registered nurse

registered nurse - medical / surgical

nursing assistant

radiologic technologist

registered nurse - emergency room

Virginia Mason Franciscan Health

IT Consultant working close with multiple clients and advises them on different technical facets in order to offer support to their demands and problems related to the technology being implemented.  Helped in providing strategic guidance to the organization related it Quality Assurance, and System administrator duties.  Highlights include:
	Test Architect (Ascension Health): Managed implementation and set up of HP QC 11.0 for SAP ERP program.  Developed, updated, and maintained testing standards and procedures.  Created training program to be used by company on use of and maintenance of HP Quality Center. 
	Governance Test Lead (Google):  Managed application and user acceptance test for two releases of a telecom enterprise implementation.  Trained Google Analysts on standard testing processes and procedures which include test planning, test execution, test data, and defect management, metrics and reporting.  Managed 30 users during UAT test execution which allowed completion of UAT on scheduled and budget.  Utilized multiple project management tools in order to manage resources and risks across all aspects of testing.
	 Test Assessment Consultant (AVNET): Consultant of testing in order to assess the clients testing capabilities.  This was done through the use of client interviews and assessment of the clients testing documentation.  The assessment looked at the capabilities through the use of the testing maturity model.  Analyzed the companies testing capabilities as compared to industry standards best practices.  Once complete, formulated short term and long term recommendations for how to improve company standards.
	 Windows Administrator (Starwood Hotels): Administered all personal computers for Starwood Hotels WS/FTP monetary account transfers.  Configured FTP accounts, Windows account lockouts, and PC imaging.  Created documentation for future administrators on setup of accounts for the monetary transfers.
	XML Forms Tester (USPS): Developed Business Intelligence test data to be used for all backend testing for PostalOne. Tested messaging of BI data store using XMLSpy, MQ Utility, Oracle 10g, and Informatics.  Created SQL queries in Toad to verify the results of testing.  Utilized Test Director 7.6 to test and verify the results and verify all requirements have been met with PostalOne.  
	Test Certification SME (Accenture - MIT): Worked with MIT and Accenture’s Solution Delivery Academy in order to develop testing certification.  Reviewed and critiqued questions provided for testing center of excellence.  Contributed to the creation of exam questions for software analysis and design certification
	Test Lead (SRP): Directed eight contractors in M*Power which is a   utility automation system integration testing for utility company.  Created documentation for manual test planning and execution during the test planning phase. Developed test strategies and test planning documentation by partnering with business subject matter experts to validate requirements.  Worked with business in order to develop test metrics program to be used to track metrics, status, and issues/defect management.  
	Systems Administrator (US Treasury Department): Provided network infrastructure support for data center.  Administered onsite server support and maintenance of Linux machines utilizing Red Hat Enterprise.  Performed network cabling runs and set up of 100+ Cisco, Solaris, and Dell Servers.  Documented and maintained servers for the redundant data center.
	Systems Analyst (TSYS):  Provided testing expertise in critical areas of  banking solution for credit card processing.  Attended business analysts meetings for knowledge transfer and documentation for Quality Assurance department to be able to test all requirements.  Created templates for use in the development of test script development.  Ensured efficiency and attainment of goals by effectively managing all schedules and budgets as related to the Security module of Vital Express.  Responded to project managements request to evaluate any open defects before the product went into operational readiness; i.e. beta.  Developed Beta program to test the application and validate application works as designed.

My time and experience at dignity health-commonspirit

As I reflect on my time at Dignity QC it's difficult to overlook the pervasive toxicity that permeated From the lack of effective governance to the overall negative atmosphere, my experience working there was left much to be desired. Specifically regarding direct management and upper management. The Motto is human kindness, however management and upper management does not live or show by example any of the such. 

The providers here are amazing and truly care about patients and staff;  dearly missed.

One of the most striking aspects was the absence of clear governance structures. Decisions seemed arbitrary, and accountability was virtually non-existent and favortism exist horribly within the organization. This lack of direction and favoritism not only hindered productivity but also fostered a sense of chaos and confusion among team members.
Furthermore, the toxicity within the workplace was palpable and disectable. Instead of fostering collaboration and support, there was a constant undercurrent of favortism that fosters negativity. Cliques formed, and favoritism ran rampant with other employees sucking up and working towards distroying others reputation and professional slander, making it difficult to feel valued. Management would consistently verbalize that "according to the policy"; policies require this that and the other but when you find and print the policy, point out/prove to upper management they are the ones not following the policy or that no where in the policy does it state what they are implying to be followed per policy; you are marked and at that point forward they will by all means wrongfully keep attacking you, slandering you with other employees, and destroying your career growth and development.

Despite these challenges, I did my best to maintain professionalism and focus on my work and patient care, However, the toll it took on my well-being and morale cannot be understated. It's disheartening to invest time and energy into a company only to be met with such disillusionment. My time invested with the hopes of a pension, growth, success, and stability, furthering education through the tution assistance was 22 months but the emotional toll persists. Practicing to my full potential never attainable and was told by upper management my credentials/ lic doesn't matter to them. I applied to transfer to another dept and was shadowed / prevented due to the manager being friends with the HR manager who was the direct personnel to approved these request so their teaming up destroyed that ability to succeed and move to a different dept. I wasted so much time here by attempting to improve my life to only be held back like a swimmer being drowned professionally.

In conclusion, if I could give anyone the peace before making a decision you will regret, just keep looking elsewhere. You will save yourself; if your on the fence about applying to this place, please take note of the above, transfer when you can when you see the signs showing, be prepared for favoritism, energy suckers reporting every decision, move right or wrong in the eyes of management and consistant changing of policy to entertain their agendas, marred by toxicity then apply at your own risk. People don't leave careers they leave toxic environments and toxic, professional career sabbataging management relationships.  

Not to mention the insurance billing fraud that occurs on a daily basis and whrn you call it out your job is on the chopping block. For example, billing fraud by billing existing patient as new patients to insurance since they get paid more for new patients. 

Recently Medicare patients have been called into office for falls that occurred 9+ yrs ago and they tell and schedule the patients as new patients for that higher billing and the patients don't need to come in for these followups. They need to be investigated for insurance fraud.


Most departments at least have consistant (good or bad) management. Management in registration makes a bad policy that staff figures an easy way to negate or work around so management makes another bad policy to close the work around thus perpetuating the problems instead of fixing the bad original policy just so they can save face about being wrong about the original policy.
Management is through fear and intimidation. Workplace bullying is present with most interactions with Director and Manager. Negativity is the rule of thumb and leadership is not practiced nor is it in the personna of the Director or Manager. The focus is always on how "bad" or stupid the management believes their staff is and conversations among managment incenuate this.
Management straight up asks you who is helpful then in the next question asks who is not doing their job! What?!
Employee satisfaction survey is done at the same time every year so the management butters up the staff for 2-4 months before survey then unloads all the write ups, policy changes and negativity shortly after survey results come out. Then repeat the process again for each survey. Turnover is astrinomical, management thinks that everyone leaving is because of a "better opportunity." However in conversations with the people leaving the phrase "I just cant take it anymore" is the most common. Staff frequently voices that had the survey come out 1 month later they would have scored management significantly lower. In exit interviews staff does not want to get a bad report if a future employer calls for a reference so I just said it was for a better opportunity. Which is just code for "I cant tell you what I really want to in fear of missing a future opportunity due to being marked as not rehire-able."
Work itself is not difficult after you get confident with it and coworkers are fantastic, helpful people. Some days are busy while most are too busy for the staffing level. All employees are overloaded with responsibilities and the constant nagging from managment of doing some arbitrarily set minimum number of registrations per hour without regard to other tasks that are required of the position but not measured within this minimum requirement adds to the dissatisfaction of the staff.
As a new employee I was trained differently by each trainer so nothing was consistent. Sometimes each one contradicted the other. Senior staff did things differently from what the trainers trained and sometimes knew more about it then the trainers. You could tell the trainers were stressed about their workload too.
Most employees move on to other areas within the same department where at the very least they are not scrutinized over every minute of their day and can typically lay low and under managements radar or they transfer to another department altogether as soon as an opening presents itself.
Feedback from staff that has been there a long time is that they all help each other out and look out for each other, however they state that they can only do that for so long before managment singles out individuals and harasses them until they quit.
I cant confirm it because I never had a review but I heard from most people I talked to that the reviews were all average and if you had a high score in 1 or 2 areas they would mark you down in 1 or 2 just to offset the higher scores. So everyone pretty much got the same review even if they were far superior or far worse then their peers and to the standards for the department.Many staff voiced that the scoring and measuring was group based so their raises were not an individual thing. They were based on how the department as a whole did.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Typical Day at Work
* Get to work log in 
* Go over schedule for day
* Go through list of deliverables planning what takes priority for  that day.
* Go through email answering any questions
* Make calls as necessary speaking with test teams regarding deliverables, whwere they are at, what their focus is, refocusing when and where necessary, mentoring as needed.
* Update Risks/Issues/Defects in Clarity
* Update HP ALM Test Plan, Test Lab, Defects modules and more
Develop project documentation as needed to include but not limited to Application Program Test Strategies, Project Test Plans, Test Cases, Test Scenarios, Resource Documentation, Resource allotments and loe budgeting, daily issue/defect analysis, Lessons learned documentation
Go through reviews with leadership updating on the various projects statuses
Meet with Supervisor &/or Manager
Meet with PM's on the different project deliveries I am the Test Lead for
Update EOD Scorecard reports for project test statuses
Update testing scheduling information
Attend/Hold daily conference calls
and so much more depending on the day and the projects stage  - Initiation, Planning, Implementation (execution), Monitoring & Closing. (I am very involved with the  the last four stages.
Learned>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~I have learned 
***** Better Leadership & mentoring Skills
***** Better communication skills both written and verbal
***** I have learned to daily triage and work with Physician providers, their clinical staff and more
***** I have gained understanding of EHR. ICD-10, MU Stage 2, Critical Care and ambulatory from a software test and implementation perspective.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Management
I have to say my manager has actually been a phenomenal mentor, communicates expectations clearly and has been an absolute joy to work for these last 3 years.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Co-workers
The people I work with are all very dedicated to providing higher customer safety and satisfaction rates through traceability and auditability of all software applications/tools within a hospital or ambulatory environment.
Meet weekly to share ideas for process improvement(s), brainstorming, discuss issues with ongoing project efforts to obtain another perspective, assisting one another where needed according to our abilities.
I get along well and respect every single one of my team mates. They are all intelligent people with a work ethic and integrity that is a joy to be a part of.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Hardest part of the job
Dealing with other teams that do not share the same work ethic and whos leadership may not hold them to the same standards of professional conduct.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~Most enjoyable part of my job
Just yesterday I was on a call with an ambulatory Market. They had stated they were dreading the go-live of the new software and then they shared how absolutely wonderful this go-live has been and that they felt our team did a phenomenal job to ensure patient care and safety was not interuppted with issues and defects. Statements like these are what I am all about and what brings me the most joy!

What is the best part of working at the company?
The best part of working at CHI Health is the opportunity to interact with patients and support their healthcare needs. When the systems work and staffing allows, you get to help people schedule appointments, answer questions, and guide them through processes that can really make a difference in their care. Some coworkers are supportive and knowledgeable, and there are occasional training opportunities that help develop skills. These moments of direct patient impact and team collaboration are the most rewarding parts of the job.


What is the most stressful part about working at the company?
The most stressful part of working at CHI Health is the extreme understaffing and constant high call volume. PSRs are often pulled off the phones to train new employees, leaving the rest of the team to handle back-to-back calls every few minutes, sometimes totaling over 100 calls a day. Supervisors are frequently unavailable or slow to respond, and processes like results management are disorganized, which adds to the frustration. The workload is overwhelming, and the support and pay do not match the demands of the job.

What is the work environment and culture like at the company?
The work environment is high-pressure and fast-paced, often understaffed, which makes it challenging to keep up with call volumes and patient needs. Training and onboarding can disrupt daily workflows, and communication from supervisors is often slow or inconsistent. While some coworkers are supportive, the overall culture can feel disorganized and reactive rather than proactive. There are occasional opportunities for skill development, but the lack of structured support and clear processes can make the workplace stressful and frustrating.

What is a typical day like for you at the company?
A typical day involves handling a very high volume of patient calls, often back-to-back every few minutes. PSRs are sometimes pulled off the phones to train new employees, leaving the rest of the team to manage the workload with minimal support. You spend a lot of time navigating disorganized systems, following up on results, and waiting for supervisor guidance that can be delayed. There are occasional opportunities to assist coworkers or engage in training, but much of the day feels reactive, focused on keeping up with calls and patient needs rather than proactive work or development.

The job experience was very valuable for me but the department seemed to have a lot of issues since before I even started there. The employee turnover rate is extremely high and as soon as I heard they had 16 new hires in nine months, that made me immediately think something had to be off - majority of the “most senior” employees had only worked there for one year and everyone else was fairly new, which probably explains the crazy bonuses they give. Management really did not have the most adequate training for techs (especially people new to GI) and they have this expectation you won’t find out until you begin working there that you need to be 100% perfect within 90 days and can’t make any mistakes, even the littlest things management will pull you into the office and scold you! I got reported for very little things like asking questions to doctors about scope preference when I simply did not know the answers because I was still new to the job and at that point still figuring some things out. Some of the docs were friendly, some weren’t, employees were very cliquey and you could tell who liked you and who didn’t although there were a few nice people. Lots of tattle tailing and favoritism. Also some of the nurses were not very helpful to techs in the rooms and would literally just sit on their phones and do nothing during exams, and if I asked them to close, open or label a specimen jar, I’d get a dirty look. Worst part is management didn’t seem to care. Some employees could get away with  certain things like swearing and having inappropriate conversations in the exam rooms while patients were under sedation which I thought was extremely unprofessional. They also don’t give you any vacation or sick leave until your 90 days is up which sucked because we had a ton of low census days during the summer so you wouldn’t get your full hours in, and that doesn’t help considering how expensive Seattle is, there is also no overtime because it’s a M-F job and it can be very difficult to schedule appointments as a result of that. Overall I would not recommend working in this department unless you think you can handle a poor culture with an incompetent management team and tons of short staffing.

Virginia Mason Medical Center provides excellent care with a focus on the patient and quality. I would prefer to go there than to any other medical center in the area for care because of their extremely high standards. I worked at the other medical centers, too, and the caliber of care I experienced at Virginia Mason was head and shoulders above the quality I experienced elsewhere. Employees, however, can feel overlooked when it comes to how important (or not) they are made to feel. There was a great deal of favoritism towards certain employees. I received no support from my managers (I had three) over several years. That hindered my ability to succeed. I could have been far more successful with even the smallest amount of support. I felt neglected as an employee and on my own, as if I were invisible.

Reviews were missed completely or given late. I never ever received a single positive comment from a manager (a VP, yes, but not from a manager). I had to find my own (physical) place to work and bargain with others to share their office space. As a result, I always felt like an interloper – if I was doing work on the phone and couldn’t hear because of my officemates, they were quick to let me know the office was “their“ office in one way or another (which in all fairness, was true). 

I had no idea where my boss was most of the time and once didn't even know that he had been out of town for 2 weeks. Virginia Mason is a great organization, but can be extremely political. Your manager might cut you off at the knees in a meeting. This happened to me and I saw it happen to others by the same manager. I talked to HR several times for help and never felt supported. It isn’t that I simply didn’t feel supported. Instead when talking to HR, I felt unsupported (there is a distinction). I loved the work, but the lack of positive, constructive, and supportive management drove me to leave.

On an unrelated note, there are several of the older buildings and rooms that could use facelifts and new paint. A friend said she stopped going to Virginia Mason because she didn't feel the facility was clean. She was receiving cancer treatment and spent a lot of time going between the treatment area and the lab. Even before hearing this, I was embarrassed by certain areas (especially the lab) because they didn't appear to be clean and up-to-date. My hope is that they were clean, but only appeared dirty because of age - I didn't want patients to have the same doubts about cleanliness that I had.

The management  is poor and full of people who just want fake yes man kind of people.The rules and policies  are constantly  changing and not always for the better alot of the things they  fix aren't broken or just complicate a job. It is true you are either in or you are out.It feels as though they reward people who put on a facade more than actually  people who work hard and go above and beyond.I do love the resources and services  we provide  to the community  and all the grants we can offer it really  makes you feel like you're making a difference .The worse part is our phone service but it's not the phones fault there is just  way too many calls and  not enough people.Their system is severely  flawed and you get transferred  all over the place before you get to someone who only takes a message and then you hope for a call back which depends  on who the nurse is for that provider and the work ethic they have.I think their Peds department  and Women's health vision Behavior  medicine  ect. is great but their family practice is seriously lacking due to some really bad doctors who are stuck  up,uncaring and lazy.  They will stick up for these providers no matter what they do and they make it so hard to transfer care in  Family practice. Family  practice  is awful about sending in referrals  and orders depending on the provider you have or meds and the lack of follow through  is one of the main reasons  the phones are always tied up. Now the other locations seem to have really good doctors and dentist  and they seem to be better at returning  calls and filling orders besides Marshfield  which is an absolute  disaster. Don't get me started on that place.One of the main things I have seen is the constant  call ins from the doctors at a moments notice then instead of trying to make sure the patients can be seen they just cancel every appointment .We work harder not smarter if you get my drift.Another thing that is one of the biggest issues is the way they treat their employees no covid pay no maternity leave expensive insurance   and now no bonuses and you never know if you'll just come in and be jobless because  they don't stick to things very much and if you changed positions  they may have hired someone  for your job and you are out of luck.

Two healthcare companies merged into one (CommonSpirit) almost 2 years ago. Lots of changes pre-COVID-19 that were a mixed bag but with COVID-19, the stress levels are off the chart. There is frequent reorganization of teams and work. It's confusing and difficult to do your job. Leaders can't agree which team needs to do the work and this is happening everywhere (clinical, non-clinical, administration, etc.). And they LOVE tickets, forms, request processes; it has become very impersonal and bureaucratic. Jobs aren't posted but filled internally with no opportunity to apply because the candidate was already chosen. 
I personally know of at least 2 individuals that are highly UNqualified for the jobs they hold. It appears that managers hire only people good at selling themselves, regardless of their qualifications, experience or any tangible proof they can perform the job. I've never been told my new job title or responsibilities since the merger. I can't plan my week because any leader can demand an urgent, top-priority task/project from you, completely undermining the rest of the work you have to do...yet I'm still expected to finish that work. Processes that maintain systems and avoid errors are falling through the cracks. I find more processes are being mirrored after Dignity Health's, rather than Catholic Health Initiatives, which concerns me because I find the DH leaders to be blunt, less responsive, less likely to consider new ideas, oblivious to time zones other than PT & MT, and making poor financial decisions (spending money we shouldn't or failing to act, which costs us money in the long-run). I am working an insane amount of hours. There is backstabbing and throwing people under the bus. For the first time in my professional career, I am afraid of making a mistake; not sure the mistake would be forgiven or understood. I've stuck around on my new team (with change in leadership 4 times) for almost 18 months. I've reached my limit and several colleagues have expressed the same sentiment to me. There is a lot of good that could happen here but they've got to get the people under control (treat others as you would want to be treated) and get the financials under control. Seems like they trim resources (people and budgets) but expect the same work; something has to give.

The culture of the company has drastically changed over the last 18-months are so.  It seems like providing quality service with a focus on the patient has gone by the wayside. Now, it feels like it's just all about the money - how quick and how cheap can we deliver.  I hope things get better and there is a course correction soon.

Day in the life:  (Caveat: This was my experience and not all of IT may manage PMs this way).  Typically, project work is assigned by receiving an email with no information about the initiative at all.  One is expected to immediately engage, only to find-out that there is very little information on what really needs to be done or who needs to do it.  PM leadership support is non-existent. There is no attempt to coach, mentor, support, or guide.  If there are 1:1 meetings, those sessions focus on ensuring the PM is compliant with all of the administrative directives and documentation.  New PMs can often feel quite overwhelmed and are usually assigned projects immediately with no orientation to the corporate culture.  Project sponsors are also usually absent on a project, especially on enterprise-level projects. More than likely because they don't have any time to really engage, which often makes a challenging clinical project even more difficult.  PMs are mostly left on their own to deal with stakeholder push-back, aggressive vendor behavior, arrogant IT managers, or even rude project analysts.  It seems like the only time one hears from their manager is when someone complains.  When that happens, there is no attempt to provide coaching - just a warning that any more complaints (valid or not) could result in some very negative outcomes.  

The workload can be overwhelming at times.  When assigning projects, there doesn't seem to be consideration given to PM skill-set or current workload level.  Often, there isn't much understanding of how complex or time-consuming a project may turn out to be.  If an initiative ends-up requiring one's full-time attention, management is not open to modifying one's current assignments to accommodate these issues.  I actually had a manager tell me that they "didn't care" if I was over-allocated - that everyone was overworked and I just needed to deal with it.  

Top Job Titles	Average Salary
Registered nurse 394 salaries reported	$43.10 per hour
Registered nurse - medical / surgical 322 salaries reported	$42.53 per hour
Nursing assistant 222 salaries reported	$22.92 per hour
Radiologic technologist 197 salaries reported	$36.35 per hour
Registered nurse - emergency room 187 salaries reported	$42.53 per hour

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