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New Adventure in Crystal River Fl @ Seven Rivers Regional Medical Center.

Taking on the challenge of Directing the EVS department for a HCA facility. Along with 5 ½ years of personal EVS/Patient transport experience and the help of the Assistant Director (Tim Jobe), Supervisor (Stephanie Distasio)and the great EVS Team here at St Pete we will be taking on the task of taking St Pete General to the next level of cleanliness. Working together as a Team and using HHS’s AWARE and Hospitality 101 programs we will continually push ourselves to exceed the expectations of our patients and family members that enter into our facility. Our goal as the EVS department is to provide each patient with a clean and safe environment to help in their speedy recovery.Accountability starts at the top, I plan on holding myself and managers to a high standard to help increase our HCAPHS scores to among the highest in the company. To move us from good to great we will be following the basics of managing (Team Work, Managing on the floor, Accountability, Rewarding the doers and having FUN).I’m looking forward to the challenges and with the Great leadership and staffing here at St Petersburg General and the partnership with HHS we will LEAD THE CHARGE!!

Lead and Direct 3 Assistant Directors and 2 Supervisors to follow HHS programs in a 300+ bed facility with a 4.5 mil budget, to insure the hospital meets and exceeds customer satisfaction. Train Managers to Implement and follow HHS programs to also meet and exceed The Joint Commission’s and CSM expectations. Work closely with Infection Prevention to decreas infections and to implement new ideas and best practices.

As a HHS EVS Diector I utilize the tools and systems to help inprove patient satisfaction. We provide a clean and safe environment for out patients and their family members to help in the healing process. Using Team Work and Accountibility we hold ours to a higher standard.

Day to Day operations for the Internal Transport Department at Johnson City Medical Center, Johnson City Tn. The Transport department is currently staffed with 41 Team Members to include full time, part time and PRN positions. I am responsible for the interviewing/hiring process, budget management from ordering supplies to daily man hour accountability, Team building relationships with all internal department Clinical leaders and Directors. When beginning this quest the department was running an average transport time of 18.5 min, during the last year we have decreased this time by 1 min and currently working to continue decreasing this by another minute. Every minute saved by transport getting the patient to their procedure in a timely manner adds revenue to the hospital. Every min you have an X-Ray, CT scanner, Nuc Med scanner, Radiation Therapy Scanner, or any other type of diagnostic equipment sitting idle means that much long the patient has to wait on what their diagnosis is and what treatment is needed to help them get well.

My leadership and coaching skills have proven valuable to our costumer and patient satisfaction for the past four years. In 2007 our patient satisfaction for housekeeping was in the low 50 % range, our room turnaround time was at an average of 120 minutes and our Team Member turnover rate was at 300% +. In our first year we increased patient satisfaction to the 70% range, room turnaround time to 90 min and our Team Member turnover rate dropped to under 200%. During our second and third year we increased patient satisfaction to the upper 80% range, room turnaround time to less than 65 min and our Team Member turnover to fewer than 100%. These changes have help potentially increased our revenue by 1.2 million annually.I currently hold Director of Internal Patient Transportation position. Upon taken this position we have increased patient satisfaction from the lower 80 % to 90 % on a goal of 91%. We have decreased the average transport time from 19 minutes to 17 minutes. These changes have potentially increased revenue by $500,000 annually To meet the strict guide lines of The Joint Commissions I use leadership, mentoring and coaching to provide guidance to shift Managers and staff to ensure the highest level of cleanliness, quality, and service is achieved and maintained through Team Work and high expectations. Maintain housekeeping PL of over $1,000,000 and an Internal Transport PL of over $850,000.Lead, coach and develop Managers in the processes to maintain a high level of cleanliness in assigned areas.Set and exceed departmental goals to reach the highest level of costumer and patient satisfaction.Hold Managers to a strict level of accountability for cleanliness and customer satisfaction in their assigned areas or responsibility. Visit other sites within the company to help with training new Managers in customer service, managing budgets, floor care, patient satisfaction and all other aspects of administration as needed.

•Created Machine shop standardized individual training for CNC (computerized pneumatic control) machinery. •Help set up Company wide standardized training using Train the Trainer program. •Responsible for training 120 + Team Members in ISO 9001 TS 16949 Automotive Industry Quality measures. •Train Team Members on CNC lathes and drills also Kawasaki and Fanuc robots. •Used Power Point to create training presentations, used “Adobe Primer Video Editing Program” to create in-house safety and individual training videos. •Implemented 5s using Dr. Gwendolyn Galsworth"s "Visual Workplace Instructor Guide; and the Visual Workplace/Visual Video System.

Served in 1st and 54th Inf. Bamburg Germany. Made Rank of Specialist, earned 2 Army Achievment Awards. Also Served in 24th Inf Ft.Stewart Ga.