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Director of Nursing-Heart and Vascular Center (HVC

Company: Yale NewHaven Health
Location: Bridgeport
Posted on: May 3, 2021

Job Description:



Careers | Director of Nursing-Heart and Vascular Center (HVC) in Bridgeport, Connecticut | Careers at CT06604 Skip to Main Content Please Enable Cookies to Continue Please enable cookies in your browser to experience all the personalized features of this site, including the ability to apply for a job. Welcome page Welcome page Returning Candidate? Log back in!
Director of Nursing-Heart and Vascular Center (HVC)
Posted Date 2 weeks ago (1/6/2021 8:48 PM) DAYS Requisition ID 25447 Job Locations US-CT-Bridgeport Category MGMT/LEADERSHIP Position Type Full Time Benefits Eligible Department Patient Care Services Scheduled Hours 40
Overview

To be part of our organization, every employee should understand and share in the YNHHS Vision, support our Mission, and live our Values. These values - integrity, patient-centered, respect, accountability, and compassion - must guide what we do, as individuals and professionals, every day.
At Bridgeport Hospital, we are committed to providing quality medical care and treatment that is coordinated and centered on the patient's specific needs. We strive to achieve benchmarks as a Patient Centered Medical Home and provide health care in a setting where patients are at the center of their care team. All employees of Bridgeport Hospital are part of the patients care team and contribute to the team approach of promoting access, continuous, comprehensive care and work to provide quality improvement in the care provided to their patients.
Serves as the direct link between Bridgeport Hospital executive leadership and the managers and staff on the patient care teams. Achieves superior clinical and financial outcomes and attains performance management goals for Patient Services with a focused effort on patient, physician and staff satisfaction. Responds to market and environmental forces, which have a significant impact on the delivery of acute care services. Develops an effective response to these forces in all clinical areas. Collaborates with others to achieve the Hospital 's strategic mission
and objectives.
EEO/AA/Disability/Veteran

Responsibilities

1. Overall Responsibilities
1 .1 Through exceptional leadership, innovation and commitment, develops a team of highly skilled
managers and staff who work together to achieve Patient Care Services goals .
1 .2 Ensures accountability for high performance in patient satisfaction, staff development and regulatory readiness.
1 .3 Communicates the vision of Patient Care Services so that employees and key stakeholders understand the path to excellence.
1 .4 Creates and maintains a positive work environment that benefits patients, staff, physicians and other key stakeholders.
1 .5 Implements interdisciplinary plans through effective partnerships with physicians and other disciplines.
1 .6 Ensures accountability for financial, operations and managerial effectiveness.

2. Unit Objectives
2 .1 Works directly with the Nurse Managers to assure the delivery of safe , high quality patient centered care.
2 .2 Ensures accountability for high performance in patient satisfaction.
2 .3 Collaborates with division leadership to develop and implement clinically relevant and fiscally sound programs, goals, and objectives.
2 .4 Achieves performance management goals through interdisciplinary collaboration.
2 .5 Implements programmatic changes in response to trends in market demand, research, and clinical practice.
2 .6 Achieves excellence in patient and family care through continuous evaluation of practice according to established clinical standards.
2 .7 Ensures that all regulatory standards are communicated, understood and implemented by Nurse
Managers and staff.
2 .8 Continuously monitors the budget and the delivery of services and products.

3. Fiscal Management
3 .1 Develops and manages a department budget to ensure the delivery of cost-effective, safe, quality care.
3 .2 Develops financial and programmatic recommendations for division and nursing leadership.
3 .3 Engages managers, staff and physicians in clinical redesign and financial planning.
3 .4 Communicates financial information to physician leaders on a regular basis.
3 .5 Communicates the rationale for financial decisions so that managers, staff and physicians understand their roles in meeting financial targets.
3 .6 Evaluates department/program operations for potential implementation of cost-effective changes.
3 .7 Establishes processes to ensure that required resources for patient care, e.g., staff, equipment,
technology, information, etc., are available to meet department priorities.
3 .8 Monitors trends in physician practices and their impact on the delivery of quality patient care.

4. Human Resources Management
4 .1 Provides leadership to Patient Care Services management and staff in a collaborative environment that offers job satisfaction, recognition, and career development.
4 .2 Facilitates personal and professional growth of department employees.
4 .3 Stimulates innovative thinking to accomplish objectives.
4 .4 Clearly establishes expectations for high levels of performance and holds patient services management accountable for achieving them.
4 .5 Integrates change through active support and open communication.
4 .6 In collaboration with clinical leadership and human resources, ensures the efficacy of
systems/processes to recruit and retain adequate and appropriate staff to meet patient , regulatory,
fiscal and developmental requirements for the department.
4 .7 Identifies manpower implications of regional and national practice and staffing trends.
4 .8 Ensures that all Nurse Managers and staff understand their roles in accomplishing department and
strategic objectives.
4 .9 Ensures that department and cross-functional teams involving Nurse Managers and staff function
effectively.

5. Organizational Leadership
5 .1 Leads department-centered interdisciplinary initiatives.

5 .2 Provides leadership on all initiatives related to excellence on the delivery of care and holds the
management team accountable for all patient experience goals.
5 .3 Acts as a loyal, supportive and informed spokesperson for the department and Hospital.
5 .4 Identifies the need for and manages collaboration with other departments and the medical staff.
5 .5 Is a champion for projects within the department and division, allocating resources and utilizing project management skills.
5 .6 Addresses problems in a blame-free manner while actively pursuing effective resolutions.
5 .7 Collaborates with other Hospital leaders and professionals to identify, reduce, and eliminate barriers which may negatively impact patient care.
5 .8 Actively participates in and contributes to meetings and organizational initiatives with department, division and Hospital leadership.
5 .9 Promotes the visibility of department leadership throughout the organization.
5 .10 Identifies areas for self-development and actively seeks opportunities and resources to meet
developmental objectives.
5 .11 Establishes a positive learning environment for students working within the department, cooperating with school programs, while ensuring patient safety.
5 .12 Cultivates a learning environment for managers and staff.

6. Patient experience
6 .1 Ensures that departmental staff is held accountable for achieving patient satisfaction goals.
6 .2 Promotes a customer service orientation in the department to meet the legitimate needs of all internal and external customers.
6 .3 Models customer service standards and demonstrates value for all people in the work environment.
6 .4 Maintain confidentiality of patient, staff and appropriate management data.

7. Outcomes Management
7 .1 Achieves patient experience goals and provides leadership in establishing new expectations and
resolving any negative trends.
7 .2 In conjunction with Human Resources and Hospital leadership, establishes structures and processes for monitoring and controlling staff turnover.
7 .3 Manages the implementation of processes to collect relevant clinical data to improve patient care and meet regulatory standards and requirements.
7 .4 Adapt H.R.O. tools and techniques to improve patient safety.

8. Key Interfaces

8 .1 The Director of Nursing interacts primarily with the following external interfaces:
- Physicians
- Patients
- Families
The Director of Nursing interacts secondarily with the following external interfaces:
- Professional Counterparts
- Vendors/Suppliers
- Educational and Regulatory Organizations
The Director of Nursing interacts primarily with the following internal interfaces:
- Nurse Manager
- Staff in Assigned Functional Areas
- Off Shift Administrators
- Other Directors of Nursing
- Division Executives

9. Decison Making Authority
9 .1 Directors of Nursing have the authority to execute the vision, objectives and strategies consistent with the Hospital's mission and policy. They determine how resources are deployed within their areas of responsibility and they determine the need for additional resources where indicated.
9 .2 They have the authority to advocate change in processes and systems to ensure safe and satisfactory patient care. They work with the Nurse Managers to resolve management and physician issues within agreed upon financial and regulatory limits. The Directors of Nursing oversee the enforcement of policy, as well as make recommendations for policy changes to Hospital leadership. They coach and mentor leaders in their departments. They monitor and document management perfo

Keywords: Yale NewHaven Health, Bridgeport , Director of Nursing-Heart and Vascular Center (HVC, Other , Bridgeport, Connecticut

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