Teaching a graduate level course entitled “Informatics in Healthcare”. This course explores the background and theory of nursing and health care information systems. It includes strategies for analyzing, designing/developing, implementing, and evaluating health information systems with a focus on improving care delivery. Course content and projects are applicable to advanced practice nurses, nurse educators and researchers, nurse leaders, and other health care professionals and executives.

Leads teams in evaluating clinical program readiness to implement and sustain telehealth programs and service-lines. Participates in and leads efforts to conduct comprehensive evaluations of telehealth platforms and services for optimization and/or during ROI and RFP engagements. Analyzes and creates innovative ways to visualize quality, clinical, social determinants of health, financial (return on investment), and service utilization data. Conducts detailed and comprehensive community needs and readiness assessments and provides astute market and competitive analyses. Her formal training in system design, human factors science and lean methodologies create a foundation for quick and intuitive staffing models and structures, incorporate resource allocation and planning, optimize governance structures, rapidly evaluate and develop integration strategies, assess workflow design and lead teams towards redesign, and manage program implementation. Develop strategies to assist organizations in filling knowledge and general staffing gaps caused by nurse turnover and vacancy rates.Recent examples include but are not limited to: 1) working with a premiere ambulance company covering 14 states and nearly 100 counties across the U.S. to identify opportunities to use telehealth tools and build strategic plans to assist in behavioral health crisis care, chronic health management, mobile integrated health etc.; 2) evaluating telehealth efforts and conducting an RFP for a telehealth vendor to support behavioral health services in the Appalachian counties of Virginia; 3) assisting multiple health systems of varying sizes in identifying funding opportunities and strategic planning for sustainment and growth of telehealth endeavors; 4) evaluation the use case and ROI for virtual nursing programs; and 5) conducting research related to a state-wide telehealth assessments with recommendations for governmental officials.

Co-professor in a course that introduces doctorate nurse practice (DNP) students to the field of biomedical informatics. The courses are offered in the Fall and Spring semesters with a class size of 50-60 students. The focus of the Fall course is on analysis and use of big data, informatics, clinical and translational research, and clinical transformation. This course provides exposure to biomedical data, information, and knowledge an includes an emphasis on privacy and security, evaluation and design of electronic medical/health records, use of digital health tools and technologies to improve patient health, usability and user-centered design, interoperability/integration, data integrity, data mining, machine learning, and consumer engagement.

Clinical lead and strategic planning for implementation of telehealth service lines (ambulatory and specialty care, eICU, stroke, general neurology-adult, epilepsy, various pediatric specialty services, NICU, dermatology, behavioral health, substance abuse treatment, autism, post-op follow-up, virtual sitter, patient to family communications, etc.) at an academic medical center and affiliated hospitals. Developed/facilitated various training modules including but not limited to producing recorded simulation and training sessions with/for frontline NICU and L&D staff (Tele-NICU). During two surges of the Covid-19 crisis, led multidisciplinary teams through the purchase and deployment (workflow mapping, training, support, adoption, data reporting/analytics etc.) of multiple technology solutions. This effort included deployment of iPads, iPhones, WebCams, and speaker/mic devices, and telemedicine carts from multiple vendors as well as various software and app tools to support inpatient, outpatient, and clinic-to-clinic expert consultative, primary care and care coordination services. patient-family interactions. Led in the development and implementation of short-term and long-term telehealth service support strategies. The health system exceeded 100,000 telehealth visits by July of 2020. The health system moved to a new inpatient and emergency department (ED) video platform in the summer of 2021 and achieved over 1,500 video sessions a week by the last week of January 2021.

Co-chair/chair of multiple UMass Memorial system-wide Epic build integrated workgroups and partnership counsels (ClinDoc, Patient Movement, Medical Device Integration, and Critical Care). Led multidisciplinary teams of clinicians, IS/IT system analysts, integration/interface specialists, transformation specialists, etc. through system design, documentation and reporting development, testing, and implementation of the EPIC EHR at a large academic medical center and health system. This included Epic build and optimization for 5 campuses (9 ICUs and 5 EDs), along with specialty builds for critical care, stroke, transplant services, and trauma (respiratory, nursing, and physician/advance practice provider documentation, workflows, orders, visual display of clinical information, and reporting).

Enhanced data collection and developed service-line reports for senior leadership to capture and report services provided by the eICU center. Served as a UMass Memorial Medical Center liaison to multiple ICU quality committees throughout Central Massachusetts to engage and support clinicians in improving compliance of critical care best practice metrics. Revitalized the critical care quality rounds educational offerings with a focus on engaging and enhancing participation of front-line care givers. Restructuring of the UMMMC transfer center including the engagement of staff nurses lead in the writing and socializing of 12 standard operating procedures in a 1-year period with input from key stakeholders from trauma, Cath lab, neurology, pediatrics, emergency department, critical and acute care units, PACU…etc. Increased transfer center services by >40% in the first year while enhancing transfer center nurse efficiency, satisfaction, and engagement without increasing staffing.