RN leadership and bedside care.

MARILYN WELLING, MSN, RN KS

EXECUTIVE SUMMARY

Exceptional Healthcare Professional with more than 30 years of successful experience leading and managing Case Management programs. Proven ability to identify and collaborate to improve core measures and reduce LOS. Focused on creating strong Transition of Care programs. Confident, visible leader and mentor.

CAREER HIGHLIGHTS

Provided leadership and advisory services to support and stabilize Oncology, Dialysis, and Med-Surg units to including inpatient and outpatient chemo/radiation treatment, pain control, symptom management, tumor registry, hospice, and discharge planning.

Provided direction as one of five hospital-wide nursing directors; focused on standardization of Nursing Clinical Practice processes including staff orientation and competency validation for nursing to include dialysis care.

Prepared inpatient dialysis units for multiple successful Joint Commission accreditation surveys.

Developed and implemented cross-training processes for Med/Surg, Telemetry, and ICU; and ICU and Dialysis nurses to ensure productivity during fluctuations in census and provide succession planning options.

EDUCATION

MASTER OF SCIENCE IN NURSING

Pittsburg State University, Pittsburg, KS

BACHELOR OF SCIENCE IN NURSING

Pittsburg State University, Pittsburg, KS

EXPERIENCE

INTERIM ENGAGEMENTS:

July 2018 – December 2023

El Camino-Mountain View, CA

Interim Nurse Manager, ED-Telemetry

Held seven different positions while in this assignment.

Selected Accomplishments:

Team Leader for Development of Centralized Telemetry Program.

Project Manager for ED redesign and remodel-increased beds from 35 to 50.

Developed and implemented productivity tool for ED.

Revised ED Charge Nurse Role and Professional Development for this role.

Held ED, Telemetry and Progressive Care areas to a 100% productivity target.

November 2017 – July 2018

Dominican-Los Vegas, NV

Interim Nurse Manager, ICU

Revised RN standard of work for medical and surgical ICU.

Selected Accomplishments:

Team Leader for development and implementation of ECMO project.

Reduced LOS in CABG population from 4 ICU days to 1 day.

Revised RN staffing matrix to improve staffing outcomes.

Revised Critical Care Disaster Process after Mass Shooter Event.

November 2016 – 2017

SATELLITE HEALTHCARE – SANTA ROSA, Santa Rosa, CA

Satellite Healthcare – Santa Rosa is a dialysis center.

Interim Business Manager, Dialysis

Provided budget neutral revision of staffing matrix to improve nurse-patient ratio.

Selected Accomplishments:

Developed and implemented quality matrix audit tool.

Initiated professional development tactics to improve staff engagement for many staff levels.

Maintained productivity at 100%.

Implemented professional development training for RN staff.

August 2016 – November 2016

UNIVERSITY MEDICAL CENTER AT BRACKENRIDGE, Austin, TX

Dell Seton Medical Center at The University of Texas, formerly the University Medical Center at Brackenridge, is a short-term acute care, level 1 trauma, hospital.

Interim Manager, Medical ICU

Selected Accomplishments:

Developed and implemented process for bedside hand-off which included use of the EMR.

Established an electronic staffing scheduling system.

Developed and implemented a process for equipment repair.

Initiated a policy on open visitation for the ICU.

Revised shared governance model in the ICU.

March 2016 – August 2016

SAINT THOMAS RUTHERFORD HOSPITAL, Murfreesboro, TN

Saint Thomas Rutherford Hospital, with 287 staffed beds, is a short-term acute care non-profit, teaching hospital.

Interim Manager, Med/Surg/Peds/Urology

Developed charge nurse role and implemented on medical/surgical unit.

Selected Accomplishments:

Implemented fall prevention process on medical/surgical unit. Fall reduction of 62% over 12 weeks.

Improved RN fill rate on medical/surgical unit by 74% in 16-week period.

Reduced use of travelers on the medical/surgical unit by 75% over a 4-month period.

Developed and provided resource binder for on-boarding new managers.

November 2015 – February 2016

METHODIST SPECIALTY & TRANSPLANT HOSPITAL, San Antonio, TX

Methodist Specialty & Transplant Hospital is known for having the largest living donor kidney transplant program in the nation.

Interim Director, Inpatient Psychiatry

Selected Accomplishments:

Improved RN fill rate on Behavioral Health Unit by 62% in 12-week period.

Developed charge nurse role and program to train charge nurses for the Behavioral Health Units.

Provided budget neutral revision of staffing matrix to improve nurse-patient ratio and staff satisfaction.

Developed patient fall prevention plan which decreased falls by 5% in 12-week period.

Maintained productivity at 100% for 65 Behavioral Health beds.

March 2015 – November 2015 & October 2014 – February 2015

NORTHEAST METHODIST HOSPITAL, Live Oak, TX

Northeast Methodist Hospital, with 116 staffed beds, is a short-term acute care, level 4 trauma, hospital.

Interim Director, ICU and Interim Director, Cardiac Telemetry

Selected Accomplishments:

Improved core staffing on the Telemetry Unit by 65% over a 4-month period.

Reduced use of travelers on the Telemetry Unit by 75% over a 4-month period.

Developed and implemented video monitoring for close watch/fall risk patients and reduced the use of sitters by 76% on the Telemetry Unit.

Mentored staff to enhance customer experience; unit improved over-all scores and likely to recommend from 54% to 70% during four months.

Maintained productivity at 100%.

August 2014 – September 2014

EDEN MEDICAL CENTER, Castro Valley, CA

Eden Medical Center, with 130 staffed beds, is a short-term acute care, level 2 trauma, hospital.

Interim Director, Med/Surg/Telemetry

December 2013 – June 2014

PROVIDENCE TARZANA MEDICAL CENTER, Tarzana, CA

Providence Tarzana Medical Center, with 246 staffed beds, is a short-term acute care non-profit hospital.

Interim Director, Med/Surg/Telemetry

Selected Accomplishments:

Developed and implemented process for bedside hand-off which included use of the EMR.

Provided leadership, mentoring and coaching to enhance staff professional development and engagement; established succession planning process.

Developed and implemented a policy on open visitation for the ICU.

Provided oversight for effective EMR implementation from Meditech to EPIC for MS and ICU areas.

Mentored staff to enhance customer experience; unit improved over-all score and likely to recommend from 56% to 86% during four months.

Maintained productivity at 100%.

June 2013 – December 2013

MARK TWAIN MEDICAL CENTER, San Andreas, CA

Mark Twain Medical Center, with 25 staffed beds, is a critical access non-profit hospital.

Interim Director, Med-Surg/ICU/Telemetry

Selected Accomplishments:

Developed and implemented process for bedside hand-off which included use of the EMR.

Established an electronic staffing scheduling system.

Developed and implemented a process for equipment repair.

Initiated a policy on open visitation for the ICU.

Developed and implemented a policy for a sitter-free environment.

Created a policy for a restraint-free environment including the ICU with vented patients.

Developed and implemented a process for cross-training of med-surg staff and ICU staff.

Implemented a policy on patient/family teaching involving medications from admission to post discharge.

Improved full-time RN vacancy rate by 45%.

Maintained productivity at 100%.

PERMANENT POSITIONS:

2008 – 2013

MERCY HOSPITAL, Joplin, MO

Mercy Hospital, Joplin, with 240 staffed beds, is a short-term acute care non-profit, level 2 trauma hospital with 2,200 FTEs serving 19 counties across four states.

Director Med-Surg, Oncology, Pediatrics, Rehab, Infusion/PICC, and Behavioral Health Services

Provided leadership and advisory services to support and stabilize Oncology, Dialysis, and Med-Surg units to including inpatient and outpatient chemo/radiation treatment, pain control, symptom management, tumor registry, hospice, and discharge planning.

Selected Accomplishments:

Facilitated the planning and implementation of an outpatient infusion center for oncology/infectious disease patients providing services within 12 days of tornado disaster.

Standardized Nursing Clinical Practice processes including staff orientation, competency validation, and talent sharing experience to attain excellence in patient care delivery, staff recruitment/retention and optimal patient outcomes (i.e. Core Measures, Key Initiatives, Meaningful Use requirements, Customer Experience, HCAHPS and staff/physician satisfaction).

Implemented Professional Practice Model and served as lead to represent community hospital for system-level committee.

Implemented Shared Governance Process.

Provided leadership, mentoring and coaching for 250 nurse FTEs, including five nurse managers and one stroke/total joint coordinator.

Developed and improved nursing policy and procedure for areas of responsibility.

Responsible for the management and oversight of 15 contracts in collaboration with legal services, including Medical Directorships, Transfer Agreements and Dialysis services.

Facilitated the planning and implementation of multi-million dollar Behavioral Health facility providing services within five months of tornado disaster.

Participated in physician recruitment for Behavioral Health, Orthopedics, Renal, Physical Medicine/Rehab, and Neurology.

Acted as lead and facilitator for CARF accreditation for Rehabilitation Services.

Responsible for development and achievement of department budgets and productivity standards.

Responsible for improving and maintaining excellent customer experience scores.

2009 – 2013

MISSOURI SOUTHERN STATE UNIVERSITY, Joplin, MO

Adjunct Nursing Instructor

Provided clinical oversight of first and second year baccalaureate nursing students in Advanced Nursing and Behavioral Health. Evaluated and graded care plans and skills.

2000 – 2008

ST. JOHN’S REGIONAL HOSPITAL, Joplin, MO

Director Med-Surg, Dialysis Inpatient & Outpatient Units, Tele and Manager of Patient Access

Provided leadership and direction for 125 nurse FTEs, including three nurse managers, one total joint coordinator. Evaluated and improved nursing policy and procedure for areas of responsibility. Responsible for the management and oversight of eight contracts in collaboration with legal services, including Medical Directorships and Transfer Agreements. Participated in physician recruitment for Orthopedics, Psychiatry, Physical Medicine/Rehab. Responsible for development and achievement of department budgets and productivity standards.

CERTIFICATIONS

LEAN Six Sigma Certificate.

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