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Kirsten Nunez, MBA, CHEC-II

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Kirsten Nunez, MBA, CHEC-II
Senior Operations Manager, Emergency Management & Business Continuity
Intermountain Healthcare


Kirsten Nunez has more than 17 years’ experience in healthcare operations. She joined Intermountain Healthcare’s Emergency Management team in 2017 coordinating preparedness efforts across 7 hospitals, including Intermountain Healthcare’s adult level 1 trauma center. Kirsten is currently the Senior Operations Manager for Emergency Management and Continuity at Intermountain Healthcare, which encompasses the entire spectrum of care extending into Idaho, Utah, and Nevada. Kirsten has earned a Bachelor’s Degree in Exercise Science with a minor in English and a Master’s Degree in Business Administration. Kirsten was the 2021 chair for the Utah Hospital Association’s Disaster Advisory Council (UDAC) and is an active member of UDAC, the Utah Business Women’s Forum, and the American College of Healthcare Executives. Most recently, Kirsten led a strike force to develop the Operational Continuity-Cyber Incident (OCCI) checklist to support the Incident Response/Business Continuity (IRBC) task force under the Healthcare and Public Health Sector Coordinating Council (HSCC) Cybersecurity Working Group. She continues to support the work of the larger task force in developing other toolkits to support emergency response and business continuity.


Fior Reports





Healthcare leaders must make decisions about where to spend each dollar as the cost of healthcare continues to rise.  Emergency management and continuity programs are non-revenue producing operations, yet important for operational survivability in response and recovery when demands and conditions do not typically provide for business as usual.


This opportunity will provide for an interactive session, where participants will:

  • Illuminate and develop the ‘Why’ of emergency management programming in healthcare operations

  • Identify obstacles faced in support of program development

  • Discuss and develop understanding of the obstacles faced from the leadership perspective of the ask

  • Together practice solution identification and development to the identified obstacles

  • Develop thoughts on evidence-based program justification

  • Frame out the needs for a business case for investment in sustainable preparedness and/or continuity programs that go beyond regulatory compliance. 


Ultimately, working as a team we will use the tools provided to understand the challenges faced by program support and build a powerful value proposition, making dollars and “sense” with compelling data so participants can make-the-case for their own program.

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