Nicole Sevilla-Zeigen RN PhD MSN MBA/MHCM
El Cajon Calif. 92019
EDUCATION DATES ATTENDED DEGREE DATE MAJOR
ADN 1974-1976 Associate Degree 1976 Nursing
BSN 1992-1994 Bachelors 1994 Nursing
MBA 2000-2002 MBA 2002 Business
MSN 2009-2011 MSN 2011 Nursing
PhD 2012-2016 PhD 2016 Nursing
November 8, 2023 - present
Alvarado Medical Center
Emergency Room - Staff Nurse
July 7, 2017-August 31, 2022
Responsible for triaging walk-ins and ambulance with emergency cases. Patients include, Code Blue, Stemi code and Stroke code. During Covid, we are holding Medical/Surgical, telemetry and ICU patients. The hospital floors were inundated with covid patients, so we were caring for them in the emergency room.
When Special Procedure were short staffed, We cared and did procedures requiring bronchoscopy and endoscopy, and responsible to recover them after receiving conscious sedation.
Duties also included being a Charge Nurse in the Emergency room the and covering House Supervisor. As A house supervisor, I may asked to cover breaks in the Telemetry unit and Custody unit.
Adjunct Faculty Azusa Pacific University
September 1, 2017
Clinical Faculty for Advanced Nursing in Critical Care
Course Description: for continuous cardiac monitoring, pulse oximetry monitoring, or ventilator assistance in This course is designed to build on the base of medical-surgical nursing
knowledge from GNRS555. The course focuses on comprehensive
nursing care to patients with acute need
telemetry units, in restorative care setting, or long-term care setting.
Course Learning Outcomes
1. Articulate how the Christian faith and nursing intersect as applied to
2. Use critical thinking and clinical reasoning skills to describe the
purpose, significance of test results and nursing responsibilities
related to medical disorders and surgical procedures.
3. Perform the role of team member by collaborating with members of
the healthcare team to provide safe patient care.
4. Prioritize clinical decisions based on current evidence-based practice
guidelines in clinical and simulated experiences.
5. Identify components of a health care plan that meet the physical,
psychosocial and spiritual needs of patient/family with a chronic or
Adjunct Faculty National University July 2014-present (was just made full time faculty May 1, 2015)
Lead Professor for NSG 320 MED II
COURSE LENGTH: 2 months
This course focuses on concepts relating to care of the adult in the acute care setting with medical-surgical problems. Nursing care responses to urgent and critical illness/injury are addressed. Emphasis is on refining use of the nursing process to provide nursing care for individuals with specific health care needs/problems. Concurrent enrollment in NSG 320A is required.
The primary goal of this course is examine the rationale for nursing actions in response to medical-surgical related health care needs/problems of adults with emphasis on urgent and critical patient care scenarios.
Upon successful completion of the course, the student will be able to:
Utilize knowledge of adult health problems to plan safe care for patients with urgent and emergent health problems based on scientific rationale.
Understand and apply knowledge in relation to diagnostic tests and therapeutic interventions utilized in caring for critically ill adult patients.
Identify psychological, social, cultural and spiritual factors that impact hospitalized adult patients and their families, and relate these changes to the patients’ health care needs.
Utilize current research of health care related topic(s) for debate presentation
Regional Director of Simulation lab National University School of Nursing
Supervise, oversee and evaluate work performance of all assigned laboratory support
personnel at all NU locations.
2Maintain levels of communication and accountability within all assigned campuses.
Review, revise and update all policies, procedures and protocols that govern simulation and skills lab responsibilities.
Create new policies to support any required projects put forth by department or University administration.
Conduct remediation activities in the nursing skills laboratories with students in jeopardy of failure, to increase retention and NCLEX pass rate.
Renew and approve all campus schedules for simulation and skills lab; resolve all conflicts with faculty with use of and scheduling simulation and skills lab.
Responsible for orientation /instruction with all new faculty (full time and adjuncts) for simulation and skills lab.
Assist nursing faculty and students with laboratory simulation equipment and experiences sing the METI mannequin.
Develop annual budget for items relating to onsite nursing skills laboratory requirements for nursing students and faculty.
Serve as point of contact for all vendors and advise NASS of all financial and budgetary needs.
Verify clinical skills of entering Licensed Vocational Nurses.
Assist teaching faculty with large class size with final class weekend activities to ensure successful completion of the course, prior to the next course in the sequence starting the following Monday.
Sharp Grossmont Hospital 2009 – 2013
Director of Critical Care Services – Full time
Budget of 46 million
Hospital Core measures
Joint Commission initiatives
Evaluation of six managers
Evaluation of 2 Clinical Nurse Specialist
Oversee six clinical educators
Chair for Fall committee
Training for Progressive Care unit nurses to Intensive Care cross training
Mentor staff and managers to get certified and continue their education
Improve Core Measures and Value Base Purchasing
Grossmont College 2008-2010
Adjunct faculty. Clinical Instructor for senior nursing students
University Of Oklahoma 2008-2010
Adjunct faculty. Followed leadership students during their 4th semester.
Sharp Grossmont Hospital 2008-2009
MICU Manager – Full time
Staying in budget
Motivated staff to go back to school and become certified in critical care
Collaborated with other departments/managers
Turnover was zero
Kaiser Permanente Hospital 1985-2008
Assistant Department Administrator – Internal Medicine - Full time
Infectious Diseases, Nephrology, Oncology, Outpatient Treatment Center, Endocrinology, and Rheumatology.
My responsibilities in this capacity included, but not limited to:
Departmental budget of approximately $47 million for ID, Nephrology, Oncology/Endo/Rheumatology and OTC combine.
Departmental workflow, worked closely with my medical assistants, service representatives, Clinical Supervisor, Master Scheduler and Module Coordinator ( Physician) to stay in access.
Interactions with each department to ensure patient safety, medication safety, accurate scheduling of members, ancillary and medical staff schedules
Staff competencies and required compliance and initiatives
Responsible for chemotherapy/OTC infusion scheduling.
Request for Capital equipment
Staff training for Health Connect and Cadence
Monitored waitlist ( patients waiting for appointments).
Submit Business Case for much needed staff, equipments, space or changes in workflow
Patient access for all areas
Kaiser Permanente Hospital 2000-2005
Assistant Department Administrators for the Emergency Department. Responsibilities were:
Promoted the continuing education of the staff by presenting various workshops and in-services designed to present the latest developments in drug delivery, emergency procedures, new equipment, and technical support needed in the emergency department.
Responsible for hiring new employees, and meting out discipline to employees who fail to comply with departmental guidelines
ER Throughput from time of admission to bed placement
ED Core measures
Joint Commission Patient Safety Goals
Kaiser Permanente – 1985-2000
I worked as a staff nurse in the Intensive Care Unit (ICU). In 1991 I was promoted to be the unit’s charge nurse, a position I retained until my departure from the unit in 2000. During my years in the Intensive Care, I helped train new ICU trainees in the clinical setting and taught classes for the ICU program. My responsibilities as the Charge Nurse were varied. I had to assure that the admissions to the unit were appropriate. I worked daily with the other health care disciplines to insure that critically ill patients were properly cared for. In this regard I led weekly multi-disciplinary meetings during which each patient in the unit was discussed. In addition, I was responsible for the Intermediate Unit, which was a medical/Surgical overflow with cardiac monitoring capabilities.
Chula Vista Community Hospital – 1984-1985
I worked on the night shift for one year as a staff nurse responsible
for caring for critically ill patients on ventilator care, cardiac drips, post-op brain, cardiac and abdominal surgeries.
Seton Medical Center 1981-1984
Staff nurse on a telemetry unit. Took care of rule out cardiac patients and patients with pacemakers
Alexian Brothers Hospital - 1978-1980
Full time Manager
San Diego Community Hospital – 1976-1978
Full time Staff Nurse on a medical/surgical unit
CERTIFICATION OR BOARD STATUS:
California Nursing License – Active since 1976
ONS – Oncology of Nursing Society
Sigma Theta Tau
HONORS AND AWARDS:
Nominated for Nurseweek as Leader of the Year 2012
The Sharp Experience 2010 Core Award for Quality
Nominated leader of the month for June 2009
Beacon Award for MICU and SICU
Student speaker for the July 9th 2011 Sigma Theta Tau Induction
Poster Presentation for 2011 ACNL Convention
Submit for publication “Utilizing Daily Goal Worksheet and Deceasing Patient Falls in the Progressive Care Unit”. In progress
PROFESSSIONAL GROWTH AND DEVELOPMENT:
Just completed my second Masters in Nursing June 9, 2011
Accepted for the PhD at USD – Fall 2012 three year program
Adjunct Clinical Instructor for Grossmont College 2009 and University of Oklahoma 2010.
Mentored 2 fellows for the 2010 and 2012 EBPI in San Diego.