Margaret "Maggie" Conklin Email & Phone Number

Burlington, Colorado, United States

As Senior Leader evaluated, developed and implemented Nursing Department Structure, recruitment and retention plans put in pace, redesigned staffing and scheduling with guidelines to assure adequate and equitable staffing, redesigned patient flow, provision of quality services, Policies and procedures revised and job descriptions developed utilizing evidence based thought processes. Transitioned Home Health and Hospice program to a service line of the rural clinics department.

Oakdale, California, United States

Provided focused leadership for Clinical Services during COVID census and staffing surges. Priority focus was provision of leadership on assuring adequate staffing, equipment and supplies while developing leadership and improving quality measures. Preparation for imminent JCAHO survey provided.

Bangor, Maine, United States

Provided leadership for Nursing Department with focus on improving clinical efficiencies, decreasing dependency on temporary staff, improving HCAHPS, improving the Perioperative Program efficiency , quality and leadership development. Development of system Professional Practice Model and Shared Governance with System CNO.

Mishawaka, Indiana, United States

Consultant to the CEO in preparation for change in ownership, transition to a boutique surgical facility in a for profit setting with expected dramatic increase in volumes. Conducted assessment of clinical leadership and their departments, quality of clinical services, throughput and fiscal effectiveness. Provided an assessment with improvement strategies required for a successful transition.

Longmont, Colorado

Varied

Virginia

Greensboro, Nc

Leader for operations, program development, human resources, financial and quality of care for a three unit, 45 bed, 70 fte Inpatient Oncology and Palliative Care Department. • Reduced department and work force resulting from decreased census; Palliative Care 10 beds, Inpatient Oncology 14 beds, 40fte. • Decreased LOS 1.5 days from goal and previous year.• Met Quality Improvement Goals; Falls decreased by 50% from FY 2014, CLABSI reduced to 1, CAUTI none.• Improved Patient Satisfaction to 90% of comparison group.• Met ED throughput goal of 45 minutes from bed request to patient on inpatient unit • Met OAS COPD Gold goal

Greensboro, Nc

Senior leader for strategic, operational, financial, human resource and service quality of the Nursing Department and Long Term Care Program.•Developed and implemented Case Management Model of Care, Orientation Pathway, Call Center and Hospice Nurse Residency.•Improved patient/family perception through LEAN project with DME vendor and medical facility.•Increased MD and Long Term Care referrals.•Improved HPCG patient throughput for hospital admissions

Greensboro/Winston-Salem, North Carolina Area

Leader for the operational, financial and quality of patient care for the Nursing Division, and Cardiopulmonary services at Forsyth Medical Center (FMC), a 960 bed tertiary referral medical facility, 1570 fte. • Improved patient throughput: Real time Demand Capacity, ED time from request for inpatient bed to leaving ED decreased 4 hours to 1 hour • Implemented High Census Plan successfully during peak seasons• Standardized System wide WEO and 12 hr schedules - $6M savings • Nursing Units (50) - 80% @ $/workload productivity goal • Employee Satisfaction: 94% Excellent rating • Customer Satisfaction with Nursing: >75% Excellent rating

Winston Salem, Nc

Accountable for the clinical operations of SLCWH, a high volume, high risk Tertiary referral Center affiliated with WFU Medical School. (7000 deliveries/year, 58 bed/1235 pt.days NICU, 815 GYN surgeries) Focus on Clinical Improvement, patient, physician and staff satisfaction, financial viability, patient throughput, regulatory compliance, strategic and program development. Departments include IV NICU, Labor and Delivery, Mother Baby Unit, Nursery, Pediatrics, Lactation, Gynecology, High Risk Antepartum and Sick Child Day Care. • Improved patient throughput and work processes of the Service Line: L&D triage, inductions, MBU Couplet care, C/S, NICU admissions, NICU Kangaroo Care. • Drove financial, quality improvements to goal including patient and MD satisfaction • Spearheaded multidisciplinary group improvements: inductions per IHI standards and C/S decision to incision in <30 min.• Reduced vacancy rate 18% to <5%.• Successful Project Management of Women's Services North Tower construction and renovation of east, west and south wings. Unit moves: NICU, L&D, Pediatrics, GYN Unit, MBU, Nurseries

Chesapeake, Va

Executive leader for delivery of safe, fiscally efficient ($25M), effective, quality patient care in a 310 bed acute care facility. 459 fte. Departments included; 12 nursing units in the area of medical-surgical nursing, intensive care, maternal child services, women's services, med-psych, pastoral care, radiation oncology services, nursing education, outpatient psychiatric adult day care. • Nursing leadership restructure. Implemented Shared Governance. • Patient throughput improvement process design. • Executive team drove back- to-budget plan ($8M reduction).

Chesapeake, Va

Leader for Women’s Service Line; Level II Perinatal Program, Women's Medical/Surgical, Pediatrics/Medical Surgical units and House Supervisor/Staff Resource Pool. (170fte)• Developed Women's Services product line, branding and its integration across the enterprise. • Drove improvements for patient throughput; ED/OR inpatient admission delays, patient transfers and discharges and OB patient emergency management.• Spearheaded ten unit renovations and women’s resource center within timeline and budget• Drove efficiencies in staffing and supply costs• Increased MD and patient loyalty.

Mph Health Administration

Bsn, Professional Nursing