Melissa Grant

• Currently supporting the Intensive Care Unit and Administrative Representatives.
• Participated in network and entity-wide nursing leadership teams and shared governance councils to align nursing practice and standardize best practices across the system.
• Established short-term goals within budget constraints and contributed to long-range strategic planning for staffing, materials, and financial resources
• Ensured continuous adherence to nursing professional practice standards, regulatory requirements, and accreditation guidelines across 24/7 operations
• Led clinical operations to enhance patient care and optimize departmental efficiency.
• Analyzed patient outcomes data to identify areas for improvement in service delivery.
• Received Silver Beacon Award from AACN
• 488 days since last CAUTI, 416 days since last C.Diff, 155 days since last CLABSI
• RN turnover 12.4% rolling 12 months
• Leader Index of 4.80 for the 2025 Employee Engagement Survey

• Supported the Observation Unit, Rapid Admission Unit (RAU), Central Monitoring Unit (CMU), Administrative Representatives, 43 licensed beds, 150 staff members
• Enhanced patient outcomes by leading multidisciplinary clinical teams.
• Continued high performing staff engagement scores in 2024 OBS 4.56, RAU 4.34, CMU 3.76, and Admin Reps 4.52.
• Direct day-to-day administrative and operational functions for 200 bed facility, providing guidance and leadership to over 150 employees across 4 departments.
• Provided strategic direction for clinical outcomes, aligning them with organizational goals.
• In 2024, achieving the second lowest length of stay (LOS) in HonorHealth for the Observation Unit at 34.7 hours with 5,740 encounters.
• Developed protocols to streamline clinical operation with physician providers, ensuring compliance with regulation -example reducing LOS in Observation Unit
• Oversaw budget management for clinical departments, optimizing financial performance.
• Facilitated collaboration among clinical staff to enhance interdisciplinary communication
• Implemented evidence-based practices to improve treatment efficacy.
• Developed the First Rapid Admission Unit in HonorHealth to help streamline throughput and decrease discharge times.
• Collaborated with stakeholders to design and implement strategic clinical initiatives - development of flowmaster role in high patient volumes to help reduce Emergency Room hold times and left without treatment (LWOTS).
• Developed and maintained clinical policies and procedures for consistent service delivery.
• Interim Clinical Director of Emergency Room and Trauma Program - 36 bed, Level I trauma program
• Mentored staff members through professional development opportunities, fostering a culture of continuous learning and growth - currently have 5 registered nurses preparing for certification exams this year.
• Cultivated a positive organizational culture that supported employee engagement, teamwork, open communication, ethical behavior, accountability.
• Developed and maintained strong interdisciplinary team collaboration to ensure optimal patient outcomes.

• Supported Progressive Coronary Care Unit, Central Monitoring Unit, Adult Observation, Clinical Decision Unit,and Administrative Representatives, 75 licensed beds, 208 staff members
• Interacted effectively with clinical staff and patients by using active listening and interpersonal
• Improved employee engagement scores for 2022 across all departments over 2021 scores. OBS/CDU 4.01 to 4.46 (top performing unit in the Network) , PCCU 3.89 to 4.05, CMU 3.80 to 4.32
• Monitored, analyzed, and corrected staff performance and worked with nursing supervisor to raise standards of practice.
• Identified nurses' and staff training needs and devised training programs to close gaps. example - implementation of IMCU beds to support CCU and hospital throughput.
• Developed and implemented strategic plans enabling Deer Valley to meet budgetary and quality assurance goals.
• Direct day-to-day administrative and operational functions for 200-bed facility, providing guidance and leadership to over 200 employees across 5 departments.
• Administrative Representatives transferred as direct reports in August 2023.
• Proven ability to develop and implement creative solutions to complex problems - establishing turn teams to decrease HAPI's on PCCU
• Passionate about learning and committed to increasing certified nurses
• Demonstrated respect, friendliness and willingness to help wherever needed
• Cultivated interpersonal skills by building positive relationships with others
• Early adoption of Rauland's 5 and Jabber phones
• Operationalized opening Clinical Decision Unit as overflow, able to staff utilizing core staff
• Set up Facebook groups for clinical units to improve communication, provide education, and support to the team
• Established professional governance, executive sponsor, of first ever night shift council

• Supported Progressive Coronary Care Unit, Central Monitoring Unit, and Adult Observation, 60 licensed beds, 180 staff members
• Interacted effectively with all stakeholders, including clinical staff and patients by using active listening and interpersonal skills with daily rounding.
• Developed, implemented, revised, and evaluated policies and procedures.
• Identified nurses' and staff training needs and devised training programs to close gaps - collaborated with educator to design cardiovascular service line pocket guide - chest tubes, cardiovascular medications/drips, arrhythmias/treatments, and pacemakers
• Recruited, hired, and trained all staff, providing direct supervision, ongoing staff development, and continuing education to employees.
• Successfully opened Observation Unit in 10/18 after being assigned to Observation Unit 5 months prior to opening. Operational implementation of the care delivery model supporting ambulatory service line.
• Coached and trained newly hired employees so that each understood the job responsibilities and requirements of an Observation Unit

• Supported 5E Trauma and 5W Elective surgery, 55 beds, 80 employees
• Advancing enhancement of staff engagement scores: 2017 = 5.30 (82nd percentile) from 2016 of 5.18 (67th percentile) and initial 2015 staff engagement scores of 4.93 (36th percentile) through the utilization of servant leadership, shared governance and active listening skills
• Remain on and under budget target for WHUPOS (i.e. currently 1.46% under) while providing telemetry and surgical post-operative care education along with empathic communication training associated with Honor Excellence
• Post-pilot unit for Honor Excellence Unit - coaching and mentoring staff to increase patient satisfaction, nursing communication and responsiveness
  
• Monitor, maintain and exceed productivity and clinical metrics to ensure all inpatient and organizational expectations are met
  
• Iso internal auditor - network-wide
  
• Developed collaborative physician (i.e. surgical, hospitalists and trauma) and trauma staff (i.e. floor and ICU shared governance) relationships to enrich unit collaboration, peer respect and patient outcomes
  

• Supported 4E telemetry oncology and 4W med/surg, 42 beds and 55 employees
• Monitor, maintain and exceed productivity and clinical metrics to ensure all inpatient and organizational expectations are met while clinical director had network, nursing and clinical informatics responsibilities.
• Specifically, assisted in achieving 2016 engagement score of 5.39 as well as developing effective physician collaboration partnerships.
• Iso internal auditor - Local campus
• Falls champion - Local and Network
• Network CAUTI team
• JCLMC CLABSI team
• Assisted with RN Recruitment efforts to minimize open RN positions
• Improvement KATA/ Coaching KATA

Support and operationalized decisions and initiatives as determined by the JCL organization, the Clinical Director, and direct-care staff. Assist with supervising patient care, staffing, budget metrics, quality/ compliance measures, and the daily management system.

• Strong patient advocate
• Remained Clinically credible along with continued demonstration of a strong work ethic.
• Participated in the Strive for Excellence - E (3)
• Early adopter for multiple pilots (i.e. staffing model, leadership model, room service for patients, telemetry for oncology patients)

• Support decisions and operational initiatives as determined by the John C. Lincoln Network, the Clinical Director and staff.
• Assist with supervising patient care, staffing, budget metrics, quality/ compliance measures and the daily management system.
• Positive physician collaboration
• Super-user for JCL Connect
• Assist with writing Bylaws for Shared Leadership, in attempt to bring both the JCL DV and NM campuses together.

• Provided outstanding patient care and quality patient outcomes
• Coordinated patient care with multidisciplinary collaboration
• Demonstrated outstanding critical care skills and knowledge of resources. Competent CRRT, open heart recovery, IABP, Impella 2.5 and 5.0, hypothermia, and rotoprone bed
• Resource for JCL policy and procedures
• Preceptor/mentor for new critical care nurses
• Co-chair for Central Council for Magnet Journey
• CCU representative for National Magnet Conference in 2010
• Assist in planning National Nurses Week for Deer Valley
• Monthly meetings with CNO for Magnet updates and leadership mentoring.

• Worked with intubated and ventilated patients, monitoring and reporting on conditions to maintain stats within optimal levels.
• Responded rapidly to critical codes to coordinate stabilization treatments and restore vital functions.
• Operated critical care equipment to keep patients stable and promote recovery.
• Managed needs of chronically ill and acute patients with well-coordinated treatment strategies.

• Worked with intubated and ventilated patients, monitoring and reporting on conditions to maintain stats within optimal levels.
• Responded rapidly to critical codes to coordinate stabilization treatments and restore vital functions.
• Operated critical care equipment to keep patients stable and promote recovery.
• Managed needs of chronically ill and acute patients with well-coordinated treatment strategies.

• Worked with intubated and ventilated patients, monitoring and reporting on conditions to maintain stats within optimal levels.
• Conducted patient assessments, recorded vitals, and analyzed records and charts to define care requirements.
• Assessed and managed various patient treatments for numerous patient diagnoses from sepsis to acute respiratory distress.
• Coordinated with healthcare staff from various disciplines to devise, carry out, and manage personalized care plans to benefit patient health and recovery.
• Documented work in hospital system and updated patients' charts with orders and observations.

• Initial development of critical care skills while providing quality, patient outcomes
• Assisted with care coordination and affiliation with Prairie Heart open heart program - first open heart program in rural Southern Illinois - bringing service line to a community where the next closest program was 2 hours away
• Team member in helping develop and establish first open heart program in Southern Illinois
• Charge nurse responsible for bed placement, delegations of code team, patients assignments - while carrying full patient assignment
  
• Responsible for coordinating staff schedules
• Oversaw various aspects of telemetry by administering PA catheters and arterials, vasoactive drugs, titration, thrombolytic therapy, dysrhythmia interpretation and chest tubes.

• Responsible for the assessment and plan of care for surgical, post-operative patients inclusive of cardiac monitoring.Charge nurse on evening shift - provided bed assignments, responsible for patient assessment when transferring to a higher level of care while carrying full patient-care assignment
• Participated in the initial critical care class for 8 weeks at John A.Logan College
• Acquired ACLS when not required for this role and associated responsibilities

• Coordinated care with RN.
• Completed all tasks delegated within scope of practice inclusive of safe medication administration, physical therapy - ROM and CPM application, dressing changes, and intake and output Start of assessment skills - checked by RN. Began to develop critical thinking skills and establish priorities