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.
Highly analytical healthcare management professional combining more than four years of work in a clinical setting with proficiency in financial management, leadership, and positive clinical outcomes.
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
This presentation by Gelb Consulting performed during the annual NACCDO-PAN conference outlines howto manage referrer relationships. In this presentation, the case study revolves around OSUCCC-James - The James began an initiative to seek insight on the experience provided to referring physicians as well as glean key drivers for referrals and satisfaction. The James' goals included an action-based physician relations management program and ultimately increasing referrer loyalty.
Highly analytical healthcare management professional combining more than four years of work in a clinical setting with proficiency in financial management, leadership, and positive clinical outcomes.
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
This presentation by Gelb Consulting performed during the annual NACCDO-PAN conference outlines howto manage referrer relationships. In this presentation, the case study revolves around OSUCCC-James - The James began an initiative to seek insight on the experience provided to referring physicians as well as glean key drivers for referrals and satisfaction. The James' goals included an action-based physician relations management program and ultimately increasing referrer loyalty.
Motivated and performance driven; clinical and business professional. Determined and passionate about implementing best practices while targeting education and improving staff development efficiently. Expert knowledge of healthcare environment, ability to positively influence behavior for quality patient outcomes. Demonstrates ability to creatively use consulting and listening skills when working with interdisciplinary teams, promoting consensus with communication and transparency of program goals. Organized and presents research and analytic benchmarks proficiently with cross functional team collaboration.
• Brilliant ex Indian Army Medical Corp officer with profound knowledge of management of men,material and money and taken part in various army operation including establishment of new medical field unit with resource management for newly raised army division.
• Strategic and enthusiastic healthcare professional helping healthcare systems in opening hospitals, maximizing patient satisfaction, improving efficiency/processes, enhancing quality, physician engagement/ hiring and managing their revenue/cost.
• Proven 20 years of progressive experiemce in healthcare with 10 years of Administrative, Quality Management and operations experience in the healthcare & consulting area with a strong background in healthcare operations/ administration, processes, IT- HIS Implementation and cost management
• Accomplished, self motivated, detailed oriented and analytical professional offering extensive auditing, process improvement and presentation skills; highly experienced in resolving customer issues and problem solving.
• Greatly qualified at developing meaningful working relationships across all levels of an organization including executive levels, and able to work with minimal supervision and under pressure.
• Experienced identifying the key business drivers and their Pain and Vision, in order to assess risks, troubleshoot and resolve customer issues, and as a result, develop a strong win-win relationship.
• Fluent in English and Hindi with excellent listening, communication and interpersonal skills and a highly developed ability to deliver through influence
1. JENNIFER FIGHERA, BSN, RN
200 West Sahara Road, Unit 1105 Las Vegas, Nevada 89102 jenshalom01@yahoo.com 702.672.1616
OPERATIONAL LEADERSHIP
HEALTHCARESERVICE LINE DEVELOPMENTTELEMEDICINEPHYSICIAN RELATIONS
Dynamic, compassionate and performance-driven healthcare operations leader determined to leverage 20 +
years of unparalleled success across clinical, administrative, technical and staff management within diverse and fast-
paced environments in contributing to the bottom line.
Design and implement improved policies, procedures, strategies and tactics to address the vision, value and goals
of an institution. Adhere to established policies and regulatory guidelines.
Streamline operations through outstanding results in service line management/growth, process improvements,
strategic planning, operational direction, program management and collaboration with managers and
administration. Dedicated team-leader with success improving staff performance and maximizing customer
satisfaction.
Career highlights include improving the Transfer Process by identifying opportunities for progression and
executing a successful action plan. Establish and achieve goals, coordinate activities, address deadlines and develop
productive relationships. Maintain a strong interest and compassion for the health and well-being of all individuals.
PROFESSIONAL EXPERIENCE
HCA: Hospital Corporation of America, Las Vegas, Nevada (2012–Present)
“The nation’s leading provider of healthcare services. A company comprised of locally managed facilities that includes about 165
hospitals and 115 freestanding surgery centers in 20 states and England and employing approximately 204,000 people.”
Transfer Center & Telemedicine Director: Strategy & Development
‒ Direct all aspects of the FWD Transfer Center with accountability for the Transfer Center service line including the
HCA 2 Admit call line. Facilitate and manage all patient transfers and oversee transport/transfer center activities in
collaboration with HCA Far West Division Senior Leadership, Facility Senior Leadership, Sales & Marketing Team,
Medical staff, Department director/managers and nursing staff.
‒ Supervise, guide and monitor all members of the Transfer Center Team. Hire, train, develop, lead and evaluate
personnel. Perform counseling, disciplinary action, performance evaluations and weekly training evaluations.
Maintain effective communication with staff as a member of the Programs Management Team. Oversee the HCA Far
West Division Transfer Center training program.
‒ Develop, assess and update effective policies, procedures, protocols, standards and objectives through scheduled
staff meetings. Attend local, regional and national management meetings, in addition to Division wide meetings.
Collaborate with Marketing and Outreach Sales Team in conducting Outreach to area HCA and Non-HCA Facilities.
Establish and ensure quality communications in coordination with the FWD Marketing and Sales Teams. Support the
development and maintenance of a capital/operational budget. Assist with customer relations, strategic
planning, marketing and outreach activities. Develop and oversee education to all Transfer Center personnel on
technological systems. Gather, compare, analyze and interpret operational, financial and statistical data.
‒ Create innovative solutions to technological issues as liaison for the HCA Far West Division and HCA IS/IT
department. Establish relationships to improve public and private access to the HCA FWD hospitals, services,
physicians, health care professionals, and their affiliates. Develop, revise and enforce the medical staff
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Core Competencies:
Healthcare Operations
Nursing Management
Physician Interaction/Negotiations
Clinical Documentation
Patient Assessments
Quality Healthcare Standards
Strategic Planning/Development
Process Improvements
Staff Development & Supervision
Inpatient Medical Records
Records Management
Customer Service & Satisfaction
Service Line Development/Expansion
Program Coordination
Project Development & Leadership
Budget Administration
Revenue & Profit Growth
Cost Reduction Strategies
2. participation criteria in the physician referral, nurse triage and patient test results services. Report any act of
professional conduct. Present copies of new and updated clinical protocols and algorithms for review and
approval.
JENNIFER FIGHERA, BSN, RN, jenshalom01@yahoo.com 702.672.1616
Professional Experience (HCA) Continued
‒ Consult with HCA Far West Division Ethics and Compliance officer to effectively construe and implement the
Inspector's General Safe Harbor Regulations, EMTALA, Stark Laws and additional points of law applicable to
Transfer Center activity.
Establish and maintain exceptional levels of team performance with consistency addressing and exceeding
organizational goals and mission. Drive positive relations between the IS/IT departments and the Transfer
Center in order to uphold a constructive working environment.
HCA: Sunrise Hospital & Medical Center & Sunrise Children’s Hospital, Las Vegas, Nevada (2012-2013)
“Sunrise Children’s Hospital is the largest and most comprehensive children’s hospital in Nevada. It is “the leading neonatal and
pediatric provider in the region, offering advanced services for children from birth to 18 years old.”
Manager of Operations /Outreach & Transport Services
‒ Directed daily operations for a 700 bed Level II Trauma Center with responsibility for all outreach and transport
service procedures. Dedicated administrative member of the management team. Managed the coordination of safe,
efficient and therapeutically effective nursing care for outreach and transport patients. Supervised daily activity of
staff members.
‒ Promoted Sunrise services and admission of patients into the Sunrise system in order to develop new business and
generate revenue. Provided community education to medical and lay individuals.
‒ Developed transport systems ensuring compliance with established transport principles. Oversaw problem
resolution for assigned areas. Exhibited knowledge pertaining to Standards of Care/Standards of Practice in assigned
area. Effectively collaborated with all members of the health care team. Maintained knowledge of principles of
growth and development over the life span. Identified patient requirements related to his/her individual needs.
Established new business and drove revenues through the effective promotion of Sunrise services. Maintained
exceptional performance during times of great crisis and stress.
Demonstrated and improved hospital throughput through hard wired and streamlined evidence based
process.
UHS: Spring Valley Hospital Medical Center, Las Vegas, Nevada (2011–2012)
“231-bed acute care facility providing quality healthcare to the residents of Las Vegas and surrounding region.”
Clinical Documentation Specialist
‒ Brought on board with accountability for evaluating the utilization and documentation of acute care services
through the clinically based simultaneous and retrospective review of inpatient medical records. Accurately exposed
both the severity of illness and risk of mortality for various patients by facilitating the approved physician
documentation of care. Reported quality of care upshot and obtained accurate and compliant reimbursement for
acute care services.
Recognized for providing extensive service improvement and growth through execution of strategic programs
that addressed the organizational mission.
Centennial Hills Hospital Medical Center, Las Vegas, Nevada (2010–2011)
Acknowledged as the provider of choice for healthcare services within local community with the mission to provide outstanding
clinical care that patients recommend their family members and friends.
Manager: Performance Improvement
‒ Directed all aspects of the Joint Commission Readiness; coordinated and ensured 100% accuracy of quality data
collection with consistency remaining within established time frame. Managed the Performance Improvement
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3. Committee. Designed, implemented and oversaw the peer review process. Provided training and counseling for
management and staff regarding new statues/guidelines and all safety, quality and performance improvement
activities.
‒ Assessed department improvement initiatives by assisting management in creating various tools to include
metrics. Coordinated the Performance Improvement function and processes through various software applications
including Midas/PB View/ Qnet and resource network.
Maximized operations by developing and executing successful risk reduction strategies and measurement
plans through utilization of CQI tools/techniques during RCA and SE meetings.
JENNIFER FIGHERA, BSN, RN, jenshalom01@yahoo.com 702.672.1616
Professional Experience (Centennial Hills Hospital) Continued
Morton Plant Hospital, Clearwater, FL (2002–2010)
Morton Plant Hospital is a 687-bed facility providing award-winning care delivered by board-certified physicians and highly
trained nurses within over 50 specialty areas.
Nurse Manager: Morton Plant Mease, Patient Transfer Center (2006-2010)
Nurse Manager: Morton Plant Bed Board (2006-2010)
Nurse Manager, Morton Plant Mease, Patient Transfer Center (2006-2010)
‒ Managed daily operations and all aspects of the Emergency Patient Transfer Center specializing in advancing the
rapid transfer of patients requiring extensive care for complex clinical intervention within six of Bay Care Health
Systems Emergency Rooms. Facilitated patient transfers. Oversaw the Transfer Center Service Line. Supervised the
Performance Improvement Committee. Designed, implemented and oversaw the peer review process. Key
participant in several six sigma projects. Served as the Yellow Belt Process Owner for entire inpatient transfer
process. Maintained a $500K budget with success reducing costs and remaining within financial plan.
Streamlined the Inpatient Transfer Process through the execution of a successful proposal. Maintained
exceptional quality of care by consistently re-evaluating the Emergency Patient Transfer Center operations and
productivity.
Eliminated risks pertaining to EMTALA violations (Emergency Medical Treatment and Labor Act) by designing
and streamlining processes.
Earned election as Chairperson for monthly Transfer Center Oversight Committee, a state required meeting
consisting of various participants including the Chief Medical Officer, Vice Presidents of Medical Affairs, the
Nursing Director for the Transfer Center and the Risk Management Department.
Prevented financial liability to the organization and ensured appropriate transfers were directed to the Patient
Transfer Center’s system through implementation of the reciprocal transfer agreement.
Nurse Manager: Morton Plant Bed Board (2006-2010)
‒ Directed patient flow and logistics of 500-bed hospital. Project Manager and System Administrator for the successful
design, plan and implementation of the Teletracking Application providing work flow automation for healthcare
facilities.
Upheld a progressive record of improved productivity. Earned recognition for the ability to coordinate and
implement responsibilities concurrently throughout periods of inadequate staffing and expanded workload.
***
Additional Experience Includes:
CNIII Behavioral Admission Intake, Adler 5: Morton Plant Hospital, Clearwater, Florida (2002 to 2006)
CNII Staff Nurse, Adler 5: Morton Plant Hospital, Clearwater, Florida (2000 to 2002)
Clinical Care Coordinator, Adult Acute: Silver Hill Hospital, New Canaan, CT (1999 to 2000)
Nursing Supervisor: Silver Hill Hospital, New Canaan, CT (1999 to 2000)
Per Diem RN: Lenox Hill Hospital, New York (1998 to 2000)
Staff Nurse: New York Hospital-Cornell Medical Center, Westchester Division (1997 to 1999)
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4. Charge Nurse: Stony Lodge Hospital, Ossining, NY (1996 to 1997)
Mental Health Associate: Stony Lodge Hospital, Ossining, NY (1995 to 1996)
EDUCATION & CREDENTIALS
Bachelor of Science Degree in Nursing- 1996 | LIENHARD SCHOOL OF NURSING
PACE UNIVERSITY, Pleasantville, NY
LICENSES/CERTIFICATIONS
Legal Medical Nurse Consultant Certificate
Florida RN 9166414/Nevada RN 66422
Psychiatric Nursing Certification
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