SHARON NATHANIEL

Managing current surgical waitlists for the facility

Monitoring key performance indicators relevant to surgical waitlists

Oversight/management of theatre sessions planning

Management of surgical Collaborative Care to private facilities

Liaising with relevant stakeholders internal and external to the facility

Compiling reports and auditing reports with regards to Elective Surgery

• Substantive)
• Implement bed management, patient flow and discharge planning as per policies and procedures
• Monitor facility performance to NSW Health and other agreed benchmarks/KPIs, in respect of bed management and patient flow and provide the TSH Executive with appropriate reports and recommendations
• Facilitate the daily operational staffing/patient flow meetings with relevant stakeholders
• Manage elective theatre list to ensure consumers have timely access to services as per their category
• Utilise applications relevant to patient flow such as the Patient Flow Portal (previous and new); FirstNet; ERIC; Powerchart
• Provide ongoing education regarding patient flow and bed management for all staff
• During instances of demand and capacity mismatch escalate and manage appropriately in consultation with hospital executive

• Providing leadership, strategic planning and direction in the development, implementation, monitoring, evaluation and coordination of patient flow demand and activity across the facility.
• Ensuring seamless patient flow management within the facility by effectively managing all resources.
• Providing ongoing communication and escalation regarding hospital status to the TSH Executive.
• Reviewing daily performance data and analysis to make predictive forecasts for future activity
• Site support for demand management applications such as the Patient Flow Portal (new and older version).
• Usage of health applications such as IPM/PAS to generate performance data and review activity.
• Promoting and facilitating constructive and effective service delivery in collaboration with key stakeholders to predict seasonal demand and maintain effective communication with the Executive, other health professionals and customers of the organisation.
• Participates in hospital, LHD or State-wide task-forces and/or committees as required.
• Responsible for the management of nursing staff within the patient flow team, including recruitment processes, professional learning and development, and rostering processes.
• Demonstrating a commitment to continuing personal professional development.
• Participation in budgetary build up for the Access & Demand Management Unit Responsible for managing the financial delegation of the Access & Demand Management Unit and reporting financial results against budget.
• Working within delegated FTE and expenditure for the Access & Demand Management Unit, and escalates any variance to budgetary allocation to the Director of Nursing & Midwifery Services.
• Promoting a culture of continuous quality improvement.
• Ensuring engagement and change is data-driven and is evaluated and monitored.

• Work autonomously After Hours as in charge of the hospital
• Responsible for the operational management of the facility after business hours by effectively and efficiently managing resources
• Ensuring the human, physical and financial resources of the service are managed to provide safe, compassionate, quality care that is culturally responsive
• Ensure that adequate staff are available for all Wards and Departments to meet the dependency of patients by adjusting actual staffing levels or redeploying staff as necessary
• Report to Hospital Executive matters of significance in relation to patients and staff and any other matters which are relevant to the administration of the Hospital
• Interacting with others in a personable and professional manner and managing conflicts and performance issues when they arise
• Investigate any incident/accident/injury occurring within the workplace and take corrective action
• Have a thorough working knowledge of the application and processes involved in relation to: the disaster plan, the fire and evacuation plan, bomb threat procedure and whereabouts of related equipment
• Working within designated facility bed plans; escalation process and financial and strategic plans
• Attending any CERS and CART Calls to monitor patient detoriation and taking steps to ensure that patient centered care is received.

• Facility responsibility for staff replacement and booking of casual staff into planned and unplanned absences (during business hours) on nursing rosters, in line with the ward FTE delegation, designated position vacant, and clinical specialty requirements.
• Provide weekly staff utilisation reports (NHPPD) to the Director Nursing & Midwifery Services and other relevant parties
• Maintaining records of casual staff allocations, and in the maintenance of ward/department nursing master rosters, including ensuring the documentation of any changes.
• Streamlined HR efficiencies, coordinated new hire orientations and provided onboarding and training for new employees.
• Able to utilise application such as Recruitment on Board; Stafflink; SARA and Health Roster
• Coordinated ongoing education and training for casual staff members.
• Prepared monthly analysis reports for premium labour utilisation for Director of Nursing
• Liaising with Nursing Agencies during contractual development at district level
• Attending monthly DIstrict Workforce meetings at NSLHD for strategic preparation and planning for forecasted activity
• Roster approver for facility for ward units and assisting in the development of roster platforms as per demand
• Coordination of Performance Review and Development for casual staff
• Performance Management for staff via Educational Plans co-ordinated with facilty Nurse Educators
• Providing feedback and reports with regards to staff performance to District Executive (NSLHD)
• Convenor of interview panels for recruitment of nursing staff and also for new graduate nursing staff.

• Secondment as A/Clinical NUM 1
• Ccredited with Advanced Life Support (Adult and Pediatric)
• Roviding clinical expertise and leadership to ensure a safe transition of patient flow through the emergency department
• Perational management of the Emergency Department in terms of staff and physical resources and day to day operations
• Eading and implementing change management principles
• Ember of the Critical Care Communities of Practice
• Ember of the Bankstown Hospital TOP 5 Partnering with Carers of Patients with Dementia Working Party
• Ember of Bankstown Hospital National Standard 2 Working Party
• IMS management of incidents of aggression in the Emergency department
• Ttended the Root Cause Analysis Course and AIMS Course