Ranking Factor #1: Describe your experience managing multiple projects including the tools and skill sets

used to ensure a positive outcome. During my previous job, serving as a Project Coordinator at the GW Medical Faculty Associates, the largest multi-specialty physician group practice in the metro DC area, I served directly beneath the Director of Operations who was also a Practice Group Administrator for several different clinical areas (The Department of Phycology, The Department of Orthopedics, The Department of Neurology, The Department of Neurosurgery, The Department of Obstetrics and Gynecology, The Department of Cosmetic and Laser Surgery, and The Department of Urology). On a daily basis, Ms. Keys (my supervisor) and I were faced with a multitude of new challenges and problems that needed to be resolved immediately in order to ensure the continuum of the delivery of premium health care services to our patients. This required multi-tasking and the prioritization of tasks based on which tasks were most important to getting our clinics back to running in the most efficient manner possible and that had the most immediate impact on improving and satisfying our customers (the patients at our facility). Working in the field of Operations, the tasks ranged anywhere from small, seemingly minute duties such as replacing curtains in exam rooms which provided proper privacy for our patients, to larger-scale jobs, such as securing permits from the DCRA (District of Columbia Department of Regulatory Affairs), which ensured deadlines were met in allowing construction of new clinics to proceed without delay. No task was too small or two large for our team to complete, and all tasks were completed with a patient-first mentality, which means that we put our customers needs ahead of our own.

Ranking Factor #2: Describe and provide evidence of your ability to develop and manage scopes of work for third party vendors Working with and alongside third-party vendors was another very important part of my job as Project Coordinator at the GW Medical Faculty Associates. During my three years as an employee of that organization, I was fortunate to be part of a company that was going through a period of rapid growth. As a member of the Operations team, we worked with dozens of vendors that helped us in achieving our very aggressive goals of expansion. One example of this is our work with several different vendors in opening our new Dermatology Clinic in Bethesda, which is now open and located in 4920 Elm Street, Suite 250 in Bethesda, MD. The process of bringing this clinic to fruition began with myself, Ms. Keys, and the Chief of the Department of Dermatology meeting after clinic hours to discuss the need of opening a new clinic where patients could be seen. From the financials for the Department of Dermatology, it was clear that there was a high-demand for dermatology services in the area. The Chief of the Department of Dermatology confirmed this need, so it was decided by Ms. Keys that we would proceed with expanding this department. The Chief of the Department of Dermatology provided myself and Ms. Keys her wish list for the number of exam rooms, procedure rooms, physician offices, and equipment, which she felt would be necessary to fulfill the need for what her patients required. Based on the budget for the department, Ms. Keys and I approved the majority of equipment and space that was needed and requested by the Chief of Dermatology, with the exception of a few items that we deemed and unnecessary and beyond the limits of the department budget. The next step in the process, was to meet with an architect, who could review the list of exam rooms, procedure rooms, physician offices, and equipment that was needed, and to make it fit into the new suite that was

selected to be the new Department of Dermatology in Bethesda. Once the architect had come up with a plan of how to fit all of these items in the new space, the plan was reviewed by several doctors in the Department of Dermatology and some slight edits were made based on their knowledge of patient-flow. Once a final plan for the space had been agreed upon, we put the plans out for bid to four different construction companies who could build out the space based on our architects drawings. Once the bidding process was completed, and a construction company was selected, the process of building out the space began. During the construction process, myself and Ms. Keys would make frequent trips (of course, in addition to dealing with the day-to-day duties of running our main facility) to the site to see how construction was progressing and to check for any potential problems along the way (which, unfortunately, are almost inevitable). Before construction began, it was my duty to work with the DCRA to ensure that all permits were obtained so that our project was completely in compliance with all zoning, building, etc. laws that were applicable in Montgomery County. Approximately six to eight weeks later, when construction was wrapping up, it was again my duty to meet with each physician (who would be practicing from this satellite office) to ensure that I ordered all furniture (desks, bookcases, hutches, etc.), IT equipment (PCs, printers, phones, etc.), and any other items that were needed for their offices, labs, and exam rooms. In addition, I worked with the cabling and wiring vendors to ensure that all electrical and IT jacks were placed in the correct spots based on the furniture layouts each doctor had selected for their work areas. When construction was finally completed, the operations team would roll out all of the equipment (medical, IT, furniture) into the new, empty space, and begin installing and setting everything up. This usually took place on the weekends and required a great deal and logistics and coordinator with all vendors and property managers so that no confusion or incorrect information was given that could potentially delay installation. This part was crucial because a full group of patients were scheduled to be seen at this new site the following Monday, so any delay or confusion between myself and our many vendors would cause significant delays and potentially impact Mondays schedule, where patients would be seen for the first time in our new clinic. I am proud to say that myself and the rest of our operations team successfully installed every piece of equipment so that the clinic was fully operational Sunday night, and all patients were seen, as scheduled, the next day.

Ranking Factor #3: Describe your knowledge of the theories, concepts, principles, practices, methods and techniques of health information technology. During my tenure as a student at the George Washington University School of Health Services Management and Leadership, a strong emphasis was placed on information technology as it relates to the delivery of health care. As part of our curriculum, several courses were required which relates to the concepts, principles, practices, methods, and techniques of health information technology. These courses included: Health Services Information Applications and Medical Informatics. The focus of these two courses was first to introduce the students to the importance and relevance that information technology plays in the field of healthcare. Second, the practical purposes of information technology was introduced to the students, with a primary focus of the introduction of Electronic Health Records and the great importance they will play in the coming decades. On a more practical note, after graduation from The George Washington University, I am proud to say that health information technology was a leading focus for our organization at the GW Medical Faculty

Associates. In that facility, they have had a fully implemented Electronic Health Records system since 2007. In addition, when I was first hired there, one of my many tasks, was to assist in the rollout of electronic kiosks which were placed in the check-in/out areas of every clinical department throughout the facility. These electronic kiosks allow the patients easy check-in and check-out of their appointments. The advantages of these kiosks are that they are extremely user-friendly (even our most elderly patients were able to use them without assistance) and they save the patients time, in that they are not forced to wait in-line to see a receptionist to check-in once they have arrived at their given floor/clinic. All the patient needs to do is scan their palm and enter their date of birth, and they are automatically checked in. Inside the clinic, the doctor is notified that the patient has been checked-in and is ready to be seen. The roll-out of these electronic kiosks significantly reduced patient wait times (often the chief complaint of patients) and allows for a much more efficient, patient-friendly visit. Finally, I was also involved in the roll-out of myHealth, which is an electronic web portal, which allows patients to view their records and test-results, in addition to being able to schedule follow-up appointments and refill prescriptions all online. During my tenure at the GW Medical Faculty Associates, we were still in the early phases of rolling out this new technology, but had already seen very positive feedback from our patients regarding this new component of health information technology.

Ranking Factor #4: Describe your experience of analyzing healthcare administration and delivery requirements and formulating policies. Please provide specific examples. During my tenure at the GW Medical Faculty Associates, a large emphasis was put on customer service. The Administrative team, joined forces with the Disney Institute in providing seminars for our front-line customer service representatives. The objective of these training seminars, was to improve the service of these front-line customer representatives, as these individuals are often the first point of contact that our customers have with our organization. After several large seminars with the Disney Institute, in which they explained the purpose and goals of their work with our organization, we were split into about seven different groups, who each focused on a particular aspect of what we found to be lacking in our organization. I am proud to say that I was a group leader for the group that focused on the Building and Facility (this seemed to make sense given that I had strong ties to the Director of Operations who has the final say in any changes that are made to our building). During these weekly meetings, our group (which consisted of front-line employees throughout all different departments within the organization) would brain storm ways in which we could improve the patient visit by making physical changes to our facility. Some of the changes that myself and our group were responsible for were adding cable TV's in each and all of the patient waiting rooms (for all clinical areas). For this improvement, I was responsible for working with the Department of Purchasing to order all TV's, in addition to coordinating with the cable company to install the co-ax cable hook-up where each TV would be placed. Naturally, all installation took place on the weekends or after-hours, so as not to disturb the patients during working hours, so I was happy to meet with the installers after-hours to ensure this was completed. In addition, another marked improvement which myself and my group was responsible for was adding way-finding signs to help direct patients to their proper location for their appointments, as we identified that many patients were getting lost inside the building and, therefore, through no fault of their own, would arrive late to their appointments (sometimes even missing their spot and being forced to return at a later date). There were many other small changes that were made as a result of the hard

work of our group. Although these changes may appear minor, I believe they truly contributed to a better patient experience at our facility, and the continued business and return of our valued customers.

Ranking Factor #5: Describe your skills and aptitude in performing substantive analyses and evaluations of contractual program and project needs As a valued member of the Operations and Administrative team at the GW Medical Faculty Associates, my opinion and input was valued greatly in in the analysis and evaluation of existing programs and projects. One example of this, is a project I was assigned by my direct supervisor, Tanya Keys, the Director of Operations. My assignment was to survey the entirety of our existing main building located at 2150 Pennsylvania Ave, which is over 200,000 square feet in size and contains over fifty different clinical specialties. My task was to survey the exact amount of square feet each clinical area occupied, and based on their most recent performance in the past budget, present these figures to my supervisor to decide whether or not each clinical area justified the space they occupied, or whether the more higher grossing, busier departments should expand into the departments which occupied more space, but were not seeing as many patients. Based on my analysis, several departments (i.e. Ear, Nose, and Throat) was relocated into a smaller, but comfortable suite, so that a busier, higher-earning department (The Department of Obstetrics and Gynecology) could expand into their area so that more patients could be seen and the higher demand for the services in this clinical area could be met. This resulted in significant boost in revenue for the physician group practice as a whole. In addition, the staff and doctors working in the Ear Nose and Throat department were pleased because they were moved into a newly constructed suite on K St, which was better suited to their needs in terms of patient-flow, and they were also able to procure several scopes which they had been requesting for some time to better serve their patients.