Joy Macdonald Msc, Bed, Bsc, Ccrn Email & Phone Number

Melbourne, Vic, Au

Melbourne, Australia

Melbourne, Australia

Melbourne, Australia

Richmond, Melbourne, Australia

As Performance Improvement Project Manager a key focus is to implement change business improvement and process redesign projects in line with board strategic objectives to enhance service provision using Lean principles.- Delivered pilot and flagship projects for Patient Experience Strategy and Board priorities

Western Health, Melbourne

Western Health comprises 3 acute public hospitals: Footscray, Sunshine and Williamstown. It also operates the Sunbury Day Hospital and a transition Care Program at Hazeldean in Williamstown. It provides a comprehensive range of services ranging from acute tertiary services in areas of medicine, intensive care, medical and surgical services, through to sub acute care and specialist ambulatory clinics for the aged, adult, paediatric and newborn babies. Responsible for leading: Quality Improvement and Redesign Program; Incident Management; Patient Safety; Patient Experience and Consumer Liaison Services. Provided strategy, leadership and guidance to the Board, Executive Services, Divisions and local areas / wards in the prioritisation, development, delivery and evaluation of targeted quality improvement initiatives. Provided strategic direction for: quality improvement; incident management; adverse event reporting; complaints management; interpreting legislation policies and procedures relating to the governance agenda.

Oxford, United Kingdom

Oxford University Hospitals is one of the largest NHS teaching trusts in the UK, with over 11,000 staff, over 4 hospital sites. The name reflects a formal partnership with the University of Oxford and a commitment to being a sustainable and innovative academic health science organisation. It provides care through over 90 clinical specialties and each year carries out over 800,000 outpatient appointments, 220,000 admissions for treatment and delivers over 8,500 babies. The annual turnover is over £780 million. Website: http://www.ouh.nhs.ukResponsible for: leading the trust in achieving the strategic goals set out in its Quality Strategy and Quality Governance Framework; interpreting legislation policies and procedures relating to the governance agenda and patient care; ensuring the governance agenda and other priorities are delivered in line with the trusts objectives for Quality Governance and Assurance.

Oxford, United Kingdom

Oxford University Hospitals is one of the largest NHS teaching trusts in the UK, with over 11,000 staff, over 4 hospital sites. The name reflects a formal partnership with the University of Oxford and a commitment to being a sustainable and innovative academic health science organisation. It provides care through over 90 clinical specialties and each year carries out over 800,000 outpatient appointments, 220,000 admissions for treatment and delivers over 8,500 babies. The annual turnover is over £780 million. Provided leadership and development skills to implement performance / service improvements projects; provide education to all staff on ‘fresh eyes’ and lean processing; Undertake and facilitate departments to undertake service redesign to improve quality of care for patients; introduce a ‘sustainability’ approach to project management.

Melbourne, Australia

Responsible for ensuring the hospital obtained the highest standard of accreditation through ACHS by undertaking a gap analysis of the organisation and facilitating projects to ensure compliance. Key aspects of this role included: prioritizing and planning tasks based on an understanding of the broader policy and standard; using the regulatory framework effectively to ensure resolution of issues and subsequent improvements; resolution of customer complaints and the implementation of staff or consumer feedback.

Intensive Care

Key Achievements:Designed, Developed and Implemented of a new 12-bed Intensive Care Unit, including the trial and purchasing of all new equipment whilst, consecutively recruiting and managing staff in the old unit which remained fully functional. Significantly reduced agency costs by increasing staffing - by 2004 there were no staff vacancies for ICU and there was a waiting list.

Intensive Care

Critical Care Division

Master Of Science - Ms, Health And Social Care Management / Major - Lean Methodology And Project Management, (Distinction)

Masters of Health and Social Care Management

Lean Facilitator Course

Lean Processing,

Bachelor Of Education - Bed

Bachelor Of Science - Bs

Certificate, Hyperbaric Nursing

Critical Care Certificate / Cardiac Intensive Care

Certificate Of Nursing, Registered Nursing/Registered Nurse

Studied Nursing