Julie A. Nemens, RN, MSN
Cockeysville
Summary
Dynamic healthcare professional with over 20 years of experience specializing in enhancing nursing operational efficiency and spearheading quality care initiatives within academic medical centers. Proven expertise in healthcare analytics, regulatory compliance, and team leadership drives optimization of quality and safety performance. A strong commitment to delivering exceptional patient outcomes and fostering collaborative environments ensures continuous improvement in healthcare delivery. Dedicated to leveraging extensive knowledge and skills to contribute to innovative solutions that elevate standards of care.
Overview
26
26
years of professional experience
Work History
Senior Vice President, Chief Administrative Officer
University of Maryland Rehabilitation & Orthopaedic Institute
04.2023 - Current
- Development of a system approach for the Rehabilitation service line
- Operations of the Acute/Chronic Rehabilitation
- Acute to Acute transfer program
- Orthopaedic and Dental Service Line Development in the Operative Service Line
- Ambulatory service line development
- System Strategy for Organizational Structure
- Implementation of Inpatient Rehab CMS standards in a all-payer system
- Led strategic initiatives to drive organizational growth and improve operational efficiency.
- Developed and implemented policies to enhance compliance and risk management frameworks.
Vice President, President Patient Care Services, Chief Nursing Officer
University of Maryland Rehabilitation & Orthopaedic Institute
06.2022 - 04.2023
- Developing Triad leadership structure for Program teams led by Physicians in collaboration with Nursing & Therapy leaders
- Revised nursing orientation for new staff to assist in consistent preceptorship and decrease turnover.
- Standardized inpatient nursing huddle communication
- Standardize wound care standard work and decrease in Hospital Associated Pressure Injury in FY 23
- Implemented device rounds with nursing leaders to ensure bundle compliance with a reduction in CAUTI. Zero CLABSI
- Standardize nursing documentation for the Rehab Program Teams
- Spinal Cord Injury, Traumatic Brain Injury, Stroke, and Comprehensive Medicine Rehabilitation.
- Developed and implemented strategic initiatives to enhance operational efficiency across multiple departments.
- Led cross-functional teams in executing organizational goals, improving collaboration and communication.
Chief Nursing Officer
Rehabilitation Institute of Michigan (RIM), Detroit Medical Center (DMC)
06.2020 - 06.2022
- Standardize practice for Rehabilitation Specialty Service Lines: Traumatic Brain Injury, Spinal Cord Injury, and Physical Medicine & Rehabilitation
- Standardized and increased throughput for RIM admissions
- Reviewed Case Mix Index and comorbidities to adjust staffing grid to ensure staffing is optimized across all three shifts
- Review discharge and admission times daily to ensure staffing is appropriate to discharge/admit with the multi-disciplinary team: Therapy, Nursing, and the Physician Program Director for the service line.
- Decrease in Acute Care Transfers from RIM to ED from 26% to 12%. Lead a multitask force to mitigate transfers based on admitting diagnoses and comorbidities. Consistently review cases and root cause analysis to educate the team to prevent transfers to the ED.
- Performance improvement collected, collated, and shared at daily huddles to ensure quality care is delivered.
- Key Performance Indicator (KPI) boards on each nursing unit to trend data and develop countermeasures to improve performance.
- A monthly medication scanning report will be implemented to be shared by the unit. The coaching of staff not performing.
- Standardization of Responder 5 call light system: Educated supervisors and managers to run reports to drive practice on the units. Specific to response time, pain management, turning patients, and hourly rounding. Trending data and sharing with the Professional Nurse Council (PNC) to develop and implement an action plan with the Unit-Based Council for specific service lines.
- Standardize and implement evidence-based practice to decrease the incidence of Pressure Injury (PI) for the RIM patient population.
- Developed an experienced, robust nursing leadership team to encompass the specialties of a Wound Specialist and Infection Prevention based on facility size/scope.
- Since 2019, 3% of patients had healed POA wounds at discharge. On pace for considerably higher rate for 2021, 11% vs. 7% in 2020.
- Since 2019, the average number of pressure injury new/worsened has decreased by 23%. On pace for 2021 and 2020 with the same performance. Increase in Case Mix and (PI) on admission in 2021
- Led nursing staff in implementing evidence-based practices to enhance patient recovery outcomes.
- Developed and executed strategic initiatives to optimize operational efficiency across rehabilitation services.
Administrative Director for the Adult Central Campus (ACC)
Detroit Receiving and Harper University Hospitals, Critical Care, Cardiology, Vascular Access Service & Infusions
04.2018 - 06.2020
- Standardize practice for the critical care service line
- Collaboration with Physician Directors over Surgical/Trauma/Medical & Cardiology Intensive Care units
- Participated in 53 surveys in 2019 with CMS
- Facilitated throughput for the COVID pandemic surge 3/20-6/20
- Facilitate throughput for the DMC market for the Cardiovascular service line: ECMO and Interventional Cardiology
- Member of the Throughput Committee for multiple hospitals: Six service lines in the Critical Care units for Detroit Receiving and Harper Hospitals.
- Developed standardized huddle document for Detroit Receiving and Harper Hospital to assist in identifying holds, beds needed post-surgical for three different operating rooms across the two hospitals, interventional cardiology.
- Throughput huddles are conducted three times a day to ensure throughput is consistent and to mitigate holds.
- Participants included Nursing Leaders from ED, OR, Acute Care, Critical Care, Nursing Supervisors, Bed Assignment, and Physician leaders over six service lines for Critical Care.
- Mentoring and coaching of Nursing Supervisors to ensure consistent movement on the off shifts.
- Developed an escalation process when increase in hold times in ED and PACU.
- Utilization of tele-tracking across multiple hospitals to ensure the movement of patients as beds become available.
- Utilization of Critical Care Clinical Coordinators to staff in the ED when Critical Care patients are holding to ensure the standard of care is consistent based on acuity
- Oversaw daily operations of critical care, ensuring compliance with healthcare regulations and standards.
- Streamlined patient admissions process, enhancing efficiency and reducing wait times for critical care services.
Administrative Director
Detroit Medical Center: Vascular Access, Orthopedic and Bariatric Service Lines, (ACC, DMC)
09.2015 - 04.2018
- Standardize practice across the DMC market( Detroit Receiving, Harper-Hutzel, Children's Hospital, Sinai Grace, Huron Valley, and RIM in regards to central line maintenance.
- Implement best practices at all sites to decrease Central Line Associated Bloodstream Infections. 53 % reduction in CLABSI rate over 18 months.
- Education to 3,000 nurses and physicians on CLABSI Bundle
- Implemented Vascular Access Maintenance Rounds across all DMC hospitals with Epidemiology, Vascular Access Nurse and physician leaders.
- Collaboration with Education, Epidemiology, and Corporate Leadership to decrease Hospital-Acquired Infections.
- Manage the staff on the Vascular Access Team who insert central lines, troubleshoot vascular access devices, and infuse chemotherapy.
- Orthopedic and Bariatric Service Line
- Manage throughput and triage of Vascular Access requests for four hospitals in the DMC downtown campus.
- Developed and implemented operational protocols for vascular access and orthopedic service lines.
- Streamlined patient scheduling processes to enhance efficiency and reduce wait times.
Manager Radiology/Interventional and Vascular Access Team
Detroit Receiving, Harper University Hospitals and Rehab Institute of Michigan
10.2008 - 01.2015
- Facilitate throughput for 8 modalities in Radiology servicing four hospitals in the DMC downtown campus: MRI, CT, Ultrasound, Fetal Ultrasound, Nuclear Medicine, General Radiology, Gastrointestinal Radiology, and Interventional Radiology
- Facilitate throughput for the Karmanos Cancer Institute
- Combining IR and VAT services to decrease money lost and increase patient satisfaction.
- Journal Club for Nurses, Staff, and Physicians
- Educational Competencies for Radiology Technologists: CT,MRI, US, Interventional Radiology and General Radiology
- Manage Budgets for Interventional Radiology and Vascular Access: DRH and HUH
- Directed operational workflows to enhance patient care delivery and improve team efficiency.
- Implemented quality control measures to ensure compliance with healthcare regulations and standards.
Staff Nurse in MRI
Harper University Hospital
10.2006 - 04.2008
- Screen patients for MRI. Coordinate the flow of cases.
- Pre/intra/post care of MRI patients. Recover patients sedated by anesthesia.
- Administered patient care, ensuring adherence to safety protocols and best practices.
- Collaborated with multidisciplinary teams to develop and implement individualized care plans.
Clinical Coordinator
Harper University Hospital: Radiology/Interventional Radiology
10.2003 - 10.2006
- Manage Nurses and Radiology Associates for Radiology and IR.
- Education for staff and Payroll. Work with physicians to increase throughput and quality patient care for our patients.
- Coordinated patient scheduling and workflow for radiology procedures to enhance operational efficiency.
- Managed communication between patients, physicians, and radiology staff to ensure seamless care delivery.
Lead/Staff Nurse
Interventional Radiology
10.2001 - 10.2003
- Coordinate the flow of patients on a daily basis in the Interventional Radiology Department. Deliver patient care to a wide variety of patients from all hospitals in the DMC. Required to take call for emergency cases. Patient teaching to all patients and their families. Moderate sedation for procedures per hospital policy. Assist with evaluations and interviews for the nurses in the department.
- Supervised nursing staff to ensure adherence to safety protocols in interventional procedures.
- Coordinated patient care plans with multidisciplinary teams for optimal treatment outcomes.
Staff Nurse in the Emergency Department
Detroit Receiving Hospital
05.1999 - 10.2001
- Patient care for acute medical/ trauma cases. Prioritizing patient care. Working as a team with other nurses, physicians, and ancillary staff. Anticipate patient orders and care of patients based on diagnosis to increase throughput and excellent nursing care.
Education
Master's - Nursing Leadership
Walden University
08.2016
Bachelor of Science - Nursing
University of Detroit Mercy
Detroit, Michigan05.1999
Skills
- Expert in driving strategic initiatives
- Process optimization
- Performance metrics evaluation
- Skilled in facilitating change initiatives
- Implementation of strategic initiatives
- Process improvement specialist
- Strong cross-team communication
- Collaborative team management
- Assessing organizational culture dynamics
- Patient care quality assurance
Additional professional activities
- Nightingale runner-up for Executive Leadership, May 2020
- Vascular Access Board Certified December 2018
- Tenet Leadership Academy Graduate, March 2018
- Presentation at the American Infection Prevention Conference 2017
- Employee of the year, Harper-Hutzel Hospital, 2016
- Honored as a Tenet Hero in March 2017
- Poster Presentation at the International Infectious Disease Society of America Conference, October 2017
- Poster Presentation American Nurses Association, November 2017
- DMC Leadership Academy 2012
- Green Belt Certification Lean Six-Sigma 2011
- Research Study Coordinator for Interventional Radiology 10/03
- Developed EMR Early Assessment program for Vascular Access
Timeline
Senior Vice President, Chief Administrative Officer
University of Maryland Rehabilitation & Orthopaedic Institute
04.2023 - Current
Vice President, President Patient Care Services, Chief Nursing Officer
University of Maryland Rehabilitation & Orthopaedic Institute
06.2022 - 04.2023
Chief Nursing Officer
Rehabilitation Institute of Michigan (RIM), Detroit Medical Center (DMC)
06.2020 - 06.2022
Administrative Director for the Adult Central Campus (ACC)
Detroit Receiving and Harper University Hospitals, Critical Care, Cardiology, Vascular Access Service & Infusions
04.2018 - 06.2020
Administrative Director
Detroit Medical Center: Vascular Access, Orthopedic and Bariatric Service Lines, (ACC, DMC)
09.2015 - 04.2018
Manager Radiology/Interventional and Vascular Access Team
Detroit Receiving, Harper University Hospitals and Rehab Institute of Michigan
10.2008 - 01.2015
Staff Nurse in MRI
Harper University Hospital
10.2006 - 04.2008
Clinical Coordinator
Harper University Hospital: Radiology/Interventional Radiology
10.2003 - 10.2006
Lead/Staff Nurse
Interventional Radiology
10.2001 - 10.2003
Staff Nurse in the Emergency Department
Detroit Receiving Hospital
05.1999 - 10.2001
Master's - Nursing Leadership
Walden University
Bachelor of Science - Nursing
University of Detroit Mercy
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