Grant writing, manuscript development, formatting, and submission, as well as medical editing for the Department of Emergency Medicine at Atrium Health’s Carolinas Medical Center. I help faculty and residents develop research ideas, apply for grant funding, compose progress reports to funders, and develop and submit manuscripts reporting their findings (including target journal selection). Thus, I provide longitudinal support, which spans the funding continuum (pre-award to post-award and through grant close-out). Given my breadth of experience, I am qualified to write collaboratively with clinical experts and provide substantive editing and critical review. I have conducted training workshops for early-stage investigators on scientific writing for manuscripts and grant applications, and I provide one-on-one consultation for all in the department. I am an active member of the department’s Emergency Medicine Research Review Committee and the Pediatric Emergency Medicine Fellowship’s Scholarly Oversight Committee (all fellows must complete a research project and submit a manuscript to a peer-reviewed journal). ● 7-year cumulative grant success rate: 23% (6 of 26).● Total funding awarded to date = $3,633,646● Formally acknowledged in numerous published manuscripts for which I did not meet qualifications to be listed as an author. [Co-authored publications are listed in my resume.]

Grant writing, consulting, and scientific editing for wide variety of clients, including non-profit organizations, academic institutions, and for-profit small businesses. Awarded 3 grant applications: 1) elder abuse, 2) intimate partner violence, and 3) a countywide justice and mental health collaboration to divert those with substance abuse and/or mental health issues from jail.

Collaborated with Chief Medical Officer to facilitate care model redesign to successfully transition from fee-for-service to fee-for-value: Medicare Shared Savings Program for accountable care organizations (ACOs) and gainshare contracts. Responsible for three programs: Patient Care Advocate (PCA), Clinical Quality Improvement (QI) and creating a new Health Navigator program. Able to focus solely on QI by coaching staff to effectively run other two programs. Direct reports: PCA Manager, Navigator Supervisor, QI Specialists, and an Executive Assistant. • Chartered a QI committee as an official committee of the Cornerstone Board of Directors and established an organizational QI plan. Collaborated with chairperson to facilitate committee functions. • Successfully proposed a strategic approach to achievement of contracted quality metrics (ACO and private payers), a 3-step process that included decision-making matrix and prioritized assignments for QI specialists. The strategic approach was well-received by leadership and particularly valuable during a hiring freeze. • Promulgated a consensus-driven, evidence-based review process for adoption of clinical protocols/pathways internally developed to serve as Cornerstone standard of care (i.e., approved by board of directors). This included adaptation of order sets in the electronic medical record. • Ensured point-of-care decision support tool was optimized to fulfill all contracted quality metrics. • Instituted a project management approach for QI in coordination with the Director of Information Technology. • Developed performance metrics to gauge success of care model redesign efforts.

See Director of Clinical Quality position above.

Coordinated quality improvement (QI) efforts for multi-site federally qualified health center, including development, implementation, data collection and analysis to achieve targeted objectives. Co-chair of Clinical Excellence and Quality Committee. Member of Electronic Health Record (EHR) Steering Committee charged with overseeing successful EHR adoption and implementation. • Solidified QI infrastructure with decision-making authority and effective methods of communication, including creation of organizational diagram and process flow diagrams. • Created a quality road-map, depicting how TAPM would achieve quality of care goals and its vision of becoming a patient-centered medical home. • Prioritized areas for quality improvement organization-wide to ensure high performance on external quality reporting requirements. • Integrated input from variety of stakeholders through multiple means re: data needs and EHR specifications into succinct “spec sheets” to guide customization of EHR’s practice management, clinical chart, clinical decision support, quality reporting, and patient portal applications.

Grant-funded and contract positions with: Guilford County, Central North Carolina Partnership for Public Health, and North Carolina Agricultural and Technical State University. Assignments and deliverables included: • Funding opportunity identification; grant writing, review, and submission; and grant writing training for staff. • Composed successful application to the North Carolina Diabetes Education Program for Guilford County Department of Public Health. • Led grant writing teams to successful submissions: 1) public health practice-based research network proposal awarded by the Robert Wood Johnson Foundation, 2) prostate cancer proposal funded by the National Cancer Institute; 3) research mentoring proposal funded by the National Institute of Mental Health. • Designed and implemented a training project for health educators in 9-county region to increase knowledge and effective utilization of social marketing in health promotion efforts. Produced a request for proposals to encourage application of knowledge gained and awarded mini-grant funds to conduct social marketing campaigns. • Key player in formation of countywide obesity prevention coalition. Chaired grant writing committee. • Guilford County pandemic flu plan revision per NC state guidelines. Planner for county’s H1N1 flu response.

Launched 24/7 hospitalist program for hospital client. Implementation of Cogent hospitalist program, including continuous improvement of clinical and operational performance metrics, as well as program growth and team building. Direct reports: Administrative Coordinator, Clinical Care Coordinator, and a Nurse Practitioner. • Lengths of stay consistently lower than national averages for Cogent hospitalist programs. • Reduced single-day stays specific to our group by 65%, and assisted hospital with action plan execution re: Medicare focused review.

Built an evidence-based medicine (EBM) program that aimed to instill an institutional quality culture. Expanded EBM program into an all-encompassing quality of care (QoC) oversight body. Provided strategic direction to the QoC Committee jointly chartered by the hospital and the school of medicine in September 2003. Managed activities of four team facilitators to ensure timely progress of task force teams. • Devised decision-making mechanism for strategic selection and deployment of performance improvement initiatives that promoted evidence-based best practice. • Achieved all goals and performance metrics set by WFUBMC Board of Directors in 2003 and 2004 for EBM. • Secured resources needed to implement Trauma Best Practices Plan, resulting in 1.6-day reduction in length of stay six months post-implementation. • Oversaw ICU-wide utilization of best practices in ventilator management, glucose control, treatment of severe sepsis, and intensivist (co)management. • Invited speaker at University HealthSystem Consortium re: design and implementation of “failure to rescue” interventions at WFUBMC: trigger tool, chain of command policy, and rapid response team. • Administered the intramural health services research pilot grant program (2001–2002), which supported research and program development needed for competitive grant applications to national and local funders.

See Associate Director, Quality of Care position above.

See Associate Director, Quality of Care position above.

Led team of analysts, clinicians, and project support personnel in conducting quality improvement (QI) projects in outpatient settings of Medicare fee-for-service and managed care under auspices of the Centers for Medicare and Medicaid Services. Direct supervision of two staff members. • Launched the “NC Managed Care Quality Improvement Group,” which included medical directors and QI staff from Medicare and Medicaid managed care organizations in NC, to collaborate on required QI projects. • Facilitated statewide standardization of diabetes guidelines via the NC Association of Health Plans. • Founded the “NC Collaboration for Detection and Treatment of Diabetic Eye Disease,” a coalition of organizations committed to improving eye care for persons with diabetes. • Principal investigator on subcontracts with Wake Forest University School of Medicine for QI studies of diabetes and congestive heart failure. Designed study protocols, data collection procedures, analytic plans; developed interventions to improve patient outcomes; and co- authored manuscripts and scientific abstracts. • Appointed member of the CCME New Product Team. Involved in selection, pursuit, and development of new business opportunities.