National Physician Resume Index

Chief Nursing Officer CNO MBA (Open to Relocation) Healthcare Candidate Resume

Resume of Candidate 337025, Seasoned Nursing Director seeks  position as a senior level executive, which will allow candidate to participate in strategic planning for the organization while leading people and departments to successfully meet these goals.

 

AREAS OF EXPERTISE

• Leadership Development
• Organizational Development
• Physician Relationship Development
• Performance Improvement
• Operational Planning & Implementation
• Regulatory Compliance
• Supply Chain Management
• Capital Purchase Management

Experience

350 Plus Bed hospital , IL

2004- Present

Director, Perioperative Services

Hospital is a dual campus health care system.  One campus is a Level I Trauma Center and a regional Heart Center.  One campus is the Level I campus and is also a main location for the osteopathic school of medicine.  The other campus is primarily allopathic.  Licensed: 548 beds.  Direct and indirect reports 140 FTE’s.  Budgetary oversight of $69 million in revenues and $29 million in operating expenses.  Responsible for financial, clinical, and operational direction of: Surgery, Anesthesia, Post Anesthesia, Same Day Surgery Unit, Endoscopy Services, and Sterile Processing. 

• Successfully reorganized perioperative services; management, support roles and service team leaders are empowered, thus are able to assist in the attainment of departmental and organizational goals.  Outcomes include:
• The team fosters an environment to meet the needs of the surgeon.
• The team is clinically competent and able to meet patient needs.
• Effectively re-recruited surgeons who were dissatisfied with services.
• Successful start up of specialty surgeons to address gaps in hospital service lines: Poly-Ortho Trauma, Bariatric and Endovascular-PV services.
• Identification and implementation of Nurse Practice Model followed by appropriate execution/maintenance of Specialty Teams in Surgical Services.
• Corporate co-chair for nursing documentation standardization of an electronic record. 
• Strategically identifies capital planning to align with organizational strategic growth plans.
• Participative co-chair of the governing council for shared governance; created by laws, election process and introduction of the system.
• Operational Planning for Perpetual Inventory and Automatic Supply Cabinets. 
• Assigned executive sponsor for value analysis team in 2007: identified and implemented $500,000 cost savings.
• Improved operational performance metrics for example; turn around times (average) 22%, SCIP measures by 10 to 40% improvement.
• Efficiently aligned hours of operation, block time calendars and productive time thus reducing overall FTE’s from 173 in 2007 to 140 (17% reduction) in 2008.

360 Plus Bed Hospital , IL

2001 – 2004

Director, Perioperative Services

Hospital is a Level II Trauma Center, a Regional Heart Center with a full line of medical center services.  Licensed: 350 beds. Direct and indirect reports 150 FTE’s. 

Responsible for financial, clinical, and operational direction of: Surgery, Anesthesia, Post Anesthesia, Same Day Surgery Unit, Endoscopy Services, Sterile Processing, Pain and Wound Clinics. 

• Successfully manage a budget of $57,600,000 in revenues and $17,600,000 in operating expenses. Average productivity 99%; ranges from 85.7% to 107%. Annual capital expenditures $900,000 (equipment).
• Achieved perfect JCAHO score for nursing areas of responsibility:
• Initiated collegial team of nursing directors and managers, decreased hospital agency cost just under $1,000,000.
• Developed an annual performance appraisal system that uses a balanced scorecard model, which now supports organizational goals.
• Decreased per unit case supply cost up to 15%.
• Inventory control and cost of supply in 90^th percentile against benchmarked organizations.
• Increased case volumes by up to 15% within various service lines. 
• Unified staff members to participate in the Patient Care Delivery.
• Improved employee satisfaction scores by developing effective supervisors; all departments scored higher than target. 
• Improved patient satisfaction scores into the 90^th percentile for outpatient surgery and achieved targets for other departments. 

260 Bed Plus Hospital, Chicago, IL

1996 – 2001

Director, Surgical Services Product Line

Licensed for 250 beds. Direct and indirect reports 65 FTE’s. 

As director of surgical services: responsible for financial, clinical, and operational direction of: Surgery, Anesthesia, Post Anesthesia, One Day Surgery Unit, Endoscopy Services, Central Supply, and an Answering Service.

Director, Satellite Clinics                                                  1996-1998

Director, Surgical Services Product Line (promoted)      1998-2001

•         Implemented modified case cart system to decompress inventory and improve patient throughput.

•         Facilitated department relocation of the SDS unit while changing patient flow processes, which resulted in decreased turnaround times for outpatient surgeries.

•         Improved endoscopy services by upgrading equipment, improving staffing and changing patient flow, which resulted in increased department efficiency.

•         Instituted current standards of practice for preventative health in the pediatric, women’s health, and men health population in family practice clinics.

•         Facilitated clinic purchases and consolidations.

•         Maintained physician and vendor contracts.

•         While directing the family practice clinics, lead the staff and ensured departmental policies and practices reflected appropriate level of care thus earning an outstanding score for the first JACHO visit to these satellite clinics purchased by the hospital.    

 

H.L. YOH Company, Oakbrook, IL                                                                            

1995- 1996

Staff Nurse

Consulted on various health projects at Motorola and Humana.

LINCOLN WEST HOSPITAL, Chicago, IL                                                                             

1993 – 1995

Manager, Ambulatory and Critical Care Services 

• Established an occupational health clinic.  Achieved 75% capacity at the end of 24 months of operation. 
• Developed a process, which provided occupational health care services to local businesses. 

ST. MARY’S MEDICAL CENTER & UNIVERSITY OF TN, Knoxville, TN                       

1989 – 1993

Staff Nurse

UNIVERSITY OF WASHINGTON, Seattle, WA                                                                    

1984 – 1989

Staff Nurse                                          1984-1986

Assistant Head Nurse (promoted) 1986-1989 

• Designed an effective nursing care plan and process for implementation of Phase I and Phase II trials in oncology services, which was part of an NIH grant.   

 

MEMORIAL MEDICAL CENTER, Springfield, IL         1982 – 1984

Staff Nurse  

Education

 

MBA, Business Administration, Northern Illinois University, DeKalb, IL     May, 2004

BS, Business Administration, University of Tennessee, Knoxville, TN    1993

 

Diploma, Nursing, St. John’s School of Nursing, Springfield, IL    1982

 

Please send me more information on this candidate

“Despite a softening economy, the demand for physician executives has never been greater. We are not seeing a slowdown in the market place. In fact, Intelli-Source is currently conducting over 100 nation-wide searches for various Physician specialties. We have seen first handed that Healthcare facilities are in constant need of additional Physicians, Mid-level Practitioners, and Nurse support staff to accommodate for the growth in major metropolitan and rural areas,” said Intelli-Source Healthcare Search Group, Physician Strategies Specialist.

In addition to the above mentioned clinicians, Intelli-Source is also involved in nation-wide searches to include key members of Nurse Management, Hospital Administration, HIM, Director, Senior Operational, and C – Level Healthcare Executives.

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