Accomplished nursing professional with more than twenty years of progressive career advancement in healthcare leadership and as a nursing clinician who has provided the highest standard of direct patient care delivery in the acute, critical and primary care environment. Experienced transformational leader possessing a unique and comprehensive change management ability which has resulted in improved health related outcomes and achievement in developing a work force culture of high performance.
High performing culture development
Evidence based leadership development
Talent selection and retention
Healthy relationship development
Operational, strategic and cultural change agent
Fosters high level engagement Development of healthy work environment
Responsibilities include the development, implementation and evaluation of the Quality Improvement program to ensure that desired outcomes are achieved and maintained throughout. Develops quality improvement and staff development activities which effect current, identified quality of care and service opportunities. Ensures information regarding performance improvement and quality related activities are consistently communicated. Ensures all quality improvement committee meetings occur in a timely manner according to policies and procedures and communicates all quality activity quarterly to the Board Quality Steering Committee, a sub-committee of the Executive Board.
Full accountability as site director for a primary care satellite site, which hosts three full time primary care providers and clinical / clerical support staff for a federally qualified health center. Successful development and execution of multiple system / process improvement projects. Successfully deployed the lean methodology for quality improvement to identify areas of workflow with the greatest opportunities to reduce waste. As a result, restructuring of the staffing model in order to optimizing office efficiency and streamlined workflow reduced supply expenses by 25% and improved patient flow by 33%. Additional improvement achieved in standardizing the clinical and non-clinical workflow, development of individualized employee performance tracking tools to provide framework for staff development and conducting monthly "stay interviews" with each staff member reduced employee turnover rate by 15%. Established a prescription refill request line for patients, and shifted staff efforts to more value added activities in order to better serve the patient. Implementation of a best practice color coded documentation system for each provider, improved patient flow, and document flow throughout the office. The color coded system also provides visualization of the patient / provider flow in the office setting. Reduction in patient wait time from an average of 90 minutes per visit was reduced to an average wait time of 68 minutes per visit. Standardized the supply and drug sample room was integrated using the 5S lean method and resulted in a 35% decrease of monthly supply expense. This improvement is sustained through collaborative efforts with vendors to continuously monitor and assess where supply par levels can be minimized and supply order management becomes a more systematic process.
Nursing director of a sixteen bed medical intensive care unit responsible for the delivery of safe, quality care for the critically ill medical patient population served. Full accountability for all aspects of daily operations, fiscal responsibility and culture development of high performance for provision of an excellent patient experience. Leadership responsibility for over seventy direct reports and per diem staff consisting of registered nurses, nursing assistants and clerical staff. Implemented daily multi-disciplinary bedside rounds involving the patient's primary nurse, assigned charge nurse, case manager, social worker, physical therapist, respiratory therapist, pharmacist and the MICU Intensivist. Coordinated and directed all evidence based clinical staff training for direct reports. In collaboration with the operational and clinical effectiveness department, performed value stream mapping analysis of key service workflows and served as team leader for multiple rapid improvement events resulting in positive transformational change at the bedside. Implemented and integrated multiple evidence based nursing practice initiatives to eliminate potential harm to patients as defined by the JCAHO as "never events" for the patient in the MICU. Those initiatives included, but were not limited to; Central Line Associated Blood Stream Infections, Healthcare Acquired Pressure Ulcers, Catheter Associated Urinary Tract Infections, FALLS, and Ventilator Associated Pneumonia.
streamline, Articulate, caregiver, case manager, Color, CCRN, Critical Thinking, Customer Satisfaction, Data Management, Employee Training, forms, HR, Leadership, Teambuilding, director, office, Communicator, Nursing, Organizational, patient flow, Prescription Refill, quality, quality improvement, respiratory therapist, staffing, Supervision, workflow
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