Dennis Lake Email and Phone Number

Promotion reflecting the complex work within the medical group administration supporting hospital based services.

Assists the Medical Group Administrator and the physician leadership team in aligning and mobilizing people and activities to achieve TPMG strategy of Total Performance to include operational excellence, joy and meaning in work, and exceptional care experience. In the absence of the MGA, may assume the MGA role and oversee day-to-day operations, including rounds throughout the facility.Assists the medical center leadership team in ensuring the execution of Northern California's strategy in the areas of quality, service, people, efficiency, reputation, and growth. Provides leadership and oversight for all TPMG hospital-based operations including, the ED, Lab, Radiology, HBS, and the Continuum of care. Extensive inpatient operations.Works with a large physician group practice managing through influence and collaboration. Acts as an administrative liaison and resource for department heads, managers, chiefs of service, and assistant physicians-in-chief to achieve performance excellence.Supports the MGA in working with the chiefs of service and department managers in setting and achieving each department's respective operational accountabilities, including quality, finance, access, service, and integration across the medical center. Accountabilities will entail both direct line management and project management responsibilities. May have specific administrative oversight in the following focus areas: labor management partnership, workplace safety, regulatory and compliance, capital and space planning, community and government relations, budgeting, and fiscal management, etc.

The Chief Nurse Executive (CNE) provides direction, leadership, planning, organization and general management for all aspects of patient care within the medical center. The CNE ensures integration of services and compliance with long-range objectives and strategies, including the provision of excellent quality services and responsible fiscal management. This role provides strategic leadership as the patient care executive responsible for the professional practice of nursing and other designated patient care services. The Chief Nurse Executive has oversight for the professional practice of nursing and the provision of nursing care in all licensed and surveyable areas of the medical center. Oversight is defined as having responsibility for regulatory, quality, service, resources, nursing staff competency and evaluation of the overall delivery of patient care. This role represents the professional practice of nursing and clinical provision of care as a member of the medical center executive leadership team, the medical executive committee and other medical staff committees. The Chief Nurse Executive will role model and embed into practice the following: The Kaiser Permanente Mission and Vision, The Kaiser Permanente Nursing Professional Practice Model, The Kaiser Permanente Nursing Vision, The Kaiser Permanente Cross Regional Nursing Strategic and Operational Plan, American Organization of Nurse Executives Nurse Executive Competencies, American Nurses Association’s Nursing Administration Scope and Standards of Practice, American Nurses Association’s Code of Ethics for Nurses, ANCC Magnet ® Framework: Transformational Leadership; Structural Empowerment; Exemplary Professional Practice; New Knowledge, Innovations and Improvements; and Empirical Outcomes.

Direct operations for 111 in-patient adult and pediatric licensed beds including 30 ICU, 21 Step-down and 60 Telemetry beds.Participate and lead collaborative quality teams to improve nursing quality outcomes, decrease re-admissions, enhance patient satisfaction, and promote hospital throughput and utilization management.Lead multidisciplinary quality teams to promote outcome improvement in pain management, stroke certification, skin management, diabetes management, and fall prevention.Regional co-chair for regional peer group Medical Surgical, Telemetry, Oncology and Critical Care specialties that service fourteen SCAL Kaiser Permanente Foundation hospitals. Continuous preparedness to maintain Joint Commission and regulatory standards of participation.

Direct operations for 182 in-patient adult and pediatric licensed beds including ICU, Step-down, Medical Surgical and oncology services.Direct operations for nursing payroll, house supervision and staffing offices.Participate and lead collaborative quality teams to decrease re-admissions, medication safety, enhance patient satisfaction, and promote hospital throughput and utilization management.Lead multidisciplinary quality teams to promote outcome improvement in pain management, stroke certification, skin management, diabetes management, and fall prevention.Lead and mentor six managers, house management staff, payroll manager and staffing coordinators to promote quality outcomes and optimal performance.Developing and implementing regional and local projects such as Nurse Knowledge Exchange Plus and professional practice model including Relationship Based Care.Continuous preparedness to maintain Joint Commission standards of participation.

Responsible for opening a new 12-bed Neurological Intensive Care department, equipment selection, unit policy and team recruitment.Consistent achievement of the 99th percentile patient satisfaction.Structured unit governance programs for employee involvement and achieved Gallop 4.46 employee engagement.Team collaboration to identify and plan new service ventures, policy, and nursing competencies.

Responsible for management of a 12 bed Emergency Room and a 16 bed Medical/Surgical ICU, including approximately 70 Budgeted FTE’s. Responsibilities include: Rapid Response Team, Code Blue Review Team, and County EMS and Disaster Liaison.Brought ER and ICU back to budget within three months.Completed state mandated improvements in competence and quality in the Emergency Room and achieved all standards of participation for CMS.Leading a leadership team to build a clinical ladder, job descriptions, specific house wide requirements, and evaluation tools for RN’s in a union environment.

Responsible for management of a 40 bed Surgical ICU, including 170 Budgeted FTE’s and gross revenue budget of $52 million.Completed the Henry Ford Health System Leadership Academy in 2006.Achieved consistent 99th percentile rankings in patient satisfaction since 2007.Achieved top quartile performance in the category of “participation with decision making” in the NDQI satisfaction survey.Achieved 18-34% gains in every area of the employee culture surveys noting the areas of job satisfaction, training and development, work support, customer service and quality, employee involvement and a 41% increase in immediate manager satisfaction.Facilitator and chair of the HFH Nurse Manager Forum. Achieving establishment of a charter, yearly goals, meeting ground rules and healthy work environment principles.Participant in system projects such as the West Bloomfield Hospital design, West Pavilion Vertical Expansion, iMDsoft RFP process and selection, I6 reconstruction, LVAD and Solid Organ Transplant certification, Trauma re-certification, ECG monitor review and selection, bedside dialysis (CVVH) education and standards.

Responsible for a 15 bed Medical surgical ICU and a 32 bed Telemetry Unit.Created a critical care resource unit.Planning team for a 50-60 bed Progressive Care Unit.System projects such as "Code of Conduct" and "Nursing Clinical Ladder" programs.

Patient Management for cadeveric heart and lung transplant care including referral, transplant, and post transplant phases.Multidiciplinary selection, review and quality measures.UNOS reporting compliance.

Management of pediatric and adult cadeveric heart transplant patients including referral, transplant and post-transplant phases.Monthly multidiciplinary review and selection.

Managed care for critically ill pediatric and adult cardiothoracic surgery patients.Preceptor and committee contributions

Supervision of a 20 bed medical intensive care unit.Managed critically ill patients in a Surgical/Trauma ICU including complex care such as CVVH and ECMO.

Supervised 16 employees on the evening shift of a telemetry unit.Planning, hiring, firing, disciplinary and budget functions.Cared for patients in the medical/surgical ICU and emergency room.