Stephanie Boden Email and Phone Number

Financial Literacy Education. Financial Analysis. Wealth Building & Estate Planning.

Leading a team of caregivers improving transitional care of our patients at highest risk. Continuous process and performance improvement based on quantitative and qualitative data analysis.

From July 2018 to present, 1.0 FTE full-time employee averaging 40 hours per weekA regional member of administration for Cardiac Care responsible for regulatory compliance, performance improvement and staff development at seven hospitals. Departments included in the cardiovascular service line include Cardiac Rehabilitation, Cardiac Echocardiogram, and the Cardiac Catheterization Laboratories with associated admission and recovery units. Procedures performed include interventional… Show more From July 2018 to present, 1.0 FTE full-time employee averaging 40 hours per weekA regional member of administration for Cardiac Care responsible for regulatory compliance, performance improvement and staff development at seven hospitals. Departments included in the cardiovascular service line include Cardiac Rehabilitation, Cardiac Echocardiogram, and the Cardiac Catheterization Laboratories with associated admission and recovery units. Procedures performed include interventional cardiology, electrophysiology and interventional radiology procedures.As a regional member of administration for Orthopedic Care, responsible for performance improvement of clinical quality and value based care of orthopedic patients focusing on total hip replacement, total knee replacement, total shoulder replacement, hand surgery, spine surgery and hip fracture care. Show less

From August 2016 to July 2018, 1.0 FTE full-time employee averaging 40 hours per weekA member of the hospitalist team with 37 physicians at a 286 bed trauma hospital and a dyad partner with the Medical Director focusing on team performance and process improvement. The scope includes promoting adoption of best practices and processes for the physician team and hospital departments; participating in hospital meetings with the focus of ensuring physicians’ priorities and workflows are well… Show more From August 2016 to July 2018, 1.0 FTE full-time employee averaging 40 hours per weekA member of the hospitalist team with 37 physicians at a 286 bed trauma hospital and a dyad partner with the Medical Director focusing on team performance and process improvement. The scope includes promoting adoption of best practices and processes for the physician team and hospital departments; participating in hospital meetings with the focus of ensuring physicians’ priorities and workflows are well represented; complement existing services to support optimal transitional care of patients across the continuum; and communication with physicians regarding transitional care and processes that need improvement. Show less

From January 2015 to April 2016 in Critical Care, 1.0 FTE, full-time employee averaging 50 hours per weekResponsible for the day-to-day operations of the Progressive Care Unit with 21 inpatient beds, the Intensive Care Unit with 10 inpatient beds, and a transition/temporary bed holding area with 4 inpatient beds utilizing over 75 FTEs. Scope includes patient safety, patient satisfaction, employee safety, employee satisfaction, strategic planning, project management, budgetary… Show more From January 2015 to April 2016 in Critical Care, 1.0 FTE, full-time employee averaging 50 hours per weekResponsible for the day-to-day operations of the Progressive Care Unit with 21 inpatient beds, the Intensive Care Unit with 10 inpatient beds, and a transition/temporary bed holding area with 4 inpatient beds utilizing over 75 FTEs. Scope includes patient safety, patient satisfaction, employee safety, employee satisfaction, strategic planning, project management, budgetary considerations, staffing, scheduling, staff training & development, physician liaison, and policy development.From September 2013 to December 2014 in Ortho-Surgical; 1.0 FTE, full-time averaging 50 hours per weekCo-manage oversight of the Orthopedic and Surgical Unit. Responsible for the day-to-day operations of 34 inpatient beds utilizing over 55 FTEs. Scope includes patient safety, patient satisfaction, employee safety, employee satisfaction, strategic planning, project management, budgetary considerations, staffing, scheduling, staff training & development, physician liaison, and policy development. Show less

Co-management oversight of L&D, Postpartum, Newborn Nursery and the Neonatal Intensive Care Unit. Responsible for the day-to-day operations of 6 Labor, Delivery, and Recovery rooms; 20 Postpartum beds; 12 bed NICU, 3 OB Triage Rooms; 1 Operating Room; and the Post Anesthesia Care Unit utilizing over 85 FTEs. Scope includes patient safety, patient satisfaction, employee safety, employee satisfaction, strategic planning, project management, budgetary considerations, staffing, scheduling, staff… Show more Co-management oversight of L&D, Postpartum, Newborn Nursery and the Neonatal Intensive Care Unit. Responsible for the day-to-day operations of 6 Labor, Delivery, and Recovery rooms; 20 Postpartum beds; 12 bed NICU, 3 OB Triage Rooms; 1 Operating Room; and the Post Anesthesia Care Unit utilizing over 85 FTEs. Scope includes patient safety, patient satisfaction, employee safety, employee satisfaction, strategic planning, project management, budgetary considerations, staffing, scheduling, staff training & development, physician liaison, and policy development. Show less

Responsible for the implementation, coordination, and oversight of the patient safety program. The scope includes promoting a culture of safety by coordinating and leading process improvement to decrease adverse patient outcomes.

Responsible for implementation, coordination, and oversight of the patient safety program. The scope includes promoting a culture of safety by coordinating and leading process improvement to decrease adverse patient outcomes.

Responsible for the day-to-day operations of 8 Labor, Delivery, and Recovery rooms; 19 Postpartum rooms; 5 Triage Rooms; 2 Operating Rooms; and the Post Anesthesia Care Unit utilizing over 65 FTEs. Scope includes patient safety, patient satisfaction, employee safety, employee satisfaction, strategic planning, project management, budgetary considerations, staffing, scheduling, staff training & development, physician liaison, and policy development.

New hospital built and renamed to St. Mark's Medical Center since my employment there.Responsible for the strategic planning and day-to-day operations of the Birthing Suite with 5 Labor, Delivery, Recovery and Postpartum rooms and a Level II nursery, utilizing 10+ FTEs. Scope included budgetary considerations, staffing, scheduling, staff development, physician liaison, policy development/review and direct patient care.

As the Director of Obstetrics, assumed the simultaneous role of the Director of Medical-Surgical Services and Director of the Intensive Care Unit until new Directors were recruited and trained. Responsible for the strategic planning and day-to-day operations of two additional units: the Medical-Surgical unit with 18 private rooms utilizing 21+ FTEs and the Intensive Care Unit with 4 private rooms utilizing 10+ FTEs. Scope included budgetary considerations, staffing, scheduling, staff… Show more As the Director of Obstetrics, assumed the simultaneous role of the Director of Medical-Surgical Services and Director of the Intensive Care Unit until new Directors were recruited and trained. Responsible for the strategic planning and day-to-day operations of two additional units: the Medical-Surgical unit with 18 private rooms utilizing 21+ FTEs and the Intensive Care Unit with 4 private rooms utilizing 10+ FTEs. Scope included budgetary considerations, staffing, scheduling, staff development, physician liaison, policy development/review and direct patient care. Served as the primary preceptor for the two new Nurse Directors. Show less

As a member of Nursing Administration, conducted mock JCAHO surveys. Completed policy and practice reviews/revisions with focus on JCAHO standards and safe practice. Hospital received outstanding ratings from JCAHO surveyors. Developed hospital-wide inservices of the National Patient Safety Goals and Annual Requirements.

New hospital built and renamed to St. Mark's Medical Center since my employment there.Directly responsible for the Emergency Department servicing two counties with 550-650 visits per month utilizing 5 treatment beds with 10+ FTEs. Directly responsible for the Obstetrical Department with 2 labor and delivery rooms, 3 postpartum rooms, and the level II nursery with 10+ FTEs. Scope for each department included budget, staffing, scheduling, education, physician liaison, policy… Show more New hospital built and renamed to St. Mark's Medical Center since my employment there.Directly responsible for the Emergency Department servicing two counties with 550-650 visits per month utilizing 5 treatment beds with 10+ FTEs. Directly responsible for the Obstetrical Department with 2 labor and delivery rooms, 3 postpartum rooms, and the level II nursery with 10+ FTEs. Scope for each department included budget, staffing, scheduling, education, physician liaison, policy development/review, and direct patient care. Nursing Supervisor on call for the 49 bed hospital. Effectively managed and coordinated multiple projects advancing technology and reputation of the rural facility. Show less

Departmental charge nurse of 9 labor and delivery rooms, 1 triage area, 4 antepartum rooms, 13 postpartum rooms, 11 GYN rooms, the level I nursery, and the level II nursery. Responsible for departmental staffing and flow of patients with 120 deliveries per month, as well as providing direct patient care within the department. Effectively floated to the Emergency Department.

Staff Nurse in a 12 bed, high risk obstetric unit including 2 critical care obstetrical beds with hemodynamic monitoring. Relief Charge Nurse responsible for unit and staffing. Effectively floated to the Emergency Department.- Essential role in launching the 15 bed antepartum unit. - Safety Officer responsible for unit safety inspections and safety training of 50+ personnel. - Ensured staff preparation for JCAHO inspections of 400+ bed hospital with 300-400 deliveries per month;… Show more Staff Nurse in a 12 bed, high risk obstetric unit including 2 critical care obstetrical beds with hemodynamic monitoring. Relief Charge Nurse responsible for unit and staffing. Effectively floated to the Emergency Department.- Essential role in launching the 15 bed antepartum unit. - Safety Officer responsible for unit safety inspections and safety training of 50+ personnel. - Ensured staff preparation for JCAHO inspections of 400+ bed hospital with 300-400 deliveries per month; hospital received outstanding ratings from JCAHO surveyors. - Instructor for Prepared Childbirth for 15+ new parents each month.Staff Nurse in a 74 bed, high-risk antepartum and postpartum unit providing couplet care. Relief Charge Nurse responsible for unit and staffing. Cross-trained and effectively floated to the Emergency Department.- Breastfeeding advocate in 400+ bed hospital committed to the Baby Friendly Hospital Initiative. - Initiated shift from team nursing to primary nursing which raised ancillary staff learning and increased professional staff morale. - Initiated monthly unit newsletter, which increased morale. - Initiated and maintained an upcoming event calendar in the staff lounge, including staff birthday celebrations, which also contributed to raising morale. - Team Leader for the Newborn Care Course instructing and coordinating instructors for 20+ new parents each month; developed new printed material for parents. - Coordinator and Liaison for Lindsay Summit: identified instructors for bi-monthly classes on perinatal, maternal and fetal health for high school students. Show less