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C-level Executive
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United Kingdom
Work Background
Torrance MemorialExecutive Nursing Director Critical Care/Emergency Department
Jun. 2024
Torrance MemorialNursing Director Critical Care and Emergency Department
Oct. 2023 - Jun. 2024United States
Torrance Memorial Medical CenterNursing Director Critical Care
Jan. 2017 - May. 2024Torrance, California
Torrance Memorial Medical CenterNursing Manager ICU/Burn Unit
Sep. 2013 - Jan. 2017Quality
►Reviewed incidences of hospital acquired pressure ulcers (HAPUs) to determine trends. Established a process for streamlining documentation and reporting which in turn reduced incidences by 38% when comparing 2013 to 2014.
► Helped to coordinate the hospital move of the ICU and Burn Unit into a new state of the art facility in Oct 2014.
►Participated in the Joint Commission accreditation survey in Mar 2015.
►Obtained the AACN Beacon award for Excellence for the ICU in June 2015. Lean Six Sigma Projects
► Created a process map to streamline the decision process for admitting a patient to the Burn unit from an outside facility. This resulted in a 30 minute turnaround time and increased admissions.
► Created a sepsis program utilizing an algorithm in the EMR, a standardized protocol and a paging system which alerted the Rapid Response Nurse and Emergency Room lead nurse. The mortality rate for sepsis patients decreased by 24% with the implementation of this program
► Reduced self extubations for ventilated patients in the ICU from 15 in 2015 to 2 in 2016 (YTD) by creating a weaning protocol.
► Facilitated the roll out of an enhanced electronic medication reconciliation process in Cerner.
►Facilitated a Clinical Optimization group to bridge the gap between the informatics processes and frontline practice. Cost Containment ►Reduced burn dressing expenditures by establishing proper par levels and standardizing the ordering process. ►Created an algorithm with the Burn surgeons to standardize the xenograft choices for partial and full thickness wounds in an effort to reduce cost. Recognized a savings of $2.2million over an 18 month period.
Brotman Medical CenterChief Nursing Officer
Jul. 2012 - Jul. 2013Quality
► Created a 36 month clinical strategic plan for each unit and facility wide based on staff brain storming sessions
►Increased customer service score indicators to the California average.
►Reduced fall rates to 1.97/1000 patient days from 4.2. National benchmark is 4.75.
►Reduced restraint usage by 30 percent facility wide. Lean Six Sigma Projects
►Medication delivery process. Reduced written order delivery time from 3 hours to 1 hour.
►Emergency room throughput project. Developed a system for registration, triage and determining department saturation. Reduced the hours spent on ambulance diversion by 50%.
►Policy reduction and ISO standardization. Reduced the number of hospital policies from 3300 to 2700. Created a template and standardized the format. ►Wound care prevention, detection, treatment and monitoring process standardization. Achieved a level of 0.2/1000 patient days of hospital acquired pressure ulcers. National standard is 2.0/1000 patient days. Cost Containment
► Psychiatric discharge process team increased the number of daily discharges from 4 to 6.5 discharges per day.
►Central supply par level and item standardization. Thirteen percent reduction in supply costs when comparing April 2012 to April 2013.
Brotman Medical CenterNursing Informatics
Jul. 2011 - Jul. 2012Computerized Physician Order Entry and Clinical Care Station
►Performed a work flow study for nurses and physicians ►Created 35 order sets ►Surveyed the physicians and nurses to determine potential areas of dissatisfaction related to computer charting.
►Coordinated an EMR go-live May 2012 and obtained Meaningful Use measures within 60 days
Vista HealthcareChief Nursing Officer
Mar. 2008 - May. 2011Quality
►Reviewed and revised all nursing policies to ensure evidenced based and current practice
►Created an admission order set to ensure standardization of patient testing and monitoring
►Reduced the mortality rate from 28% to 11%
► Reduced registry use from $200,000/month to $5,000/month Lean Six Sigma Projects
►Opened a 30 bed satellite hospital within a separate acute care hospital and obtained licensure. ► Accountable for multiple California Department of Public Health Surveys (MERP, compliance visits, etc.) and accreditation survey by the American Osteopath Association (AOA).
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