Expert healthcare leader with 20+ years of experience delivering objectives and improving quality of care at the executive level. Superior business leader with demonstrated clinical and administrative accomplishments in for-profit and not-for-profit environments in both matrix and non-matrix organizations. Proven success in turnaround situations with extensive experience in hospitalist program, intensivist program, JCAHO/OSHA, Ethics, Quality/PI initiatives, infection control, and risk management. Able to improve outcomes and core measurements, mentor and develop team members, and deliver excellence at all levels of care. Experienced in improving operational efficiency, strategic planning, and program assessment. Experience includes nursing leadership experience with eMAR, EMR, and EPIC.
Change Management • Turnaround Specialist • Mergers/Acquisitions/Closures • Fiscal Accountability
Organizational Development • Strategic Planning • Staff Development/Education • Community Partnerships • Talent Acquisition/Retention • Capital Improvement Projects • Continuous Improvement • Profit & Loss (P&L) • Quality Assurance • Program Evaluation • Regulatory Compliance • Resource Optimization • Cost Elimination • Medical/Nursing Ethics • Innovative Solution Architecture • Program Implementation • Customer Service • Succession Planning • Governance • Peer Review • Magnet Preparation • Patient/Family-Centered Care
Jerry was former CEO of Lanier Park Hospital where he hired me as CNO.
Rose is former corporate CNO for Shands Healthcare
Irene is VP Nursing—I reported to her at SUF
Anne and I worked together on quality and risk issues at Shands AGH and Shands UF.Anne was director and I was CNO
Frank was Admin of Shands AGH before it closed.Frank hired me for the CNO position.
The Malcolm Baldrige Baldrige Performance Excellence Program, created bypublic law in 1987, is the highest level of national recognitionfor performance excellence that a U.S. organization canreceive....The Award was established to recognize organizations thatdemonstrate performance excellence. In addition, it aims toincrease the understanding of the requirements for performanceexcellence. To accomplish this, the Award promotesinformation sharing on successful performance strategies andthe benefits derived from implementation of these strategies.The Department of Commerce is responsible for the Baldrige Baldrige Performance Excellence Program and the Award. The NationalInstitute of Standards and Technology (NIST), an agency of thedepartment, manages the Baldrige Program.The Board of Examiners comprises leading U.S. business,nonprofit, health care, and education experts selected fromindustry, professional and trade organizations, andgovernment agencies and other nonprofit groups.See More
SHANDS HEALTHCARE / UF ACADEMIC MEDICAL CENTER, Gainesville, Florida2007 to March 18, 2011
Non-profit healthcare referral system affiliated with the University of Florida. Recipient of the Governor's Sterling Award (2008) with a workforce totaling over 12,000 employees.
Associate Vice President of Nursing, Shands at University of Florida (2009 to Present)
Oversee 780.5 FTEs and 338 inpatient beds across 14 units within a Magnet academic hospital specializing in tertiary care for critically ill patients. Research best practices and implement findings through proactive team leadership and training. Lead 16 direct reports to serve clients in units including Medical Surgical, CICU, PEDS, Cardiac, Surgical, HEM/ONC, Bone Marrow Transplant, and Outpatient Clinic with world-renowned stem cell lab. Ensure appropriate procedures and patient care initiatives are followed by wound/ostomy inpatient care, case management, ministerial services, social workers, and support services. Mentor and coach staff to empower them towards higher standards and professional development. Ensure best patient care and reduce length of stay (LOS).
·Directed change management during institutional transition from Shands Alachua General Hospital to Shands UF, including on-boarding, casting vision among staff, enculturating departments, and motivating a continuing patient/family focus.
·Coordinated a multidisciplinary team to flip 2 units by developing a plan, garnering support, and mobilizing appropriate personnel and resources to accomplish objectives in a short timeframe.
·Facilitating and supporting an IT system transition from legacy software to EPIC (go-live March 2011).
·Monitored, diagnosed, and improved unit performance in Core Measures, PRC scores, and nursing documentation in a charting by exception system.
Managed designated patient care programs, clinical support services, and patient operational leadership. Served on the executive management team and participated in strategic long-range planning, succession planning, institutional decisions, and overall leadership of the 367-bed teaching hospital until its close in 2009. Monitored key performance indicators and developed strategies to address continuous improvement opportunities. Maintained pulse of best practices and developments in the field and localized initiatives to implement them within the Shands AG setting. Optimized par levels to lower inventory and drop expenses. Co-chaired the year-long hospital closure and transition plans while maintaining remarkably high performance indicators for clinical services, customer satisfaction, and patient care.
·Maintained costs at or under budget, attaining a 15% savings over forecast for FY08.
·Significantly improved core indicators, with patient satisfaction with both quality and nurses in top 25%, ED LOS at 75th percentile, and best in class performance in SCIP, CVL infection rate, and VAP.
·Restructured nursing departments, compressing requirements from 7 to 5 nursing directors.
·Led the implementation of an expanded cardiac telemetry services, including transition to private rooms.
·Spearheaded the process to attain Magnet Status for Shands AGH.
·Promoted and implemented new projects including higher cleanliness standards leading to reduced infection rates, physician verbal order sign-off, new ESI triage system in Emergency, electronic SmartChart documentation for nursing, and deployment of Poseidon software in Emergency.
ORANGE PARK MEDICAL CENTER (HCA), Orange Park, Florida
230-bed hospital providing a vast range of services in the North Florida region.
Chief Nursing Officer
Managed all clinical and administrative operations for Nursing care. Developed strategic initiatives and orchestrated the evolution of the mission and vision for nursing services. Directed the evaluation and testing of proposed programs and projects, contributing to leadership directives across the institution. Mentored and coached members of staff to provide exceptional service to clients and professional development opportunities to team members.
·Lowered Code Blue episodes outside critical care by 50% and reduced patient deaths 5% in 3 months by pioneeringand launching a Rapid Response program.
·More than doubled reassessment of pain after intervention from 48% to over 98%.
·Facilitated progressive initiatives including installation of a new digital Catheterization Lab, and Beta site testing and implementation of Emergency Department Management (EDM) project for HCA.
·Improved eMAR medical scanning from 96% compliance to more than 99% compliance, resulting in improved patient safety and placing OPMC in the #2 ranking within the entire HCA Corporation.
·Streamlined the construction of a surgery expansion, adding 43,000 sq. ft. to existing operating rooms as well as renovation of the peri-operative space housed among 44 new private acute care patient rooms.
137-bed acute care hospital with advanced cardiac and cardiopulmonary services.
Chief Nursing Officer
Rehabilitated nursing programs at an underperforming institution effectively modernizing a legacy program through continuous improvement and adoption of industry best practices. Developed nursing services budget and implemented expense control. Analyzed and addressed compliance with Federal and State guidelines. Created and deployed standard operating procedures for nursing processes and policies. Balanced resource allocation to deliver improved financial performance while building capacity in patient care. Developed and nurtured relationships with local high schools and colleges to develop the local talent pool long-term and recruit top students to the hospital.
·Improved target 100 scores to 4/5 STAR by enhancing commitment to quality customer service.
·Led a successful JCAHO survey with no deficiencies for nursing services.
·Streamlined a 15-month renovation/expansion project that added 7,000 sq. ft. to Labor and Delivery.
Acute care regional institution named as one of the nation's 100 Top Hospitals, staffed for 190 beds.
Chief Nursing Officer
After transfer from Lanier Park Hospital (Gainesville, Georgia), directed inpatient and outpatient clinical and ambulance services within this matrix system. Managed 500 direct and indirect reports with a budget of $20M. Established and monitored quality assurance programs and safety initiatives. Provided strong leadership during change management at sale to HCA from Sisters of St. Joseph Wheeling.
·Reduced net losses of $3M by eliminating inefficiencies, such as closing the Skilled Nursing Unit and opening those beds for acute care.
·Decreased RN turnover by more than 50%, powering talent retention initiatives and forging a new staff development/education curriculum.
120-bed acute care facility with 10-bed skilled rehab, acquired by Northeast Georgia Health System, 2001.
Chief Nursing Officer
Participated in strategic and tactical planning with executive team, defining organizational priorities and mission. Led the regulation and ethical compliance efforts within the Ethics Committee. Promoted and attained standards consistent with professional organizations and regulatory agencies including JCAHO, HCFA, and DHR. Led the change management process as the institution was sold and acquired, prior to transfer to St. Joseph's.
·Attained 5th place ranking for patient, physicians, and employee satisfaction ratings in HCA, 2nd q. 2000.
·Facilitated the construction and launch of a 7-bed obstetrics wing according to community growth needs.