National Board of Echocardiography

When NBE needed to find new vendors to manage their exam development and exam delivery, we conducted a thorough discovery and RFP process resulting in choosing new vendors and managing a successful transition from a legacy vendor within a specified time frame.

With a need for an updated platform to manage its database of credential holders and exam & certification application and approval process, we conducted a comprehensive search for a vendor that could serve both purposes. Once a vendor was chosen, we served as the project manager to implement the new system opening in time for a critical exam registration window. 

 After being managed by an AMC for many years, NBE decided to become a self-managed organization. We worked very closely with their volunteer board to plan and implement the transition including selection of vendors to manage HR, accounting/finance, and technology. We provided interim staffing for a period of 4 months during the transition (Interim Executive Director, Interim Director of Examination, and customer service)

In 2023, NBE embarked upon the development of a longitudinal assessment program - changing the way that credential holders maintain their certification. We were engaged to assist in developing the specifications for how NBE's certification management platform needed to be further developed to accommodate the requirements of this new program - and be ready to launch by the published timeframe.

We were initially hired to assist in the development of a fundraising campaign business plan for a newly formed research committee. We managed an RFP process to select a vendor to conduct a feasibility study and then managed the project through its conclusion. Then, the committee decided to start a research grant program. We worked closely with the volunteers to establish grant guidelines, submission protocol, a review process, and annual reporting requirements. 

Updating technology is a big undertaking for any organization, especially when staff are already very busy. We were engaged to manage a discovery and RFP process for a vendor to assist with a Salesforce Upgrade from Classic to Lightning. We served as the lead project manager for UCP, liaising with the vendor through this transition. Coupled with this, we conducted an RFP process for the UCP website redevelopment. We also managed this transition.  

In addition to assisting ISHLT with a reaccreditation process for the ACCME, we worked with their education team and education committees to refine their educational planning process. Together we established SOPs for managing their CME program, identifying learning needs and practice gaps for the society.

SGO needed interim consulting services to assist with their accredited CME program. We assessed their current state and designed a solution to enable the society to continue to accredit their medical education activities that was aligned with their staff resources.

We were engaged to conduct a feasibility study for FLC to determine if they should start a credentialing program. Working with staff and volunteers, we developed a plan to interview a large group of stakeholders from diverse segments within the field federal technology transfer. The end result was a comprehensive report that established foundational principles of a credentialing program, stakeholder feedback, an outline for program design, curriculum development and delivery methods, assessment and credential award options, a three year financial model, implementation plan and actionable recommendations based on the findings of the study.

ASHG needed support in managing CME accreditation for their annual meeting. We stepped in a few months prior to their event and shored up loose ends to ensure the required approvals were in place. Then, we assisted them in establishing a joint provider relationship that helped to simplify and streamline their documentation so that staff could manage the process going forward.