Nancy Griesenbrock

Email: abp5op@r.postjobfree.com

Address: *** ******** *****

City: Galloway

State: OH

Zip: 43119

Country: USA

Phone: 614-***-****

Skill Level: Management

Salary Range: $85,000

Willing to Relocate

Primary Skills/Experience:

Project Management Patient Flow Six Sigma Methodologies Consultant

Educational Background:

Bachelors Degree, Healthcare Administration

Franklin University, 04/2005 - 05/2010

Columbus, Ohio

Associate Degree, Medical Laboratory Technology

Columbus State, 09/1978 - 08/1980

Columbus, OH

Job History / Details:

NANCY GRIESENBROCK

280 Westwood Drive Galloway, Ohio 43119 614-***-**** abp5op@r.postjobfree.com

HEALTHCARE OPERATIONS, STRATEGY, & RESULTS

PATIENT & PHYSICIAN RELATIONS, PERFORMANCE IMPROVEMENT, PROJECT LEADERSHIP

Thought leader with a robust track record driving change, process improvement, and performance enhancements. Spearheaded mission-critical projects and initiatives-leveraging best practices and evidence-based care principles-to bolster revenue, throughput, utilization, quality, efficiencies, effectiveness, and the satisfaction of internal and external stakeholders. Lead multidisciplinary teams to achieve success, communicating clear expectations and holding team members accountable for results. Cultivate sound working relationships with physicians, business leaders, nursing managers, and all key contributors and decision makers. Recently augmented experience with a bachelor`s degree in healthcare management. Possess certification as a Six Sigma Black Belt. Strong technology deployment and utilization skills.

SKILL SET

Strategic Thinking & Planning

Policy & Procedure Development

Team Building, Leadership, & Development

Data Analysis, Tracking, Trending, & Reporting Legal, Risk, & Regulatory Concerns

Partnership Building & Strategic Alliances

Joint Commission & Medicare Survey Readiness

Change Management & Stakeholder Coordination

EXPERIENCE, RESULTS, & KEY CONTRIBUTIONS

Mount Carmel Health, Columbus, Ohio

Director, System Patient Logistics (Systemwide Transfer Center and Patient Placement) 2010-present

Key Impact: Developed and launched a mission-critical department and service line to expedite patient transfers, developing and executing a strategic plan to eradicate process inconsistencies and bottlenecks, and driving significant and sustainable increases in referrals, patient safety, and physician satisfaction.

Realigned existing Patient Placement teams and centralized the patient logistics process in an effort to achieve a consistent, system-wide approach to assigning patients to appropriate facilities and levels of care. Guide a 19-person team in planning, executing, and managing this strategic initiative and personally met with 70+ physician groups to assess needs, address failed processes, and define best practices in patient placement. Perform statistical analysis and key indicator benchmarking to define, recommend, report, and act on continuous improvement opportunities. Publish key scorecard items including monthly transfer, patient throughput, and process improvement reports. Serve as the system-wide Disaster Liaison.

Guided system patient census and patient tracking applications through a EMR conversion -in April, 2012 Mount Carmel Health System converted assorted computer applications that did not communicate with each other into a cohesive Cerner application. Mount Carmel was the 2nd largest Cerner conversion in the country as of April, 2012.

Met FY 2015 performance goals within 6 months of system deployment-dramatically increased patient volume, throughput, and utilization-by creating a system with real-time knowledge of open beds, consistent patient allocation processes, heightened levels of awareness and accountability, and a central point of contact handling patient referrals.

Collaborate with the CNO to ensure optimal utilization and throughput, working in tandem with business, physician, and nursing leaders to identify opportunities to improve communication and drive shared goals. Additionally partner with Quality and Safety, Risk Management, and Joint Commission Readiness teams.

Thwart organizational exposure by responding to risk management, patient care, and associate issues brought forward by formal complaints, documentation reviews, phone recording analysis, and business metrics. Respond to

VOICE reports and elevate issues, as appropriate, to the Vice President of Medical Affairs.

Received exceptional peer ratings on performance review by leading collaborative and consensus-generating processes; rated as -better than the best in healthcare- and one of only a few managers ranking in the 90th percentile.

Secure buy-in for significant change management efforts, applying best practices and evidence-based principles in the identification of healthcare projects and initiatives, defining of deliverables, and measurement of success.

Hold accountability for ensuring policies, guidelines, documentation, and daily practices are in compliance with Joint Commission standards, EMTALA, HIPAA, ODH, and CMS conditions of participation.

NANCY GRIESENBROCK - 2 OF 2

614-***-**** abp5op@r.postjobfree.com

Operations Consultant Six Sigma Black Belt 2005-2010

Key Impact: Drove multidisciplinary approaches to enhance quality, satisfaction, and financial stability through analysis and action surrounding key projects and initiatives. Created cohesive units, infrastructures, and processes to fuel improved quality, compliance, documentation, financials, risk management, and the delivery of best practices-based care.

Spearheaded system-identified projects, leveraging clinical insight, collaboration skills, and the ability to see both the big-picture and bottom-line, to deliver against continuous performance, financial, and quality improvement objectives. Upheld business principles while considering human factors integral in project completion and milestone achievement. Utilized statistical analysis to present data to management, team members, and associates for process decisions. Teamed with associates, managers, and leadership to reach common goals and consensus for projects and initiatives.

Drove a $2.5M service line through the implementation of an OB Triage program for 3 healthcare facilities, leading a strategic initiative-in concert with Legal, Risk, and Finance stakeholders-to change longstanding practices and physician behaviors to ensure optimal reimbursement for care already being administered.

Hand-selected to contribute to the redesign of the MCE ED; tasked with helping to lean the design, create new split flow processes, and improve customer satisfaction throughout Fast Track, Intermediate Care, and Major Care patient populations. Partnered with physician leaders to reengineer systems, optimize throughput, and maximize utilization.

Deployed six sigma, lean, and marketing survey analysis methodologies to address laboratory cycle time and throughput issues; deployed improved processes, reallocated resources, reorganized workspace, and incorporated associate education seminars to improve outcomes and satisfaction among physician, nursing, and lab personnel.

Cut patient transfer time by 17% and improved throughput metrics, by conducting cycle time analysis, identifying bottlenecks in the patient transfer process, improving processes, allocating resources effectively, and training staff.

Invited to present posters at professional development conferences and Six Sigma summits based on success planning, implementing, and managing higher risk projects requiring significant stakeholder coordination and change.

Performance Improvement Coordinator, Hospice 2001-2005

Charged with overseeing all plans of care and month-end billing for each Hospice patient, reviewing processes, identifying improvement opportunities, and ensuring total compliance with Infection Control, Joint Commission, and Medicare regulatory standards. Tracked and trended patient satisfaction survey results and followed up with appropriate actions. Educated team members on family- and patient-centric care processes and resolved complaints from internal and external stakeholders.

Enacted procedural modifications to address deficiencies identified in customer satisfaction surveys, improving the support provided to families during a patient`s journey through hospice care.

Monitored risk management concerns and presented suggestions for improvement during quarterly Physician Advisory Board meetings; wrote quarterly reports and presented statistics, trends, and policies for approval.

- Additional Experience -

Foundational experience gained as an Information Management Coordinator and Medical Lab Technician with Mount Carmel Health, and as an Analyst with Adria Pharmaceuticals and LabCorp, performing chemical analysis and documenting potency and effectiveness.

EDUCATION, CERTIFICATIONS, & LICENSURE

BS - Healthcare Management Franklin University, Columbus, Ohio

Six Sigma Black Belt Certification, with Honors Breakthrough Management Group

AAS - Medical Technician, ASCP Certified Columbus State Community College, Columbus, Ohio

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