Dr. Audriana Pevec, DNP, RN, CNL, CCRN-K

James A. Haley Hospital is a 415-bed Level 1 facility and academic teaching institute. Section comprised of six (6) medical-surgical, four (4) intensive care units, case management, wound care, and vascular access nurses. Share supervisory responsibility for 460 employees and 20 managers. Responsible for all nursing-related aspects of care, staff development, professional practices, delivery of quality care, staffing allocations, patient experience, regulatory compliance, resource and financial management.

Selected Accomplishments:

• Demonstrated the ability to lead sustained change as co-chair for Organizational Patient Safety Forums. The workgroup continues to show growth and adaptation by other services over the past two years. Outcomes exceeded Medical Directors goal of 2,000 safety reports for FY23 and FY24. FY24 data indicates a 44% increase in patient safety reporting over the last two years.
• Supported and provided oversight of nursing-led initiatives for Watchman and TAVER programs. Reduced need to outsource procedures with program implementation. Supported and monitored CICU, and cardiac step-down unit program commitments. Outcomes include: 100% of staff educated on procedure, patient management, and validation of staff competencies, including an approximated cost saving of $1.6 million in organizational revenue.
• Work closely with physician leaders, program directors, and service directors to develop strategies to deliver safe, high-quality care. Collaborated with the Quali-tea workgroup; reviewed 24 initiatives with defined outcomes to improve clinical care, safety processes, and care efficiencies.
• Led staffing methodology reviews for all acute care units. Conduct reviews annually, and after the New Bed Tower (NBT) transition, to evaluate unit changes and bed capacity modifications in response to the acute care remodeling project to convert all rooms to single-patient rooms. This resulted in maintaining a bed capacity of 196.
• Led NPSB board dissolution initiatives with the Chief Nurse. Conducted reviews for promotional-eligible staff in accordance with ONS guidelines. Resulted in a 100% review of all Title 38s, 40 promotions, and 21 advancements to the next step and grade. A review of 138 employees missed NPSB actions, which led to the right alignment of performance appraisals and 13 promotions under old standards.
• Led disaster planning efforts for Hurricane Helene and Milton. Provided guidance to unit leaders and staff regarding emergency management strategies for services prior to, during, and after hurricanes. Collaborated with incident command, optimized bed expansion, and staffing resources. Provided solutions to accommodate Bay Pine patients' and staff evacuations. Collaborated with NOD and NEC during patient transfers to maintain patient safety.
• Participated in several Mihalik, OIG, and Joint Commission surveys. Survey findings are used to identify opportunities for improvement. Managed efforts to create, implement, and monitor action item goals. Tampa NBT was awarded the Gold Seal of Accreditation from the Joint Commission. Award signifies provider level of care and safety exceeds national standards.
• Collaborated with logistics to address national supply shortages, and concerns regarding low volume, low stock, or unavailable supplies. This resulted in the distribution of HBI lists for the review of back-ordered items. Teams channel created to communicate backordered items, and find product substitutions, and/or contingency planning.
• Led organizational planning efforts for a scheduled server upgrade/shutdown. Prepared the clinical team, evaluated staffing resources, and worked with other services to evaluate risks by conducting mock simulations. Efforts resulted in a successful server upgrade without major incidents.
• Accountable for compliance with VA directives, led, facilitated, and collaborated with other services, managers to develop action plans. Workgroup efforts include ACLS certification of all nurses working on tele-capable units, and improving acute care compliance with PMDB disruptive behavior training for all clinical staff.
• Demonstrated fiscal stewardship and effective resource management strategies to improve clinical efficiencies and regulatory compliance. Initiatives include. Multi-use pack to single-use electrode packets, and conversion to individual/single-use ultrasound packets. Resulted in reduced supply costs and improved infection control measures.
• Strengthened collegial relationships between Cambridge University, the private sector, USF, and other local nursing schools, VISIN, and VA healthcare facilities within and outside of VISIN 8.
• Served as a mentor, providing expert guidance and feedback to promote professional development and understanding of organizational operations. Conducted quarterly reviews with managers to develop administrative and clinical competencies, and addressed professional goals at the individual and service levels. Fostered transparent communication to address concerns and plans for moving specific unit goals forward.
• Establish and maintain effective relationships with all levels of medical center personnel, customers, families, and community partners.
• Utilize High Reliability Organization Concepts to drive personal/employee performance and engagement. Initiated Unit Data Boards to reflect current metrics and promoted participation in facility-wide Green and Yellow Belt projects. Resulted in reduced costs for nutrition pantries, stocked supplies, missed medications, code response and 5S projects throughout.
• Served as Chair for Tampa Triangle Patient Transport Flow Project, an HRO Director led project
• Develop and maintain relationships with other services to improve coordination and delivery of high-quality, efficient care, and resource optimization. Projects include: bed mattress analysis, optimization of VOCERA alerts/notifications, fall mats/walkers, and nurse call announcer purchases.
• Prioritize SAIL and performance metrics, connecting leaders and frontline staff to unit goals. Inpatient flu measures at 94% exceeded national and VISN 8 by 8%. Global Measures (ORYX) at 85.3%, exceeding both National and VISN 8 measures. Tampa rated 90% compliant on global measures for FY24 Q3-Q4, surpassing the national rate of 81%.
• Engage in leadership rounding, encouraging collaboration, teamwork, and communication. Conduct huddles, debriefs, and after-action reviews.
• Hold employees accountable for appropriate levels of performance and conduct. Partner with union and human resource departments regarding personnel actions
• Provide coverage for the Chief Nurse during times of absence. Served as Acting Chief Nurse from June to September 2024. Responsible for managing the full scope of clinical and administrative responsibilities.

The VHA-operated program is dedicated to providing clinical resources enterprise-wide and consists of an internal clinical resource pool. The goal of the program is to maintain patient care quality and safety. Detail focused on program evaluation and the development of key elements for onboarding and staff development.

Selected Accomplishments:

• Directly collaborated with the Director of the Travel Nurse Corps, ONS, and focused on TNC program development and nurse onboarding processes.
• Developed a Competency Assessment Program for the TNC nurses to include initial staff assessment, ongoing, and annual competency assessments, and training.
• Developed a TNC Nurse Handbook, inclusive of programmatic resources, presented in a single resource.
• Collaborated with the ONS Director of Innovation, ONS Program Analyst, Chief Health Informatics, ONS Associate Director, and Trilogy IT Department to create a dedicated SharePoint site and onboarding and competency Power BI tracking app.
• Partnered with the Trilogy IT Department; developed an advanced data tracking algorithm for the orientation pathway and the completion of onboarding tasks.
• Served as the liaison and project lead for the Travel Nurse Core SharePoint site development.
• Developed a site template and executed TNC online resources, educational, and program needs.

• Executed strategic planning and leadership across nursing team and acute care services in delivery of nursing care excellence aligned with hospital and government standards and regulations
• Participated on multiple multidisciplinary committees identifying and addressing system and process inefficiencies in support of policy reform and process improvements across the organization
• Collaborated with MICU medical director serving as ICU committee Co-Chair to standardize delivery and continuity of care within critical care service
• Routinely evaluated safety, risks, and compliance with core measures, policies, and procedures
• Drove emergency preparedness during unit conversion to a dedicated COVID-ICU, facilitated appropriate education pertaining to evidence-based practices, leading and supporting staff in process of adapting to evolving needs of expanded patient population
• Supported VA investigative research programs for Sabizabulin, Remdesivir and convalescent plasma COVID-19 treatment programs
• Provided supportive nursing services regarding the delivery and collection of research data focused on evaluating the effectiveness of treatments to improve symptoms and patient outcomes for COVID positive patients
• Expanded opportunities for process improvements and standardization of evidence-based care across nursing services and organization in partnership with cross-functional hospital services
• Utilized lean six sigma practices serving as accomplished change management agent, leading teams in quality and process improvement efforts focused on maximizing growth and development of highest quality patient care services
• Analyzed, evaluated, and made changes to organizational policies supporting nursing practice
• Expert nurse during black belt project
• Workgroup created data dashboard using data analytic methods to identify high risk for delirium patients
• Efforts resulted in standardization of care, policy, and decreased incidence of delirium and secondary impacts
• ICU representative for Operations Planning Project Team Charter
• Provided oversight and planning for JAHVA New Bed Tower
• Interacted with project teams and provided expert advice and insight regarding clinical operations important for new design build
• Utilized NDNQI, IPEC, SAIL, and AES survey results to measure patient and staff satisfaction, encouraged staff participation to lead change
• MICU AES responses indicated an 80% overall rating for Best Place to Work, surpassing Tampa rates by 6% and VISIN scores by 7%
• Maximized team effectiveness through focus on staff and unit development, ensured appropriate staffing levels, impactfully improved quality of care delivery and performance metrics

• Selected and served as Acting Assistant Chief Nurse for SCI services
• Worked in collaboration with Chief Nursing Officer (CNO), providing oversight to 250+ employees, six inpatient units, three outpatient clinics, and eight management officials
• Assist CNO with planning, organizing, developing, and directing overall operations of Spinal Cord Nursing Departments
• Covered CNO during periods of time off
• Led staff to ensure the delivery of the highest degree of patient care in accordance with regulations established by the medical center, Centers for Medicare & Medicaid, and Paralyzed Veteran Association

• Leader of MICU nursing team ensuring highest quality coverage and continuity for staff, patients, and organizational relations
• Fostered culture of professional staff development focused on continuous performance improvement
• Performed staffing allocation and labor relations, training, and guiding team in delivery of quality patient care
• Collaborated on development of strategies to improve hospital processes to enhance operations and ensure safety across the organization
• Built solid relationships with union partners through ensuring fair and equitable labor practices
• Reduced operational costs by promoting cost effective care while maintaining highest quality

• Promoted to dual leadership role in support of growth and development of the critical care unit, sustainment of a safe and healthy work environment, and utilization of expertise to facilitate best practices in nursing care
• Expertly motivated staff in continuous development, supporting individual and organizational growth

• Demonstrated reliable leadership for a 27-bed medical unit utilizing management principles to direct daily clinical operations and staff, consistently meeting quality performance measures
• Developed strategies focused on efficiency and delivery of high-quality care for RN’s, LPN’s, and NA’s
• Oversaw staffing resources, admissions, evaluations, and discharges promoting interdisciplinary collaboration to promote efficiency, quality, productivity, and safety to ensure positive patient outcomes
• Developed strategies to continuously improve efficiency and quality of nursing care, collaborating with healthcare professionals, significantly enhancing patient experience

• Delivered exceptional nursing care as a Bachelors-prepared RN and Board-Certified Pain Resource nurse focused on developing trust-based patient relations through compassionate and informative care, promoting positive outcomes
• Strategically identified and analyzed issues and concerns in management of staffing resources, ensuring continuity in care
• Collaborated on action plans to continuously meet performance metrics