Customer Service Staff
Resume:
IRENE OKINCZYC
RUSSELL
acena7@r.postjobfree.com
acena7@r.postjobfree.com
517-***-**** (c)
517-***-**** (h)
Objective
Obtain a Senior Executive or Administrative position were my proven
decision making ability, along with strong clinical and analytical skills
are combined with effective interpersonal skills to improve safety, and
quality of patient care through organizational efficiency.
Career Skills and Abilities
Strategic planning Leadership & Management
Process analysis Problem Solving
Financial Planning Communication &
Presentation Skills
Logistic Planning Training
Conflict Resolution Computer Literate, Surginet, Cerner, Lawson
Customer Service Multi-task Prioritization & Organization
Leaders for Today
Mercy Buffalo Hospital, Buffalo, NY
Healthcare consultant 2013-2014
Over Cardiac Surgery, Open Heart Surgery
Improve turn over time and first time starts, time outs, SCIP
Healthcare consultant 2013
Washington Hospital Center, Washington DC.
Over Cardiac, Thoracic, Vascular Surgeries and heart transplants.
35 OR suites, Staffing, finances, people, services and education.
Improved turnover time by 35%. On time starts, 80% improvement,
substantial financial saving, Joined Cleveland Clinic
Implemented Cerner and Surginet, Mediconnect. Increased staff efficiency
B.E. Smith
2011-2013 Healthcare consultant
Consultant for Healthcare / Loretto Hospital-Chicago, IL.
Responsible for Peri-Operative Services/ Surgery/PACU/ Anesthesia/ Sterile
Supply...daily operations for a 4 Surgical Suite Operating Rooms to pass
The Joint Commission Visitation, Created Surgical Services Department
Joint Commission Report consisted of no points against Surgery or Surgical
Dept. and Sterile Process Dept.- 100% passed
Specialties, orthopedics, endoscopy, general surgery obstetrics,
vascular
Streamline surgical efficiencies including in-patient and out-patient,
surgical scheduling, patient registration
Staff compliance and competencies of all staff involved
Engage Nursing staff, Physicians, Technicians improve communication
Process improvement to streamline surgical services process
Created a sterile process department
Implement The Joint Commission patient safety standards
*Passed all TJC standards with no points against all of the surgical
depts.
*Passed all the TJC standards with no points against the sterile
process dept.
Created proper inventories, decreased excessive/unnecessary expenses
Best practice set in place throughout depts. with staff on board
Created Pre Admission Testing area with action plans and timelines.
Anesthesia improved with staff communication and collaboration
Standardized equipment
Created team approach for effective communication between all services
with a systematic approach
House Supervisor-Mt Pleasant Community Hospital- Mt Pleasant MI.
2010-2011 Per Diem
Responsible for Mt Pleasant Hospital - ensure staffing all departments-
problem solving, critical thinking for all units.
Director of Surgical Service at Sinai Grace Hospital DMC, Detroit MI
400 bed level one trauma center teaching facility
2010- 2011
Responsible for the daily operations of a 15 room operating room, post-
anesthesia care unit (PACU), pre-procedural testing, procedure posting,
preoperative holding, phase II recovery. Supervise a diverse staff of over
150 FTEs, and 160 employees. Manage a department budget of over 25M and 55M
in revenue.
Specialties, Open Heart, Cardio-Thoracic, Neurology, Trauma, GYN,
Eyes, Orthopedics, General, Urology, Vascular,
Stream line unit's efficiency- improvement to stream line the surgical
scheduling and patient registration process to make it more efficient
for patients, physicians and physician office staff. ``
Process improvement to streamline the surgical services process.
Targeting areas of pre-surgical testing, documentation, OR turnover
time (measures from 35 minute TOT to 18 minute TOT) and length of stay
in PACU to stay within the measure of 1 hour in PACU.
Implement the Joint Commission of Accreditation of Hospitals
Organization now known as The Joint Commission patient safety
initiatives. Facilitated the correct patient, site verification,
informed consent policies and processes.
Standardized and decreased supply expenses in surgical services.
Evaluated products and participated in development of materials
management to decrease cost of surgical supplies while providing
physicians and nurses with quality and state-of-the-art surgical
supplies. Decreased departmental operating inventory by over 300K in 3
months.
SCIP measures are efficiently improving scores by 40%.
Implemented the Keystone specimen process which was not in place and
joined the MHA keystone specimen collection after creating a Six sigma
efficient process engaging the lab. Keystone briefing and de-briefing
are more efficient and accurately reported to MHA Keystone.
Implemented a peri-op training program to improve orientation to
improve competency, job satisfaction and retention of nurses in the
OR.
Increased case volume by 5% in 2 months.
Reconfigured staff schedules to reduce overtime, call and call back by
adding flexible shifts to cover evenings and weekends with staff on
regular hours.
Eliminated the use of agency staff.
Implemented Christmas in July so all staff knows when they have
vacations and holidays 6 months in advance which increased job
satisfaction.
Reconstructed department space with minor construction to improve
patient flow, improve storage of supplies, equipment and
instrumentation.
Implemented an empty OR boarding suite to be able to place added on
surgical procedures to meet the measures of length of time scheduled
for case, improved measure 100%.
Reduced flash sterilization and increased documentation compliance.
Improved Press Ganey scores.
Consulted on several projects within SGH, including developing a plan
for surgical resident in house to be called with abnormal labs to meet
and improve on-time starts, decrease delays, and services between the
floors and the OR, POHA.
Developed orientation for all new staff, Surgical Technicians,
Operating Registered Nurses, PCAs, Unit clerks.
Reconfigured and restructured the scheduling process and block
utilization, added surgical cases.
Interviewed and hired skilled staff for placement in leadership,
charge and staff positions.
Configured team to produce Vanguard pillars for SGH including creating
and action plan for 28 Vanguard measures for improved accountability
and efficiency in the operating rooms and improve growth, patient
satisfaction, finances, community outreach, SCIPs, core measures.
Part time Faculty University of Phoenix 2009-2013
NUR 513- Masters Nursing Theory
NUR 396-Fundamentals in Nursing Theory
Manager/ Assistant Director of Peri-op GRATIOT MEDICAL CENTER Alma, MI.
125 bed facility, 2009-2010
Responsible for the daily operations of a 6 operating suite 2 operating
suites in labor and delivery, including the support activities; of an 8 bed
PACU, Peri-operative Holding, Pre-Surgical Testing, Sterile Processing
Dept, Anesthesia, 19 bed Day Surgery. Over 7 thousand surgical procedures
performed in a year in the department. Supervise over 100 FTEs.
Services: Bariatric, Orthopedics, Endoscopy, Urology, Eyes, General,
Vascular
Member of the Lansing Community Surgical Technology Program Member to
engage LCC surgical students at GMC.
Initiated Michigan Keystone Surgery Briefing and Debriefing and
Keystone Surgery Specimens at GMH. Engaged staff participation and
team development with Keystone.
Lead member in the Bariatric program improve and create a more
efficient way to show case the Bariatric program to the community and
staff.
A member of the physician-nurse relationship, infection control
committee.
Increased patient satisfaction by 50%.
Member of the system wide team named ECLIPSE to develop plans and
initiatives to implement
Passed The Joint Commission visit with no penalties in any of the peri-
operative departments. Passed with 100% as TJC visited the Surgical
Service. Best Practice used nationally now for Medication
reconciliation.
SCIP- increased measures by 45% bringing the measures to 87%
Improved orientation for new RNs, PCAs, Surgical Techs, Unit Clerks,
which improved retention and satisfaction of employees.
Key Leader and Member of a state wide team to standardize and decrease
supply expenses to surgical services. Increased revenue when charging
for Omentums and able to combine surgical instruments efficiently to
decrease cost of instruments through contracts, and investigation of
costs for supplies.
A part of hiring the surgeons by SGH.
Participated in reaching out to the community through the
implementation of education and seminars or walk through OR increasing
community service and participation to GMC.
Strategy planning and operational execution for improved and efficient
through put in OR and Day Surgery.
Bringing cross cultural awareness to the staff.
Reduced flash sterilization and increased documentation compliance.
Brought in-services to the organization to bring new equipment,
educate the staff of new disease processes and surgical procedures,
improved employee job satisfaction and increase communication within
all departments.
Member of a multidisciplinary process action team with made over 30
recommendations for increased OR efficiency and utilization that when
implemented increased OR efficiency by over 50% and decreased OR
turnover time by an average of 20 minutes over a 4 month period of
time.
Nurse Manager McLaren Regional Medical Center, Flint, MI
2006- 2009
Level Two Trauma Teaching Facility, 350 beds
Oversee day to day operations of the Heart unit 37 Beds of a level two
teaching facility. Responsible for 85 employees, 75 FTEs. Services;
Cardiac, non-STEMI all Heart related patients. Pts-MI, post open-heart CHF,
arrhythmia pts/families,
Budget, scheduling, managing, implementation, evaluation, policies,
procedures, scholarly, practice and leadership organizational
responsibilities and skills,
Heart failure committee- MRMC was in the 2007 USA Today and the
Detroit Free Press for heart failure criteria and decreased mortality
of heart patients
Multiple management committees, Leadership development completion
classes,
Educational in-services monthly, developed physicians in-services for
facility
Engaged with colleges and Universities for student rotation to the
Heart Unit, including regularly having students with myself for their
leadership class, University of Michigan, Michigan State University,
Baker College, Washtenaw College, students.
Guest speaker at Women's conferences/AMA conferences/Journal club
Created and implemented Respiratory therapy and nursing class modules
Pilot many programs including 12 tower ambulation 12 tips
Physician Nurse Patient Relationships, Press Ganey from 45% to 83% for
3 years in patient satisfaction: 45% to 95% in employee satisfaction
Educational Restoration Committee, Education-orientation speaker,
instructor
Customer Service Committee, SCIP Committee increased beta blocker
compliance and post antibiotic stop by 50%
Journal Club, Leadership Academy Core I and Core II
Quality Initiatives, Quality and Safety Measures, Core Measures
Six Sigma Processes (Lean) shorten length of stay from 3.9 to 2.7
presently
Initiated Discharge checklist improved discharge to stay within best
measures through second nurse check at discharge
Keystone, admission packets, and ambulation initiatives decreased
patient stay
Improved Physician nurse and organization relationships, brought in
U of M for mini conferences for CME and CEUs
JCAHO guidelines and initiatives created the Little JCAHO booklet for
staff to prepare for TJC visits,
Managed with a fall team organizational effort to improve falls,
falling star and red socks as a marker of a high risk for falls,
Pay for Performance
Initiated Disaster planning with Director of ED and practiced was a
key player in the drills.
Assistant Director Michigan State University, East Lansing, Michigan 2004-
2005
Olin Center
3 story clinical facility
Caring for 55,000 MSU students, faculty and Lansing Community College
students
Responsible for daily operations of Call center-Telephone Triage, GYN,
Primary Care, Psychiatry, Urgent Care, Allergy Center
Instrumental in implementing the EMR at the Center
Created a 24 hour appointment and implemented with all clinics
Created and implemented the Appointment Scheduling Book for all
patients to be seen within 24 hours.
JCAHO guidelines completed and prepared staff and followed through
with OSHA commitments.
Director Northern Michigan Comm. College, Petoskey, Michigan, 1981-1983
Registered Respiratory Therapy Program/Allied Health
Implemented guidelines for accreditation of the RRT program
Over see daily operations of faculty, instructions, administration for
all students, faculty and affiliates
Streamline departments for efficiency and quality for staff, faculty
and affiliates
Created a peer review consisting of students and faculty to review
students with problems
Alacrity Nursing, Lansing, Michigan, 2000-2006
Progressive Nursing, Detroit, Michigan
Multiple assignments as a Travel Supervisor and Staff Nurse
Fastaff, Denver, Colorado, 1999- 2003
Multiple assignments as a Travel Supervisor and Staff Nurse
Independent University/California College for Health Sciences, 1984-
present
Clinical instructor
Sign off students in respiratory therapy to sit for their boards.
Washtenaw Community College 1984-1988
Clinical Instructor
Travel Nurse International, California, 1999-2001
Travel assignments-registered Nurse and nursing supervisor
Denver, CO -PACU
Los Angeles, CA- ICU- nursing supervisor PACU and Cath. lab
Gratiot Community Hospital, Alma, Michigan, 1980-1981
Supervisor, Respiratory Therapy Dept.
St Joseph Mercy Hosp, Ann Arbor, Michigan 1979-1980 and 2004
RN- EP, Cath Lab
Northern Michigan Hospital, Petoskey, MI. 1981- 1999
RRT RN, full time part time, contingent over the years, supervisor, charge,
Emergency Transport Team
EDUCATION
Doctorate of Health Administration 2006-2013
DHA 2013 September
Doctorate All But Dissertation- until 2013 then DHA
University of Phoenix of Advanced Study
Certified American Society for Quality Black belt Six Sigma 2008
CITI (Collaborative Institute Training Initiative) certified 2008,2013
American Society for Quality Award Judge 2008
Member of International Team Excellence
Masters in Nursing Administration and Education -2006
University of Phoenix, Phoenix, Arizona
Bachelors of Nursing 2005
University of Phoenix, Phoenix, Arizona
Degree in Nursing, 1997
North Central Michigan College, Petoskey, Michigan
. Attended- 1995-1997- Class President and volunteered at the Red Cross
Clinics
Bachelors of Health Sciences, 1993
Western Michigan University, Kalamazoo, Michigan.
. Majors-Biology and Dance-Teaching Secondary Education
Associate in Respiratory Therapy, 1979
Ferris State University, Big Rapids, Michigan
. Class President -served 2 yrs Major- Respiratory Therapy
Central Michigan University 1972-1973
Mt. Pleasant, Michigan
. American College of Healthcare Executive member 2008
. Michigan Organization of Nurse Executive Member 2008
REFERENCES
Victor Lloyd MSIMC BA BSIE/OR CIA ASQ CBBSS
Practice process engineer
St John Medical Center
Dr. John and Jennifer Cilluffo MD
Neurosurgery
Munson Medical Center
Cathy Lagene BSN
Gratiot Medical Center
Penny Beck BSN
Gratiot Medical Center
2010
To: Whom It May Concern
Re: Letter of Reference for Irene Okinczyc
Irene has been employed with Gratiot Medical Center for approximately six
months as the Perioperative Services Manager providing manager oversight
for six separate departments. Her current area of responsibilities include
the Operating Room, which consists of 5 surgical suites in the main OR and
one suite on OB; the Post Anesthesia Recovery Unit; Day Surgery; Pre-op
Holding Unit; Pre-Surgical Evaluation Unit; and Sterile Processing
Department. In her six months of employment Irene has made a positive
impact in several key initiatives in the Perioperative Services
Departments. She has implemented some key strategies that have
significantly improved both our SCIP and Core measures in the surgical
arena. Irene has also been instrumental in taking a lead role in the
Keystone Surgical Initiative and developing smooth data collection and
reporting processes to meet our goals. In addition, Irene worked diligently
to help assure a successful Joint Commission survey within our organization
this past year.
Irene has brought great strengths to our organization in terms of excellent
customer service, staff education, exceptional dedication to quality
initiatives and evidence based practice. She is a strong patient advocate
and in a short time has gained the respect of her staff. I believe Irene
has many exceptional attributes to offer an organization and also brings
with her the desire to make a difference for patients.
Sincerely,
Tammy Terrell, RN, BSN
Director of Nursing for Critical Care Services
Gratiot Medical Center
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