KATHARINE E. RUEB

• Assessed and implemented measures using interdisciplinary teams taking patient satisfaction scores from 33% to 96% within 3 month timeframe.
• Completed evaluations, providing constructive feedback for workforce of 120 RNs, LPNs, nursing aides, medical clerks and support staff.
• Identified rationales for late administration or missing controlled substances. Developed interdisciplinary strategies to resolve issues.
• Developed facility tracking system, controls and cleaning for rapid glucose monitoring systems, in preparation for state survey.

• Collaborated with Director of Nursing, creating and performing various audits including hand-washing, documentation, and PPE compliance.
• Assessed staff: patient ratios, identified risks, implemented incentives determined recognition, not money driving factor for staff picking up shifts.
• Created shift checklist of items most likely to be flagged on state survey
• Delegated audits to House Supervisors for mock surveys.
• Assessed data from audits, educated staff on relevant concern areas.
• Made personal rounds, offering real time support to staff, resolving issues in real time. .

• Collaborated with provider, nurse, social work case managers and accounts receivable to ensure appropriateness of diagnosis, goals, and length of stay.
• Assessed post authorization denials, re-evaluating entire stay, determining appropriateness of CPT coding, documentation, and care received
• Collaborated with interdisciplinary team, requesting adjustments of patient bed coding, including outpatient surgeries to observation or inpatient.
• Performed self-audits, maintaining transparency with all utilization review through MCG, EPIC and Excel spreadsheets.
• Reported to Director of Nursing and Accounts Receivable all findings; developed and implemented resolutions.
• Devised tracking system of accounts, resolving all with Accounts Receivable.
• Assessed average of 80-120 patient records per day/5-7 days a week.

• Partnered with State of Alaska in Contact Tracing program for Covid 19 tracking of various cluster groups such as mining groups and flights. .
• Collaborated with state and federal agencies to minimize risk to most vulnerable populations in Alaska, such as, isolated village populations.
• Performed initial, ongoing and discharge assessments, arranging for individualized discharge needs of patients. Hospital case load: 30-60.
• Liaised with social worker to expedite financial assistance not covered by insurance, utilizing resources for Alaska Native population.
• Clinic Case Management - patient case load 300.
• Coordinated transportation of patient and escort through Medicaid vouchers, arranged for housing and coordination of other clinic visits.
• Provided evidence-based therapeutic interventions and crisis management to lessen negative impact on physical, mental and emotional wellbeing.

• 26,000 bed hospital - Mayo Clinic
• Largest Epic Conversion in history of EPIC program training.
• Taught nurses 1:1 how to utilize benefits of EPIC system
• Monitored participant workflow and behaviors throughout training process. Sought assistance when learner question outside of expertise to ensure material comprehension.
• Submitted collaborative tickets, using Teams to identify patterns of end-user needs allowing for adjustments to EPIC programming in real-time.
• Promoted standardized EPIC training through entire system
• Diversified instructional methods, optimizing trainee engagement.

• 169 beds, 8 units, independent on-site school with full range of therapies
• Created and implemented financial and admissions accounting record for facility admissions, discharges, & transfers.
• Worked with Employee Health and Education to decrease recent outbreak of staff/patient infections.
• Worked w/facilities, security, and social work to cohesively plan for disaster or emergency threat..
• Empowered charge nurses to use patient acuity tool leading to improved staff satisfaction, fewer call offs and staff retainment.
• Tracked severity and recurrence of non-compliance, documented and reported to CEO with recommendations of retainment or termination.