Trusted with administrative oversight and direction of Emergency Preparedness/Security, Endoscopy, Engineering, Environmental Services, Food and Nutrition Services, Imaging, Patient Transportation and large capital construction projects for the 297 bed facility.• Primary leader of senior administrative stoplight report for review and continual monitoring of equipment and project escalated through quarterly senior leader rounds.• Project leader of large capital construction projects for the 1.2 million square foot facility.• Corner in-field construction project in preparation for 35-bed expansion• 17th operating room activation for 6th DaVinci Xi robot• Newborn nursery modernization• Outpatient C/MRI at Brain and Spine Center • Launch of 5-bed inpatient addition to orthopedic unit, which supports Mother-Infant unit.• Established Code Cart Committee to standardize and create efficient processes for both hospital campuses.• Co-chairman of the facility linen committee to implement processes to decrease facility linen loss and drive cost savings.• Continual collaborate with quality department to achieve recognition of The Joint Commission reaccreditation, disease specific reaccreditations for Stroke Rehabilitation, Hip and Knee, Brain Tumor, and achievement of Leapfrog Safety Score of A.

Aligned under the supervision of the Associate Director of Patient Care Services (CNO) provides leadership and managerial support to the Clinical Practice Office. Develops strategic planning initiatives, goals and objectives for healthcare delivery, performance improvement, purchased care, utilization management, and financial solvency throughout the medical center.Responsibilities include supervision of administrative support team (5) along with evaluation of office programs for efficiency and productivity that report to the ADPCS, to include; Nursing Practice, Sterile Processing Service (SPS), Social Work Service (inclusive of the Homeless Program) and Chaplain Service. Duties include but are not limited to supervisory authorities and responsibilities involving work assignments and reviews of the administrative and personnel management functions. Ensures administrative compliance of nursing Professional Standards Boards (NPSB) for the Medical Center's nursing staff, Nursing Assistants, LVNs, and APRN (approximately 2300 staff);Maintains and improves systems of delivering health care by developing better programs and policies, improving utilization of resources, and designing and overseeing needed changes. Directs administrative functions of the CPO, including budget and fiscal management, human resource management, strategic planning and program management and evaluation. Monitors contractual obligations weekly to ensure that budgets are met or on track to be solvent. Directs training throughout the hospital concerning all clinical access and flow programs, as well as special programs requested by Senior Management, VISN, or Central Office.

The Care in The Community Program encompasses the 200 patient Contract Nursing Homes, Community Care Dental Program, Contract Dialysis, Intravenous Home Infusion. Institutional Care, Non-Institutional Care, and Authorization & Accounts Service (Customer Service & Program Accounting). Working in tandem with the Nurse Executive (Director), I am charged with coordinating, directing and performing all administrative functions associated with the strategic planning, human resources management, budget and financial management through office support services (>$110m Budget), document control, logistics and a variety of related administrative matters in support of the Care in The Community program. As the Deputy Director, I am entrusted with effectively implementing and managing the Care in the Community (CITC) / Non-VA Care Coordination (NVCC) programs inclusive of the Transfer Center to ensure compliance with national guidelines, regionally negotiated contracts and local sharing agreements. In this role, I provide managerial oversight to the Management Program Analyst who manages the programs Medical Support Assistants (10) and the Supervisory Management Analyst who is aligned over the programs Customer Service Liaison (2) and Budget Analyst.

Entrusted as a subject matter expert for answering customer inquiries regarding Nike apparel, sportswear, footwear and services. Daily assisting consumers to locate items, recommend suitable products, organizing merchandise on the sales floor, and assembling in-store displays. As a part-time lead in men's footwear, I assisted in the stock, set-up and organization of footwear while also performing cashier duties as needed.

Administrative Officer for Nursing, Specialty and Hospital Based Services (S&HBS) at the VA Palo Alto Health Care System. I collaborate daily with the Chief Nurse for the service as well as the 7 Nurse Managers and 2 Supervisors for each of the inpatient units to ensure integrated goals and priorities for the service are met. S&HBS encompasses 423 predominantly clinical full-time staff working in both inpatient and outpatient areas. The service directly supports Medicine, Surgery, Med-Surg ICU, Intermediate ICU, Case Management, Off-Tour Nurse Supervisors as well as the Emergency Department.

Aligned within the oversight of the facilities Deputy Medical Center Director (COO), as Supervisory Medical Administrative Specialist (Administrative Director) I served as the primary resource for non-VA purchased care and was responsible for the day to day operations of the Non VA Care Service Line (Fee Basis), Transfer Center and the Diagnostic Referral Center (DRC) by providing direction and managerial oversight to the Claims Assistants, Clerks, Program Coordinators and Nurses involved with its functionality. As DRC Manager, I was responsible for instituting and evaluating the processes which assist the clinical staff in the evaluation and analysis of all transfer requests for Veterans requiring care at the Michael E DeBakey VA Medical Center across the 10 hospital region of VISN 16.

• Obtained vital management experience during 12-month rotation to ensure clinic access, efficiency and management of facility performance goals were executed across multiple services in an academic medical center. Completed administrative Detail as Director of Business Operations (12/27-6/01/2011), Clinic Manager at Beaumont Outpatient Clinic (11/01-12/20/2010), Administrator for Inpatient Medicine Care Line (9/27-10/29/2010) • Implemented Standard Operating Procedures. Completed response to Congressional and informal action items. Developed business partnerships and coordinated tracking and response for annual performance measures. • Prepared strategic plan for Emergency Department and Outpatient Clinic to be incorporated into Medicine Care Lines goals and objectives to include staffing methodology, equipment acquisitions, budgeting and space requirements.

Worked daily with the executive leadership at the Louis Stokes VA Medical Center in an effort to receive extensive field experience through a 12-month administrative residency. The position provides firsthand knowledge of the operational, administrative and strategic issues of concern to senior management. The residency also allows me to apply the theories, concepts, principles and skills learned in the didactic portion of my graduate education to an operational environment under the guidance of a preceptor, who is the Medical Center's Director.

Entrusted with the responsibilities of registering trauma patients with little or no information in order to expedite carePerformed insurance analysis and payment planning for ER visits to efficiently manage patient access.Protected the integrity of confidential, privileged patient information in accordance with HIPAAServed as a member of the Scheduling Committee to review all policies pertaining to ESR staff members and evaluate the Holiday Scheduling Process for the calender year 2009.

Given the opportunity to work in tandem with Medical Operations to implement change that assists in improving clinical services. Common goals for improving services include; improving hospital throughput by placing patients in the right bed at the right time and improving physician, patient, employee, and EMS experience of sending patients to the Cleveland Clinic.

• Appointed with special projects and other administrative duties that afforded the opportunity to work independently• Assisted in the planning of Cyber Security Week in order to re-enforce the importance of safety throughout the Dayton VA campus • Analyzed the Compensation & Pension Program and Contracting Department Review and made recommendations to Executive Leadership• Assisted in Preparation 2007 Employee Opportunities Handbook for the Dayton VA MC with collaboration of the Human Resources and Employee Benefits Departments

Worked in tandem with staff under the direction of the Program Manager to handle the day-to-day operations of the Xavier Univeristy Executive MBA program. Tasks included filing, administrative tracking and individual assistance to the students of the program were regular duties while serving in this capacity as an undergraduate student.

As an intern to the health centers Senior Management I assisted with daily administrative duties as well as various special projects. Those of most significance include the planning, fundraising and execution of the centers annual summer health fair and the 100 Men Cooking Event. I assisted in grant writing projects for nearly $300,000 in operational funding and lead an initiative that decreased patient wait time from 17 to 8 minutes by expediting routine exams and employing the services of a provider for medication re-fills if diagnoses had been received prior to patients visit. My final project included utilization of light duty and administrative staff who made daily calls, coupled with negotiated updates at the check-in of patients which lead to the update of information in over 100 patient paper medical records to prepare for the transition to an electronic medical record system.