• Heads the OR Team in the Upgrade of OR Boom Project. Maintains the full efficiency of 6ORs even during the construction time. Ensuring different services are able to complete tasks safely and according to schedule.
• Leads the OR Team in improving the Surgical Metrics. Increased operating room efficiency from 36% (2014) to 74.6% (2015); decreasing unnecessary staff overtime and patient and staff satisfaction. Surgical Cancellation rates improved from the 17.3% (2014) to 4.8% (2015). Utilization is improved and maintained between 70-75% utilization in the midst of constructions in the OR.
• Heads the Greenbelt project, “Culture of Improvement: Improving Surgical Timeliness”. Ms Fernandez presents clear understanding of the surgical flow …show more content…
To attain this, she actively take part in the recruitment, selection, and re-assignment of staff. She welcomes staff seeking light duty assignment by providing comprehensive job offer and completing a one-on-one discussion with the staff clarifying expectations and detailed roles in the OR. She also encourages staff to be part of the recruitment and selection process. Surgical Techs are tapped to sit as panel during the interview for the surgical tech position. Surgeons commend the improvement of the team work and how the new staffs are adapting well in the group.
• Designed the Operating Room staffing methodology, utilizing the ONS and AORN Staffing Guidelines. Utilized shared governance in reevaluating and redesigning proper staffing. The implementation leads to impressive improvement on surgical utilization and decrease in scheduled late cases.
• The Operating Room was able to increase Surgical Utilization, rooms supported from 4 rooms to 6, improving access to surgical patients. Overtime is controlled in accordance to patient care. Displays organizational forecasting ability and intuitive insights to ensure smooth flow of Operating room cases to warrant proper and timely coverage of surgery. This resulted to completion of most surgical cases within the operational surgical hours and decreases unnecessary …show more content…
Serves on the CCI Committee as an expert panel/consultant in the formulation of the CSSM exam bank questions.
• Speaker for the AORN Chapter Educational Session. Presentation is titled “Thriving through Surgical Excellence: 5S in the OR”. The presentation highlights to the participants how WPB VAMC Surgical Team improves surgical metrics through working as a highly efficient team.
• Article Contributor: Article is published in Johnson & Johnson’s “The Next Shift” special journal edition; printed during the Nurse‘s Week 2015 celebration.
• Takes feedback to heart and strives to improve relationship with staff and AFGE. Her ability and willingness to listen sincerely before reaching a decision gains the trust and coordination among her staff and AFGE. Ms Fernandez presents a highly positive role model. She serves as one of the Board Member for the local AORN Chapter and serves as Ambassador during the OR Manager Conference.
E.5. Results
• Leads the OR Team in improving the Surgical Metrics. Increased operating room efficiency from 36% (2014) to 74.6% (2015); decreasing unnecessary staff overtime and patient and staff satisfaction. Surgical Cancellation rates improved from the 17.3% (2014) to 4.8% (2015). Utilization is improved and maintained between 70-75% utilization in the midst of constructions in the OR.
• Heads the Greenbelt project, “Culture of Improvement: Improving Surgical Timeliness”. Ms Fernandez presents clear understanding of the surgical flow …show more content…
To attain this, she actively take part in the recruitment, selection, and re-assignment of staff. She welcomes staff seeking light duty assignment by providing comprehensive job offer and completing a one-on-one discussion with the staff clarifying expectations and detailed roles in the OR. She also encourages staff to be part of the recruitment and selection process. Surgical Techs are tapped to sit as panel during the interview for the surgical tech position. Surgeons commend the improvement of the team work and how the new staffs are adapting well in the group.
• Designed the Operating Room staffing methodology, utilizing the ONS and AORN Staffing Guidelines. Utilized shared governance in reevaluating and redesigning proper staffing. The implementation leads to impressive improvement on surgical utilization and decrease in scheduled late cases.
• The Operating Room was able to increase Surgical Utilization, rooms supported from 4 rooms to 6, improving access to surgical patients. Overtime is controlled in accordance to patient care. Displays organizational forecasting ability and intuitive insights to ensure smooth flow of Operating room cases to warrant proper and timely coverage of surgery. This resulted to completion of most surgical cases within the operational surgical hours and decreases unnecessary …show more content…
Serves on the CCI Committee as an expert panel/consultant in the formulation of the CSSM exam bank questions.
• Speaker for the AORN Chapter Educational Session. Presentation is titled “Thriving through Surgical Excellence: 5S in the OR”. The presentation highlights to the participants how WPB VAMC Surgical Team improves surgical metrics through working as a highly efficient team.
• Article Contributor: Article is published in Johnson & Johnson’s “The Next Shift” special journal edition; printed during the Nurse‘s Week 2015 celebration.
• Takes feedback to heart and strives to improve relationship with staff and AFGE. Her ability and willingness to listen sincerely before reaching a decision gains the trust and coordination among her staff and AFGE. Ms Fernandez presents a highly positive role model. She serves as one of the Board Member for the local AORN Chapter and serves as Ambassador during the OR Manager Conference.
E.5. Results