Strategic Planning Process Improvement
Resume:
Kimberley Hall Costley, MBA, BSN
Sandy Springs, GA 30350
***********@******.***
PROFESSIONAL SUMMARY
Goal driven healthcare administrative professional with over 25 years of progressive leadership experience in large scale public and private facilities. A proven transformational leader with excellent analytical, time management, planning, and problem-solving skills. Accomplished in stabilizing and growing teams, building collaborative stakeholder relationships, and initiating positive change. Skilled at improving processes, maximizing team productivity and reducing costs to achieve sustainable operations. Accomplished at improving delivery of care, patient outcomes and nursing staff performance. Highly adept in working closely with physicians to achieve optimal patient outcomes. Key strengths include regulation and policy, cost-containment and reduction, shared governance, strategic planning, operations, and process improvement. Decisive, collaborative leader who quickly identifies, addresses, and solves business issues. Skilled strategist who brings innovative thinking and creative ideas to the strategic planning and implementation process. Highly organized, detail oriented, and hardworking with excellent planning and program management skills.
EDUCATION
2010 Master of Business Administration, Nova Southeastern University
1997 Bachelor of Science/Nursing, University of Miami
1996 Associate in Science/Nursing, Miami Dade Community College
1992 Associate in Arts/Psychology, Miami Dade Community College
1987 Paralegal Certification, University of Miami
PROFESSIONAL EXPERIENCE/ACHIEVEMENTS
October 2024 – Present Dunwoody Pediatrics, Atlanta, Georgia
Clinical Supervisor for Clinical Team
Oversee the medical team for 10 Pediatricians. Manage the staff, ensure staffing is adequate for the floor, responsible for staffing and payroll. Assess and evaluate medical employees for annual evaluations. Hire and terminate staff as needed. Collaborate with the Pediatricians to ensure the office is running smoothly and safely. Educate and ensure staff is knowledgeable of all new pediatric standards, vaccination protocols and OSHA updates. Assist on the floor when staffing is short. Responsible for Telephonic Triage 2-3x a week. Fully familiar with Office Practicum (OP)/electronic health record. Responsible for Vaccination inventory and updating same in OP as well as Department of Health Immunization records. Responsible for Insurance Records and Disability Forms, i.e. TEFRA/Katie Beckett and 504 forms as well as Prior Authorizations for medication/insurance approvals.
September 2023- September 2024 MedStar Washington Hospital Center, Washington D.C.
Interim Clinical and Operations Director of Maternal Health (HealthLinx)
Reporting to the CNO/VP of Nursing, and responsible for daily clinical and operational leadership of the Women’s and Children’s Service line with direct oversight of Level III NICU and Inpatient Pediatrics
·Implemented department wide best practices, in scheduling, recruitment, staff education, and resource management across cost centers
·Improved provider communication through collaborative approach that ensured patient safety as a priority
·Facilitated screening, and recruitment of a permanent director for the department.
·Reviewed and updated departmental policies and protocols in- line with evidence-based practices and state and federal standards of care.
Jan 2023 - September 2023 First Health of the Carolinas, Pinehurst, NC
Interim Director of Clinical and Operations for Maternal Health (HealthLinx)
Reporting to CNO/VP of Nursing responsible for operations and leadership of assigned departments.
Successfully executed a traveler reduction plan aligned with recruitment and retention goals.
Improved RN recruitment, reducing open FTEs from 24% to 10%.
Achieved and sustained <1% voluntary RN resignations over a 120-day timeframe.
Enhanced staff/physician communication and teamwork through engagement strategies.
Coordinated refurbishment and construction to increase Triage capacity from 3 - 10 and LDRs capacity from 6 – 10 rooms.
Conducted a thorough gap analysis of quality bundles and implemented evidence-based practices in alignment with State Perinatal Collaborative initiatives
Provided assessment and mentorship to clinical managers.
Launched department-specific nurse residency and intern programs.
Introduced 4.2 FTE budget-neutral shift leader positions for leadership visibility on off shifts.
August 2022 - January 2023 MUSC Health, Columbia, SC.
Interim Director Women’s and Children’s Services (HealthLinx)
Reporting to the Chief Nursing Officer/Vice President responsible for operations and leadership of assigned departments.
Evaluation and implementation of Best Practice for Physicians and Staff.
Implemented a Physician Liaison for OB Physicians and Pediatricians.
Improved patient safety by requiring all Respiratory Therapists and House Supervisors in the ED who work with OB and Peds be NRP certified.
Implementation of couplet care standards – 100% staff compliance in 3 months.
Improve Department Culture – 95% staff meeting compliance, 100% OB attendance at monthly Obstetric Review Committee and 90% of staff attendance in Shared Governance.
Improved process with OB physicians decreasing AMA patients by 100%.
Executed a traveler reduction plan aligned with recruitment and retention goals.
Provided assessment and mentorship to Clinical Manager.
Facilitated screening and recruitment of a permanent director for the department.
May 2012- August 2022 Northside Hospital, Atlanta, GA.
Senior Nurse Manager, Labor & Delivery
Reporting to the Executive Director of Women’s and Children Services averaging 16,000-18,000 births annually, Northside, a 721-bed, not-for-profit, non-union facility, leads the United States in newborn deliveries. Areas of responsibility included: 42 LDRs, 5 OR surgical/delivery rooms including 8 PACU beds, 19 high risk Antepartum beds, 6 urgent care beds, and an 8-bed High Risk Postpartum unit. Direct reports included 4 –Assistant Nurse Managers, 24 - clinical supervisors and oversight of 292 FTEs.
·Consistently met financial goals each fiscal year by reducing overtime by 25%.
·Decreased use of agency and contingency staffing from 30% to 10%.
·Improved RN turnover through implementation of flexible shift scheduling decreasing RN turnover rate from 65% to 17%, exceeding initial target of 25%
·Increased frequency of RN graduate recruitment from 20 to 35 GNs per quarter to create perinatal recruitment/staffing pipeline.
·Implemented ACOG best practices
oReduced scheduled inductions below 39 weeks' gestation from 15% < 5%.
·Introduced LPN/RN team model into PACU and Labor Room care areas to maintain AWHONN Staffing Standards and improve L&D workflows
·Implemented daily rounding on staff and patients increasing HCAHPS scores in Nurse Communication from 69% to 85%.
·Developed and implemented 24/7 on-call interpreter solution to address patient communication in L&D.
·Worked with construction teams multiple teardowns and refurbishments within the department.
Ensured compliance to all state and federal regulatory requirements for continuous survey readiness.
January 2004 - May 2012 Baptist Hospital, Miami, FL.
Assistant Nurse Manager, Labor & Delivery
Reporting to the Nurse Manager of Women’s and Children Services averaging 1300 deliveries annually. Areas of responsibility included: High-risk Labor and Delivery, 2 Operating Rooms, 2 PACU beds, and 3 triage rooms with 2500 encounters annually, Level III NICU, Postpartum, Newborn Nursery, Antepartum, Gynecology, Fetal Assessment Center, Pediatrics, and Pediatric Emergency Room. Responsibility for direct reports of 144 FTEs including supervisors, charge nurses.
Responsible for department clinical operations to include scheduling, payroll staff evaluations peer reviews and merit considerations.
Consistently met budgetary benchmarks 2% below budget
Initiated RN governance structure through development of a department practice council
Developed Patient centered Protocols through improved inter-departmental communication throughout the facility
Implemented 10-steps Baby Friendly hospital.
Implemented a “Buddyship” Program which improved new nurse retention rate by 20%.
Improved Top Box customer experience metrics in inpatient areas from 58th to 75th percentile rankings.
Improved OB/ Emergency department throughput for OB patients by 20%.
Implemented best practices with regards to RN/physician communication/collaboration to include:
oRounding for outcomes
oKey words at key times
oShift huddles
oInterdisciplinary rounds
oManaging up
oReward and recognition
Multidisciplinary rounding, and “open door leadership model” mirroring Studer principles
Streamlined process for transmission of prenatal records prior to patient arrival
Active participation in initial and subsequent Magnet Accreditation preparations for 2006, 2008 and 2011 visit.
Ensured continual Joint Commission preparation and readiness for multiple visits.
Led interdepartmental team to create and open a perinatal SIM lab
CERTIFICATIONS
Enhanced Nurse Licensure Compact license (e-NLC) expires 06/2026
Georgia Compact Nursing License express 06/2026
Nursing License Washington, D.C expires 2025
Basic Life Support (BLS) expires 06/2026
RNC-OB Inpatient Obstetric Care
Neonatology Advanced Life Support
Cardiopulmonary Resuscitation and Emergency Cardiac Care Provider (ACLS)
Leading People Management Program
PROFESSIONAL AFFILIATIONS
Association of Women's Health, Obstetric and Neonatal Nurses (AWHONN)
Georgia Nurses Association (FNA)
American Nurses Association (ANA)
National Association of Female Executives
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