Management Professional High Risk

JENNIFER BLAETTLER, RN, BSN NE-BC

Lancaster, PA *7601

717-***-**** jen.blae(***@*****.***

System Contingency Staffing Manager

Resource Management - Productivity - Operational Clinic Lead Executive healthcare management professional with broad multidisciplinary expertise in ambulatory and inpatient settings. Results orientated nursing leader with proven success in individual and collaborative cross- functional team projects. Enthusiastic learner with excellent communication skills and the ability to communicate complex technical and non-technical information effectively. Passionate about adequately staffing per productivity staffing model, optimizing the best patient experience and quality care. History of implementing significant quality and productivity improvements by identifying high-risk populations and cost-effective treatments. Known for excellent rapport with nurses, physicians, and organizational leadership teams. Ability to consider the “bigger picture” in the development of new processes while optimizing resource allocation. Areas of Expertise:

• Project Management

• Leadership/Communication

• Negotiations Expert

• Quality Assurance

• Strategic Planning

• Risk Management

• Analytical Skills

• Operations Management

• Staff Engagement

• Collaborative Team Building

• Resource Allocation

• Executive Presentations

Selected Career Highlights

• Collaborated with HR in developing Microsoft Teams site to record new travelers onboarding. This streamlined cumbersome GHR and SS onboarding processes

• Improved efficiency in the IT electronic access form submission for new travelers by developing standard confirmation documents from contractor

• Supported development of PSH system education modules for onboarding travelers

• Developed financial reporting structure that included yearly, monthly and weekly system and entity specific spend in contractor BI dashboard

• Analyzed and made recommendations on OT and Holiday traveler spend

• Improved contractor accountability for system standardized contractor rates

• Analyzed staffing forecasting measures for areas of improvement and staff efficiency

• Successfully led system wide meetings to efficiently execute new innovative initiatives with new contractual agreements. This included finance, IT and HR

• Led a multidisciplinary executive team to create a drive through flu vaccinations for the patients of Penn State Health due to Covid-19 restrictions. Implemented a process that serviced 460 patients in a 4-hour time frame minimizing overtime hours.

• Created a multidisciplinary team servicing the Covid positive patients of community practice division of Penn State Health. The Covid care team assured that patients had a follow up plan for daily phone calls from a nurse if considered high risk for Covid. In addition, also followed those patients that had Covid results pending that were high risk. Successfully followed protocol set by the Regional Medical Director and communicated expectations to all of Community Practice Division Practice Managers.

• Led a multi-disciplinary team established with the nursing Director, Intermediate Intensive Care Unit

(IICU), Share Governance Team, and CNS tasked with decreasing high fall rates in IICU. The plan standardized lower beds across IICU and alarms resulting in a decreased fall rate of 2.16 to 0.38, achieving the lowest fall rate in critical care and the 3rd lowest rate in the hospital. The unit also celebrated being over 100 days fall free and won a patient safety award 2 Page Jen Blae(ler RN, BSN NE-BC jen.blae(***@*****.*** Professional Career Overview

Manager of Nursing Administration, Penn State Health Lancaster Medical Center 3/2023-Current

• Strategize with system liaisons on transitioning to centralized traveler contractor vendor

• Streamlined traveler onboarding process

• Advocated for streamlined time keeping practices with COE. Participated in workgroup to develop electronic PSH Timestamp reporting cross over weekly to AMN

• Educated system liaisons on timekeeping process to save education dollars when travelers onboard in SmartSquare to accurately account for education time as well as pre-approved time off

• Prioritized vendor relations to increase candidate flows to highest system needs

• Supported Nurse managers for efficient off boarding of travelers for disciplinary purposes. Assuring all electronic and badging access where discontinued.

Manager of Clinical Support Services, Penn State Health Lancaster Medical Center 6/2022-3/2023

• Designed and implemented support services service line, this included the administrative clinical supervisor, supplemental staff department, cardiac monitoring resource, transport for newly-built Lancaster Medical Center

• Maintain staff on boarding, off boarding and competency

• Collaborated on best-practices for cardiac monitoring

• Created LMC-specific policies and protocols

• Developed staff appreciation programs

• Coordinated outside contract staffing per needs of LMC

• Led Smart Square implementation at LMC

• Analyzed staffing resource data through Smart Square to allocate supplemental staff appropriately RN Practice Site Manager Cancer Institute, Penn State Health Hershey Medical Center 2/2021-6/2022

• Managed 44 direct reports, along with 27 specialty physicians with average monthly units of 4040, yearly 38,000 in clinic visits as well as 7000 Telehealth

• Advocated and supported utilization of Tigertext technology across the clinic to improve effective and timely communication across disciplines.

• Developed unit steering committee

• Supported and developed team lead positions across departments of the clinic including clinical land non clinical

• Operationalized workload balance across floors by proactively looking at the daily visits and adjusting providers and staff appropriately.

RN Clinic Manager, Lime Spring Primary Care, Penn State Health 4/2019-2/2021

• Manages clinical operations of 30 primary care, internal and pediatric physicians, and their patients, with an average daily throughput of 400 patient visits per day, this includes lab and walk-in clinic operations.

• Oversees 60 direct reports, identified, and promoted 2 supervisors from within.

• Restructures FTE positions to better fit employee skillset, improve productivity and employee retention.

• Develops 2019/2020 clinic goals, focused on quality improvement metrics.

• Transitions clinics to self-rooming through the implementation of Versus technology.

• Optimizes Medicare Wellness Visits with a tagging system in EMR, enabling optimal pre-visit preparation.

• Consolidates reports into an electronic report identifying quality gaps/sharing with all physicians’ practices in CMG.

• Collaborates with Quality Manager to develop reports showing monthly progress.

• Formalizes MA work checklist for new and existing employees, with a strong focus on quality gap identification.

• Identifies time slots in physicians’ daily schedules to meet the needs of transition of care (TOC) appointments.

• Leads successful Department of Health Survey of Lab resulting in zero deficiencies. Nurse Consultant, NurseWorthy, http://www.nurseworthy.org 2/2019-4/2020

• Mentoring of nurses in career growth, professional development, and resume review. Nurse Manager, Trauma/Neuro IMU, Tower Health Reading Hospital 10/2017-2/2019

• Oversaw and managed 60 direct reports in trauma/neuro IMU.

• Improved productivity, sustaining greater than 100%. 3 Page Jen Blae(ler RN, BSN NE-BC jen.blae(***@*****.***

• Recruited and retained staff from greater than 30% vacancy to less than 5% vacancy.

• Achieved Tier 1 Employee Engagement through Press Ganey Survey.

• Restructured and rebuilt core facilitator group and unit shared governance.

• Led Alarm Management Committee.

• Rewrote DKA and CIWA order sets.

• Developed streamlined Epic accordion reports reflecting compliance interventions including audit trail.

• Decreased unit fall rate in high risk population to sustain greater than 125 days fall free.

• Successfully led unit through mock and real trauma surveys.

• Implemented geriatric rib-fracture protocol (PIC). Nurse Manager, IICU, Lancaster General Health 7/2014-10/2017

• Oversaw/managed 50 reports in the critical care setting. Recruiting, hiring and performance reviews of unit staff.

• Collaborated w/EBI to produce unit severity specificity report, utilize APR severity index to reflect criticality in the IICU. Now used across all critical care units.

• Restraint Committee Chair. Rewrote restraint policy, brought new products in, and assured joint commission regulars were followed.

• Co-chair of Code Blue Committee. Responsible for reviewing code blue cases for performance improvement.

• Managed Outpatient Code Blue Subgroup and revised the response workflow for outpatient facilities.

• Co-chair of Alcohol Withdraw Education Committee with Dr. Tawil. Developed education for hospital- wide scoring for CIWA.

• Member of Suicide Screening Task Force. Goal to implement suicide screening tool hospital-wide in addition to primary care providers. Specifically, education and Epic order set development.

• Led Diabetic Ketoacidosis Group, a multidisciplinary team that included physicians, nurses, pharmacy, and Epic, to transition nurse-driven paper protocol to electronic.

• Worked with ED physician, Dr. Bill Adams, to develop ED-specific order set to include initiation of IV insulin.

• Led Skin-Care Task Force to implement ways to reduce pressure ulcers in the critical care population. Team included nurses from Trauma Neuro, Intensive Care, and physician leads.

• Completed LEAN Management Training in Spring 2016.

• Developed severity acuity tool reflecting variable workload across multiple critical care units.

• Successfully led unit through mock and real trauma surveys.

• Improved employee engagement scores in Trauma Level 1 step down Trauma Neuro Unit. Created and led a shared governance model that allowed employees to have a voice in decisions and best practices for their unit. The team created venues for staff to team build outside of work and create recognition for milestones, birthdays, team themes and stress relieving activities and a quiet area for tough days. Implementation of these efforts resulted in high scores on employee engagement surveys and achievement of Tier 1 Press Ganey recognition.

Additional Career Overview

Nurse Manager Resident, Lancaster General Health

Clinical Integration Specialist, Lancaster General Health, Emergency Department Per Diem Registered Nurse, Regional Gastroenterology Associates of Lancaster Outpatient Endoscopy Supplemental Staff Nurse, Lancaster General HospitalMed-Surg, Tele, Neuro, Ortho, IICU, ICU Education

BSN Nursing Bachelor of Science Degree, Millersville University, Millersville, PA Nursing Diploma, Lancaster Institute for Health Education, Lancaster, PA Master of Science in Nursing: Nurse Executive Walden University, expected graduation 2024 Certifications

AONE Certificate in Health Care Finance for Nurse Executives 2017, Advanced LEAN Training 2016 A Thomas and Associates CDI Certification 2010, Trauma Certification 2006, ACLS 2002-current, BLS Nurse Executive Board Certified November 2021

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