Hospital Safety
Resume:
Director of Patient Safety
Howard University Hospital
Washington, DC 20060
Summary of Qualifications
• Ability to transform vision into reality; utilizing performance improvement as catalyst
for promoting change.
• Promotes improving patient outcomes as the key focus for all improvement processes.
• Recognizes the importance of maintaining quality while transforming organizations which have previously been moderate performers into above average performance status.
• Strong organizational, analytical, decision-making and communication skills;
• Able to accomplish difficult tasks via sound judgment, strong organizational skills and goal directed action;
• Creative problem solver, who takes initiative in leading change as well as the ability to effectively manage change;
• Proven ability to empower, educate and motivate staff to be a valued team member and contribute to achieve organizational goals;
• Proactive, people oriented, self directed, problem solver; who identifies solutions in a collaborative manner;
• Forward thinking and innovative planner who fosters the highest level of performance and utilizes best practices;
• Cultivates positive relationships with employees, medical staff and other members of the health care team to ensure positive outcomes and establish high credibility.
• Creates environment that recognizes diversity in meeting the needs of the community in which it serves.
• Scope includes Acute and Long Term Acute facility management
• Broad perspective of Healthcare, which includes Risk Management, Quality Improvement, and Interim CEO responsibilities.
Professional Experience
Howard University Hospital (November 2008-Present
Director of Patient Safety
Department of Quality and Patient Safety
I have directed others within the organization towards process improvements which supported the reduction of medical/health care errors and other factors that contributed to unintended adverse patient outcomes. My clinical, regulatory and quality experiences have assisted me in performing safety assessments that are indicator driven and outcome focused. As chairmen I coordinated the activities of the patient safety committee, educated other practitioners on the system-based causes for medical error, consulted with management and staff, and communicated literature-based ideas regarding effective patient safety strategies to a large range of providers of care.
Accomplishments:
• Selected as a Patient Safety Fellow by the American Hospital Association and Foundation for Patient Safety
• Completing a project for fellowship on Hand-off communication by implementing TeamSTEPPS in MICU
• Developed a Patient Safety Program which coordinates the planning and operations of patient safety activities for the hospital.
• Serves as chair of the Patient Safety Committee.
• Developed a Safety Institute for Training staff.
• Served as a co-chair to Performance Improvement Committee 2008-2009.
• Developed a program for improving Safety
• Implemented executive safety rounds aimed at demonstrating leadership’s commitment to patient safety.
• Developed a newsletter for patient safety
• Developed relationships with quality committees in-house by attending meetings and actively participating in their performance improvement efforts by assuring their alignments with patient safety goals and other safety initiatives
• Developed a logo for patient safety
• Developed a mechanism for monitoring patient outcomes and assist in the development of strategies for improvement.
• Supported the Chief Medical Officer
• Co-chairing the Emergency Response Committee and Sentinel Event Committee
• Developed relationships with hospital quality and patient safety forums including District of Columbia Hospital Association.
• Monitor adverse events and help Directors in analyzing events. Act as a safety advisor for executive leadership.
• Incorporated patient safety testimonials into hospital orientation along with introducing our safety plan.
• Developed a patient safety committee
Howard University Hospital (November 2008-Present
Director of Patient Safety
• Collaborated with the National Patient Safety Forum in its “Stand Up For Patient Safety” Initiatives.
• Developed patient education tools to encourage patient involvement in patient safety.
• Secured space and implemented a simulation Lab for the hospital to allow staff to monitor, and critique how patient care is actually rendered.
Howard University Hospital (August 2006-November 2008)
Deputy Chief Nurse
Acted as the Chief Nurse Officer in her/his absence. Serviced as a Director of Nursing in a large teaching hospital that is known nationally for medical education. Provided Director coverage of Level 1 Trauma Center, and Intensive Care Units. Responsibilities included oversight of budget and resources. Managed daily divisions’ expenditures and supports budgetary process for the Division of Nursing. Developed effective on-going programs to measure, assess and improve the quality of care. Reviewed and authorized expenditures to departments in accordance with Hospital’s Policies. Assist with the development of strategic and operating plans for the Division of Nursing.
Accomplishments:_________________________________________________________________
Strong analytical and decision-making skills have helped in the restructuring of the Emergency Department into Service Line format for managerial accountability
Co-chaired Quality Management Committee, which responsibilities included the collection and interpretation of data for Performance Improvement
Approachable leadership style has helped provide cohesiveness to the department in transitional phase of rebuilding a strong nursing management team
Participated in the development of the nursing department’s strategic plan consistent with the hospital’s plan
Responsible and accountable for fiscal/budgetary planning, development and administration relative to: appropriate resources, new services, recruitment and retention, staffing, budget projections, equipment and space. Assisted in implementation of cost containment measures resulting in reduction of per- diem usage and overtime reduction
Assisted in the designing of staffing templates for nursing to maintain staffing levels that are consistent with national benchmarks for the clinical services including a minimum of 7.5 nursing hours per patient day in the Medical Surgical Services
Fostered and promoted team building and ensures that there are educational programs which support the patient population as well as educational growth and development of the clinical/management staff
Implemented measures to improve patient flow by holding managers accountable for decreasing Emergency length of stay and implementation of discharge lounge.
Coordinated and developed feasibility study for the relocation of surgical intensive care
Re-established a float pool previously decentralized
Directed the recruitment of nursing and assisted with maintenance of internship and externship programs
HADLEY MEMORIAL HOSPITAL (Washington, DC)
Director of Patient Care Services / Chief Nursing Officer 2000-2006
Administratively responsible for management of community acute care hospital that was later
converted to a Long Term Acute Care Hospital. Well versed in policies and procedures related to
Long Term Acute Care and how they fit into the continuum of care today.
Directed divisional operations including daily resource allocation, monitoring of performance improvement activities, human resource management, employee relations, and budget design and developing divisional strategies to meet overall hospital goals. Ensured that systems, processes and procedures were in place and utilized to continuously improve the services, efficiency and outcomes for areas of responsibility. Served as Administrator for LTAC in administrator’s absence. Coordinated Risk Management. Promoted patient safety with establishment and maintenance of programs and research which assisted in meeting patient safety goals.
Accomplishments:_________________________________________________________________
Successfully completed the JCAHO surveys and obtained three-year accreditation for 3
consecutive surveys with score greater than 93%
Assisted in the conversion of unprofitable Acute Care Hospital into a profitable Long Term Acute Care Hospital.
Successful in maintaining the commitment of staff throughout the conversion, which required scaling down staff to bare minimal and rebuilding to maintain average of 7.5 nursing hours for patient day
Development of Quality Indicators and Performance Improvement Plan for LTAC
Risk Manager for LTAC, maintained a track record of zero litigation for LTAC
Developed and maintained relationships with other CNO’s through affiliation with
professional groups which encourage sharing of successful strategies in nursing leadership
Zero agency usage as Director of Patient Care Services. One million dollar saving from operational expenses
Contributed to profitability of Corporate Parent’s Company success in building a
Health Care System which was in top ten corporations in size in Modern Health Care
Leadership role in multiple successful local Regulatory and Medicare surveys
Listed as “Best Hospital” in March 2005
Open communication which facilitated and fostered a seamless approach to the provision of patient care. Successful in breaking down division lines between nursing, rehabilitation department and respiratory
August 2000- September 2000
HADLEY MEMORIAL HOSPITAL
Washington, DC
Interim Administrator
Provided leadership to the Hospital during period of organizational expansion and reorganization
September 1998- August 2000
HADLEY MEMORIAL HOSPITAL
Washington, DC
Director of Patient Care Services
Administratively responsible and authorized for assuring the patient care objectives and standards of care were met
Responsible for assuring that policies and procedures were consistent with Federal and Regulatory requirements
Provided leadership and direction to a multi-disciplinary team
Assured patient care needs were met through competent managers and staff
Represented hospital; and promoted good public relations
Coordinated the finances of the Nursing Department; provided adequate staff, equipment, and other hospital resources
Provided administrative coverage in the absence of administrator
September 1997- September 1999
HADLEY MEMORIAL HOSPITAL
Washington, DC
Nurse Operations Manager/Nursing Education Coordinator
Oversight of the education department
Assisted in the day to day operations of the Department of Nursing
Assumed the administrative responsibility in the absence of the Director of Nursing
January 1995- September 1997
HADLEY MEMORIAL HOSPITAL
Washington, DC
Education Coordinator
Developed and implemented educational activities for acute care.
Coordinated patient education activities
Member of CQI Committee
April 1995- September 1997
MEDLINK HOSPITAL
Washington, DC
Education Coordinator
Provide supervision to licensed and unlicensed staff.
Assisted in providing adequate staff coverage for weekend
Provided daily census to aid in financial reimbursement
Provided clinical consultation and physical assessment for effective decision making
Assisted in staff education
October 1986- June 1990
HADLEY MEMORIAL HOSPITAL
Washington, DC
Head Nurse ICU/ER
Managed a ten bed ICU in small urban hospital.
Developed policies and procedures
Prepared fiscal budget for departments.
Decision making capabilities for staffing, admitting criteria, marketing.
Developed indicators for QI monitoring and compliance.
Liaison with medical staff.
Decision making capabilities concerning rerouting of ambulances and bed flow.
March 1982-October 1986
Greater Southeast Community Hospital
Washington, DC
Clinical Nurse, Floating On-Call
On call to various units inclusive of ER, ICU, Intermediate care, Step-down ICU and CCU.
April 1981- March 1982
Howard University Hospital
Washington, DC
Coordination f Patient Education
Coordinated patient education for Medical/ Surgical patients
April 1979- April 1981
Howard University Hospital
Washington, DC
Assistant Head Nurse/Department of Emergency Medicine
Charge responsibility for busy urban emergency department, with supervision of professional
staff.
Responsibilities included monthly compiling of statistical data relating to emergency department.
Scheduling of nursing personnel monthly for the shift assigned.
Bi-weekly compiling of time and payroll.
Evaluation of nursing personnel and role model.
Decision making capabilities concerning re-routing of ambulances, assessment of available beds and liaison with medical staff.
May 1977- August 1978
John Andrew Hospital
Tuskegee, Alabama
Medical-Surgical Supervisor
Supervision and coordination of nursing personnel on night shift.
Responsibilities included extensive problem solving capabilities including staffing, public relations, interpretation of policies and procedures, bed control, and coordination of emergency situations.
Education
Tuskegee University
B.S., Nursing
Central Michigan University
Masters of Health Care Administration
Patient Safety Fellowship- July 2010 –present
Advance Life Support Certificate
REFERENCES Available upon request
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