Lisa Sprague Email and Phone Number

Responsible for strategic planning/growth/development, performance improvement and quality management of Neuroscience services in all Sutter facilities north of the Bay.

Exemplary management of daily unit operations including but not limited to human and physical/environmental resource utilization. Consistently demonstrated fiscal responsibility by effectively meeting and or exceeding defined budgetary targets while promoting the quality, safety and integrity of the nurse/patient experience.Served as one of OHSU’s Program Facilitator in the “Releasing Time to Care (RT2C): The Productive Ward” International Initiative brought forth through NHS Institute for Innovation and Improvement.The TICU is the first ICU to engage and implement the Productive Ward in Oregon and Nation•Selected by the CNO to serve on the Magnet Steering Committee with the Directors of Professional Practice, Director of Magnet and Quality and the CNO. Served as Cohort leader responsible for directing and facilitating a group of 20 OHSU leaders in the completion of their Magnet chapters. Served as Writing Captain responsible for producing the final draft of the Transformational Leadership (TL) domain of the Magnet ApplicationEffectively increased staff engagement in Organizational and Community activities through the regeneration of the Unit Based Nurse Practice Council (UBNPC) and the addition of the professional practice task force team – responsible for promoting the nursing profession organizationally, locally and nationally.Spear-headed the following with support of the professional task force team:- AACN’s Beacon Award application- The Productive Ward- TICU Open Visitation with daily family conference- Development of a Concussion Education Program for Coaches and Athletes- Incorporation of Maureen O’Rourk’es Professional Practice Model into TICU nursing- Epic EMR – Bar code medication administration task force• Selected by the CNO to serve as OHSU Leadership Representative on the Rewards and Recognition Task force – a team created as a result of a mandate between ONA and OHSU Executive team agreed upon during contract negotiations

Independant Nurse Leadership Consultant Specializing in: - Workforce develpment- Nursing Professional Practice - Stabilization of Operations - financeProject Management - Using Lean and Six Sigma - Service line growth - Neuro, CV, CT and Ortho - Center of Excellence Certifications - Magnet preparation and writing - Patient satisfaction program development using my extensive knowledge/experience with * Walt Disney * Studer Group, * Planetree Principles * TCAB

Currently stabilizing workforce and financial disposition of the ICUDeveloping and implementing critical care standard operating protocols in the area of balloon pump management, electrolyte replacement and glycemic control protocolsImplementing an Organizational Shared Governance model including unit based practice councilor structures - go live date: January 2010Assisting organization with Joint Commission primary stroke center designation including development of order sets, nursing education and timeline requirements per "Get with the guidelines" requirements.

Successfully recruited for and filled 21.8 FTE's within 6 months of hire - all positions filled had an average length of time to fill that exceeded 120 days Engaged staff in the concept team and unit ownership through a mutually created vision; resulting in 18% increase in HCAHPS' nurse response domain. Facilitated the unit transformation through team building, customer service standards and multi-disciplinary reward and recognition strategies resulting in increased collaboration and collegial communication practices within the care team Successfully navigated through joint commission re-certification for primary stroke center designation; served as co-chair with the Neurology Physician, and executive team on Stroke recertification strategic planning: audit tool development, Epic platform design to assist in NIH stroke scale and dysphagia tool development and educational blitz to staff within the Neuro Institute and medical floors.Successfully implemented a flexible staffing model that reduced unscheduled time off (UPTO) by 26% - 133hrs = 3.3 FTE's per month Strategically managed human and physical resources producing a 13% YTD FY09; 29% profitability over YTD FY08 comparison Selected by Neuro Physician and Executive team to create the Neurological Institute's Strategic Goals for FY 2010 - includes quality, financial, operations and patient / staff satisfaction metrics. Active involvement in research projects as a research assistant and primary researcher. Experienced in writing research proposals and the process of approval by IRB Co-chaired Process Improvement Task Force team that resulted in the reduction of are patient falls from 6.1/10000 patient days to 2.1/1000 patient days - less than the national average

Decreased 63% RN vacancy rate to 0% by the 6th month of employment. Decreased an 18% attrition rate to 4% by end of fiscal year Facilitated staff engagement and financial productivity through the incorporation of flexible staffing and shift sharing options that resulted in 12% decrease in unscheduled paid time off (UPTO) days increasing staff productivity to 98% Developed and implemented a Student Nurse Apprentice program (SNAP) to assist Senior level Nursing students as they transition from student to RN; program resulted in the ability to decrease new Graduate RN Orientation an average of 2.5 weeks; an average financial saving of $2112 per GN Collaborated with Physicians and the Executive team to facilitate the creation of the Neuro Step-Down unit: created order sets, scope of service development, nursing standard operating procedures (SOP's) and staff education including advanced hemodynamic monitoring, SA drain management Implemented best practice customer service initiatives -founded on the principles of Studer and Walt Disney; achieved patient satisfaction ratings at or above the 88th percentile four months post implementation; results sustained for 13 consecutive months.

Strategically analyzed and revamped Charge Master in the Outpatient Infusion Center improve charge capture consistent with Medicare guidelines Successfully captured lost revenue and finished fiscal year 11% under budget. Designed and implemented a growth plan within the Infusion Therapy Center that resulted in an increase in patient volumes on average 40% Patient Satisfaction results one month post implementation rose to 98th percentile as was maintained monthly throughout my tenure. Created a business plan to expand the Neuro-Spine spine service line growth in collaboration with Neuro and Orthopedic Surgeons including development of a multi-disciplinary Spine Center Business Model2003 - 2004 Director of Nursing Operations Directly reported to

Intense involvement in the strategic planning of operations including but not limited to: scope of service, policy and procedure development and quality metric protocols to measure regulatory compliance with Joint Commission and CMS Established financial targets and unit operational budgets based on market analysis and benchmark data Developed job descriptions and qualification standards for multitude of disciplines including Nursing, Educator, Advanced Practitioner, Respiratory Therapists, and Surgical Technicians. Hired and assisted in the training of employees including the Nurse Managers, Supervisors, Educator and bedside staff. Created and implemented standard operating procedures (SOP) to manage the cardiac compromised patient including CHF exacerbation management and the use of cardiac assistive devices: LVAD and IABP Created and implemented standard operating procedures (SOP) for the pre-intra-and post operative care of the Coronary Artery Bypass Graft patient including but not limited to electrolyte replacement, auto-transfusion, respiratory and hemodynamic management protocols Created and implemented post cardiac catheterization protocols including the femoral artery assessment, the use of internal closure devices - Perclose and Starr Educated Physician and Nursing staff on ATLS protocols; Critical Care Unit Total Beds: 16

Achieved expertise in the care of the complex critically ill patient in the Cardio-thoracic surgery , Neuro-surgery, Surgery, Medical and Trauma disciplines Supervisory role including staffing, admitting, triage and transfer of patients Assisted with maintaining unit budget and educational competency requirements Assisted in the development of critical pathways, policies and procedures, and quality management activities to assist in the maintenance of Regulatory Compliance * Advanced critical care knowledge base through advanced trauma training including 1000 hours in-flight critical care transport training on fixed and roto wing air ambulances. Performed CNA/Phlebotomist duties