Elizabeth Jurcik, Mha (She/Her) Email & Phone Number

Seattle, Wa, Us

Remote

Renton, Wa

Strategic leader responsible for workforce strategy and planning initiatives for 119,000 caregivers working at over 51 hospitals and 829 clinics, serving five million unique patients• Developed the strategy, goals, and enablers of workforce planning within the Providence St. Joseph Health system including technology platforms, processes, key partnerships, and workforce planning capabilities• Scoped workforce planning needs across the health system, selected, and implemented supporting software platforms to create a centralized source for workforce planning and total cost of workforce metrics• Worked with executive human resources partners to obtain buy-in for workforce planning and commitment for field human resources to support and enhance the planning process• Gained commitment from finance partners to tie the annual financial headcount planning process to operational need to reduce the disparity between budget and actuals• Led system-wide reduction in force risk assessments and mitigation resulting in redistribution and retention of over 1,000 caregivers during a period of high financial pressure• Managed a team of workforce program managers dedicated to helping create scenarios to assist in planning for future growth and reductions, and helping operationalize key human resources initiatives to reduce turnover and the total cost of workforce• Created and launched a proactive recruiting strategy to hire based on expected vacancy with a 90% accuracy rate, saving upwards of $50M annually based on reduced premium labor expenses

Lead analyst responsible for creating and integration of multiple strategic Training and Compliance InitiativesMain strategic partner with Boeing Commercial Airplanes Operations integrating employee performance metrics into training flow and design* Multi-site and business unit integration and dashboard creation to show high-risk production process compliance issues with predictive scenarios and modeling resulting in targeted workforce improvements• Zero FAA findings during production certification audit• Functional for all levels of employees from executive to non-management* Tier 3 Metrics that Matter design and implementation highlighting employee performance of learned skills post training* Quality data trend feedback loop for Operations curriculum practical focus based on manufacturing, program, type and area analysis

Everett, Washington

• Lead analyst responsible for multiple Boeing Commercial Airplanes strategic Operations Workforce improvement initiatives• Project leader for strategic functional skills management developmento Continuously work with key business partners to define and measure pain points using Lean methodologieso Created and implemented standard roles and responsibilities for 10 different functions to facilitate standard work packages and expectationso Based on customer insights, defined, hired and on boarded employees into a new support role to drive strategic direction and standardization into functional skills management• Strategic staffing forecasting stabilization and improvement initiative leado Performed gap and parametric analysis based on historical operations staffing forecasting performanceo Identified and measured key improvement opportunities and created initial project objectives, goals, work breakdown and timelineo Partnering with Industrial Engineering and Finance to identify ideal state baselines based on historical performanceo Managing project IT infrastructure requirements to create a one-stop visual scoreboard for leadership to identify staffing risks and opportunities based on real-time performance

Everett, Wa

• Responsibilities included the creation and deployment of program-wide Foreign Object Debris (FOD) and Tool Control policy and strategy• Designed and implemented a successful phase-approached plan for higher compliance standards throughout the entire aircraft build process to prepare for the manufacturing of the KC46-A Airforce Tanker • Researched and piloted technology solutions for enhanced tool traceability which were adopted by all programs in the Everett facility• Zero FAA Findings or Letter of Investigations during tenure in position• Led process improvement efforts to reduce FOD during the drilling processo 92% reduction in FOD escapements • Full management responsibilities for up to 6 team members

Greater Seattle Area

Created strategy and implementation for Lean deployment in Interiors Responsibility Center Engineering department• Education and training plans• Lead process improvement and value stream mapping workshops

Managed all contract related issues for two large hospital systems (28 hospitals total)o Reduced pricing discrepancies by 57%o Worked closely with outside vendors to increase customer savings by $245k annually* Lead a multi-vendor Price Parity project for a 23-hospital system o Successfully negotiated contract tier leveling with 9 vendors for system-wide pricingo Annualized savings of $400k on project based on level tierso Managed the in-house price leveling project for an increase in Medline items purchased and decreased pricing for the customer * Implemented eight hospitals into Medline Distribution accounts worth $75M annuallyo Negotiated contract terms with vendors and tier levelso 99% completion and accuracy rate on Day 1 of launch o Managed paper flow and pricing approval rates to meet strict deadlines and go-live

• Promoted into position based on success of previous functions• Successfully redesigned the Probate Customer Service department and reduced costs by $3.1M annually using the DMAIC modelo Identified pain points by customer interviews and fishbone exerciseso Utilized SAS to perform analytics to validate and quantify process pain pointso Worked closely with senior management and operations field management to create customer-focused solutions to identified pain points throughout the Probate departmento Successfully implemented two large multi-departmental projects based on process pain points Created project proposals, work breakdown structures, identified risks and impact mitigation plans Created data sets from multiple sources for key performance indicator analytics Designed and ran daily dashboards to ensure process stayed in control

• Increased product retention while managing Protection Product Customer Retentiono Gained cooperation between two individual departments towards identified corporate goalso Reduced customer service defects by creating and tracking new key performance indicators o Successfully implemented a new performance measures and integrated them to an online platformo Standardized call listening evaluations and call flow to ensure call quality

Masters Of Healthcare Administration, 4.0 / 4.0

Ba, International Business And Diplomatic Studies

Education record

Study abroad 2002-2003