Assistant Director Of Oncology resume example with 20+ years of experience
JessicaClaire
Montgomery Street, San Francisco, CA94105(555) 432-1000, resumesample@example.com
Executive Profile
Nursing leader with 33 years experience in oncology, medical-surgical, neurology, and orthopedic nursing. Committed to the nursing profession as a strong advocate for patients and employees. Has strong leadership skills and demonstrates caring leadership behaviors and effective interpersonal communication skills. Possesses solid financial acumen skills and dedicated to ensuring positive patient experiences.
Skill Highlights
Leadership/communication skills
Employee relations
Self-motivated
Customer-oriented
Core Accomplishments
ORGANIZATION COMMITTEES: 2013-2014 Nursing Executive Council 2013-2014 Nursing Strategic Planning Committee 2013-2014 High Capacity Management Committee 2013-2014 Diabetes Management Council 2013-2014 Nursing Leadership Council 2011-2013 Enrollment Team member 2011 United Way Steering Committee member; Committee won Spirit of Caring award 2010 Major Work Activity Task Force member 2010 United Way Steering Committee 2010 Planning Committee for new patient North Tower development 2010 Transformational Leadership Gap Analysis Committee in preparation for Magnet recertification in 2013 2009 United Way Committee; assisted in planning and coordinating annual campaign 2008 Relationship Based Care Model for Leadership 2007-2009 Nursing Leadership Council Chair for two terms 2007 Surgical Care Improvement Project / Core Measure Initiative 2006 Oversedation Quality Project 2005-2013 Orthopedic Triad 2004-2010 Magnet Committee Champion; facilitating and mentoring a successful Magnet designation and redesignation 2004 GAP (Graduate Assistance Program) mentor 2004 LPN Task Force 2003-2006 Orthopedic Product Line Task Force 2001-2013 Nursing Leadership Council 2001-2006 Board of Directors, Triad Health Ventures, Inc.
2001-2006 Chair of System-wide Linen Subcommittee 2000-2004 Professional Development Council 2000-2013 Orthopedic Continuous Performance Improvement Team PUBLICATIONS: 2002 A Special Treatment Program for Patients with Sickle Cell Crisis.
Nursing Economic$.
20 (3), May/June 2002.
Professional Experience
to Assistant Director of OncologyManagement & Training Corporation | Indianapolis, IN,
Responsibilities included leadership, education, and administrative duties for the Oncology department.
Served as a resource for staff and patient education.
Provided direct patient care and charge nurse duties and responsible for overall coordination of staff schedule and employee performance evaluation.
Provided leadership for meeting organizational goals and objectives, implemented performance improvement activities and selected and managed resources for the defined workgroup.
Developed and implemented a program that involved interventions that improved the overall care and outcomes for patients with Sickle Cell Disease, specifically resulting in improvements in length of stay, emergency room visits, cost per case, and patient satisfaction.
Length of stay decreased from 5 days to 4.34 days, cost of hospital stay decreased from $6,255 to $5,095 and the ED visits significantly decreased from 73.5 to 9.
Served as Interim Director for one year while current Director was appointed in a Reengineering process.
Served as Chair of the Assistant Director Peer Group for a two year term.
to Staff nurseCapstone Logistics | Lacey, WA,
Responsibilities included direct patient care, charge nurse and medication nurse functions.
04/2013 to 05/2014DirectorDanbury Health Systems | Fishkill, NY,
Responsibilities include directing the financial and clinical support activities in the Acute Care areas.
This includes management and leadership of six Medical-Surgical units and Unit Managers of Oncology, Orthopedics, Surgical, Pulmonary, Diabetic/Renal and General Medical.
Oversees a total of 279 FTE's with a total managed volume of $13,083,649 for the six units.
Accountable for financial management of these units to include budget preparation, FTE utilization, salary and operating expenses and critical review of financial parameters.
Coaches and mentors Unit Managers to develop and support collaborative working relationships, fosters teamwork and collegiality, and develop staff.
Participates in strategic planning to improve quality of care and implement performance improvement activities.
Serves as a patient and family advocate and promotes an environment of customer-focused and family- centered care.
Participates in projects and initiatives that impact productivity, quality outcomes and satisfaction.
Planned and implemented a Train the Trainer program with the Medical-Surgical Clinical Nurse Specialist to meet The Joint Commission Standards specific to progression of Plan of Care demonstrating an increase in documentation of progression of care from 79% to 90% from May 2013 to September 2013.
Facilitated a Malnutrition project with Dieticians and Coders to assist physicians in their documentation for coding purposes for patients with Malnutrition.
Participated in an initiative through The Joint Commission Targeted Solution Tools for Hand-Off Communication between the acute care and post-acute care settings.
A Hand-Off Tool was created to be used as a pilot for potential roll out to the organization.
Facilitated, planned, implemented and reported initiatives specific to the Nursing Strategic Plan related to evidence of discharge plans and increasing efficiency of the discharge process.
Developed a Transfer Checklist for nurses to use when moving patients to a higher level of care related to a RCA process.
Established a more robust Nurse Leader Rounding process in the Acute Care areas.
Will participate in a new software program, IRounding, in the Acute Care setting for the pilot areas.
Lead the planning and implementation of MEWS (Modified Early Warning Sign) on the main hospital campus to identify critical patients who need early intervention through activating the Rapid Response Team.
Demonstrated a 48% increase in reporting of patients with MEWS score that have a potential critical impact on their status that indicated a MET Life nurse visit Co-leader of the Glycemic Management Council with the project goals of reducing the number of hyperglycemic and hypoglycemic events by 9.5%, developing and/or revising current protocols, improving patient satisfaction of patients requiring Glycemic Management.
Co-chair of the High Capacity Management/ Discharge Flow Process Committee.
Implemented a high capacity alert algorithm and currently evaluating the discharge process with the intent to reduce elapsed time between MD order to discharge to actual discharge of the patient.
Developed Floating guidelines for the Acute Care Services.
Participated with a multi-disciplinary team in preparing for a successful Joint Commission Orthopedic Disease Specific Re-Certification Developed Contingency plans for Acute Care Services for "Right-Sizing" plans.
Developed and implemented plan to reduce workforce in Acute Care with the reduction of 26 FTE's and closure of a Medical-Surgical unit.
Selected as the 2014 Director Representative for the System- Wide Shared Governance Board.
Created a Position Control Report for Acute Care to keep current FTE information up to date, including vacancy rate percentage.
01/2000 to 01/2013Director of Orthopedics Director of Orthopedics Services and DirectorHealth Alliance Of Hudson Valley | Valhalla, NY,
Responsibilities included overall management and leadership of three departments focusing on patient outcomes and satisfaction, employee satisfaction, financial viability and quality outcomes.
Oversees a total of 72 FTE's with a total managed volume of $5,700,000 for the three departments; 39 beds on the Orthopedic departments and 11 beds on The Spine Center department.
Responsible for developing the budget, monitoring expenses, purchasing equipment and coordinating quality improvement activities.
Coordinate staff scheduling, interviewing, hiring, and orientation of new employees as well as evaluate employee performance.
Responsible for daily operations of each department and facilitate building collaborative relationships with all disciplines.
Served as an Enrollment Team member and Co-Chair to engage employees in learning and understanding our new values and Operating Principles and Practices as we transform our culture.
Facilitated the development and implementation of the Total Joint Replacement Pain Protocol to provide an enhanced pain management program and improve patient satisfaction.
Results of this program demonstrated improvement in Patient Satisfaction indicators in" how well your pain was controlled" mean scores increasing from 71.5 to 84.9 and "nurses kept you informed" mean scores increasing from 74.8 to 84.7.
To improve informing patients about their plan of care, white board utilization was measured, showing a significant improvement from 39% to 70%.
Implemented a Fall Prevention program reducing the fall rate 41%.
Facilitated the Reigniting the Spirit of Leadership panel discussions led by Organizational Development and facilitated implementation of Relationship Based Care on the Orthopedic Department.
First nursing department to include multi-disciplines as members of our well-established Shared Governance Practice Council incorporating the concepts and principles of Relationship Based Care.
Success of employee's Shared Governance Practice Council involvement were demonstrated in the NDNQI survey results with an improvement in the Practice Environment Scale Mean Scores in Participation in Hospital Affairs, increasing from 2.97 to 3.04.
Served as Interim Director for three months in a step-down critical care department.
Selected as one of top three Nursing Directors in the health system for potential leadership advancement in the Succession Management Talent Development program.
Developed and implemented a "Category 3 Total Joint Replacement patients" program to identify patients prior to hospitalization who would likely require transfer to a skilled nursing facility after discharge from the hospital.
This allowed the patient and/or family to visit facilities prior to hospitalization and make tentative disposition plans post hospital discharge.
Patients were asked to identify three skilled nursing facility preferences of their choice.
Results of this program demonstrated that 87% of the patients were placed at the facility of their first choice.
Length of stay for these patients decreased from 4.05 days to 3.8 days as the disposition was tentatively planned prior to hospitalization, Developed and implemented a budget and operational plan and opened The Spine Center, a newly remodeled department designated to care for observation patients who are admitted after having a non-complicated spine surgery.
Patient Satisfaction scores in the last four quarters have been beyond the 90th percentile in the nursing section, with three of the four quarters in the 99th percentile.
The Spine Center was awarded the Keystone Project for consistent high Patient and Employee Satisfaction scores for FY11.
Implemented Bedside Reporting and provided education and process plans for implementation to other nursing departments with a focus on providing safe and quality patient care.
This resulted in Patient Satisfaction mean score indicators increasing in "nurses treated you with respect" from 84.31 to 87.13 and "how well you pain was controlled" from 71.5 to 84.9.
Participated as the first nursing department in our Health System in the Organizational Effectiveness study to include process development, and as an outcome, created a Care Coordinator role that was adopted throughout the entire Health System.
Developed a Hip/Femur Fracture Protocol with a multidisciplinary team for patients who are admitted through the Emergency Departments with Hip/Femur fractures to ensure patients receive appropriate medical interventions and to standardize care.
Length of stay for this patient population decreased from 6.1 days to 5.3 days.
Implemented a Discharge by Appointment Project with the purpose of coordinating the discharge process with the long-term goal to ensure an open and ready bed is available to the orthopedic surgery patient upon discharge from the Post Anesthesia Care Unit.
Developed and implemented a budget and operational plan and opened an ACE (Acute Care of the Elderly) Department.
Developed and implemented a "Joints in Motion" program for patients having Total Hip or Knee Replacements designed to help patients recover quicker by offering a comprehensive weeklong program with multi-disciplines resulting in significant improvement in length of stay, patient education, and patient care outcomes and satisfaction.
Length of Stay decreased from 4.3 days to 3.8 days.
Implemented a ScrubEx vending program to improve availability of scrubs for OR and PACU staff and reduce laundry cost.
Annualized savings with the program resulted in a cost savings of $18,950 for Moses Cone Health System and $17,083 for the laundry vendor.
Participated on the Suicide Precaution Task Force revising the current policy to meet The Joint Commission Safety Goals, including developing a training program for staff to meet compliance.
Planned, developed and implemented a new Service Assistant Director role to increase leadership availability on off-shifts with a focus on patient rounding.
01/1988 to 01/1993Clinical Nurse CoordinatorMoses Cone Health System | City, STATE,
Responsibilities included leading, managing, and supervising employees.
Provided staff education, instruction in oncology orientation classes, direct patient care, staff scheduling, interviewing, hiring, and orientation of new employees.
Assisted with performance appraisals, department quality improvement activities, and conflict resolution.
Served as Interim Director for four months during a vacancy of the Director position.
Developed department education materials including site-specific education packets, discharge instructions for radiation treatments, charge nurse role and clinical pathways.
01/1983 to 01/1988Head NurseRoanoke Memorial Hospital | City, STATE,
Responsibilities include staff nurse responsibilities in addition to staff scheduling, performance appraisals and staff education.
Education
Expected in 1 2001Masters of Science | Nursing AdministrationThe University of
North Carolina, Greensboro, NCGPA: Nursing Administration
Expected in 1 1981Bachelor of Science | NursingRadford University, Radford, VAGPA: Nursing
Interests
2014 UNCG Alumni Member At Large
2014 American Red Cross Volunteer
2012 NCONCL member
2009 North Carolina Great 100 Recipient, North Carolina; recognizing top 100 nurses state-wide in their professional accomplishments and leadership expertise
LICENSURE: Registered Nurse in North Carolina PROFESSIONAL COMMITTEES / AWARDS / PRESENTATIONS: 2014 UNCG Alumni Member At Large 2014 American Red Cross Volunteer 2012 NCONCL member 2009 North Carolina Great 100 Recipient, North Carolina; recognizing top 100 nurses state-wide in their professional accomplishments and leadership expertise
Professional Affiliations
2007- Current AONE member
2003 Organizational Research Award for Employee Satisfaction related to a staff retention initiative
2002-2013 Member of National Association of Orthopedics Nurses
2002 Sickle Cell National Convention; podium presentation "Developing a Sickle Cell Treatment Program
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Resume Overview
School Attended
The University of
North Carolina
Radford University
Job Titles Held:
Assistant Director of Oncology
Staff nurse
Director
Director of Orthopedics Director of Orthopedics Services and Director