1. Pamela J. Pedron, MSN, RN, CCRN 940-453-6879 · E-mail pjpedron@centurylink.net
Summary
Proven healthcare leader with 15 years experience in acute and critical care, optimizing employee, physician, and patient satisfaction
Ability to lead nursing and ancillary departments and develop staff, and initiate change within an organization
Foster an environment of professionalism, collegiality, and collaboration to promote optimal patient outcomes
Excel in communication, interpersonal, and organization skills ·
Professional Experience
Atrium Medical Center – Corinth, Texas (8/2013 – Current)
Chief Clinical Officer
 Direct report to CEO with accountability for administrative operations and financial performances of multiplecost centers
including: Nursing, Respiratory, Dietary, Laboratory, Radiology, Education, Infection Control, Special Procedures, Pharmacy,
Case Management, and Contracted Services; Oversight of 175 FTEs
 Collaborate with Quality Director ensuring facility compliance with quality metrics, Joint Commission standards, and CMS
regulations
 Chairperson and member of multiplefacility committees
 Authored and implemented facility-wide policies and procedures
 Redesigned Hospital and Clinical Orientation to meet Joint Commission regulatory compliance
 Led interdisciplinary committee for the redesign of facility’s clinical competencies to meet regulatory compliance
 Organized facility-wide Performance Improvement Projects:
 Foley Screening protocol decreasing Foley catheter days 25%
 Blood Transfusion committee decreasing utilization 31%
 Partnered with Rehab Care contracted service provider implementing a turn team decreasing HAPU 25%
 Partnered with Dietary Director introducing seasonal menus decreasing food cost PPD 10%
 Led interdisciplinary team improving overall quality metrics for the following: Decreased fall rate 45%, decreased acute out rate
63%, decreased hospital acquired infections (HAI) 27%, decreased mortality 31%, increased ventilator weaning rate 4%,
increased outpatient radiology procedure rate 25%
 Collaborated with Laboratory Director for COLA and CLIA Certifications
 Exceeded nursing productivity for 2014 with Nursing Hours per Patient Day (NHPPD) averaging 8.5 on a budgeted target of
8.89, and for 2015 averaging 8.23 on a budgeted target of 8.4
 Implemented Studer practices fostering an environment of customer service increasing overall patient satisfaction 12% from
75% to 87%
 Developed and implemented an interdisciplinary Employee Activity and Recognition Committee, celebrating service excellence,
decreasing facility’s turnover rate from 10% to 4%
 Established facility-wide policies and procedure for staffing guidelines ensuring consistent scheduling practices reducing overall
facility agency usage by 55%, 2013 – 2015
Atrium Medical Center – Corinth, Texas (12/2012 – 8/2013)
Director of Nursing
 Direct report to CEO with accountability for administrative operations and financial performance of Nursing, Wound Care,
Education, Special Procedures, Respiratory Therapy, and Contacted Services; Oversight of 100 FTEs
 Departmental oversight for effective management of staffing, budgeting, productivity, patient outcomes, and overall satisfaction
 Consistently achieved nursing budgeted target for NHPPD of 8.9
 Authored Critical Care Self Study moduleincreasing knowledge and skills of ICU staff
 Developed and implemented ICU/PCU/MS policies, procedures, protocols, and standards of practice
 Stabilized core position control resulting in reduction in overtime and agency use 25%
 Implemented a nursing clinical preceptor ship program for on-boarding new nursing staff
 Developed nursing preceptor model with local associate-degreed nursing school students
Denton Regional Medical Center - Denton, Texas (9/2005 – 9/2012)
Administrative Director of Critical Care (12/2010 – 9/2012)
 Direct report to CNO and COO with accountability for administrative operations and financial performance of multiple cost
centers including: ICU, PCU, CCU, CVCU, Dialysis, Cardiopulmonary, Cardiac Rehabilitation, and Echo Cardiology
 Mentored directors for effective departmental management of staffing, budgeting, productivity, patient outcomes, and
employee, physician, and staff satisfaction
 Maintained compliance with Core Measures, Joint Commission, and CMS regulations and standards in departments

2.  Opened 12-bed CCU; Responsible for renovation, purchasing, staffing, development of admission criteria and scope of practice
 Led development of Hypothermia, Impella, Sepsis, and EP service lines
 Coordinated completion of ICAEL accreditation; Achieved accreditation September 2012
 Member of Chest Pain III Interdisciplinary Committee; Achieved accreditation February 2011
 Member of Magnet Steering Committee; Achieve Magnet designation June 2012
 Nurse Director Representative on divisional committees for Critical Care, CV pacs system, and dialysis documentation
Director of PCU, CVCU, and Dialysis (8/2009 – 12/2010)
 Provided leadership for 29-bed PCU, 12-bed CVCU, and a six-bed dialysis unit, 90 FTEs
 Maintained consistent productivity > 100%
 Implemented initiatives to increase: Employee satisfaction 80% to 95% and Critical Care specialty certifications 4% to 60%
 Units benchmarked above national average for NDNQI nurse sensitive indicators for eight consecutive quarters
 Maintained 100% compliance with Core Measures
 Developed and facilitated Shared Governance within departments
 Oversight for the implementation of a 6-bed Discharge Lounge, decreasing ER throughput time by > 2 hours
 In conjunction with the ACNO, implemented research pilot study“Above Par Care: A Failure to Rescue Strategy” on PCU
Director of CVCU and Critical Care Educator (12/2006 – 8/2009)
 Provided leadership for 12-bed CVCU, 25 FTEs
 Restructured staffing ratio to an all RN staff while maintaining productivity
 Developed unit based clinical competencies for the critical care units
 Restructured Critical Care Internship program: Added AACN computer-based ECCO modules to curriculum as basic
education; Introduced advanced pathophysiology concepts to classroom; Added guest speakers and clinical experience in the
Cath Lab and CVOR
 Authored CE and Non-CE computer-based critical care and cardiac topics for physician and staff education
Charge Nurse/Staff Nurse ICU (9/2005 – 12/2006)
 Clinical staff and Charge nurse for 29-bed ICU
The Medical Center of Lewisville – Lewisville, Texas (3/2005 – 9/2005)
CV Coordinator
 Hired to facilitate implementation of a cardiovascular program
St. Joseph’s Regional Medical Center - Stockton, California (10/1985 – 11/2004)
Charge/StaffNurse SICU (1992 – 2004)
 10-bed surgical intensive care unit with emphasis in recovery of open heart and neurosurgery
First Line Supervisor ICU (1988 – 1992)
 Function as Clinical Manager of the 0700-1900 shifts
Director of Float Pool, Pre-op Holding, and House Supervisors (1985 – 1988)
 Responsibilities for managing and budgeting these departments
Monroe Regional Medical Center - Ocala, Florida (1980 – 1985)
Critical Care Educator (1983 – 1985)
Assistant Manager SICU (1981 – 1983)
Staff Nurse SICU (1980 – 1981)
License & Certifications
Registered Nurse State of Texas · Critical Care Certification (CCRN)
Basic Life Support (BLS) · Advanced Cardiac Life Support (ACLS) · Pediatric Advanced Life Support (PALS)
Education
Master Nursing Administration, University of Texas at Arlington – Arlington, Texas, May 2014, GPA 4.0
Bachelor of Science Nursing, University of Miami – Coral Gables, Florida, 1979, GPA 4.0
Competent with Microsoft Word, Excel, and PowerPoint
Professional Membership and Awards
Texas Nurses Association (TNA) · American Association of Critical Care Nurses (AACN)
Sigma Theta Tau Nursing Honor Society, University of Miami, Florida · Nominated “Top 100 Nurses” in Dallas-Fort Worth, 2010
Sigma Theta Tau International Nursing Honor Society, University of Texas at Arlington, Texas