The Hematology/Oncology Bone Marrow Transplant is a16 bed inpatient unit that cares for children, adolescents and young adults with all types of oncological and hematological diseases. Four of the unit\u2019s beds are designated bone marrow transplant beds.
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.
Patient Services Managers structure their activities to anticipate and respond to the impact of managed care and other market forces on health care delivery. They ensure that their unit(s) demonstrate superior outcomes, provide seamless delivery of care, and maintain competitive cost structures. Each manager is responsible for a defined functional area of patient services and must collaborate with others to achieve the hospital's strategic objectives and mission: patient service, teaching, research, and community service. The Patient Services Manager serves as the direct link between hospital strategies and the staff on the patient care team.
Patient and family centered care (PFCC) at YNHH is demonstrated by working with patients and their families based on the 4 principles of PFCC: participation, dignity and respect, information sharing, and collaboration. This includes providing service excellence by creating a great "First Impression" by demonstrating exemplary customer service skills for all customer groups including patients, families/friends, physicians, staff and support department personnel.
Adheres to the "I Am YNHH" service excellence pledge and promotes a positive work environment.
Responsibilities: 1. The Patient Services Manager is specifically responsible to: 1.1. Ensure that desired clinical outcomes are achieved through cost effective and efficient processes. 1.2. Achieve seamless delivery of service by appropriately involving colleagues, physicians, other customers, and staff to ensure commitment, communication and cross-functional linkage. 1.3. Collaborate in developing and implementing processes which achieve strategically relevant quality outcomes in a specific functional area. 1.4. Oversee and develop systems to ensure accountability for operations and managerial effectiveness. 1.5. Articulate unit vision and utilizing resources to ensure staff commitment to strategic and unit objectives. 1.6. Develop a team of highly skilled professionals who are effectively utilized. 1.7. Provide leadership and accomplishing objectives through innovation. 2. UNIT OBJECTIVES 2.1. Collaborates with division and unit leadership to design, develop, and implement clinically and fiscally responsive program philosophies, goals, and objectives. 2.2. Ensures that continuous quality improvement forms a basis for unit/program activity. 2.3. Formulates recommendations for programmatic change based on trends related to market demands, research, and changes in clinical practice. 2.4. Establishes systems/processes that ensure effective unit/program operation. 2.5. Ensures the establishment of evidence-based practice standards requiring excellence from all team members. 2.6. Develops, administers, and communicates practices and procedures that are consistent with institutional policies and strategies. 2.7. Understands and communicates all relevant regulatory standards to staff, ensuring that standards are met or exceeded. 2.8. Establishes systems to ensure effective utilization and availability of equipment and supplies. 3. FISCAL MANAGEMENT 3.1. Develops and manages a unit budget to ensure the delivery of cost-effective, quality care. 3.2. Participates in financial forecasting and planning along with other members of the management team. 3.3. Develops comprehensive analysis for financial and programmatic recommendations for division leadership utilizing consistent tools for resource analysis. 3.4. Communicates comprehensive rationale for financial decisions and determines level of understanding amount staff and physicians. 3.5. Evaluates the unit/program's operation for potential implementation of cost effective changes. 3.6. Implements approved changes and monitors data for cost savings and customer satisfaction. 3.7. Ensures that required resources are available (e.g. staff, technology) to meet unit/program priorities and reflect staff and physician input. 3.8. Facilitates staff, physician, and other health care provider compliance with financial decisions. 4. HUMAN RESOURCE MANAGEMENT 4.1. Provides vision and leadership to staff in a collaborative environment that offers job satisfaction, recognition, and stimulates innovative thinking to accomplish goals and objectives. 4.2. Holds unit leadership and staff accountable for achieving high levels of performance consistent with evidence-based practice. 4.3. Implements and actively supports the integration of change through open communication and use of change management skills. 4.4. Ensures systems are established to manage the on-going developing of staff. 4.5. Ensures the development of leadership talent. 4.6. In collaboration with division leadership and human resources, ensures that systems/processes are in place for the recruitment and retention of adequate and appropriate human resources to meet patient, regulatory, fiscal, and developmental requirements for the unit/program. 4.7. Ensures that all staff understand their roles in accomplishing unit, divisional, and strategic objectives. 4.8. Ensures effective internal and cross-functional team functioning of unit leadership and staff. 5. ORGANIZATIONAL LEADERSHIP 5.1. Promotes the organization to all customers by interpreting and communicating Yale New Haven's mission and values, acting as a loyal, supportive, and informed spokesperson for the unit/program, division, and Hospital. 5.2. Identifies and communicates opportunities for collaboration with other departments and the medical staff. 5.3. Participates in implementing strategic efforts by influencing unit leadership and championing projects within the unit/program, allocating resources, and utilizing project management skills. 5.4. Facilitates inter-and intra-unit problem resolution and actively serves on committees for problem solving. 5.5. Collaborates with other internal professionals to define, reduce, and eliminate barriers within the system which may negatively impact patient care. 5.6. Facilitates and/or actively participates in and contributes to meetings and organizational initiatives with division leadership and management. 5.7. Leads unit-centered interdisciplinary initiatives. 5.8. Promotes visibility of unit leadership throughout the organization. 5.9. Participates in relevant community programs, health care agencies, charities, and professional organizations as a representative of the institution as appropriate. 5.10. Takes responsibility for identifying areas for self-development and actively seeks opportunities and resources to meet developmental objectives. 5.11. Takes responsibility for providing a positive learning environment for students working within the unit/program, cooperating with school programs, while ensuring patient safety. 6. CUSTOMER SATISFACTION 6.1. Develops customer relations' standards reflecting excellence consistent with Hospital policy for internal/external customers in collaboration with unit leadership and appropriate departments. 6.2. Ensures that all staff are held accountable for adhering to customer relations standards. 6.3. Ensures that unit leadership effectively models and upholds a customer service orientation with staff to meet the legitimate needs of all internal and external customers. 6.4. Models customer service standards and demonstrates value for all people in the work environment. 6.5. Ensures that confidentiality of patient, staff, and appropriate management data is maintained. 7. OUTCOMES MANAGEMENT 7.1. Identifies and analyzes trends in customer service/satisfaction and provides leadership in resolving any negative trends. 7.2. In conjunction with division leadership, establishes and manages a process for monitoring and controlling staff turnover by unit, title, and type. 7.3. Develops and implements processes to collect relevant clinical indicator data which serves as a reliable proxy for clinical effectiveness and quality of care. 7.4. In conjunction with division leadership, develops and implements processes to collect satisfaction data from patients and physicians. 7.5. Identifies and analyzes trends in satisfaction, quality outcomes, and practice excellence using data systematically to guide change in unit/program practices. 8. KEY INTERFACES 8.1. The Patient Services Manager interacts primarily with the following external interfaces. 1. Patients 2. Families 3. Physicians 8.2. The Patient Services Managers interact secondarily with the following external interfaces: 1. Professional Counterparts 2. Vendors/Suppliers 3.Referral and Contractual Sources 8.3. In addition, in selected positions the Patient Services Manager also interacts with the following external interfaces: 1.General Public 2.Educational Institutions 3.Regulatory Agencies 8.4. The Patient Services Manager interacts primarily with the following internal interfaces: 1. Other Patient Services Mangers and Divisional Leadership 2.Medical Directors of Assigned Functional Area 3. Hospital Managers 4.Staff of Assigned Functional Area 5. Division Executive 6. Administrative Officers 8.5. The Patient Services Manager interacts secondarily with the following internal interfaces: 1. Non-Division Directors 2. Corporation Directors/Managers 3. Clinical Advisors 4. Other Hospital Staff 9. DECISION MAKING AUTHORITY 9.1. Patient Services Managers have the authority to formulate and execute unit/program vision, goals, and plans consistent with Hospital strategies and policy. They determine whether needed resources have been committed and facilitate the acquisition of additional resource were indicated. 9.2. They have the authority to advocate change in processes and systems to facilitate optimal health care delivery. 9.3. They facilitate the resolution of staff, patient, and physician issues within agreed upon financial and regulatory limits. Patient Services Managers monitor and enforce policy as well as recommended changes to Patient Services Executives. They coach, monitor, and document staff performance and make recommendations for compensation and promotion. 9.4. The represent Yale-New Haven Medical Center and the program they manage within the Hospital and in the larger external community. 1. Responsible for the activities of a nursing care unit.
1.1 Plans for the model of care to be utilized on the unit in delivering optimal and safe patient care, as well as meeting the Nursing Standards. 1.1. Plans for the system of care to be utilized on the unit in delivering patient care and meeting the Nursing Standards. 1.2. Implements and evaluates the plan making appropriate changes. 1.3. Supervises and occasionally assists the staff with patient care utilizing Nursing Process including patient teaching and discharge planning. 1.4. Organizes patient care and demonstrates ability to set priorities by providing most acutely needed care first and assuring that physician and nursing orders are implemented within established time frame. 1.5. Assures that the recommended Infection Control policies and procedures are implemented and followed which includes universal precautions. Follows through on problems identified in this area. 1.6. Monitors the medication system on the unit according to standard 1.7. Assures that patients have care plans, which are revised and updated according to Nursing Standards. 1.8. Demonstrates good judgment in patient care situations by making consistent sound decisions as observed by the Program Director. 1.9. Evaluates Quality Assurance. Indicates monthly, presenting appropriate quarterly reports. 1.10. Develops therapeutic relationships with patients and families as observed by the Program Director. 2. Facilitates the developments of nursing staff on the unit 2.1. Identifies knowledge or practice deficits among the staff through direct observation. Works with the Education Department to provide unit based educational programs to meet these needs. 2.2. Designs an orientation plan for each level of employee on the unit. 2.3. Works with instructors and preceptors to provide orientation to new unit employees. Evaluates progress weekly with appropriate documentation to support strengths and weaknesses. 2.4. Maintains a climate conducive to open and positive communication on the unit as demonstrated by using interpersonal skills which promote two (2) way communication. 2.5. Facilitates professional development for staff nurses by planning for them to attend committees, in-services, and participating in projects. 2.6. Plans and conducts monthly staff meetings as evidenced by documentation submitted to Program Director and a staff who feel informed of the issues. 2.7. Devises a system of unit communication whereby the staff is informed of changes in policy and procedure. 2.8. Interviews and hires qualified staff at all levels according to Human Resource Department Policies. 2.9. Works with Instructors to provide students with meaningful clinical experiences. Provides them with feedback. 3. Responsible for the quality of the staff's work and the management of the unit. 3.1. Involves the nursing staff in developing and meeting yearly goals which are congruent with the hospital's mission statement and for improving the professional activities on the unit as evidenced by yearly submission of goals and bi-yearly evaluation of progress toward meeting goals. 3.2. Establishes work schedules and assignments as needed to ensure delivery of care. Accepts twenty-four (24) hour responsibility for staffing the unit and promotes accountability among the staff by providing coverage for the unit which meets patient care needs. Covers sick calls. 3.3. Maintains an on-going assessment of the unit employees strengths and weaknesses. Gives staff feedback at appropriate intervals which help them develop professionally. 3.4. Demonstrates the ability to motivate staff and team build. 3.5. Demonstrates ability to create an atmosphere in the unit that fosters meaningful work for the staff. 3.6. Completes or assures completion of employee reports and records according to Employee Relations Policies and Procedures and with established time frames.
3.Equipment skills list
4.Educational log 3.7. Identifies the need for disciplinary action and initiates the appropriate system for correction. 3.8. Generates Incident Reports appropriately to report deviations from policy or incidents which could cause potential harm to patients, visitors, or staff. 3.9. Investigates all incidents and takes action to correct problems or prevent future recurrence of similar incidents. 4. Responsible for the cost-effective management of the nursing unit. 4.1. Participates in annual budget development with the Program Director. 4.2. Devises and implements a system which assures that supplies and equipment are readily available, organized in good order for patient care. 4.3. Operates the unit within budgetary constraints as indicated by the Actual Budgetary Reports. 4.4. Participates in developing the yearly Capital Budget with the Program Director. 4.5. Uses time efficiently. Organizes time so that management tasks are accomplished and submitted on a timely basis. 4.6. Reviews weekly time sheets, assessing costs of overtime, call, etc. Making recommendations for reducing costs. 5. Teamwork 5.1. Embraces shared goals versus narrower interests: actively cooperative vs. competitive or non-committal. 5.2. Seeks to understand other's priorities and processes, and openly shares potentially useful information. 5.3. Understands the importance of the team/group of consistently dependable work. 5.4. Recognizes and takes opportunities to help others through handling an already full workload. 6. Knowledgeable/Accountable/Fiscally Responsible 6.1. Continually seeks ways to sustain and improve one-s skills. 6.2. Grasps opportunities for feedback and coaching, as the means to contributing one-s best. 6.3. Focuses on performance improvement as an opportunity for learning and an obligation for excellence. 7. Flexible/Open-Minded 7.1. Listens with an open mind to other-s opinion in the spirit of finding and following the best ideas 7.2. Willingly sets aside familiar techniques and procedures to learn a new, more effective approach. 7.3. Responds to sudden or frequent changes in assignments and priorities by seeking ways to adjust most effectively. 7.4. Suspends judgment on policies and decisions, which present difficulties, allowing time to earnestly assess their pros and cons. 8. Treats the people we serve as guests 8.1. Welcomes patient, visitors and staff in a warm, friendly manner; is courteous; makes eye contact and smiles; introduces self by name and, when appropriate, by position; addresses people by name whenever possible. 9. Listens to patients, visitors and staff and acts promptly to address concerns. 9.1. Uses active listening techniques to understand other-s needs and acts decisively to resolve problems. 9.2. Promotes teamwork between people and services. 10. Respects the privacy and confidentiality of patients, visitors and staff 10.1. Treats all patient related discussions with discretion; eliminates gossip; does not discuss
patient or hospital business in elevators or other public areas. 10.2. Is sensitive to issues of private space and personal dignity; always knocks before entering a room and introduces self when meeting someone for the first time; closes curtains and doors; provides robes and blankets as appropriate. 10.3. Uses the staff elevators to transport patients. 11. Presents a professional image 11.1. Wears name-badge in a highly visible location; adheres to department dress code; makes sure that appearance is appropriate for professional role. 11.2. Practices good personal hygiene and grooming. Is neat and clean. Avoids colognes, perfumes and after-shave lotions. 11.3. Communicates clearly and positively with co-workers and positively represents Greenwich Hospital in the workplace and our community. 12. Answers the telephone professionally 12.1. Answers the phone promptly following department guidelines; introduces self and department, and as appropriate, offers assistance. Uses a please tone of voice. 12.2. Is a good listener; focuses on caller's needs, clarifies as necessary; following through on the caller's requests. 12.3. Uses the conference key to transfer calls; explains where the call is being transferred to and the extension for future use; gives information to the receiving department about the call-s needs; brings caller on-line and introduces them. 12.4. Uses communication technology appropriately, (beepers, voice and email, intercoms, overhead pages, etc.) 13. Maintains a clean and safe environment 13.1. Keeps work area safe and clean; keeps hallways clear. 13.2. Corrects unsafe conditions if possible, or, reports them if assistance is required. 13.3. Understands the safety codes and knows how to respond effectively. Knows the location of the Department Safety Manual and is familiar with its contents. 13.4. Uses equipment correctly and reports problems promptly. 14. Anticipates what services and information people need and takes action to provide it. 14.1. Watches for clues that patients or visitors require assistance. Asks, May I help you?Escorts them to their destination, if necessary. Encourages people to ask questions. 14.2. Minimizes the anxiety caused by waiting by explaining the reason for the delay to the patient. Communicates with the patient frequently. 14.3. Is sensitive to different cultural, emotional and spiritual needs of people. 15. Must be able to demonstrate the knowledge and skills necessary to provide care appropriate to the age of the patients served on his or her assigned unit. The individual must demonstrate knowledge of the principles of growth and development over the life span and possess the ability to assess data reflective of the patient-s status and interpret the appropriate information needed to identify each patient-s requirements relative to his or her specific needs, and to provide the care needed as described in the unit-s/area-s/
Department-s policies and procedures. 1. Quality Patient Care: 1.1. Initiates and supports activities to improve patient outcomes. 1.2. Ensures standards of care are achieved or take appropriate disciplinary action when standards are not met. 1.3. Sets standards for unit credentiallng and ensures 100% compliance monthly. Ensures evidence of staff attending mandatory inservices is documented according to hospital and department policy and procedures. 1.4. Develops, monitors, and reports the quality improvement activities of the department and acts appropriately on outcomes of performance. 1.5. Ensures implementation and monitors compliance to regulatory standards. 2. Leadership skills: 2.1. Identifies and provides opportunities for staff development. 2.2. Fosters inter/intra departmental teamwork. Works on inter/intradepartmental team to resolve issues. 2.3. Demonstrates leadership skills in daily behaviors (i.e., problem solver, risk taker, motivator, change agent). 3. Information Management: 3.1. Completes performance appraisals by due date. 3.2. Provides all required reports/data by due date. 3.3. Performs chart reviews as required to ensure that proper documentation has been maintained. 4. Service Excellence: 4.1. Acts as a role model in demonstrating excellent human relation skills. 4.2. Promotes customer service standards and ensures staff compliance. 4.3. Seeks opportunities to improve customer service.
oBaccalaureate Degree in Nursing required and/or a Masters Degree in Nursing.
oMasters Degree Preferred
oMasters Degree Required as of 1/1/2021. The degree does not have to be in Nursing depending on whether the Bachelors Degree is a BSN. One of the two degrees (Bachelors or Masters) MUST BE IN NURSING.
Five (5) to six (6) years experience including clinical practice experience and three (3) to five (3) years of demonstrated leadership/supervisory/management experience required. Hematology /Oncology experience is preferred. Management certification is required. Looking for an individual with great leadership skills demonstrated through their strong employee engagement and patient experience scores in current/previous role.
oCurrent Connecticut State RN Nursing licensure required
oAll eligible, nurse leaders must have one of the following nursing leadership certifications by December 31, 2018 and then be maintained.
oANCC Basic (NE) Nurse Executive, or
oAONE (CNML) Certified Nurse Manager Leader
Demonstrated ability to direct a large, diverse work force in a twenty-four hour per day operational environment. Demonstrated ability to manage multiple priorities. Excellent communication skills. Knowledge of and proficient in the operation and use of computer-based information systems, to facilitate all aspects of care delivery. Knowledgeable in budgeting and financing of operational units (salaried and non-salaried). Knowledgeable of Quality Improvement processes, and capable of implementing concepts. Demonstrated ability to implement and support change required.
Twenty-four hour a day accountability for all operational aspects. Exposure to biohazards blood and body fluids. Prolonged standing, walking, and lifting required.