Resume of Cynthia Mensendick, RN, MSN

Summary of Standards Experience

Genesis Health System 1. Overview: Genesis Health System is a small five-site healthcare system with a very customized

version of Cerner. They had forged a partnership with Cerner to optimize and upgrade their version to the recommended Model standards. Brought on as the new CNIO role to lead the optimization for nursing and groom the informatics department.

2. Current State Assessment (Description / Process / Analysis / Visio): The Genesis Informatics Department had a supportive, educational role which needed to be expanded. The growth over the last year to more of a project management partnership with the IT Project Management Office has matured their role in leading the future state enhancement. In addition, they were divided into service line representation and provided leadership to nursing as optimization decisions were to be made. Lead the IT Decision Councils and facilitated representation and approvals across the organization.

3. Workflow Outlines / Visio Mapping (Future State, Gap Analysis) were created for each project based on the optimization specialty:

a. Ongoing Care Outlines – Nursing Process Standardization b. Sepsis / Rapid Response Cerner Module c. Admission History PowerForm Optimization d. LACE Tool e. Infusion Management – Acute Nursing and Infusion Center f. Transition of Care – Continuum of Care Initiative

4. Defining Standards:

a. Decision council leadership – co-lead CITTIC, the executive IT decision council and participated as a voting member of the specialty IT leadership councils (i.e., NITDC, PhITDC, PITDC, Ambulatory IT DC, etc.). Represented, reported out, and/or accepted action item deliverables to bring back to councils if more information was needed to make informed decisions.

b. Training – Curriculum was developed and consistently trained by a recruited team of trainers, facilitated by team of Informaticists. Team created and set up the training for each optimization and/or update to bring the EMR to standard Cerner EMR alignment.

5. End-user Acceptance (Enforcing Standards) – Following implementation of the new EMR

changes and/or specialty modules, the informatics team consistently rounded on their service lines. a. Rounding b. Reporting c. Service-line Representation d. IT Decision Council Leadership

6. Change Management (Description / Effecting Future State Standards): IT Decision Councils

were the source of decision-making and standardization across the enterprise. This facilitated adoption and education back to the units regarding decisions and rationale.

7. System Implementation / EMRs (Primary and Secondary) / Cerner Solutions:

3011 Armory Drive, Suite 210

Nashville, TN 37204

615-386-0330

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a. Cerner i. Nursing Documentation Optimization ii. Infusion Management iii. Bar Code Scanning – Specimen Collection iv. Anesthesia

b. Additional Implementations: i. Vocera Optimization and Integration ii. Stryker Bed Upgrade and Integration iii. Critical Alert – Nurse Call System Integration iv. Tap-N-Go (Tap-in Authentication)

c. Secondarily Supported / Troubleshooting: i. PharmNet (Pharmacy) ii. PathNet (Lab) iii. RadNet (Imaging) iv. MModel

d. Integrated Equipment: i. Desktops & Laptop Computers ii. Wall-mounted Computers in Rooms iii. CareAware (Mobile Integrated Vitals Machines) iv. BMDI (Bedside Mobile Device Interface – hardwired) v. Scanners / Mobile Printers

8. Multiple Sites / Singular / Totals:

a. Genesis East Medical Center – 250 Beds b. Genesis West Medical Center – 170 Beds c. Genesis Silvis Medical Center – 135 Beds d. Genesis Aledo Medical Center – 45 Beds e. Genesis DeWitt Medical Center – 85 Beds f. GHG – Genesis Health Group – Physician Offices

Dignity Health – Northridge Hospital Medical Center

1. Overview: Dignity Health – Northridge Hospital is a 400-bed facility within Dignity Health Care. There was no formal Informatics Department, was hired as Director of Informatics to set up a professional Informatics Department. Brought on-board three informaticists, two analysts, and two schedulers. In addition, had a team of Go-Live Support nurses who rotated in over the course of a year to provide varying levels of support for the Cerner implementation. The hospital was utilizing Med-Host in the Emergency Department, a GE-Surgical OR/PAT/PACU Suite, and an OB Suite. They had PharmNet, PathNet, and an older version of RadNet in place. These were all siloed systems with minimal integration through AS400, their accounting and admitting system. The Informatics team worked with the Corporate implementation team from Dignity to convert to a fully-integrated Cerner EMR System.

2. Current State Assessment (Description / Process / Analysis / Visio): Leadd the current state assessments and mapped processes out in Visio. Future state Visios were provided and performed future state review and gap analysis. These were held individually with departments and/or as group meetings. Workflows were posted in a gallery and department super users and managers reviewed and signed off on workflows. Each Department Director was specifically accountable for reviewing and signing off on workflows to the CEO of Northridge.

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3. Workflow Visios (Current State, Future State, Gap Analysis) for the following professional specialties:

a. Acute Nursing i. Emergency Department ii. Medical-Surgical iii. Acute Rehab iv. Telemetry / Critical Care / ICU / Progressive Care v. Mother – Baby / NICU / PICU-Peds vi. Surgical Specialties

1. OR (Operating Room) 2. Pre-Admission Testing Clinic 3. Pre-Operative Admitting Unit 4. PACU (Post Acute Care Unit) 5. Anesthesia

vii. Outpatient Procedural 1. RAD RNs, Ultrasound RNs 2. Cancer Center 3. Ambulatory Physician Offices

b. Specialty Nursing i. Case Management / Social Workers ii. Lactation / Audiology Nursing iii. Pain – Palliative Team / Providers and Nursing iv. House Supervisors

c. Therapies i. Respiratory Therapy ii. Physical; Occupational; Speech-Language Pathology Therapies iii. Dietary

d. Medical Specialties / CPOE i. Physicians ii. NPs / PAs iii. Anesthesiologists

4. Defining Standards:

a. Determining Current State – Led team and mapped current state workflows with each of the departments against future workflows provided by the corporate team. Performed gap analyses and proposed solutions. Coordinated and participated in various testing at stages of implementation to validate workflow standards.

b. Training – Detailed curriculum was developed and consistently trained by a recruited team of trainers, facilitated and trained by the Informaticists. This established consistent standardization across the specialties. Experienced RNs and clinicians performed the training.

i. Nursing ii. CNAs / Unit Assistants iii. RT iv. PT / OT / SLP v. Physicians / NPs / PAs

5. End-user Acceptance (Enforcing Standards) – Following implementation, the team rounded on

units to determine adherence to standards and address questions and/or barriers. Meeting with end-users, Pharmacy, and/or Lab at the bedside provided insight into improvements and ongoing

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issues. Specialized reports, capturing compliance were pulled on a daily basis. Leaders were provided a dashboard score card for their areas to gauge performance. The informatics team was divided into service line specialties and each informaticist was the point person for that area, maintaining relationships and support. Continued to co-lead the informatics council to drive improvements.

a. Rounding b. Reporting c. Service-line Representation d. Informatics Council

6. Change Management (Description / Effecting Future State Standards): The Informatics Team

was an active change agent. This included building ongoing relationships with service line clinicians and leaders. These relationships were key to supporting staff and undergirding adoption of the new process. Co-lead the Informatics Council with the CMO and the CNO.

7. System Implementation / EMRs (Primary and Secondary) / Cerner Solutions: a. Cerner

i. PowerChart ii. PowerOrders / PowerPlans iii. PowerNotes (Physician Documentation) / Dynamic Documentation iv. CPOE (Computerized Provider Order Entry) v. Care Compass vi. Nursing Clin-Doc (Documentation) / PowerForms / INet vii. BCMA (Bar Code Medication Administration) viii. Schedule Book (Central Scheduling ix. Bar Code Scanning – Specimen Collection x. Anesthesia

b. Secondarily Supported / Troubleshooting: i. PharmNet (Pharmacy) ii. PathNet (Lab) iii. RadNet (Imaging) iv. Midas v. Tap-N-Go (Tap Authentication) vi. Dragon vii. AS400 viii. Tissue Tracker (Implant Software)

c. Integrated Equipment: i. Desktops & Thin Clients ii. Wall-mounted Computers in Rooms iii. Computer on Wheels (COWS) iv. CareMobile (Hand-held devices w/Scanning Capabilities) v. CareAware (Mobile Integrated Vitals Machines) vi. BMDI (Bedside Mobile Device Interface – hardwired) vii. Scanners / Mobile Printers

d. Help Desk Support and Cerner Build Tool Access: Informaticists performed support rotations on the Help Desk and had access to the following tools:

i. Cerner Build – Active Directory, building end-user accounts, remote access, DCPTools, etc.

ii. Granting Access, Changing Permissions iii. Designing and Working with Analysts to Code/Create Forms

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8. Multiple Sites / Singular / Totals:

a. Northridge Hospital Medical Center Tenet Healthcare

1. Overview: Joined Tenet Healthcare in 2012, as Manager of Informatics at Doctors Medical Center and then in September of 2013 was recruited to assist Atlanta Medical Center with their Cerner Implementation. Role in both cases was to facilitate and empower the staff on site and support the successful preparation and implementation of the new EMR. This included building relationships, understanding the culture, and translating the necessity into the existing cultural climate at the executive level, end-user level, and everywhere in between.

2. Current State Assessment (Description / Process / Analysis / Visio): Determined both current state workflow and then future state workflow. Lead meetings with each of the specialties areas to determine their current state processes. These were then translated to future state processes utilizing the new electronic medical record (EMR). Workflows were presented to key managers and super user stakeholders to identify process gaps and/or determine optimal solutions. Once completed, directors and managers signed off on current and future state Visio workflows. The new processes were included in the scenario training for each specialty area.

3. Workflow Visio Mapping (Current State, Future State, Gap Analysis) for the following

professional specialties: a. Acute Nursing

i. Emergency Department – Mapped MedHost to Cerner ii. Medical-Surgical / Telemetry / Ortho iii. Critical Care / ICU / Step-down iv. Mother / Baby / NICU v. Surgical Specialties

1. OR (Operating Room) 2. Pre-Admission Testing Clinic 3. Pre-Operative Admitting Unit 4. PACU (Post Acute Care Unit)

vi. Outpatient Procedural 1. RAD RNs, Ultrasound RNs 2. Cath Lab 3. Ambulatory Outpatient Services

b. Specialty Nursing i. Case Management / Social Workers ii. PICC Nurses iii. Wound Nurses iv. Pain-Palliative Care Team Providers / Nurses

c. Therapies i. Respiratory Therapy ii. Physical; Occupational; Speech-Language Pathology Therapies iii. Dietary

d. Medical Specialties / CPOE i. Physicians ii. NPs / Pas

4. Defining Standards:

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a. Determining Current State – As Manager of Informatics, held meetings with front line staff from each specialty to determine current state workflows. Mapped and validated current state workflows with managers and staff. In order to ensure the best professional nursing practice, engaged Quality Management, Professional Practice, and Nursing Education departments to review and assist in regulatory alignment and compliance to policies and procedures. Facilitated any policy and performance revisions.

b. Training – Detailed curriculum was developed and consistently trained by the designated Core Trainers to establish and maintain standardization across the specialties. Nursing and provider training was performed by experienced RNs. Specialties outside nursing were trained by the approved and/or licensed professional in the area of expertise, supported by informatics.

i. Nursing ii. CNAs / Unit Assistants iii. RT iv. PT / OT / SLP v. Physicians / NPs / PAs

5. End-user Acceptance (Enforcing Standards) – Following implementation, consistent rounding

was performed to determine adherence to the new workflows and address questions and/or barriers to compliance. Meeting with end-users at the bedside provided insight into improvements and ongoing issues that needed to be addressed. Specialized reports, capturing compliance were pulled on a daily basis. These provided area leaders with a performance score card and support for staff adoption and improvement.

a. Rounding b. Reporting

6. Leadership / Change Management (Description / Effecting Future State Standards): As the

lead change agent for the implementation, role included facilitation and maintenance of a super user workforce to support clinicians and providers. Assisted with the utilization of the technology and adhering to best recommended practice transitions. Relationships were key to supporting staff and subsequent adoption of new process. Lead the leadership councils, called, “CPIC.” Provided leadership and empowerment to report and continuously improve processes.

7. System Implementation / EMRs (Primary and Secondary) / Cerner Solutions:

a. Cerner PowerChart i. PowerOrders / PowerPlans ii. PowerNotes (Physician Documentation) iii. CPOE (Computerized Provider Order Entry) iv. PAL (Patient Access List) / Care Compass v. Nursing Clin-Doc (Documentation) / PowerForms / INet vi. BCMA (Bar Code Medication Administration) vii. Schedule Book (Central Scheduling viii. Physician Portal ix. MPages x. Meaningful Use Reporting

b. Secondarily Supported / Troubleshooting / Workflow Intersections: i. PharmNet (Pharmacy) ii. PathNet (Lab) iii. RadNet (Imaging)

c. Integrated Equipment:

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i. Thin Clients & Desktops ii. Workstations on Wheels (WOWS) iii. CareMobile on Tablets (Hand-held Tablets w/Scanning Capabilities) iv. BMDI (Bedside Mobile Device Interface – hardwired)

d. Role had access to the following tools: i. Cerner Build – Active Directory, building end-user accounts, remote access,

DCPTools, etc. ii. Granting Access, Changing Permissions iii. Designing and Working with Analysts to Code/Create Forms iv. Reporting

8. Multiple Sites / Singular / Totals:

a. Doctors Medical Center i. Primary Site – 560 Bed Acute Hospital ii. Secondary Site – 90 Bed Behavioral Health Facility

b. Atlanta Medical Center i. Primary Site – 720 Bed Acute Hospital ii. Secondary Site – 200 Bed Acute Hospital

Banner Health System

1. Overview: Banner had purchased a small declining health system and joined the team in 2009 to assist in coordinating the conversion to Cerner from a customized data repository system at one of the facilities, which became Banner Boswell Medical Center. Based at this location, the Clinical Informatics team implemented the Cerner EMR. At each of the other 23 sites, Cerner was implemented by the team based at the location, supported by the network of informatics teams at all sites. Began as a Clinical Informatics Coordinator and progressed to a Senior Lead as our team began to grow. Lead the Nurse Training Team for three years, which included curriculum updates, system upgrades, and ongoing enhancements and training.

2. Current State Assessment (Description / Process / Analysis / Visio): As a primary lead determining both current state workflow and then future state workflow, held meetings with each of the specialties areas to determine their current state workflow processes. The next step in this process was to translate current state processes into future state processes utilizing the new electronic medical record (EMR). The new workflows were presented to key managers and super users to address gaps in process and/or identify and determine the best solution. Once this analysis was completed, directors and managers signed off on the current and future state Visios. They were posted in each of the departments and presented at huddles and team meetings. These were included in the training for each specialty area, presented as scenarios.

3. Workflow Visio Mapping (Current State, Future State, Gap Analysis) for the following professional specialties:

a. Acute Nursing i. Emergency Department ii. Medical-Surgical / Telemetry / Ortho iii. Critical Care / ICU / Progressive Care / Step-down iv. Surgical Specialties

1. Pre-Admission Testing Clinic 2. Pre-Operative Admitting Unit 3. PACU (Post Acute Care Unit)

v. Outpatient Procedural

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1. RAD RNs, Ultrasound RNs 2. Cath Lab

b. Skilled Nursing / Acute Rehab i. Nursing – RNs / LPNs / CNAs ii. Intake Coordinators / MDS Coordinators

c. Specialty Nursing i. Case Management / Social Workers ii. PICC Nurses iii. Rapid Response Team

d. Therapies i. Respiratory Therapy ii. Physical; Occupational; Speech-Language Pathology Therapies iii. Dietary

e. Medical Specialties / CPOE i. Physicians ii. NPs / Pas

4. Defining Standards: a. Determining Current State – Current state workflows were outlined and mapped using

Visio according to front line staff accounts of processes. These were validated by managers and directors. In order to ensure the best professional nursing practice, we engaged our Quality Management and Professional Practice departments to review and assist in regulatory alignment and compliance to policies and procedures. Additional partnerships were forged with nursing educators and senior leadership to ensure a stratified engagement at all levels. Informatics participated in regulatory survey teams and provided access and documentation direction.

b. Training – Detailed curriculum was developed and consistently trained by the Informatics training team to establish and maintain standardization across the specialties. The team consisted of all experienced RNs who validated evidence-based best practice standards and recommendations. Specialties outside nursing were supported by Informatics and trained by the approved and/or licensed professional within the area of expertise.

i. Nursing ii. CNAs / Unit Assistants iii. RT iv. PT / OT / SLP v. Physicians / NPs / PAs

5. End-user Acceptance (Enforcing Standards) – Following implementation of the EMR and/or specialty modules, consistent rounding was performed to determine adherence to the new workflows and address questions and/or barriers to compliance. Meeting with end-users at the bedside provided insight into improvements and ongoing issues that needed to be addressed. Specialized reports, capturing compliance were pulled on a daily basis. These were provided to leaders as a score card for their areas to gauge performance. The informatics team was divided into service line specialties and each informaticist was the point person for that area.

a. Rounding b. Reporting c. Service-line Representation

6. Leadership / Change Management (Description / Effecting Future State Standards): The Informatics Team was an active change agent. This included building ongoing relationships with

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service line clinicians and leaders in these areas. These relationships were key to supporting staff and undergirding adoption of the new process. Utilized ongoing collaborative system teams across multiple sites to update, upgrade, and/or create new processes and ongoing standardized improvements.

7. System Implementation / EMRs (Primary and Secondary) / Cerner Solutions: a. Cerner PowerChart

i. PowerOrders / PowerPlans ii. PowerNotes (Physician Documentation) iii. CPOE (Computerized Provider Order Entry) iv. PAL (Patient Access List) v. Nursing Clin-Doc (Documentation) / PowerForms / INet vi. BCMA (Bar Code Medication Administration) vii. Schedule Book (Central Scheduling

b. Secondarily Supported / Troubleshooting: i. PharmNet (Pharmacy) ii. PathNet (Lab) iii. RadNet (Imaging) iv. Allscripts v. McKessen / WITT (Cath Lab)

c. Integrated Equipment: i. Desktops ii. Computer on Wheels (COWS) iii. CareMobile (Hand-held devices w/Scanning Capabilities) iv. CareAware (Mobile Integrated Vitals Machines) v. BMDI (Bedside Mobile Device Interface – hardwired)

d. Help Desk Support and Cerner Build Tool Access: Informaticists performed support rotations on the Help Desk and had access to the following tools:

i. Cerner Build – Active Directory, building end-user accounts, remote access, DCPTools, etc.

ii. Granting Access, Changing Permissions iii. Designing and Working with Analysts to Code/Create Forms

8. Multiple Sites / Singular / Totals: a. Banner Boswell Medical Center, Assigned Primary Site, 540 Bed Acute Hospital b. Banner Thunderbird Medical Center, Secondary Support c. Banner Behavioral Health, Secondary d. Banner Del Webb, Secondary e. Banner North Colorado Medical Center, Secondary f. Banner Lassen Medical Center, Secondary g. Banner Ironwood, Secondary h. Banner Sterling, Secondary i. Banner Thunderbird Medical Center, Secondary

Experience

GENESIS HEALTH SYSTEM April 2016 to Present Chief Nursing Informatics Officer (CNIO) (4/2016 to Present) Genesis Medical Center - Davenport, 1227 E. Rusholme Street, Davenport, IA 52803 (~360-Beds East/West Campus’, 200-Beds Campus, 80-Beds, 25-Beds)

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• Actively Lead Standardization and Optimization to Achieve High-Reliability Organizational Efficiency and Effectiveness that is Clinically-Driven and IT Supported

• Nursing Informatics Leadership and Project Management/ Facilitation

• Direct Reports: Two RN Clinical Informaticists and One RN Nursing Liaison

• ITWks Project Management Partnership Cerner Model Optimization Project Success

• Actively Lead Standardization and Optimization to Achieve High-Reliability Organizational Efficiency and Effectiveness that is Clinically-Driven and IT Supported

• Transition of Care Across Continuum Optimization Initiative (Reduced PMPM by 44%) o (Discharge Redesign - Template, Assessment Mapping, and PowerPlan Design; LACE

Tool & Assessment Mapping; IV Infusion Management; Campus Integration – Dept. Moves, Vocera Optimization, Critical Alert Nurse Call Integration, Staff Assignments, Stryker Bed Upgrade & Integration, Cardiac Monitoring Upgrade/Purchase Facilitation); Bridge Device Selection & Project Kick-off; Nursing Documentation Optimization to Cerner Model Alignment Kick-off; PromiseCare – Clinical Pathway for Diabetes, Sepsis Advisor, etc.)

• Error Reduction from 60% to 16% Patient Transition to Post Acute Facilities

• Cerner ITWks Value Creation Office Project Partnership for Model Optimization

• Cerner Assessment & Council Structure Creation and Maturity

• Co-Chair of the Clinical Information Technology Transformation Council (CITTIC)

• Co-Chair of Nursing Information Technology Decision Council (NITDC)

• Leadership / Team Building / Team Project Coordination/Facilitation

• Cerner Ambulatory Optimization / Physician Implementation

• Communications / Reporting / Problem-solving / Solution-driven

• Leadership Style: Inspirational / Empowering Philosophical Approach / Just Culture Methodology

• Budget Management: Department Operational / Capital Expense Management; Planning / Education

BROOKDALE, INC. January 2016 to April 2016 Director Clinical Services / SNF – DON (1/2016 to 4/2016) Hillside – Brookdale Senior Living, 300 NW Hillside Parkway, McMinnville, OR 97128

• Direct Reports: One MDS Coordinator; One Social Services – Admissions Coordinator; HIM Coordinator; Three RNs; Six LPNs; Ten CNAs

• Bedside Nursing: Assessments, Wound Care, Medication Administration, Care Planning, Care Team Facilitation and Leadership

• Leadership / Team Building: Community Leadership

• Communications / Reporting / Problem-solving / Solution-driven Leadership

• Leadership Style: Inspirational / Empowering Philosophical Approach / Just Culture Methodology

• Budget Management: Department Operational / Capital Expense Management; Planning / Backfill and Support Facilitation.

DIGNITY HEALTH December 2013 to September 2015 Director Clinical Informatics (12/2013 to 9/2015) Dignity Health, Northridge Hospital Medical Center; 18300 Roscoe Blvd, Northridge, CA 91328 (200 ED / 200 IP beds)

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• Direct Reports: Four Clinical Informaticists and One Informatics Education Lead; One Administrative Coordinator; Two Contractor Analysts.

o Indirect Reports: 18-68 Trainers; 104 Super Users.

• Informatics Department Proposal / Approval / Creation and Deployment. o Created a shared vision, mission, and goals for the department. o Successful High-functioning professional department.

• Cerner Playbooks: (Physicians / Nursing); Biosurveillance; Care Compass; Meaningful Use.

• Cerner Implementations: o Concurrent Implementation of PowerChart, PowerChart Maternity, FirstNet, SurgiNet, In-

Process Anesthesia Module: Clin-Doc, PPID, eMAR, Housewide INet / IView, Interface testing/verification.

o Achieve optimum balance of maintaining hospital customization for specialties while ensuring optimal integration with enterprise implementations

• Conversion Leadership / Go-Live Facilitation: o Includes Facility Team Leadership for a Housewide Conversion to EHR from previously-

siloed systems. o Projects included workflow process evaluation and creation, documentation, and gap

analyses for each implementation; cultural evaluation; ongoing facility communication.

• Like-for-Like Conversions / SBAR RFP/RFQs / Approvals / Negotiation and Fulfillment of Contracts

• Communications / Reporting / Problem-solving / Solution-driven Leadership

• Leadership Style: Inspirational / Empowering Philosophical Approach

• Instruction / Training: o Formal curriculum creation for CPOE classroom instruction to translate current facility

cultural norms/verbiage into Cerner design understanding. o Re-evaluation PowerChart and retraining and follow-up for improved adoption and

sustainment. o Explorer Menu Reporting to locate, track, and empower end-users, managers, and

leadership.

• Informatics Service Line Facility Support & Troubleshooting End-User issues, Escalating to Appropriate Team, and ongoing end-user support.

o System Day Call and After-hours Help Desk Support Leadership. o Change Request / Escalations.

• Meaningful Use Lead Reporting In-Process: Successful Current Reporting in-Process.

• Post Go-Live Adoption / Sustainment

• Budget Management: Department Operational / Capital Expense Management; Planning for Go-Live / Backfill and Support Facilitation.

TENET HEALTHCARE May 2012 to December 2013 Professional Consultant of Clinical Informatics (9/2013 to 12/2013) Tenet Healthcare, Atlanta Medical Center; 303 Parkway Dr., NE, Atlanta, GA 30312

• Cerner Implementations: o Concurrent Implementation of PowerChart: Clin-Doc, PPID, eMAR, Housewide INet /

IView, PharmNet, RadNet, PathNet, CPACCs, Interface testing/verification.

• Consultant Leadership / Go-Live Support: o Recruited to assist Go-Live. Includes IMPACT team facilitation, both formal / informal. o Projects included workflow process evaluation and creation, documentation, and gap

analyses; cultural evaluation; ongoing facility communication.

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Manager of Clinical Informatics (5/2012 to 8/2013) Tenet Healthcare, Doctors Medical Center – Modesto; 1441 Florida Avenue, Modesto, CA 95352

• Meaningful Use Lead Reporting o Successful Submission of Year 1, Round 1 and Leadership Coordination of Year 1, Round

2 (Lab, Quality Management, Infection Control, CMS Reporting)

• Successful Cerner Implementations: o Multiple specialty practices housed in DMC, ensured integration with additional outpatient

facilities o Round 3 - In-Process PowerChart Maternity, FirstNet, Enhanced Medication

Reconciliation (Continuous Process Improvement / Updates / Compliance / Adoption and Sustainment Support)

o Round 2 - (CPOE) Successful Specialty-phased Approach o Round 1 - Concurrent Implementation of PowerChart: Clin-Doc, PPID, eMAR,

Electronic Nursing CarePlans, Housewide INet / IView, PharmNet, RadNet, PathNet, CPACCs, Interface testing/verification.

• Leadership includes IMPACT team facilitation, both formal / informal. o Projects included workflow process evaluation and creation, documentation, and gap

analyses for each implementation; crosswalk between systems; cultural evaluation; ongoing facility communication.

o Management of 107-person super-user / trainer team facilitation. o Ongoing Management of five staff end-users / trainers / testers.

• Instruction / Training: o Formal curriculum creation for CPOE classroom instruction to translate current facility

cultural norms/verbiage into Cerner design understanding. o Re-evaluation PowerChart and retraining and follow-up for improved adoption and

sustainment. o Power Insight and Explorer Menu Reporting to locate, track, and empower end-users,

managers, and leadership.

• Troubleshooting End-User issues, Escalating to Appropriate Team, and ongoing end-user support. System Day Call and After-hours Help Desk Support.

o Change Request Approvals / Escalations.

• Cerner Build Experience o Provider and clinician credentialing/build accounts in Active Directory, Grant Group

Access in HNA User, Clinical Connectivity, Remote Access Tools, VPN troubleshooting. o Coordinated with Analysts to troubleshoot system issues, implement new/existing system

changes. BANNER HEALTH August 2006 to May 2012 RN Clinical Informatics Coordinator, Senior (7/2009 to 5/2012) Banner Health, Banner Boswell Medical Center; 10401 W. Thunderbird Blvd, Sun City, AZ 85351

• Oversee full lifecycle implementations for Boswell Medical Center as well as lead mobile implementation team for 23 hospitals across enterprise

o Lead coordinating/planning of resources, mitigation, budget, timeline and processes

• Leadership includes team facilitation, both formal / informal. o Projects included workflow process evaluation, documentation, and gap analyses for each

implementation; crosswalk between systems; cultural evaluation; ongoing facility communication, super-user coordination.

• Concurrent Phase I, II, & III Implementations: Five additional facility Go-Lives:

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o Planning and ongoing support (AIX Upgrade, PACS/Synapse, Enhanced View, Sister Facility Support).

• Cerner eHR Implementations: o Phase V (Continuous Process Improvement / Updates / Compliance/ MU Reporting,

Adoption and Sustainment) o Phase IV (PPID Implementation Co-Lead) o Phase III (CPOE, PowerNotes, FirstNet, POC Scanning) o Phase II (Clin-Doc, eMAR, SurgiNet, MediLinks, Wound Expert, Xper) o Phase I (Power Orders, SurgiNet, PathNet, PharmNet, RadNet, MS4).

▪ Included management aspects of initial go-live, and switch-up from the old EMR to paper to Power Orders.

▪ Command Center Leadership / Support and Super User Coordination / Support.

• Instruction / Training: o Formal curriculum, classroom instruction for orders, Clin-Doc, eMAR, CPOE. o Re-evaluation and retraining. o Explorer Menu Reports to locate, track, and escalate system trends. o Senior Clinical Educator / BBWMC.

• Troubleshooting End-User issues, Escalating to Appropriate Team, and ongoing end-user support. System Day Call and After-hours Help Desk Support.

• Data collection / MU Data verification, Website Updates, Reporting to Units, Compliance In-service

• Cerner Build Experience - Provider and clinician credentialing/build accounts in Active Directory, Grant Group Access in DCP Tools, Clinical Connectivity, Remote Access Tools, VPC troubleshooting. Coordinated with Analysts to troubleshoot system issues, implement new/existing system changes.

Acute Care RN – Telemetry / Progressive Critical Care (8/2006 to 7/2009) Banner Health, Banner Thunderbird / Estrella Medical Centers 5555 W. Thunderbird Rd., Glendale, AZ / 9201 W. Thomas Rd., Phoenix, AZ

• Clinical Expertise within a paper environment, Clin-Doc and eMAR Go-Live, and Professional Nursing Practice within a fully-live eHR (Power Orders, Clin-Doc, eMAR, PPID; Cerner Millennium Super User).

• Responsibilities and Duties within the Scope and Practice of a RN o Acute Care Nursing, Telemetry Monitoring, Working with Physicians / Nurses,

Management of Patient Care and Discharge, Pulling Sheaths post Heart Catheters, Transcribe Orders, etc.

CNA / UNIT CLERK EXPERIENCE August 2003 to February 2005

• Certified Nursing Assistant Duties within scope of practice: ADLs, Assist RNs/Patients with care, Medication Distribution/Administration, Clinical Documentation, Electronic order entry. Transcribe orders from paper environment to electronic format, etc.

o Acute Care CNA / Medication Admin Tech / Unit Assistant o Salem Hospital, 665 Winter Street/SE, Salem, OR 97301 o Santiam Memorial Hospital, 1401 N. 10th Avenue/Stayton, OR 97383 o Mt. Angel Towers, One Towers Lane #2120, Mt Angel, OR 97363 o Marion Estates, 390 Church Street/Sublimity, Oregon

PROJECT MANAGEMENT / BUSINESS EXPERIENCE May 1995 to April 2001 Regional Project Manager (12/1999 to 4/2001) SBA Communications, Inc., One Town Center, Boca Raton, FL

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• Lead Project Coordinator for Western Region.

• Coordination of RFPs and RFQs to Obtain Bids for Contract and Corporate Specifications for Vendors.

• Aided in the Corporate Budgeting of Proposals, Quarterly Reports, Regional Expenses, Site Candidate Information Packages, and Data Compilation.

• Coordinated and motivated Telecommunications Team of 6, and Regional Team of 5, which included on-time projections, exemplary dedication standards, and group motivation in order to achieve corporate regional goals.

• Designed, Compiled and Managed 100-site Marketing Program for 6-State Regional Campaign.

• Liaison between Corporate Offices and Regional Office for Six-State, 120-person Region.

• Human Resources Contact Providing Employee Orientation / Education and Corporate Benefits Assistance.

• Managed Personnel Time Reporting/Accounting Database for 120 Employees and 25 General Ledger Matrix.

• Coordinated Training Sessions, Organizational Presentations, Promotional Events.

• Managed Two Direct Reports. Consultant / Web Author / Instructor / Team Leader (11/1996 to 12/1999) Independent Consultant, Portland, Oregon

• Freelance Web Programmer o 6 Websites, 10-20 Pages Each, 1996 to 1999.

• Writing Instructor / Online Team Leader o WCRG/AOL, two weekly Writing Workshops: Recruited and Maintain staff of 5 since,

1995 to 2005.

• Board of Education o Trinity Lutheran Church, 1996 to 1998. Homeschool Teacher, 1996.

Marketing Coordinator (5/1995 to 11/1996) Carson Oil Company, Portland, Oregon

• Spearheaded conversion of fuels quoting from manual compilation to computer-integrated database and automated quoting system.

• Reduced quoting from 80-Hours per month to 20, and allowing quotes delivery ahead of the competition.

• Aided in the Corporate Budgeting of Proposals, Strategic Network Planning, and Data Analysis.

• Interviewed Vendors, Negotiated Printing, Advertising, Proofed and Maintained Quality.

• Advertising / Marketing Materials for Advertising, Magazine Ads, Collateral Material and Trade Shows.

• Managed Direct Mailing program.

• Managed Promotional Events, parties, golf tournaments, and grand openings.

• Managed two direct reports.

Summary of Accomplishments

2016-2017 CNIO (~360-Beds East/West Campus’, 200-Beds Campus, 80-Beds, 25-Beds)

• Nursing Informatics Leadership and Project Management/ Facilitation

• ITWks Project Management Partnership Cerner Model Optimization Project Success

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• Actively Lead Standardization and Optimization to Achieve High-Reliability Organizational Efficiency and Effectiveness that is Clinically-Driven and IT Supported

• Transition of Care Initiative (Discharge Redesign - Template, Assessment Mapping, and PowerPlan Design; LACE Tool & Assessment Mapping; IV Infusion Management; Campus Integration – Dept. Moves, Vocera Optimization, Critical Alert Nurse Call Integration, Staff Assignments, Stryker Bed Upgrade & Integration, Cardiac Monitoring Upgrade/Purchase Facilitation); Bridge Device Selection & Project Kick-off; Nursing Documentation Optimization to Cerner Model Alignment Kick-off; PromiseCare – Clinical Pathway for Diabetes, Sepsis Advisor, etc.)

• Error Reduction from 60% to 16% Patient Transition to Post Acute Facilities

• Cerner ITWks Value Creation Office Project Partnership

• Cerner Assessment & Council Structure Creation and Maturity

• Co-Chair of the Clinical Information Technology Transformation Council (CITTIC)

• Co-Chair of Nursing Information Technology Decision Council (NITDC) 2015 Facility Team Clinical Informatics Director (200 ED/200 IP-beds)

• Management, Leadership, Adoption & Sustainment for Successful Cerner Implementation

• Implemented Cerner Anesthesia, Nuance Dragon/PowerPack; Single Sign-on; CBOARD w/Interface; Teletracking Upgrade; Nursing Playbooks (CCU/Tele, MS, ED, PeriOp, Mother-Child); Physician Playbooks (Hospitalists, Neurosurgeons, ED); Facility Retraining Content; Bio-surveillance (SIRS/Sepsis); ICD-10 Preparation

• Co-Management Facilitation / Support of Physician and Nursing Service Line Ownership

• Team Service Line Aligned with Specialty Divisions (physicians / nursing)

• Sustained Adoption: Medication/Patient Scanning >90% Sustained; Specimen Scanning >85% Sustained; CPOE >88% IP and >90% ED Sustained.

• Co-Chair of the ILC (Informatics Leadership Council) w/VPMA (CME) & CNE

• Co-Chair of the PAG (Physician’s Advisory Group MEC Subcommittee) w/VPMA 2014 Facility Team Clinical Informatics Director (200 ED/200 IP-beds)

• Management, Leadership, Adoption & Sustainment for Successful Cerner Implementation o Implemented PowerChart; SurgiNet; Central Scheduling; Centralized ADT; Integration of

PharmNet, PathNet, and SURRAD to RadNet; BMDI; Scanning Meds/Labs o Trained: 1350 Clinicians Trained; 655 Physicians Trained o Parallel Projects with EHR (i.e., TrackCore, Perpetual Inventory, Web Scheduling, etc.) o Metrics Compliance Reporting, Follow-up, Retraining, etc. o SU SWAT Facility Coverage Post Implementation

• Informatics Leadership Council Creation / Co-Chair with CNE

• Adoption / Sustainment Lead / Change Management Liaison Lead

• Successful CPOE Specialty Physician Implementation: >80%+ Compliance of 654 physicians 2013 Implementation CI Team Lead (470-beds Facility & 720-beds Facility)

• Successful Cerner / Tenet Change Agent Lead for Documentation Transformation / Reporting / Gap Analysis

• Meaningful Use / Compliance Reporting – Successful Submission of Year 1, Round 1 Ahead of Deadline and First to Submit within Organization

• Cerner / Facility / Corporate / Workflow Subject Matter Expert (SME)

• Continuous Process Improvement Committee (CPIC) Lead: Facilitator of A-Team / Senior Leadership / End-user Membership Board

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• Adoption / Sustainment Lead / Change Management Liaison Lead

• Successful CPOE Specialty Physician Implementation: 80% Compliance of 578 physicians 2012 System Implementation CI Team Lead

• Clin-Doc Acute/SNF ADL eForm/Fhowsheet Redesign

• System “Candle,” (lead) Skilled Nursing Facility System Work Group

• System Fall / CarePlan Documentation Redesign Team

• System Treatment Administration Record (TAR) / Nutritional Documentation Design Team

• System Team Lead: Continuing Care Transfer Team Process Design

• Discern System Certification Alert w/embedded Orders Design

• Adjunct Professor, Grand Canyon University, Phoenix, AZ

• CMS/TJC Survey Team EMR Lead (SNF Survey, Recertification, and Liaison) 2011 CI System “Candle,” (lead) Skilled Nursing Facility System Work Group

• Designed SNF CNA /MDS Coordinator Form/Flow Sheet

• Designed Psychotropic/Antidepressant Monitoring Forms / Flow Sheet

• Designed BBWMC Admit SNF Care Set; Designed SNF Chart Review Order

• Facilitator of the Change Agent Program (CAP) Workflow Tiger Team at the SNF (71-beds)

• Co-Lead for Facility PPID Implementation, BBWMC (540-beds)

• CMS/TJC Survey Team EMR Lead/Liaison 2010 Sepsis Committee, System / BBWMC

• Issues Committee—Clin-Doc, System

• Chair, Shared Leadership Facility Policy and Procedure Council, BBWMC

• Medication Reconciliation Committee, System / BBWMC

• Provider In-box Workflow Team, System

• Rehab Center A/D/T Process Committee, System / BBWMC

• CAUTI / 48-Hour Rule for Foley Removal, BBWMC

• CHF Shared Leadership Subcommittee, BBWMC

• Senior Co-Lead of Clin-Doc, eMAR, CPOE, PowerNotes Implementation, BBWMC (540 beds) 2009 Root Cause Analysis: Handling Dangerous Medication Committee, BEMC

• Certification as Trainer for iTouch / Glucometer POCT

• Unit Shared Leadership Committee, BEMC / BTMC

• Holiday Scheduling Subcommittee, BEMC

• Grand Rounds – “Foley’ing Around: Back to the Basics with Foleys”

• CAUTI / Foley Research Study Lead

• Senior Co-Lead of Power Orders Implementation, BBWMC (540 beds)

Core Competencies & Additional Skills

Core Competencies

• Risk Mitigation

• Effective Change Agent

• EHR / EMR / Software Implementation

• Meaningful Use / Regulatory Reporting

• RN – SME/Critical Care

• Effective Professional / Informal Leadership

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• Business Relationships

• System Team Facilitation

• Workflow / Gap Analysis

• Process Improvement

• Project Management

• Logistics Planning

• Data Mining/Utilization

• Budgeting / Scheduling

• Build Tool / Design

• Curriculum Design

• Problem-Solving

• Lean Processes Additional Skills

• Cerner

o PowerChart o Clin-Doc o eMAR o PPID o CPOE o PowerNotes o Active

Directory o DCP Build

Tools v.8

• ICD-9/ ICD-10

• MS Office

• Visio

• WordPerfect

• Aldus Pagemaker

• Freehand

• Photostyler

• Lotus

• Q-Pro

• HTML

• Netscape

• MS Explorer

• Kronos

• PBAR/AS400

• Explorer Reporting

• PowerInsight Training

• Paradox

• Access

• FileMaker Pro

• Multiple Proprietary Databases

• PBAR-AS400

• Novell Groupwise

• Win NT

• Merganthaler Typesetting

Military Experience

U.S.A.F. Res. (944 CES/Phoenix, AZ) 939 CES, PIAP August 1987 to February 1998 Sergeant / Honorable Discharge, Engineering Assistant

• Managed 600-man Engineering Tech. Squadron (6 mos.), Conflicts, Staff, Projects. Drafting, Surveying, ACAD

Education & Certifications

• MSN, Informatics o Walden University

• BS, Business Admin. o Concordia University

• AAS: Nursing o Mt. Hood Community College

• Registered Nurse o Iowa State Board of Nursing 143272

▪ Active: April 18, 2016

▪ Expires: January 15, 2019 o California State Board of Nursing 820743

▪ Active: June 2012

▪ Expires: February 29, 2016 o Arizona State Board of Nursing (Compact) RN142104

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▪ Active: October 5, 2006

▪ Expires: April 1, 2019 o Oregon State Board of Nursing 201601171RN

▪ Active: February 18, 2016

▪ Expires: January 6, 2018

• ACLS American Heart Association o Active: October 9, 2015 o Expires: October 9, 2017

• BLS American Heart Association o Active: September 26, 2015 o Expires: September 26, 2017