Catherine M. Wargo, Psy.D., ABN
Thank you for this opportunity and nomination for Treasurer of NAN. My name is Catherine M. Wargo, Psy.D. I am coming to you with a wealth of knowledge and experience in the field of neuropsychology that I believe will make me an asset to the board. I completed my doctoral degree in clinical psychology at the American School of Professional Psychology, Washington, DC campus and an APA doctoral internship. I completed my postdoctoral fellowship in clinical neuropsychology in an outpatient setting, with a focus on neuropsychological assessment across the lifespan. I am board certified in neuropsychology through the American Board of Professional Neuropsychology. Presently, I work in an outpatient private practice with individuals across the lifespan, with a particular focus in pediatric neuropsychology, and provide supervision to neuropsychology students.
Over the years, I held multiple leadership roles including Assistant Director of Neuropsychological Services at an outpatient medical rehabilitation program and Director of Postdoctoral Training. I also created and advocated for the development of a Dementia Clinic to serve patients struggling with memory issues in a timelier fashion. Other duties have included development of new programs, incentive-based models for neuropsychologists, and balancing the financial needs of the program/organization with new ideas and programs. I believe that the various roles that I have held, my ability to mentor and lead, and my dedication to the field of neuropsychology have made me well qualified to be Treasurer of NAN.
As Treasurer of NAN, I welcome the opportunity to use my diverse skill set to enhance the board’s financial position, develop financial opportunities, and examine and support the needs of the board. I am highly motivated, organized, and creative with regard to generating ideas and developing solutions towards financial growth and financial responsibilities. I believe that the various roles and positions I have held have provided me with insight into the challenges that neuropsychologists face and the Treasurer’s role in targeting such challenges. I am honored to be nominated for Treasurer of NAN and I look forward to serving you.
Dr. Wargo is a member of the following organizations:
- American Board of Professional Neuropsychology (ABN), Diplomate
- National Academy of Neuropsychology (NAN), Professional Member
Candidate Positions on the Issues:
How does your background qualify you for this office?
I believe that the various roles I have held as a neuropsychologist have prepared me for the position of Treasurer. For example, over the years, I have worked in a number of different settings including a large group private practice, outpatient medical clinic, and a smaller group practice. Having been able to work in a variety of settings, in a multi-disciplinary nature, as well as in a collaborative environment demonstrates that I am able to work well with others in a variety of capacities. Additionally, my roles have included being a training supervisor to postdoctoral fellows and practicum students and program development/ implementation. Being successful in these roles require solid communication and problem solving skills, both of which I excel at. I have also had experience with budgeting and cost/benefits when addressing new program development/future goals. I believe that I have been exposed to a number of different professional scenarios that have prepared me well for the office of Treasurer.
What do you see as the major challenges to neuropsychology in the next 5 years? How do you believe NAN, under your leadership, can be effective in meeting these challenges?
Within the next 5 years, I see several challenges as being prominent in the field of neuropsychology, including but not limited to: bridging the gap between technology and practice, making advances in dementia/Alzheimer’s diagnoses and possibly treatment, increasing membership in NAN among newly licensed neuropsychologists, and increasing training opportunities for neuropsychology trainees. I believe that strong financial backing for these major challenges is essential to the growth of the above-mentioned areas. Under my leadership as Treasurer, along with the assistance of the board, it is my hope that new grants and awards can be developed and implemented to target such areas, while maintaining a healthy budget for the overall NAN organization. Ongoing opportunities for students to attend NAN as volunteers to improve potential leadership and increase knowledge is strongly recommended. Additionally, being able to offer cost effective continuing education modules to current NAN members is essential for ongoing excellence and practice in the field.
How would you promote professional practice?
There are multiple ways to promote professional practice. One way to promote and build professional practice would be to provide ongoing exceptional continuing educational opportunities to fellow NAN members. As NAN already does this, it would be utmost important to ensure that funds are available to provide support to this area, so neuropsychologists have access to new knowledge in a collegial format. I also believe that it’s important for neuropsychologists to engage in outreach activities such as joining professional organizations, attending the annual meeting and serving on committees that help enhance the field of neuropsychology. If appointed to the NAN board as Treasurer, I can work with the board to address these and several other issues, as well as determine what financial resources and opportunities are needed to enhance professional practice.
How do you plan to bridge science and practice?
I believe one of the best ways to bridge science and practice is by enhancing funding for research to neuropsychology fellows and newly licensed neuropsychologists. Additionally, enhancing opportunities to reach underserved or vulnerable populations via technology, would be another way to bridge science and practice. In my role as Treasurer, I will have the distinct pleasure of bringing forth such concerns to the board, address the financial need for growth, and balance the needs of the board with current goals.