T ACY SCHERPA
123 Fake Street, City, State, Zip Code | Cell: 000-000-0000 | Email: email@example.com
Patient-oriented, resourceful clinical director with over 20 years of experience recruiting, developing, and managing clinical staff, while planning and organizing activities consistent with agency goals and mission. Effective influencer and team leader with a focus on developing high standards of practice, evaluating patient care for effectiveness, and implementing necessary changes to programs and policies. Driven and compassionate healthcare professional seeking to leverage background into a clinical managerial role with a progressive organization.
Fiscal management Union environment relationship/team building Cultural awareness and sensitivity Purchasing Operations management Budget allocation Program development Staff training and development
Professional Value Offered
Operations Decreased operating room wait lists for elective surgery from 1 year to 2 weeks. Achieved budget reductions for 5 consecutive years. Slashed clinic wait times from 4-6 weeks to same-day access for 90% of the cases, developing patient-driven access program. Accomplished a 90% employee satisfaction rating, implementing optimal best practices for staff success. Streamlined operating room efficiencies, increasing joint operations from 1-3 to 4 per day, gaining a #1 in Northern California ranking. Built 2 hospitals and a clinic simultaneously, managing recruiting/staffing, equipment relocation/purchasing, and budget allocation for a $1B project. Eliminated process discrepancies, implementing continuous improvements for optimal performance. Curbed obstacles and saved time, spearheading special projects through effective emergency resolution. Leadership Won both a high efficiency and employee satisfaction award. Published chapter in The Rehabilitation of People with Traumatic Brain Injury for the Boston University School of Medicine. Captured an 80% patient success rate, developing an osteoporosis program for certain demographics. Managed both $12M orthopedic and $6M podiatry budgets for over 75 support staff members and surgeons. Boosted per-member-per-month report ranking from #19 out of 19 to third leanest for ancillary employees and fifth leanest for non-payroll members, implementing support staff and patient cost-cutting procedures. Diminished workplace injuries and eliminated worker compensation costs, initiating a workplace safety training program. Patient Care Reduced average hospital length stay for joint patients from 4-5 days to 2-2.5 discharge days. Liaised with cross-departmental leadership, developing same-day access program for patients seeking specialized care. Delivered productive resolutions, executing on-time, under-budget project management on complex client issues. Increased client care scope and saved money, eliminating patient transportation by building a level 3 trauma center. Elevated customer satisfaction ratings, delivering speedy conflict resolution and service knowledge.