Cindy W. Email & Phone Number

Greater Nashville Area, Tn

The Center for Patient and Professional Advocacy builds on 20 years of research to help medical centers and physician groups make healthcare kinder, safer and more reliable. CPPA’s Patient Advocacy Reporting System (PARS®) and leadership training on promoting professional accountability address behaviors/performance that undermine a healthcare organization’s culture of safety. Responsible for the production of all educational programs delivered by the CenterWorks collaboratively with Vanderbilt Faculty to develop programs & presentationsOversees marketing of educational programs to external customersManages four creative staff who develop educational materials

Nashville, Tn

Leading a professional staff of nine consultants and coaches, the department is responsible for cultural and service initiatives to enhance patient experience and staff satisfaction. This includes orientation programs, continuing education for all leaders, quarterly leadership assemblies and service excellence coaching.  Manages an operating budget of $1 million.  Completed three fiscal year cycles under budget for expenses and above revenue projections.  Continued development of coaching services to enhance the patient experience. Patient perception of Overall Doctor Quality increased from 68.1 to 89.1 percentile in four years . Migrated traditional training programs to e-modules, allowing staff desktop access.  Led the development and deployment of the Vanderbilt Patient & Promise a public commitment of service expectations.

Nashville, Tn

A newly created role charged with building an internal coaching team focused on improving the patient experience throughout the medical center.  Completed transition from external vendor to internal department in 24 months, resulting in a $1.2M savings to the organization.  Worked collaboratively with School of Medicine faculty to create a physician coaching model for faculty and providers.

A healthcare consulting firm offering operational analysis, joint venture strategies and project management. Merged with Regents Health Resources.Academic medical center requested review of radiology operations. Recommended changes resulting in savings of $1.2M.Assisted multispecialty group practice in a capacity analysis which resulted in a 50% increase in appointment slots.National consulting firm requested expertise in ancillary operations for new hospital. Report delivered on-time and to client specifications.

 Led inpatient ancillary and support services and community clinics.  Provided leadership to 840 FTE’s and managed an operating budget of $95M.  Partnered with executive team to develop capital and operational financial plans Worked with CNO to improve quality patient care and patient/family experience.  Strong working relationships with physician partners, nursing leadership & staff. Established goals and metrics for all operating units to evaluate effectiveness.  Ensured compliance with all regulatory and accrediting agencies. Mentored and developed direct reports.

Mpa, Public Administration/Non-Profit Sectors

When I started this program my healthcare friends and colleagues asked me, "Why Public Administration?". My reply, "Know thy Enemy". Makes.

Bs, Healthcare & Education

Aas, Radiologic Technology