Deborah Jones

• Led and coached case managers, which contributed to the achievement of magnet status
• Ensures cost effective and quality patient care by appropriate utilization of resources
• Provides direction to staff, which may include Outside Utilization, Extended Care, Bed Placement, Discharge Planning, Transportation, and others as assigned
• Assist staff in reducing our average length of stay in rounds by discussing any discharge barriers to ensure that our patients have a safe, appropriate, and timely discharge plan
• FMC has remained consistent with being at the top spot for readmission in reduction performance in SCAL
• Our Patient Day Rate (PDR) has improved -8.39% from December 2022 to December 2023
• Utilizing our alternative programs, such as AMACH and ECAH has assisted in reducing our PDR
• Created and implemented outlines for staff to utilize when rounding face-to-face with their physicians to ensure that they are gathering the pertinent information regarding their patients discharge plan
• In addition, created another outline for the case managers to utilize to ensure that they are knowledgeable regarding their patients when reporting during the CWD rounds
• These outlines were implemented to ensure that our patients have a safe, appropriate, and timely discharge plan
• Co-Lead of the Mobility Work Group. I collaborate with nursing leaders, physical therapists, and physicians to ensure that our patients are getting up to sit or walk. This group was created to aid in ensuring that our patients are being mobilized while in the hospital to prevent them from being discharged to a skilled nursing facility
• Implemented the mobility tool to assess our patients’ mobility level
• This tool was piloted at Fontana Medical Center and then implemented at the Ontario Medical Center
• The outcome is that this tool is being utilized on the units to improve our patient’s mobility
• Co-Lead of the Hospitalists and Case Managers’ Huddle Improvement Project
• Implemented case manager and Hospitalist daily face-to-face in-person rounding and implemented the CWD newsletter that is distributed monthly
• Implemented in-person rounds on Thursdays and Fridays with hospitalists, case managers, and the interdisciplinary team. These rounds have assisted in reducing our length of stay and have aided in building a relationship between the hospitalists and case managers
• Significant improvement from April 2023-September 2023 in my people pulse scores. I was asked to be a mentor to managers who have received low scores
• I have increased my engagement score by 6 points compared to my last score in March
• My engagement score is higher than the average score in Southern California
• A 100 % of my staff completed their people pulse survey
• In all of the categories in the people pulse, I improved my score as high as 8 points than was scored in March.

• Perform UR and discharge planning to assist patients who are on Medical Surgical, Oncology, ICU, Geriatrics, Pediatrics, and Orthopedic units
• Utilize this position to keep myself informed of other trends in case management to improve my FMC team’s performance
• Participated in performance improvement projects/processes and other duties as assigned
• Chosen as a preceptor for new employees in my department.
• Created strategies to help clients reach their goals through self-advocacy skills training.

• Successfully managed a team of 40, which included clinical nurses, assistant nurse managers, and patient care technicians on the Medical Surgical unit in a 70-bed hospital
• Developed a mentorship program for newly hired assistant nurse managers, and mentored charge and clinical nurses
• Through collaboration with my nursing staff and nursing leaders my departments HCAHPS scores significantly improved from 30% to 70% by implementing hourly rounding.
• Promoted a positive work environment through effective communication with staff members.

· Managed a team 90, which was composed of clinical registered nurses and patient care technicians in a 751-bed facility.

· Coached and trained staff how to care for patients on the Pulmonary Hypertension and Cystic Fibrosis unit.

Implemented hourly rounding, which improved our HCAHPS scores

• Worked together with patients and their families to facilitate discharge planning
• Collaborated closely with social workers and to ensure that home health, SNF, or DME was ordered for our patients when discharged
• Led daily rounds with physician and interdisciplinary team on the Pulmonary Hypertension and Cystic Fibrosis unit.

• Performed Discharge planning and Utilization review on Medical Surgical and Orthopedic unit in a 60-bed facility
• Chosen as a preceptor for new employees in my department.

• Cared for patient who have been diagnose with 6 months or less to lives to ensure that they are comfortable and are receiving quality end of life care
• Provided symptom management, educated families regarding the dying process, and provided support of comfort.

• Developed the curriculum for training new employees during their orientation and employment
• Chosen as a preceptor for new employees in my department.

• Provided individualized care based on each patient unique needs focusing on their comfort and quality of life
• Served as a committee member of the Labor/Management Partnership
• Chosen as a preceptor for new employees in my department.

• Worked as a circulating nurse for Urology, Vascular, Colorectal, Thoracic, Robotic Prostatectomy, and Kidney Transplants in a 266-bed facility
• This facility has 12 operating rooms suites
• Assisted the anesthesiologist with positioning the patient for intubation.

• Chosen as a Charge nurse that houses 40 operating room suites
• Worked as a circulating nurse for Urology, Vascular, Colorectal, Thoracic, Robotic Prostatectomy, and Kidney Transplants in a 915-bed facility
• Chosen as the lead preceptor for new employees in the operating room

• Performed my nursing duties, which entailed nursing head to toe assessments, administered medication safely utilizing nursing principles, and performing real time documentation.