Legal Nurse Consultant Standards of Care, Emergency Trauma Expert Witness

Expert No. 2833

Michigan

Executive Summary

Master's prepared nursing executive with over 20 years progressive leadership experience in hospital organizations. 
Provide clinical consultation for nursing scope and standards of care. Areas of specialty include: Emergency Trauma Services & Acute Care and Pediatrics.

Education

MSN Community Health/Education 
St. Xavier University, Chicago IL
1995

BSN Nursing    
Loyola University, Chicago, IL    
1992

AD Nursing   
Truman College, Chicago, IL.   
1981

Professional Experience

A Healthcare Facility
Clinical Service Line Director Heart & Vascular
June 2008-present

Lake Forest Hospital, Lake Forest IL
Director Acute Care Services
July 2006-June 2008
Executes leadership that is characterized by substantial and continuous responsibility and accountability for population groups or integrated programs that cross service and/or discipline lines and influence organizational mission and health care. Serve as a consultant in the development of standards of care and practice and as a consultant in the development of systems for monitoring the outcome of nursing practice. Greater than 125 FTE's. Pediatrics, Peds Day Surgery, Orthopedics, Medical Surgical, Oncology, outpatient infusion.
Liaison for the development of a satellite site for Children's Memorial Hospital at Lake Forest Hospital.

Managing costs by continually seeking data that will identify opportunities and take action to eliminate non-value costs. Assisting in planning new services that generate additional sources of profitable revenue. Establishing standards for nursing practices and maintain authority, accountability and responsibility for nursing services

Member of (NEC) Nursing Executive Committee in developing organizational patient care programs, policies and procedures that describe how nursing care is assessed, delivered and evaluated.

Provides leadership and oversight to develop, disseminate, and enculturate the forces of Magnetism into the culture at LFH. Participated in Magnet Status initiative through assessment and GAP Analysis of Magnet Forces and teambuilding for Magnet committee throughout patient care services.

Participates as a member of the (NEC), Nursing Executive Committee,(CLNC), Clinical Nurse leadership Council and Management Council to insure organizational visibility,
commitment and compliance with the Magnet forces on the Journey to Nursing Excellence; Participate in the creation and achievement of the nursing strategic plan; Act as the department head for nursing services when assigned by the (CNO), Chief Nursing Officer at LFH.

Support the development and maturation of the Nursing Shared Governance Model and

Participate directly as appropriate to insure the viability and efficacy of the program.

Implemented the ANA Scope and Standards of Practice and Code of Ethics for Nurses.

Participated in Magnet Status initiative through assessment and GAP Analysis of Magnet Forces and teambuilding for Magnet committee throughout patient care services.

Planned and designed a reconfiguration of nursing units to improve effectiveness in patient care and length of stay.
Served on Nursing Executive Council and Magnet Steering Committee, including Magnet Force Assessment Process.

Rush North Shore Medical Center, Skokie IL
Director Critical Care Services
2003 - 2006
Director for Surgical Intensive Care, Surgical Telemetry and Outpatient Cardiac Surveillance, Outpatient Cardiac & Pulmonary Rehab
Greater than 100 FTE's

Reduced costs of Agency by 343k within first twelve months in Critical Care
Participated in the planning and implementation of Performance Based Development System (PBDS) development and education for nursing staff in all specialties, including orientees and incumbents.

Restructured and staffed Surgical Intensive Care, going from a turnover rate of over 30 % to less than 5% with improved outcome measures during 2004.
Reduced Agency by 100k in surgical telemetry within first 12 months.
Implemented a weekend program within first 3 months, both units.
Implemented a "New Graduate program" for Critical Care.

Developed new CPT/APC codes for outpatient Cardiac Surveillance Unit with increased revenues of 120k in first twelve months.

Creating an environment that will encourage recruiting and retention of clinical employees.

Participated in Six Sigma methodology for organization-wide improvement initiative in the role of Change Agent.

Elmhurst Memorial Hospital, Elmhurst, IL    
Director, Emergency/Trauma Services
1997- 2001
Directed nursing care for a 19 bed, level II Trauma Center with annual patient visits of 45,000.  Budgetary responsibilities for Emergency and Trauma services and Occupational Health.  Managed 90 staff to include a Management team of 3 Clinical Coordinators, Trauma/EMS Coordinators, Injury Prevention Specialist, Clinical Psychiatric Nurse Liaison, Clinical Nurse Specialist and Unit Coordinator.  Served on the Trauma Advisory Board, Loyola University. 

Active on the following professional committees; MCHC City-Wide ED Hospital Committee, CAPES Mass Casualty Committee City-Wide Disaster, EMSC IDPH Loyola Pediatric Data Collection/Quality Assurance Task Force, Regional Trauma, Disaster and Safety, voting Member Trauma Advisory Board Loyola Medical Center, successful JCAHO survey

Developed the Injury Prevention Specialist and Clinical Psych Liaison Role
Self funded a $125,000 cardiac monitoring system which increased Emergency Department revenues

Managed the development of new Emergency Department facility charge codes, increasing revenues by $2million in one year. Redesigned the EMS/Trauma Coordinator role.

Increased EMS visits by 5% within 3 months with the development of a new customer service program with the EMS system.

Reduced monitoring budget of $40,000 within 1 year by developing new protocols for the use of pulse oximetry.

Developed an internal nursing reward and recognition team.
Developed a customer service staff initiative to maintain and exceed the Press Ganey customer satisfaction scores above the benchmark consistently for 1998/99.

Exceeded national norms for employee satisfaction scores consistently for 3 years.

Coordinator of the "Medical Services Committee" and Medical Service Team, for the 1999 PGA championship at the Medinah Country Club.
Site coordinator for the Lunar II project through Emergency Nurses Association.
Site coordinator for Point of Care cardiac enzymes in the ED.
Managed the process for the EDAP (emergency department approved for pediatrics) certification with recognition.

Children's Memorial Medical Center, Chicago, IL    
Clinical Nurse Manager, Emergency Department,
1994 - 1996
Directed all aspects of care for a level I pediatric trauma center.  Provided administrative leadership for 54 RN FTE, Annual visits, 48,000. Successful JCAHO survey.

Directed and monitored JCAHO QI processes.
Active participant on the hospitals guidance team committee for hospital restructuring.

Developed a customer focus with nursing, medical, and support departments.
Analyzed the work and staffing patterns of nurses and implemented a skill-mix which introduced the Emergency Care Partner program, resulting in a cost savings of $24,000 per FTE conversion.

Reduce delays in patient triage through a PI initiative.
Piloted a new patient care assignment system which improved patient flow and nurse satisfaction.

Evanston Hospital Corporation, Evanston, IL   
Continuity of Care Coordinator
1992-1994
This visible position identified specialty services that were high risk for managed care denials, worked collaboratively with physicians and managed care companies to reduce length of stay, continued length of stay options, and alternative admission and discharge planning.

Performed objective improvement and risk management reviews of patient care
Analyzed the utilization of hospital admissions for appropriateness.
Identified areas that were high risk for managed care denials and developed an educational plan with staff and physicians.

Supported the primary nursing model by assisting nurses in providing discharge planning services for an assigned patient case load.

Highland Park Hospital, Highland Park, IL    
Charge/Staff Nurse, Emergency Room
1983-1992

Consulting

2005 - Perdeim, AMFS (American Forensics' Specialist) Legal Nurse Consultant
2006 - Present, Independent Contractor, MMGLegal Nurse Consultant, Plaintiff & Defense

Professional Organizations

AONE (American Organization of Nurse Executive)
AALNC (American Association of Legal Nurse Consultants)
ANA (American Nurses Association)
IONL (Illinois Nurses Association
MONE (Michigan Organization of Nurse Executives)
NAON (National Association of Orthopedic Nurses)

Grants

Emergency Medical Services for Children (EMSC) $3,000.00 for Pals program
Emergency Nurses Association (ENA) $1,500.00 for crisis management program

Publications

Available upon request.