Experience

BETHANY HOMES AND METHODIST HOSPITAL OF CHICAGO

• United States
• Religious Institutions
• 1 - 100 Employee

• Chief Nursing Officer

  • Oct 2009 - Present

  Responsible for a 145 bed community hospital and 120 bed retirement community with 16 direct reports plus 250 FTE’s. Major areas of responsibility are ensuring the use of evidenced based practices while continually exceeding and or meeting HFAP, CMS, IDPH, Core Measures, NHSN and HCAP healthcare quality indicators and benchmarks. I also ensured employee satisfaction rates of 93%, while bringing in the division and retirement community under budgeted projections by 1.2 million. Chief… Show more Responsible for a 145 bed community hospital and 120 bed retirement community with 16 direct reports plus 250 FTE’s. Major areas of responsibility are ensuring the use of evidenced based practices while continually exceeding and or meeting HFAP, CMS, IDPH, Core Measures, NHSN and HCAP healthcare quality indicators and benchmarks. I also ensured employee satisfaction rates of 93%, while bringing in the division and retirement community under budgeted projections by 1.2 million. Chief Nursing Officer Report to the Hospital Administrator. Responsible and accountable for infection control/employee health plus the entire division of nursing and the retirement community nursing operational/capital budgets. Achieving excellent patient and employee satisfaction scores along with planning, organizing, directing, controlling, evaluating, educating and staffing the hospital division of nursing and retirement community. Key accomplishments include: • Restructured the model of nursing care delivery to increase efficiency while decreasing costs by cross-training and improved staff re-allocation • Decreased the nursing operational budget while improving product quality by working with various vendors to bring in new/improved products at lower costs. • Ensured that over-time was maintained at 4% by diligent review and monitoring FTE’s. • Maintained the nosocomial infection rate below the NHSN national benchmark at 0.525 vs 2.23. • Implemented nursing driven protocol orders to improve core measures and facilitate patient care outcomes. • Successfully partnered with Chamberlain School of Nursing to provide a site for student nurse education. • Achieved nursing employee satisfaction rate of 93% with an RN turnover rate of 3.8%. • Played an active role in the hospital meeting both Stage 1 and Stage 2 Meaningful Use Requirements. • Established a nursing driven PICC line program. Show less Responsible for a 145 bed community hospital and 120 bed retirement community with 16 direct reports plus 250 FTE’s. Major areas of responsibility are ensuring the use of evidenced based practices while continually exceeding and or meeting HFAP, CMS, IDPH, Core Measures, NHSN and HCAP healthcare quality indicators and benchmarks. I also ensured employee satisfaction rates of 93%, while bringing in the division and retirement community under budgeted projections by 1.2 million. Chief… Show more Responsible for a 145 bed community hospital and 120 bed retirement community with 16 direct reports plus 250 FTE’s. Major areas of responsibility are ensuring the use of evidenced based practices while continually exceeding and or meeting HFAP, CMS, IDPH, Core Measures, NHSN and HCAP healthcare quality indicators and benchmarks. I also ensured employee satisfaction rates of 93%, while bringing in the division and retirement community under budgeted projections by 1.2 million. Chief Nursing Officer Report to the Hospital Administrator. Responsible and accountable for infection control/employee health plus the entire division of nursing and the retirement community nursing operational/capital budgets. Achieving excellent patient and employee satisfaction scores along with planning, organizing, directing, controlling, evaluating, educating and staffing the hospital division of nursing and retirement community. Key accomplishments include: • Restructured the model of nursing care delivery to increase efficiency while decreasing costs by cross-training and improved staff re-allocation • Decreased the nursing operational budget while improving product quality by working with various vendors to bring in new/improved products at lower costs. • Ensured that over-time was maintained at 4% by diligent review and monitoring FTE’s. • Maintained the nosocomial infection rate below the NHSN national benchmark at 0.525 vs 2.23. • Implemented nursing driven protocol orders to improve core measures and facilitate patient care outcomes. • Successfully partnered with Chamberlain School of Nursing to provide a site for student nurse education. • Achieved nursing employee satisfaction rate of 93% with an RN turnover rate of 3.8%. • Played an active role in the hospital meeting both Stage 1 and Stage 2 Meaningful Use Requirements. • Established a nursing driven PICC line program. Show less



Swedish Covenant Hospital

• United States
• Medical Practices

• Director Of Nursing

  • 2005 - 2009

  Report to the Senior Vice-President of Nursing. Responsible and accountable for a 12-million-dollar budget with 32 direct reports and 125 total FTE’s. Key responsibilities included: business growth quality outcomes, staff education, patient and employee satisfaction and fiscal management. Key accomplishments included: • Restructuring the business operation in Skilled Care to improve efficacy, quality, and the programs financial performance to achieve a positive cash flow. • Implemented… Show more Report to the Senior Vice-President of Nursing. Responsible and accountable for a 12-million-dollar budget with 32 direct reports and 125 total FTE’s. Key responsibilities included: business growth quality outcomes, staff education, patient and employee satisfaction and fiscal management. Key accomplishments included: • Restructuring the business operation in Skilled Care to improve efficacy, quality, and the programs financial performance to achieve a positive cash flow. • Implemented evidence based practices to eliminate restraints and reduce both falls and pressure ulcer development to below the national benchmarks. • Lead the clinical program development to improve the orthopedic service line. • 2009 benchmarked by Solucient Action 0-1 achieved 0-16th percentile for total expenses per patient discharge. • 2009 NDNQI “Nursing Practice Environment” achieved the 60th percentile, entire Nursing Division at the 28th percentile. • Patient satisfaction for percent “Excellent” responses for Quality of Care at 53%. • Successful IDPH and HFAP surveys with no citations. • Chairman of the Magnet Leadership Committee. • Chairman of Nursing Ethics/Member of Hospital Ethics Committee. • Coordinated Nursing Ethics research project with North Park University. • Initiated multi-disciplinary bedside rounds to promote effective discharge planning. Show less Report to the Senior Vice-President of Nursing. Responsible and accountable for a 12-million-dollar budget with 32 direct reports and 125 total FTE’s. Key responsibilities included: business growth quality outcomes, staff education, patient and employee satisfaction and fiscal management. Key accomplishments included: • Restructuring the business operation in Skilled Care to improve efficacy, quality, and the programs financial performance to achieve a positive cash flow. • Implemented… Show more Report to the Senior Vice-President of Nursing. Responsible and accountable for a 12-million-dollar budget with 32 direct reports and 125 total FTE’s. Key responsibilities included: business growth quality outcomes, staff education, patient and employee satisfaction and fiscal management. Key accomplishments included: • Restructuring the business operation in Skilled Care to improve efficacy, quality, and the programs financial performance to achieve a positive cash flow. • Implemented evidence based practices to eliminate restraints and reduce both falls and pressure ulcer development to below the national benchmarks. • Lead the clinical program development to improve the orthopedic service line. • 2009 benchmarked by Solucient Action 0-1 achieved 0-16th percentile for total expenses per patient discharge. • 2009 NDNQI “Nursing Practice Environment” achieved the 60th percentile, entire Nursing Division at the 28th percentile. • Patient satisfaction for percent “Excellent” responses for Quality of Care at 53%. • Successful IDPH and HFAP surveys with no citations. • Chairman of the Magnet Leadership Committee. • Chairman of Nursing Ethics/Member of Hospital Ethics Committee. • Coordinated Nursing Ethics research project with North Park University. • Initiated multi-disciplinary bedside rounds to promote effective discharge planning. Show less



Saint Francis Hospital and Medical Center

• Hospitals and Health Care
• 1 - 100 Employee

• Director of Patient Care Services

  • 1997 - 2004

  Reported to the Vice President of Patient Care Services. Responsible and accountable for a budget of 11 million with 24 direct reports and 175 FTE’s. Key responsibilities included: budget administration, program and staff development, along with quality improvement. Key accomplishments included: • Implemented the wireless nurse-call system resulting in the promptness to call light response moving from the 15th to the 90th decile in patient satisfaction. • Lead the quality improvement… Show more Reported to the Vice President of Patient Care Services. Responsible and accountable for a budget of 11 million with 24 direct reports and 175 FTE’s. Key responsibilities included: budget administration, program and staff development, along with quality improvement. Key accomplishments included: • Implemented the wireless nurse-call system resulting in the promptness to call light response moving from the 15th to the 90th decile in patient satisfaction. • Lead the quality improvement process to provide for the continual telemetry coverage of patients. • Coordinated all division of nursing educational activities. • Successful JCAHO and IDPH surveys. • Initiated and developed a new “Short Stay Unit”. • Implemented the redesign of the Oncology and Pediatric Service Lines. • Promoted growth in our nationally certified Diabetic Education program resulting in a 50% increase in volumes. • Implemented performance improvement processes bringing the patient fall rate down from 4.5 per thousand patient days to 3.0. • Coordinated community out-reach programs for the oncology, diabetes, and cardiology services. Show less Reported to the Vice President of Patient Care Services. Responsible and accountable for a budget of 11 million with 24 direct reports and 175 FTE’s. Key responsibilities included: budget administration, program and staff development, along with quality improvement. Key accomplishments included: • Implemented the wireless nurse-call system resulting in the promptness to call light response moving from the 15th to the 90th decile in patient satisfaction. • Lead the quality improvement… Show more Reported to the Vice President of Patient Care Services. Responsible and accountable for a budget of 11 million with 24 direct reports and 175 FTE’s. Key responsibilities included: budget administration, program and staff development, along with quality improvement. Key accomplishments included: • Implemented the wireless nurse-call system resulting in the promptness to call light response moving from the 15th to the 90th decile in patient satisfaction. • Lead the quality improvement process to provide for the continual telemetry coverage of patients. • Coordinated all division of nursing educational activities. • Successful JCAHO and IDPH surveys. • Initiated and developed a new “Short Stay Unit”. • Implemented the redesign of the Oncology and Pediatric Service Lines. • Promoted growth in our nationally certified Diabetic Education program resulting in a 50% increase in volumes. • Implemented performance improvement processes bringing the patient fall rate down from 4.5 per thousand patient days to 3.0. • Coordinated community out-reach programs for the oncology, diabetes, and cardiology services. Show less



Continental Care Center Inc

• United States
• Medical Practices
• 1 - 100 Employee

• Director of Nursing

  • 1995 - 1997

  Reported to the facility administrator and was responsible for coordination of resident flow processes. Additionally, worked closely with resident families to ensure quality care. Managed 65 FTE’s, all direct reports. Key responsibilities involved: ensuring quality care fir residents, compliance with regulatory agencies, coordination of staff development, staff supervision and determination of supplies/equipment. Key accomplishments included: • Chaired the Performance Improvement, Infection… Show more Reported to the facility administrator and was responsible for coordination of resident flow processes. Additionally, worked closely with resident families to ensure quality care. Managed 65 FTE’s, all direct reports. Key responsibilities involved: ensuring quality care fir residents, compliance with regulatory agencies, coordination of staff development, staff supervision and determination of supplies/equipment. Key accomplishments included: • Chaired the Performance Improvement, Infection Control and Safety Committees. • Developed and initiated a delivery of care model with exception for Medicaid reimbursement, resulting in increased revenue due to the quality of care given. • Ensured that all Illinois Department of Public Health surveys met compliance through the initiating of monitoring systems. • Developed marketing strategies for hospitals, physicians and the community. • Resident occupancy maintained at 90%. • Developed organizational policies, procedures, position descriptions and instituted systems to ensure effective staffing. Show less Reported to the facility administrator and was responsible for coordination of resident flow processes. Additionally, worked closely with resident families to ensure quality care. Managed 65 FTE’s, all direct reports. Key responsibilities involved: ensuring quality care fir residents, compliance with regulatory agencies, coordination of staff development, staff supervision and determination of supplies/equipment. Key accomplishments included: • Chaired the Performance Improvement, Infection… Show more Reported to the facility administrator and was responsible for coordination of resident flow processes. Additionally, worked closely with resident families to ensure quality care. Managed 65 FTE’s, all direct reports. Key responsibilities involved: ensuring quality care fir residents, compliance with regulatory agencies, coordination of staff development, staff supervision and determination of supplies/equipment. Key accomplishments included: • Chaired the Performance Improvement, Infection Control and Safety Committees. • Developed and initiated a delivery of care model with exception for Medicaid reimbursement, resulting in increased revenue due to the quality of care given. • Ensured that all Illinois Department of Public Health surveys met compliance through the initiating of monitoring systems. • Developed marketing strategies for hospitals, physicians and the community. • Resident occupancy maintained at 90%. • Developed organizational policies, procedures, position descriptions and instituted systems to ensure effective staffing. Show less



GERONTOLOGICAL HEALTHCARE CONSULTANT

• Consultant

  • 1991 - 1995

  Independently negotiated services. Key responsibilities included: • Coordination of patient care services with physicians and hospitals. • Coordination of social services and programs administered at the local, state and federal levels, to assist seniors in resource allocation. • Provision of educational services, health care teaching, seminars and workshops. • Assessment of the quality of the care delivered in the sub-acute/skilled facilities and assisted in residential… Show more Independently negotiated services. Key responsibilities included: • Coordination of patient care services with physicians and hospitals. • Coordination of social services and programs administered at the local, state and federal levels, to assist seniors in resource allocation. • Provision of educational services, health care teaching, seminars and workshops. • Assessment of the quality of the care delivered in the sub-acute/skilled facilities and assisted in residential placement. Show less Independently negotiated services. Key responsibilities included: • Coordination of patient care services with physicians and hospitals. • Coordination of social services and programs administered at the local, state and federal levels, to assist seniors in resource allocation. • Provision of educational services, health care teaching, seminars and workshops. • Assessment of the quality of the care delivered in the sub-acute/skilled facilities and assisted in residential… Show more Independently negotiated services. Key responsibilities included: • Coordination of patient care services with physicians and hospitals. • Coordination of social services and programs administered at the local, state and federal levels, to assist seniors in resource allocation. • Provision of educational services, health care teaching, seminars and workshops. • Assessment of the quality of the care delivered in the sub-acute/skilled facilities and assisted in residential placement. Show less



MEDICAL COLLEGE OF PENNSYLVANIA

• Adjunct Nursing Faculty

  • 1987 - 1992

  Reported to the Dean of the School of Nursing. Key responsibilities included: • Conducting registered nurse State Board Review Courses. • Teaching Gerontological, Medical-Surgical and Psychiatric Nursing. Reported to the Dean of the School of Nursing. Key responsibilities included: • Conducting registered nurse State Board Review Courses. • Teaching Gerontological, Medical-Surgical and Psychiatric Nursing.



EDGEWATER HOSPITAL

• United States
• Hospitality

• Professional Careers Recruiter (1988-1989) and Clinical Director (1982-1988)

  • 1982 - 1989

  Professional Careers Recruiter 1988-1989 Reported to the Director of Human Resources. Responsible for recruitment for all professionally licensed staff. Key accomplishments included: • Decreasing vacancy rate from 20% to 4%. • Establishing hospital wide recruitment and retention committee. • Developing hospital marketing strategies. • Developing management-training workshops for department heads. • Assisting the management team with personnel management activities… Show more Professional Careers Recruiter 1988-1989 Reported to the Director of Human Resources. Responsible for recruitment for all professionally licensed staff. Key accomplishments included: • Decreasing vacancy rate from 20% to 4%. • Establishing hospital wide recruitment and retention committee. • Developing hospital marketing strategies. • Developing management-training workshops for department heads. • Assisting the management team with personnel management activities. Clinical Director 1982-1988 Reported to the Vice President of Nursing. Responsible for hospital operations of four critical care units, maternal/child services, ambulatory care services, oncology services and four medical/surgical units. Managed 200 FTE’s with 12 direct reports. Key responsibilities included: • Ensuring compliance with JCAHO in multiple hospital areas. • Instituting cross training, decentralization of services, procedural certification and multi-disciplinary patient conferences for quality improvement. • Reducing reportable incidents by 18%. • Increasing nursing productivity by 20% and establishing 3 new patient care units. • Instituting a patient classification system and sister-units for more effective staffing. Show less Professional Careers Recruiter 1988-1989 Reported to the Director of Human Resources. Responsible for recruitment for all professionally licensed staff. Key accomplishments included: • Decreasing vacancy rate from 20% to 4%. • Establishing hospital wide recruitment and retention committee. • Developing hospital marketing strategies. • Developing management-training workshops for department heads. • Assisting the management team with personnel management activities… Show more Professional Careers Recruiter 1988-1989 Reported to the Director of Human Resources. Responsible for recruitment for all professionally licensed staff. Key accomplishments included: • Decreasing vacancy rate from 20% to 4%. • Establishing hospital wide recruitment and retention committee. • Developing hospital marketing strategies. • Developing management-training workshops for department heads. • Assisting the management team with personnel management activities. Clinical Director 1982-1988 Reported to the Vice President of Nursing. Responsible for hospital operations of four critical care units, maternal/child services, ambulatory care services, oncology services and four medical/surgical units. Managed 200 FTE’s with 12 direct reports. Key responsibilities included: • Ensuring compliance with JCAHO in multiple hospital areas. • Instituting cross training, decentralization of services, procedural certification and multi-disciplinary patient conferences for quality improvement. • Reducing reportable incidents by 18%. • Increasing nursing productivity by 20% and establishing 3 new patient care units. • Instituting a patient classification system and sister-units for more effective staffing. Show less



MARY THOMPSON HOSPITAL1981-1982

• Manager

  • 1981 - 1982

  Reported to the Nursing Supervisor. Responsible for the standard of nursing care for a 40 bed medical-surgical unit and 45 direct reports. Key responsibilities included: • Communicating /managing effectively in a union environment. • Initiating quality assurance measures to increase appropriateness of nursing documentation and care planning. • Increasing the standard of care delivered by the development of job expectations and better interviewing selection and evaluation Reported to the Nursing Supervisor. Responsible for the standard of nursing care for a 40 bed medical-surgical unit and 45 direct reports. Key responsibilities included: • Communicating /managing effectively in a union environment. • Initiating quality assurance measures to increase appropriateness of nursing documentation and care planning. • Increasing the standard of care delivered by the development of job expectations and better interviewing selection and evaluation



THOREK HOSPITAL1978-1981

• Staff Developmental Instructor

  • 1978 - 1981

  Reported to the Director of Staff Development. Responsible for conducting hospital and nursing educational programs. Key responsibilities include: • Conducting Registered Nurses State Board Review courses for foreign nurse graduates who achieved a 90% passing rate. • Coordinating community health screening programs. • Conducting continuing education seminars, workshops, cardiopulmonary resuscitation certification and orientation classes. Reported to the Director of Staff Development. Responsible for conducting hospital and nursing educational programs. Key responsibilities include: • Conducting Registered Nurses State Board Review courses for foreign nurse graduates who achieved a 90% passing rate. • Coordinating community health screening programs. • Conducting continuing education seminars, workshops, cardiopulmonary resuscitation certification and orientation classes.



RAVENSWOOD HOSPITAL AND MEDICAL CENTER

• Registered Professional Nurse

  • 1973 - 1977

  Reported to the Nurse Manager. Responsible for: • Providing nursing care in the Extended Care, Medical-Surgical and Rehabilitation units. • Assuming Charge Nurse Position. Reported to the Nurse Manager. Responsible for: • Providing nursing care in the Extended Care, Medical-Surgical and Rehabilitation units. • Assuming Charge Nurse Position.