Jody K. Reyes, Fache, Msba, Bsn Email & Phone Number

Iowa City, Ia, Us

Iowa City, Iowa, Us

Hershey, Pa, Us

Reporting to the Medical Center President, responsible for optimizing operations, driving performance and quality through accountability & a continuous improvement culture across hospital & provider-based ambulatory clinics. A key leader in strategy, capital planning, marketing, legal/risk management/compliance, medical staff relations and recruitment, program integration, and board management.Advances strategic plan in support of tripartite mission on a $2.7B net patient revenue academic medical center. Shared P&L responsibility for 33K discharges, 77K ED visits, 27K surgeries, 1.3M outpatient visits & 60 solid organ transplants annually. FY23 Outcomes: 217M net operating margin or 8.2%, 2.15 Case Mix Index, and Vizient Quality & Accountability rank of 14 out of 116 Comprehensive AMCs, improving from rank of 42. Accountable for 5000 employees across 21 College of Medicine (COM) clinical departments and the following AMC departments: Pharmacy, Radiology, Laboratories, Facilities & Environment of Care, Patient Experience, Therapies, EMS (30 ambulances and four helicopters), Environmental & Nutrition Service and four service lines: Children’s Hospital, Oncology, Heart & Vascular and Solid-Organ Transplant.

Charlottesville, Virginia, Us

Reporting to hospital CEO, led ~ 3500 FTE team, responsible for optimizing operations, efficient care delivery, and exceptional quality across 1.9B safety-net hospitals and clinics enterprise.Operational leader with P&L accountability for the following AMC departments: Perioperative Services, SPD, Radiology, Laboratories, Pharmacy, Therapies, Post-Acute & Home Health, Long Term Acute Care Hospital (LTACH), Patient Experience, Occupational Health, Clinical Engineering, Housekeeping & Nutrition Services, Facilities & Environment of Care, Safety & Security, Parking and Patient/Equipment Transport, Emergency Management & Medical Transport Network (6 ambulances & 1 helicopter). Facilitated systems-thinking and effective communication across the matrixed health system to promote strong financial health & operational performance; 700M total operating expense budget and $103M in operating income on more than 1M+ ambulatory visits, 30K inpatient discharges, 69K ED visits, 2000 deliveries & 31K operations. Supported organizational growth strategy focused on the expansion of ambulatory footprint and transition to value-based care models supported by population health management capabilities and driven by a standard methodology.

Charlottesville, Virginia, Us

Reporting directly to Chief Executive Officer, provides oversight of the Medical Center’s 11 service lines [Digestive Health, Heart & Vascular, Medical Subspecialties, Musculoskeletal, Neuroscience, Oncology, Ophthalmology, Primary Care, Surgical Subspecialties, Transplant and Women’s & Children’s], patient access, supply chain and facilities. Provides oversight and guidance for more than 3600 FTE’s, fostering a culture for teams to deliver on safety, operational, quality, financial and patient experience, across inpatient, ambulatory, procedural and post-acute services. Provides transparent leadership promoting improved financial & operational performance across Service Lines, accountable for 1.4B annual operating expense budget, 103M in operating income on more than 1M ambulatory visits, 30K inpatient discharges, 69K ED visits, and 2K deliveries. Responsible for planning, organizing, directing, and monitoring the longer term strategic plan of the service lines. Collaboratively partners with senior leadership and medical staff to oversee the operational and clinical management functions of this organization.

Charlottesville, Virginia, Us

Directly reporting to Chief Operating Officer, responsible for operational, strategic & programmatic initiatives across the Oncology Service Line, to include ambulatory clinics, radiation oncology, infusion centers, integrated community oncology network, inpatient units, focused ultrasound,cancer registry and supportive care & out reach programs, with 24/7 accountability.Enables multidisciplinary disease teams across clinical and academic environments to advancestrategic priorities. Provides leadership for ~380 personnel, ensuring successful execution of quality and clinical operations. Responsible for 65M annual operating expense budget, 57M in operating income; generated a 21% favorable margin for academic locations & 32.3% favorable margin for community oncology network in a 30% private payer-mix environment.Provides leadership and guidance to operational teams in delivery of efficient, effective and fiscally responsible oncology programs and services; 67,100 outpatient visits, 80,000 infusions, 20,500 radiation-oncology visits and 125 blood and marrow transplants annually. Enabled infusion volume growth of 117%, and outpatient volume growth of 52% from FY13–FY17 through cost, quality and process(re)design. Partnering with Cancer Center physician leaders & School of Medicine colleagues, responsible for development & successful execution of oncology strategic plan with the following objectives: position UVA to achieve NCI Designated Comprehensive Cancer status in 2020, integrate, standardize and optimize community oncology network and Cancer Center operations to function as a single system while enhancing UVA’s Cancer Center reputation and positioning the serviceline for future growth.

Charlottesville, Va, Us

The University of Virginia School of Nursing is part of the UVA Health System. UVA’s graduate nursing programs are ranked in the nation’s top three percent, according to 2016’s US News Best Graduate Schools. Provides learners with opportunities to acquire knowledge and practice in leadership and management using varied teaching methods. Directs, manages and evaluates student learning, predominately in the MSN and CNL graduate programs. Supports and navigates the learner through the integration of theory and practice, specific to the academic activities and level of the learner.

Duarte, Ca, Us

City of Hope is a 185-bed stand-alone NCI designated Comprehensive Cancer Center and a founding member of the National Comprehensive Cancer Network, recognized for its compassionate patient care, innovative science and translational research.Member of the nursing leadership team; provided strategic leadership and vision to the Hem/HCT program, which continues to lead the field as one of the world’s largest and most successful blood and marrow transplant centers. Managed the organizational infrastructure to support ~550 transplant patients per year, leading a clinical and administrative team of more than 400 personnel and responsible for a total operating budget of $38mil. Developed and implemented programs and systems to meet the department and divisional objectives, consistent with City of Hope’s philosophy, mission, vision and strategic plan. Responsible for facilitation, direction and coordination of operational and quality activities for 108 inpatient beds, across 4 separate inpatient units, having 24/7 accountability. In collaboration with the Medical Chair for the Department of Hematology/HCT and other medical program leaders, collaboratively developed and executed the vision for all phases of the clinical transplant program. Ensured a regional and national nursing presence within various professional organizations such as the Oncology Nursing Society, American Society for Blood and Marrow Transplantation, National Marrow Donor Program and Association of Nurse Executives.

San Diego, Ca, Us

UC San Diego Health System is a 505-bed Level 1 Trauma Center, with the only Regional Burn Center and the region’s only NCI-Designated Comprehensive Cancer Center. Reported directly to the Chief Nursing Officer; responsible for over 160 FTE’s and an annual budget of 13mil at this NCI Comprehensive Cancer Center. As a member of the nursing executive team, provided transformation leadership, clinical and administrative oversight. Responsible for the nursing care delivered in the following areas: Procedure Suite, Multi-Specialty Clinic, outpatient BMT program, Infusion Center(s), Radiation-Oncology, Palliative Care and inpatient BMT. Patient volumes include 36,000 outpatient visits/year, 30,000 infusion visits/year and 130 blood and marrow transplants/year Promoted a professional practice environment allowing physicians, nurses and other team members to continuously improve patient care and clinical outcomes. Directly responsible for the translation of the nursing philosophy, policies & procedures and clinical objectives into an operational plan. Consistently demonstrated a strong commitment to the nursing profession and promoted the qualities of a Magnet institution.

Washington, Dc, Us

Naval Medical Center San Diego (NMCSD) is a Navy medical treatment facility, providing medical care in a family-centered care environment to operational forces, their families, and veterans. The medical center is a major training facility associated with the Uniformed Services University of Health Sciences, and maintains affiliation with the University of California, San Diego, Children's Hospital and Health Center, and Scripps Clinic and Research Foundation in La Jolla, CA.Inpatient Clinical Nurse Manager: Identified clinical expert in Hematology – Oncology nursing practice, selected for promotion as the Nurse Manager for a 24-bed inpatient oncology and specialty surgery unit, directly managing 42 professional and paraprofessional personnel of which >65% of RN staff had less than 2 years of clinical nursing experience. Set the vision for unit activities, focused on awareness of nurse-sensitive indicators, adherence to practice standards and quality improvement of care delivered. Ambulatory Clinical Nurse Manager: clinical oversight in the ambulatory setting, to include a 16-chair Ambulatory Infusion Center. Patient volumes include 15,000 visits/year. Directly led a multidisciplinary team of 40 professional and paraprofessional staff. Consistently promoted and ensured safe and appropriate nursing care within a professional role-based framework, supporting the philosophy and mission of the Nursing Department and Navy Medicine. Consistently interacted and collaborated with members of the inpatient and outpatient multidisciplinary health care team. Initiated and coordinated weekly interdisciplinary Patient Care Conferences for the review of the more complex cases within the Department. Ensured cost containment through collaboration with the institution’s supply and budgeting program. Identified continued education needs vital to the delivery of quality patient care across the healthcare continuum.

Washington, Dc, Us

Active Duty from June 1999 – May 2004Duty Stations: Camp Lejeune Naval Hospital – Jacksonville, NC Naval Medical Center San Diego – San Diego, CA Deployment: Operation Iraqi Freedom – Baghdad Iraq, February 2003 – June 2003

Master Of Business Administration & Management - Msba

Bsn, Nursing

High School Diploma