Reorganized struggling volunteer program increasing efficiency and effectiveness in recruitment, retention, and recognition. This included implementing volunteer management software (Raiser's Edge and Volgistics, group orientations, policies and procedures.Responsible for recruitment, screening, and oversight of 750 volunteers in varied roles and programs. This includes: volunteers who work in the museum assisting with science collections management, summer camp teacher aides, high school and college interns, administrative support, visitor services support, and exhibit interpretation. Also includes volunteers who work outside the museum providing education outreach to local schools, marine naturalists on whale-watch cruises, and nature hike guides. Total volunteer hours average 53,000 annually, valued at $1.1M and equivalent to 25 full-time employeesDevelop new volunteer opportunities to address the needs of the museum and provide ways that volunteers can contribute at all skill levels. This included establishing a new volunteer group for whale-watch cruises and training and supervising volunteers for each traveling exhibition—up to 250 new volunteers per exhibition depending on size of the exhibition. Assist other departments (webteam, accounting, visitor services, marketing, information technology) with various projects. This includes: migrating web content to CMS; developing procedures and forms; maintaining main museum phone recordings, creating email newsletters, and defining procedures for use of computers and voicemail systems.

Completed over 30 different assessment and implementation projects in a variety of organizations from small businesses to Fortune 1000 corporations throughout the United States. Specialized in end user computer support.Determined requirements for building and staffing help desks, desktop services and network operations centers. This included: gathering requirements, recommending solutions, re-engineering processes, software package evaluation/selection, coordinating implementations and training personnel on new processes and software.Consistently received high ratings from clients for quality work and dedication (average 4.7 on a scale of 1-5).

Responsible for accounts receivable in hospital with annual revenues exceeding $400 million.Managed staff of 31, including Cashiers, Business Office and Financial Counselors. Led department through conversion from homegrown IBAX mainframe system to SMS (Shared Medical Systems). Assumed leadership of Patient Accounts project team that was six months behind schedule yet successfully met deadline. Facilitated major change in processing and submission of bills to 3rd party payers from paper billing to electronic billing. Reduced collection time significantly for Medicaid and Medicare payments by persistently working through identified issues with both SMS and the electronic billing system.

Member of development team for electronic claims processing system that used print files from hospital mainframes and created electronic data files for submission to Medicare, Medicaid, and commercial insurance. Instrumental in interpreting 3rd party payer requirements and communicating these directly to programming staff. Coordinated installation at 8 sites (including CVPH Medical Center) and trained over 250 business office personnel on what was then a state-of-the art Windows-based system. Developed training curriculum, documentation and troubleshooting guides used by other implementation consultants.Continued to support clients after training via phone and regular site visits. Recognized by clients as consistently addressing and resolving issues that prevented them from obtaining correct insurance payments.Defined enhancements based on client feedback and facilitated system upgrades.