication Reconciliation ROPs in the leadership and service-based standards.
3.Direct organizations to additional information, resources, and support.
Click the link to read more http://bit.ly/10LqxjQ
This document provides a blueprint for using Always Events to transform healthcare organizations and improve the patient experience. Always Events refer to aspects of care that are so important to patients that providers should always perform them consistently. Over 80 organizations have implemented Always Events projects to address challenges like communication, care transitions, patient and family engagement, and safety. Their results and lessons learned provide a roadmap for other organizations. The blueprint describes how healthcare leaders, educators, and other stakeholders can use Always Events to advance patient-centered care and transform the healthcare system.
The document discusses Narus Health's solution for providing care coordination and support for patients with life-limiting medical conditions. Narus Health uses technology to identify high-risk patients and provide comprehensive in-home assessments to understand patients' medical, social, and family care needs. Narus Health care partners work closely with physicians and provide 24/7 support to patients and their families to help manage symptoms, avoid unnecessary costs and hospitalizations, and ensure patients' goals and preferences are met. The solution aims to deliver better care experiences and lower costs compared to existing care models.
Service Marketing in Healthcare Sector- Case Study of HBRGaurav Singh Bisen
Presentation on Service Marketing concepts relating with Cleveland Hospital in USA. Including all major aspects of services marketing like
1. GAP MODEL
2. Service Marketing Triangle
3. Zone of Tolerance
4. Service Quality Dimensions.
5. Service Blueprint
6. Indian perspective-Wish Mode
7. Practo-Healthcare Startup of India
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
This document introduces Always Events, an initiative by the Picker Institute aimed at significantly improving the patient experience in healthcare. It provides an overview of Always Events, including a brief history, definition, and focus on using them to improve communication and care transitions. The document encourages all healthcare organizations to adopt Always Events to help transform the healthcare system into one that is truly patient- and family-centered.
This document provides an overview of the TransCelerate BioPharma Patient Experience Initiative. The initiative aims to enable greater patient engagement and partnership with sponsors to design clinical trials that improve the patient experience. The initiative will develop tools like a discussion guide and questionnaire to engage patients in protocol design and gather feedback. This is intended to help reduce patient burden and improve willingness to participate in clinical trials. The document outlines upcoming milestones like completing draft deliverables in 2017 and piloting them in 2018. It describes how the tools could be used in the clinical trial process and who is involved in leading the initiative.
O documento discute estratégias para melhorar o desempenho de aplicações web, incluindo otimizações no back-end, como cache e processamento assíncrono de requisições, e no front-end, como minificação de arquivos CSS e JavaScript, uso de CDN e lazy load de imagens. O objetivo é fazer com que as aplicações sejam mais rápidas e eficientes.
ABN AMRO VERHOOGT RENTE TARIEVEN PER 20 DECEMBER 20134ieder
ABN AMRO VERHOOGT RENTE TARIEVEN PER 20 DECEMBER 2013
ABN AMRO Hypotheken verhoogt haar hypotheek rentetarieven voor de volgende hypotheken met 0.05%:
ABN AMRO Budget (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
ABN AMRO Budget met betaalpakket (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
ABN AMRO Woning (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
ABN AMRO Woning met betaalpakket (Aflossingsvrije hypotheek, Annuiteitenhypotheek, Bankspaarhypotheek, Levenhypotheek, Lineaire hypotheek): 2 jaar vast, 3 jaar vast, 6 jaar vast, 7 jaar vast, 10 jaar vast.
...
Voor het volledige hypotheekbericht, zie http://www.4ieder.nl/aanbodnieuws/_abid_600.html.
En voor meer informatie, of een vrijblijvend telefonisch consult omtrent een ABN AMRO hypotheek met de laagste maandlasten, zie http://www.4ieder.nl/aanbod/_abid_600.html.
This program loads an array of 10 bytes with the value 2 into memory and uses a loop to add each element to a running total stored in the AL register. It then divides the total by 10 and exits with a system call, providing a simple way to calculate the sum and average of the array values.
This very short document does not contain enough content to create a meaningful 3 sentence summary. It consists of a single sentence stating "this is test document" without any other details.
El resumen lista materiales de plomería y electricidad necesarios para un proyecto. Entre los materiales de plomería se incluyen un tanque de agua de 1000 litros, una cámara séptica, varios codos, caños y accesorios de PVC de diferentes diámetros. Los materiales eléctricos incluyen cables de diferentes colores y medidas, una jabalina, caja de inspección, abrazaderas y disyuntores.
O documento apresenta uma visão geral do layout flexível CSS, explicando suas principais características como o eixo principal e o eixo cruzado, propriedades para contêineres e itens flexíveis, e como ele fornece soluções para alinhamento, ordenação e adaptação de elementos. Uma interface interativa é oferecida para exemplificar o flex layout em ação.
El imaginario-de-los-sentimientos-de-felixAlejandra Bell
La Unión Europea ha propuesto un nuevo paquete de sanciones contra Rusia que incluye un embargo al petróleo. El embargo prohibiría la importación de petróleo ruso a la UE y también impediría el acceso de buques rusos a puertos europeos. Sin embargo, Hungría se opone firmemente al embargo al petróleo, argumentando que su economía depende en gran medida de las importaciones de energía rusa.
This document discusses various methods for reducing costs. It begins by introducing Pejman Haghpanah and their background and experience in cost reduction training. The document then covers topics like the importance of costs, types of costs, objectives and processes for cost reduction. Specific areas discussed for potential cost reduction include organization structure, marketing/sales, human resources, purchasing, production, maintenance, and storage. Methods provided for each area aim to increase efficiency and eliminate unnecessary expenses.
Tiffany Curtis has over 15 years of experience in healthcare leadership, quality improvement, and project management. She currently works as a Quality Improvement Consultant, assisting healthcare providers in meeting requirements for electronic health records and quality reporting. Previously she has held roles as a nurse manager and clinical supervisor. She has expertise in healthcare policy, process improvement, data analysis, and ensuring regulatory compliance. Curtis holds an MBA in Healthcare Management and multiple nursing certifications.
This document provides a summary of Kimberly Shaw's professional experience and qualifications. She has over 20 years of healthcare experience, including 12 years in progressive executive roles. She is currently the Vice President of Patient Care Services and Chief Nurse Executive Officer at Dignity Health Mercy Medical Center Redding, where she oversees 600 employees and a $147M budget. In this role, she has implemented initiatives that have significantly improved quality, length of stay, staff morale and other metrics.
Wendelyn Bradley is a clinical informatics leader with over 30 years of experience in healthcare IT, operations, and consulting. She currently serves as an Epic Organizational Readiness Lead at Scripps Health, helping to implement a $0.5 billion integrated IT system. She has a background in nursing, medical informatics, and holds credentials including BSN, MA, MS in Medical Informatics.
Bobbie Kithcart has over 30 years of experience in clinical nursing, health administration, and pharmaceutical consulting. She currently works as a Clinical Science Consultant for Boehringer-Ingelheim Pharmaceuticals, where she has led several initiatives to reduce readmission rates, improve medication adherence, and increase the use of new oral anti-coagulants. Previously, she has held leadership roles developing medical management programs, directing evidence-based asthma education, and obtaining multiple grants to study and prevent chronic diseases. Kithcart also has extensive experience cultivating partnerships across academia, healthcare organizations, and government to implement successful public health programs.
Jill Fulkerson is a registered nurse with over 20 years of clinical leadership and healthcare administration experience. She currently serves as the Director of Inpatient Services at West Valley Medical Center in Idaho, overseeing multiple clinical departments and 160 employees. Previously, she was the Clinical Director of the Emergency Department at Tacoma General Hospital in Washington, managing a staff of 112 employees and an annual budget of $123 million. Her experience demonstrates success in improving clinical quality, patient satisfaction, and financial performance through process improvement initiatives and staff development.
Pamela Appleton has over 25 years of experience in healthcare as a registered nurse and clinical informatics leader, with expertise in project management, strategic sales, and implementing new healthcare technologies. She has held roles such as project manager at Moffitt Cancer Center and clinical analyst for Community Health Systems, leading initiatives to improve workflows and implement new software. The document outlines her educational background, areas of expertise, professional profile including roles and responsibilities, and highlights her success in exceeding sales goals and leading teams to outstanding results.
Melissa Kveene has over 15 years of experience in clinical program execution, client relations, strategy development, and staff development. She currently serves as Clinical Operations Director at Cigna, where she leads 170 health professionals serving 16 Fortune 500 companies. In this role, she has implemented strategies to improve customer engagement and reduce costs, customized solutions to clients' unique needs, and improved hiring practices to decrease turnover.
Stephen E. Dannenbaum is an experienced healthcare leader with expertise in clinical operations, quality management, and strategic planning. He has over 25 years of experience leading large behavioral health and integrated medical programs. Currently, he is the Vice President of Behavioral Health and Clinical Integration at UnitedHealthcare Military and Veterans, where he leads behavioral health network development and integrated care programs.
Angela Moss has over 20 years of experience in clinical documentation improvement, case management, coding, and revenue cycle management. She currently works as a Clinical Documentation Improvement Specialist at Barnes Jewish Hospital, where she leads a team of 29 specialists and has helped improve the hospital's mortality index and value-based purchasing scores. She also works as an independent consultant, advising healthcare facilities on ICD-10 readiness and CDI program development.
This document provides a summary of Kay L. Zwan's professional profile and experience. It outlines her 20+ year career in health sciences, including leadership roles in provider and pharmaceutical business operations, managed care programs for the elderly, and homecare administration. It also lists her accomplishments receiving several awards for her work at GlaxoSmithKline and her experience leading quality improvement projects. Her background includes expertise in analytics, health informatics, regulatory compliance, and developing patient-centered solutions.
This document summarizes the experience and qualifications of Jill Goldstein for a position as Vice President of Transitional Care Administration. She has over 25 years of experience leading innovative healthcare programs and clinical services. Currently, she is the Vice President of Post-Acute Operations at Visiting Nurse Service of New York, where she manages complex post-acute operations across 7 regions. She has a proven track record of driving performance improvements, cost containment, and compliance within highly regulated healthcare markets.
Agustin Joseph Cruz is seeking a leadership position as a Clinical Director or Executive Director. He has over 15 years of experience in clinical leadership, management, and counseling. He is licensed as an LPC in Virginia and Georgia. Cruz has worked in various clinical director and executive director roles for organizations providing outpatient counseling, intensive in-home services, and residential treatment. He is skilled in developing programs, implementing policies and procedures, and transforming organizations to meet compliance and accreditation standards.
This document is a resume for Chelsee Bavas summarizing her 25 years of experience in healthcare management and quality improvement. It lists her areas of expertise including organizational leadership, process improvement, data analytics, and operations management. It then details two of her most recent roles, as a Senior Specialist in Performance Improvement from July to October 2016 where she led quality improvement teams, and previously as a Clinical Director from April to October 2014 where she provided analysis and training to increase access to care. The resume concludes with her education and security clearance.
Christy Connor is an experienced senior healthcare executive with over 20 years of experience in assisted living and hospital administration. She has held roles such as Executive Director, Director of Patient Care Services, Vice President for Hospital Administration, and Adjunct Professor. Her experience includes overseeing daily operations, staff management, budget development, capital improvements, and regulatory compliance. She has a proven track record of exceeding financial goals, achieving high patient satisfaction scores, and developing new service lines.
Craig J. Bracher has over 12 years of experience in healthcare and 10 years in sales. He currently works in business development at Florida Hospital Tampa, where he builds relationships between physicians and hospital administration to increase revenue. Previously, he worked in physician advocacy and marketing, growing business by 15% annually. He also has experience in claims processing and healthcare administration. Bracher has an MBA, MPH, and BS in health education.
Debra Wentzel is a healthcare consultant with over 30 years of experience in clinical process improvement, patient safety initiatives, and ensuring regulatory compliance. She has extensive expertise in reducing mortality, medical errors, and avoiding patient harm. Previously she has held leadership roles managing clinical consultant teams and directing efforts to establish measurable clinical improvements at healthcare organizations nationwide.
Robert W. Brenner is a physician executive who has transformed large healthcare organizations. As Chief Medical Officer of Summit Medical Group, one of the largest physician-owned practices in New Jersey, he oversees clinical strategy and operations, population health programs, and the growth of new services. Under his leadership, Summit Medical Group has expanded to over 300 providers, grown annual revenue to over $300 million, and achieved high quality outcomes. Brenner has over 25 years of experience in healthcare administration, quality improvement, and clinical leadership.
Melanie N. Gander is a nurse leader with over 15 years of experience in healthcare leadership roles. She currently serves as the System Director of Nursing Operations for Memorial Hermann Healthcare System, where she collaborates with other leaders to ensure nursing is involved in decision making. Previously, she held roles such as Director of Critical Care Services and Director of Emergency Services at Memorial Hermann The Woodlands hospital. She has a proven track record of improving patient satisfaction scores, quality metrics, and operational excellence. Gander received her BSN from University of Texas Health Science Center in Houston and her MHA from University of St. Francis. She maintains several nursing certifications and has received recognition as one of Texas's 20 outstanding nurses.
The document is a resume for Alan S. Dow, an experienced healthcare administrator. He has over 15 years of experience managing clinical operations and quality improvement programs for neurology and neurosurgery departments. His experience includes operational management, strategic planning, process improvement, financial management, and ensuring compliance. He is skilled in identifying and implementing methodologies to improve operations and quality of care.
John Doe has over 30 years of experience in healthcare administration, leadership, and clinical operations. He has held roles such as Chief Operating Officer and Administrator, where he improved quality, increased revenues, reduced costs, and streamlined operations. Doe has a proven track record of turning around struggling healthcare organizations through strategic planning, process improvements, and cost reduction strategies. He has extensive experience in areas such as healthcare trends, regulatory compliance, community outreach, and team leadership.
1. 1
Cynthia A. Cadwell RN ANP-BC CNS CPHQ
cadwellconsulting@yahoo.com
Cell 858-775-7372
MODIFIED CV
Education
MS San Diego State University Adult/Geriatric NP & CNS acute/critical care 1998
BSN Regents College/ University of the State of New York 1995
ADN San Diego Community College
LPN Sacred Heart Hospital School of Practical Nursing in PA
Specialized Clinical Internships
Critical Care – 16 bed general ICU in 200 bed city hospital in Norristown, PA
Psychiatric ward – largest VA hospital in USA, San Diego, CA
Maternity ward – 2nd
largest birthing center & high risk level nursery in USA, San Diego, CA
Pediatric medical/surgical floor – Children’s hospital in San Diego, CA
Adult Surgical ICU – 16 bed general SICU in 400 bed hospital in San Diego, CA
NP run extended care ward – excessively ill interim care unit, San Diego VAMC, 1996
NP run CHF/chronic disease clinic – Scripps Clinic, San Diego, CA 1996
NP @ indigent/homeless free clinic, St Vincent de Paul’s, downtown San Diego, CA 1997
NP @ hospital based cardiology clinic (inpatients included) Scripps, San Diego, CA 1997
CNS @ 10 bed SICU (CV and Trauma care) UCSD medical center, San Diego, CA 1998
Certifications Professional Membership
Adult Nurse Practitioner 1998 – 2003, 2016 ANCC since 1998
Dept. of Trans. Medical Examiner 2016 ACC Associate since 2003
NP Furnishing & DEA number current 2016 ENA since 2001
DOT UDS/BAT collector 2016 AACN since 1980
BCLS & ACLS current in 2016 Hawaii Assn Prof Nurses: since 2012
Acute Care Nurse Practitioner 1998 – 2003 ANA since 1984
Certified Professional in Healthcare Quality 2008 SHSMD 2002
Lean Project Certified 2013
CCRN by AACN, 1985 - 1990
BCLS instructor by AHA, 1985 - 1988
ACLS instructor by AHA, 1985 - 1990
Training and Development Programs Attended:
*Multiple Clinical Subject Matter Training programs attended routinely regarding Evid. Based Medicine.
Adv. Practice Pharmacology 2016 ACOEM Medical Examiner 2016 DOT UDS & BAT 2016
Suturing/Special Procedures 2016 OSHA/HIPAA 2016 Blood Borne Pathogens 2016
CPHQ certification program 2008 PDCA cycles 2008 Scripps Quality Program 2008
Coaching Techniques 2003 Presentation Skills 2000 Training Techniques 1999
Social Styles 1997; 1999 North Carolina State and Premier Inc. Lean Certification program 2012–2013
Group/Team Development 2005 Lean-Six Sigma for Healthcare 2005 Team Success 2005
Strategic Selling 2001, 2005 Presentation Skills for Biotech 2005 Power Speaking 2000
DISC 1987, 1998; 2000, 2004 Competency Training 1986 Micro Teaching Skills 1985
Seven Habits of Successful People/Managers 1998 Gung-Ho Customer Service 1998 Spin Selling 1990
Targeted Selection Interviews 1999 E-commerce program tools 2007 Consultative Selling 2000
Selling with Integrity 1989 Internet Sales and Marketing Strategies 2007 Large Account Management 1992
2. 2
Employment History:
YOH- JHU OCC. HEALTH/WELLNESS CENTER – MAY-AUG/2016. SAN DIEGO, CA
Provider of urgent, clinical care & direct case management of injured and/or sick workers to
improve clinical & economic outcomes. Facilitator of care coordination to ensure best
practices & clinical guidelines application.
Coordinator and care delivery provider for pre-employment testing to meet all federal, state
and corporate requirements associated with Pepsico employment.
Healthcare educator and co-collaborator for improving the overall health & wellness of the
Pepsico employees. Collaborating and communicating best practices to prevent both
illnesses and injuries among employees, their families and the Pepsico community at large.
Principal Consultant - Cadwell Consulting; Dec/2005 – Dec/2007; San Diego, CA
*Specialized case management & Locum Tenens (Nov-2015 to Oct-2016)
PROTEUS DIGITAL HEALTH – MAR/2014 - NOV/2015. REDWOOD CITY, CA
Regional Business Development/Customer Partnering Liaison – Southern CA
Develop key regional partners for initial high profile integration of disruptive, novel digital
technology to improve cost effective outcomes through new insights from digitized medication
taking behaviors
Facilitating relationships with select CA Healthcare system executives to develop
partnerships, integration strategies and care delivery models for the at risk, peri-acute
population. Clinical goal – reduced care confusion for patients and cost of care
Collaborating on integration strategies to demonstrate clinical and economic outcomes,
using Proteus mobile health technology, for improving patient engagement & medication
taking behaviors. Clinical goal – reduced CVD mortality and morbidity in adults.
PREMIER INC. & HMSA - MAY/2011 – DEC/2013. CHARLOTTE NC/HONOLULU HI
Director of Performance Improvement for Advanced Hospital Care Program in Hawaii.
Help lead region’s hospitals to top performance, via a commercial payer P4P program, using the
Premier quality data products and QUEST cohort as a means of sharing methods for improvement.
Facilitating culture change to performance improvement among hospital executive and board
of director teams to impact employee engagement and patient care clinical outcomes.
Organizing regional collaboration among quality leaders, for rapid adoption of best clinical
practices in high care/high cost populations/diagnoses and to maximize impact on outcomes.
Develop relationships and membership among all statewide acute care Quality Improvement
teams to help usher in facility level initiatives to improve care. Promoting teamwork.
HOSPITAL ASSN OF SAN DIEGO & IMPERIAL COUNTIES May/2010 – May/2011
VP of Quality and Performance Improvement
Lead Patient Safety initiatives throughout region in conjunction with the 38 hospitals’ executive and
quality leadership.
Facilitating Patient Safety Council’s reduction projects on sepsis mortality, hospital acquired
infections and < 39 week elective deliveries. Marked, measured reductions occurred in each
focus area.
Hospital association liaison for county/community wide Health Information Exchange
project. Initiator and project director for the Preventable Readmissions Network.
Clinical quality representative and communication conduit for regional affiliates on
California’s patient safety, clinical quality measures and regulatory committees and boards.
3. 3
Director of Quality, Sharp Metro Medical Campus, Kearny Mesa May/2009 - May/2010. SAN DIEGO CA
Patient Safety Officer for 4 acute care hospitals: Sharp Memorial, Mary Birch women’s, Mesa Vista psych and Vista
Pacifica drug rehab. Improvement facilitation included: Core Measures to top decile in all categories from below
average, CA hospital ICU compliance improvement to over 91%. Increased quality variance follow-up dissemination
to integration of new processes/methods throughout organization for sustained improvement. Modified physician peer
review to more precise and meaningful specifications with significant physician leadership satisfaction and value
acclaimed. Active clinical participatory ‘hands-on’ approach.
Quality Improvement Project Manager, Scripps Memorial Hospital Dec/07–May/09. SAN DIEGO CA
Areas of responsibility included: Emergency, Trauma, Critical Care and Cardiovascular programs. Identified clinical
opportunities to improve care quality and program efficiency, ultimately reducing costs and improving resource
utilization. Initiated and facilitated process improvement teams, including medical staff and other disciplines to
research, develop, and monitor strategies and tactics to improve clinical care processes to a minimum of best
practices. Awarded 1st
place for Quality Improvement teams: Achieved 100% STEMI in < 90 minutes within 1
month (from 0%) and sustained for 1year.
Principal Consultant, Cadwell Consulting, Dec/2005 – Dec/2007; *Intermittent contracts (2008-2016)
Providing Hospital and Medical Device Industry clients with results driven development plans for multiple business
services including: service and product offerings, quality improvement, improved clinical & economic outcomes,
measurable outcomes design and metric components, clinical research and process improvement protocols, improved
patient flow, and advanced technology marketing plans. All service plans designed to maximize the effectiveness of
professional and ancillary staff, and to reduce costs through process management and use of advanced technology.
Business Partner- Senior Healthcare Management- Jun/2006 – Nov/2007; Board Member 2008 -2011
Privately owned and operated business providing seniors with top quality individualized clinical healthcare
consultation, care management and coordination. Services include individual care planning across the continuum,
from independent home care assistance to inpatient care collaboration, and direct consultation with all patient
physicians. Customized patient care consultation and services are organized, provided, recommended and/or
coordinated to optimize the adult’s health and independence to the most appropriate level. Substantially reduced costs
through advocacy for and acquisition of appropriate technology.
Director, Healthcare Solutions, Biosite, Inc. (now Alere) May/2003 – Nov/2005 SAN DIEGO CA
Designing, developing and implementing new and innovative strategies for health care administration customers to
achieve improved clinical, operational and economic outcomes associated with high volume, high risk and high
liability, ED populations. Also providing consultative expertise and services to internal customers, including Biosite’s
consulting services, sales and marketing management, business development, R&D, discovery and national accounts
management; External customers included VIP’s, Hospital Executives and Healthcare affiliated associations
interested in methods and measures of quality of care and process improvement.
Managing Director of Sales Training, Biosite, Inc. (now Alere) May/2000 – May/2003:
Designed, developed and implemented a clinically based sales training program with a special focus on
consultative selling into the Cardiovascular disease management arena in accord with corporate initiatives and
long term strategic plan. Facilitated comprehensive education plan for launch of first diagnostic blood test for HF
(BNP) and first urine drug screen designed for use in the Emergency Department. Incorporated FDA, OSHA,
JCAHO and GCP regulatory requirements into training programs designed for all field, research and corporate
personnel. Designed and implemented multiple educational offerings for ongoing clinical education via webcasts,
teleconferencing and other electronic media to facilitate understanding of product utility and the clinical and
economic impact on healthcare systems.
Clinical Savvy Program Director/Sr. Clinical Research Coordinator, Dec/1998-Jun/2000 SANTA CLARA CA
Guidant Corporation (now Boston Scientific): Vascular Intervention Division (now Abbott) Dec/98–May/2000
Re-designed, then developed and implemented a CV disease focused clinical education curriculum for the Vascular
Intervention division from its research and development facility and extended it throughout the organization to
multiple sites worldwide. Established company-wide policies and competencies to achieve a ‘clinically savvy’
organization (100% compliance), which could optimally contribute to the treatment of CVD via clinically driven
innovation and technology. Involved in clinical curriculum development for Clinical Research department, delivery
of training, facilitation of sales training program, and national sales meeting speaker preparations.
4. 4
Clinical Nurse Specialist Sharp Chula Vista Medical Center May-Dec/1998 CHULA VISTA CA
Providing leadership to ensure quality care; coordination and facilitation of optimal patient care in the critical
care department of the leading heart center in the South Bay. Responsibilities included activities related to
clinical expert/resource, educator, consultant/liaison and research/evaluator of practice, emphasizing
incorporation of interdisciplinary approach for JCAHO standards. As the healthcare system’s Critical Care
Policy and Procedure Committee chair, my charge was quality patient outcomes in a cost effective manner via
developing, implementing, and evaluating best practices and standards of patient care.
Clinical Applications Specialist CardioDynamics International Corporation May/1997-May/1998
Multiple responsibilities in this start-up company included clinical assistance with research, research protocol
development, sales support, product development, and customer and sales education. Assisted in clinical
research design, data collection and analysis, and production of unregulated clinical studies for marketing
purposes. Wrote and submitted multiple abstracts for scientific journal publications. Designed educational
program for utilization of new, noninvasive hemodynamic monitoring technology for sales team. * Conducted
Masters Thesis on the cardiac electrical impedance product, BioZ.
Clinical Applications Manager, Boston Scientific Corporation, (BSC) Boston, MA 1987-1997
Responsibilities included worldwide management and updates on current sales related clinical issues;
development, production and coordination of all educational programs for users, clinical specialists, user-
trainers, sales representatives, R&D and service personnel; Designed CME and CE approved programs for
MD’s and RN’s. Primary Clinical Consultant to Product Management, Research and Development and Sales
and Marketing teams. Established revenue stream for value added services and their competitive positioning.
Designed customer acquisition strategy for disposable sales when capital equipment line discontinued for
business divestiture. Invited guest speaker to multiple AACN NTI’s and to ASAIO’s national conference.
Authored multiple peer reviewed publications, several by special request/invitation.
Regional Sales Manager, BSC 1989-1992. In the Western Regional Manager’s role, responsibilities
included managing the territory and sales activities of 7 distributor groups with 21 sales representatives
and 4 part-time Clinical Specialists. Also designed and conducted global clinical sales training.
Successfully grew the disposable business by 15% and capital equipment market share by 5%.
Clinical Specialist to CV Sales Specialist BSC 1987-89. Originally hired to educate users and sales
representatives on equipment. In six months, promoted to Sales Specialist, responsible for all capital
equipment sales, clinical trials, and product evaluations west of the Mississippi. Worked with a direct
sales force of 10 who had responsibilities for multiple Cardiac Cath Lab products. Increased market
share from 3 –10% in a mature market place with major competitor holding an 80% national market
share and a very large one product dedicated sales force with dedicated clinical and service sales
support team.
Critical Care Clinical Educator
1985 – 1987 Sharp Memorial Hospital, San Diego, CA
Assessed need for, developed, coordinated and implemented all educational programs for a six unit 500 nurse
acute/critical care department with a cardiovascular and trauma care focus. Patient care units spanned ED and
ICU to medical/surgical stepdown care and included the post anesthesia and cardiac cath lab areas.
Responsibilities included case management, teaching plan development and implementation of departmental
orientation program. Courses included computerized order entry and clinical information charting systems
utilization, preceptor/internship program, CCRN review courses, ACLS and BCLS courses. Charged with
development of research based policies and procedures, and evaluation of staff performance for maintenance
and/or modifications of standards to reflect new research. Liaison to management. Chaired multiple
committees.
Clinical Nurse III, 1980
First CN III (clinical ladder) in facility. Extensive critical care practice in an SICU, which utilized multiple
cardiac assist devices for the high risk cardiovascular and transplant patients. Patient population also included
level II trauma victims, pediatric cardiac surgical cases, and all general surgical ICU patients. Responsibilities
included direct patient care, clinical resource activities, charge duties, trauma and transport nurse assignment,
and educational activities.
5. 5
Consultant, 1980
Educational consultant for program development, presentation in regional seminars for continuing education of
health care professionals. Representative to multiple interdepartmental committees concerned with quality care
and standardization. Assisted with start up of trauma, transport, MRI imaging and transplant programs.
Staff nurse
Clinical practice in multiple San Diego area health care facilities in multiple settings, including critical care,
skilled nursing facilities, medical surgical units, and psychiatric care units. Early emphasis was on care of the
critically ill pediatric and neonatal patient.
Healthcare Committees Work
Cardiac Assist Device Code Blue Committee Critical Care Transport
New Products Critical Care Symposia Trauma Team Leader
Transplant Team BCLS ACLS Process Improvement
Critical Care Education Nursing Research Team New Employee Orientation
Advanced Practice Nsg Qual/Perf Improvement Statewide Quality metrics
Program Operation and Project Management Involvement:
Organized and coordinated regional performance improvement forum for Hawaii hospitals involved in
Premier Inc.’s QUEST (Clin. Qual. Impr.) cohort. Facilitated regular collaborative sessions for
executive level strategy and director/manager level tactics on patient safety and best care quality.
Transparent results along 5 dimensions of care, included mortality, readmission and harm reduction,
increased evidence based care, patient satisfaction, and top to bottom staff engagement in quality care.
Successfully led region in perinatal harm and early elective delivery reduction, sepsis mortality and
hospital acquired infection reduction via Anthem Blue Cross grant. Established regional preventable
readmissions reduction forum, aligning with the Health Information Exchange ‘Beacon’ grant (from
ONC) to improve provider’s immediate access to critical patient information for optimal care.
Designed and facilitated operation of a clinical and economical outcomes improvement process for
Healthcare Administrators’ use in multiple high volume, high risk, high liability, and high cost CV
patient populations, in accord with JCAHO’s new tracer methodology for quality improvement
evaluation. (2004). Chest pain center accreditation resulted from successful application in 2 centers.
Provided critical insight and assistance to business development and operation of ‘new to marketplace’
clinical products and services, including initial marketing and commercialization of real time IABP
(1990’s), BNP testing (2000-05), digital medicines (2014) and clinical customer training programs, and
associated clinical and economic outcomes measurement services for impact and sustainability.
Designed and implemented a five phase, competency based, clinical sales training program (2000) for a
small diagnostic medical device company, ultimately causing sales increase from $50 to $200 million
dollars (US) over 3 years. Company ultimately sold with significant shareholder profit (Biosite/Alere).
Re-designed, orchestrated and implemented a ‘clinical savvy’ program for the Guidant Vascular
Intervention (now Abbott) research and development facility in Santa Clara. Impact significant for
innovation, customer loyalty, Quality and regulatory processes and sales training. Compliance was
100% at all levels of training and development for this program.
Facilitated implementation of the 1st
CPOE to Sharp Healthcare and 1st
electronic clinical charting
system into ICU’s. Facilitated comprehensive e-charting/ordering educational program design and
delivery. Collaborator to software design engineer (Clinicomp 1885)
6. 6
Clinical Research and Trials Project Involvement
Primary Investigator and Publication Author: IABP - Investigation of various timing modalities and
IABP equipment performance. 1996
VAD - Investigation of the role of the IABP in combination with non-pulsatile ventricular assist
devices in the ICU setting. 1996
PI and Author for Master’s Thesis: Thoracic fluid contents correlation to pulmonary capillary wedge
pressure. 1998
Clinical Research Associate responsibilities for data collection, site monitoring and data management
of the non-invasive monitoring comparison COST study 1998
Clinical Trial Manager, second author for non-invasive monitoring reliability and reproducibility study
on elderly CV rehabilitation patients 1998
Sr. Clinical Research Coordinator: Angiogenesis, brachytherapy, peripheral and drug eluting stent
efficacy 2000
Internal Clinician Liaison for Clinical Affairs and Project Management Teams: Review, write and
design protocols, CRF’s, Directions For Use and results analyses for product studies re: Biomarkers of
disease states, and operational utility of products and associated processes. Designed, developed and
insured proper training for new product launch for user safety and regulatory compliance purposes
2005, including on B-Type Natriuretic Peptide.
National Association Annual Conference Speaking Engagements:
Premier Inc. Breakthroughs – Novel HC Improvement Leadership Strategy with Insurers 2013
AACN – American Association of Critical Care Nurses’ National Teaching Institute 1985-2005
AACN – American Association of Critical Care Nurses’ Advanced Practice Institute 2000-2003
ASAIO - American Society of Artificial Internal Organs Scientific Sessions 1990
ENA – Emergency Nurses Association Scientific Sessions 2000-2005
ENA – Emergency Association’s Leadership Conferences 2000-2005
Critical Care Management – Clinical Updates 1995-1999
AHRQ – Agency for Healthcare Research and Quality’s Translating Research into Practice 2003
Multiple Hospital and Healthcare based training courses and speaking engagements - list extensive;
focus CVD across the continuum, advances in technology and improving community health
Publications
"Management of the Patient on the IABP" 1988, 1990, 1992. Published by Boston Scientific
Corporation
Real Timing, chapter in Quaal "Comprehensive Intraaortic Balloon Counterpulsation" 2nd ed.
Published 1993 by Mosby-Yearbook of St. Louis, MO.
Letters to the Editor of Critical Care Nurse, 1994. Published by AACN.
"Intraaortic Balloon Counterpulsation Timing: A Synthesis". July 1996 AJCC by AACN.
"Clinical Observations with Real Timing" published Dec., 1996 in Crit Care Nurs Clinics of No Am by
W. B. Saunders Company of Philadelphia, PA.
Letters to the Editor of American Journal of Critical Care, Jan.., 1997. Pub. by AACN.
“Correlation of Thoracic Fluid Index and Pulmonary Capillary Wedge Pressures” May, 1998. Master’s
Thesis, San Diego State University Library
“Triage BNP Test, Sales Training Manual”. Published by Biosite Inc. for internal sales training. Dec.
2000.
Triage Drugs of Abuse, TOX Sales training manual. Published by Biosite Inc. for internal sales
training Dec 2001
Triage Cardio ProfilER Sales Training Manual. Published by Biosite Inc. for internal sales training,
April 2003.
Hospital Case Exemplar. San Diego Veterans Administration Hospital. Published by Biosite Inc. for
marketing purposes. Nov 2004
7. 7
Publications continued…
MPO (myeloperoxidase) use for clinical diagnostic testing. Research review editorial for informative
advertisement use. Provided to Biosite Inc. for pre-approval marketing use in medical journals. May
2006
Editor for all publications from the Patient Safety Council.org (2010-2011), a regional network
associated with HASD&IC for patient safety in San Diego county.
Author of quarterly executive summaries for the Advanced Hospital Care program, a statewide
network of all hospitals in Hawaii providing care to non-military residents. (2011-2013)
Volunteer Positions:
AACN: Practice Research Think Tank 1996
AACN: CE Article Review Panel 1996-1997
SDSU: Member of Board of Directors for Preschool Education 1996-1997
AACN: Grass Roots Advisory Team 1997- 1998
Educator for Children’s Liturgy, St Catherine LaBoure, San Diego, CA. 1997 through 2011
Weekly Religious Education, St Catherine LaBoure, San Diego, CA; 9th
graders; 2006-2007
Language Academy Elementary School: Board of Directors/ VP Ways and Means 1998-1999
Amer. Heart Assn. Silicon Valley Walk Team Leader at Guidant 1999
Castro Elementary School: Parliamentarian, PTA Board 1999 - 2000
Assistant Director for Christmas Pageant, St Catherine LaBoure, San Diego, CA. 2000, 2001
Chair for Girl Scout Troop 3071 Cookie Sales 2002
Amer. Heart Assn. San Diego Walk Team Leader at Biosite 2002
Tecolote Bronco Division Padres Team Parent 2004 -2005
Annual Community Health Fair: St. Mary Madeleine 2002 – 2005
Francis Parker Cheer Squad Team Parent 2006 -2007
Francis Parker Parent’s Association After Prom Chair and Annual Gala Volunteer 2006-2007
Border Safety Corridor Coalition – San Diego, CA 2006 -2007
Hawaii Assn of Professional Nurses: 1st
Annual conference committee 2013; President 2013
Licensed for Advanced Practice Nursing in California and Hawaii
Additional Language proficiency in Spanish; Can read French, and limited conversational French
References will be provided upon request