Paula Newinski is a 22-year veteran RN leader seeking a new role in long term care. She has extensive experience as a Nurse Manager at the Minneapolis VA Health Care System, currently managing a 36-bed unit and co-directing an 80-bed transitional care center. She holds dual master's degrees and several nursing certifications. Newinski has a proven track record of leading quality improvement initiatives, developing staff, ensuring regulatory compliance, and serving on multiple committees.
Motivated and performance driven; clinical and business professional. Determined and passionate about implementing best practices while targeting education and improving staff development efficiently. Expert knowledge of healthcare environment, ability to positively influence behavior for quality patient outcomes. Demonstrates ability to creatively use consulting and listening skills when working with interdisciplinary teams, promoting consensus with communication and transparency of program goals. Organized and presents research and analytic benchmarks proficiently with cross functional team collaboration.
Motivated and performance driven; clinical and business professional. Determined and passionate about implementing best practices while targeting education and improving staff development efficiently. Expert knowledge of healthcare environment, ability to positively influence behavior for quality patient outcomes. Demonstrates ability to creatively use consulting and listening skills when working with interdisciplinary teams, promoting consensus with communication and transparency of program goals. Organized and presents research and analytic benchmarks proficiently with cross functional team collaboration.
Journey to Magnet Excellence®: Recruit & Retain for Nursing Distinction with ...HealthcareSource
A healthcare organization's nursing staff plays a critical role in helping them elevate patient care and drive operational performance. To ensure you are realizing the full potential of your staff, consider HealthcareSource's proven software solutions to better align your employees for success. The HealthcareSource Quality Talent Suite is designed to help you:
- Identify and hire employees who are a cultural fit for your organization
- Improve retention rates of new hires--saving you time and valuable resources
- Increase employee accountability and employee satisfaction
- Maintain a consistent competency assessment program designed specifically for you
- Make measurable strides in service excellence--on average, our clients score 5% higher on the HCAHPS survey
Depuis que les entreprises existent, elles jugent leurs performances à la lecture de leurs chiffres financiers (Chiffre d’Affaires, Résultat, Cours de bourse, Effectif, Nombre produits vendus, Part de marché,….).
Au quotidien ce jugement se traduit au niveau opérationnel par des managers qui pratiquent le Combien pour juger de la performance de leurs équipes. Cette attitude confortable, facile à comprendre, facile à transmettre et somme toute efficace la plupart du temps.
D’un point de vue Psychanalytique cet habillage de la réalité qui est rassurant conforte chacun dans la voie de l’illusion.
Néanmoins, cette stratégie du Combien a un maillon faible qui n’est ni la méthode en elle-même ni l’Entreprise : c’est l’Homme.
Pour se prémunir contre les risques de ce maillon faible, les Entreprises doivent passer d’une stratégie du Combien à une stratégie du Comment.
Le Comment est le moyen le plus efficace pour à la fois manager les Hommes mais également garantir le Combien.
Ce passage du Combien au Comment est aussi une affaire d’Homme et cela demande de comprendre la difficulté de ce maillon faible: sortir et affronter sa Zone de Confort Psychologique. En sortant de cette logique, autoritariste et administrative pour entrer dans l’ère d’une création ou d’une co-création instantanée (Winnicott) et articulée à une vision (SIR de Lacan).
Se préoccuper du Comment c’est en terme de Management se préoccuper des zones d’ «arrangement » et de « manœuvre », cultiver les interstices, créer le désir de jeu ou de parole, prendre en compte le fantasme, le social, l’économique et l’éthique. En résumé, se préoccuper des Hommes.
Passer ainsi de l’ère du Combien à l’ère du Comment, travaillons ensemble, projetons nous sur l’avenir, soyons curieux de la confiance mutuelle que nous allons établir. Le combien, c’est finalement facile et ce n’est qu’une conséquence du comment. Le comment est l’essence même de la stratégie.
Journey to Magnet Excellence®: Recruit & Retain for Nursing Distinction with ...HealthcareSource
A healthcare organization's nursing staff plays a critical role in helping them elevate patient care and drive operational performance. To ensure you are realizing the full potential of your staff, consider HealthcareSource's proven software solutions to better align your employees for success. The HealthcareSource Quality Talent Suite is designed to help you:
- Identify and hire employees who are a cultural fit for your organization
- Improve retention rates of new hires--saving you time and valuable resources
- Increase employee accountability and employee satisfaction
- Maintain a consistent competency assessment program designed specifically for you
- Make measurable strides in service excellence--on average, our clients score 5% higher on the HCAHPS survey
Depuis que les entreprises existent, elles jugent leurs performances à la lecture de leurs chiffres financiers (Chiffre d’Affaires, Résultat, Cours de bourse, Effectif, Nombre produits vendus, Part de marché,….).
Au quotidien ce jugement se traduit au niveau opérationnel par des managers qui pratiquent le Combien pour juger de la performance de leurs équipes. Cette attitude confortable, facile à comprendre, facile à transmettre et somme toute efficace la plupart du temps.
D’un point de vue Psychanalytique cet habillage de la réalité qui est rassurant conforte chacun dans la voie de l’illusion.
Néanmoins, cette stratégie du Combien a un maillon faible qui n’est ni la méthode en elle-même ni l’Entreprise : c’est l’Homme.
Pour se prémunir contre les risques de ce maillon faible, les Entreprises doivent passer d’une stratégie du Combien à une stratégie du Comment.
Le Comment est le moyen le plus efficace pour à la fois manager les Hommes mais également garantir le Combien.
Ce passage du Combien au Comment est aussi une affaire d’Homme et cela demande de comprendre la difficulté de ce maillon faible: sortir et affronter sa Zone de Confort Psychologique. En sortant de cette logique, autoritariste et administrative pour entrer dans l’ère d’une création ou d’une co-création instantanée (Winnicott) et articulée à une vision (SIR de Lacan).
Se préoccuper du Comment c’est en terme de Management se préoccuper des zones d’ «arrangement » et de « manœuvre », cultiver les interstices, créer le désir de jeu ou de parole, prendre en compte le fantasme, le social, l’économique et l’éthique. En résumé, se préoccuper des Hommes.
Passer ainsi de l’ère du Combien à l’ère du Comment, travaillons ensemble, projetons nous sur l’avenir, soyons curieux de la confiance mutuelle que nous allons établir. Le combien, c’est finalement facile et ce n’est qu’une conséquence du comment. Le comment est l’essence même de la stratégie.
We had to look at a picture of four fishes and two small bowls; there are three in one bowl and the other fish is jumping from one bowl to the next. We had to come up with a story for the picture.
Ou comment le pouvoir informel renverse le pouvoir formel
Le pouvoir est souvent associé au management. Pour mieux comprendre et décrypter le pouvoir dans les organisations penchons-nous sur les versants des pouvoirs formels et informels dans l'entreprise.
De façon Ancestrale, le pouvoir formel s'inscrit dans le rapport de force du dominant au dominé. L'usage montre que ce rapport de force s'inverse lorsque le dominé de façon consciente et souvent inconsciente exerce un pouvoir informel qui renverse le rapport de force édicté par le dominant.
La conjonction du haut niveau d'éducation, de l'arrivée de la génération Y dans les entreprises, de l'utilisation massive des réseaux sociaux et de l'ensemble des nouvelles technologies, imposent aux entreprises le développement d'un pouvoir informel bien plus puissant que le pouvoir formel historique.
Les entreprises qui s'entêtent dans l'usage répétitif de ce management formel sont condamnées à s'enliser sur la voie de leur auto destruction.
#1 nha long resume new & revised 12.26.15Calvin Marshall
I will accept a position as an Acting Nursing Home Administrator for six months. This will give the organization a chance to see my management style, leadership skills and work ethic. If after six months, I do not meet the organizations requirements as a Nursing Home Administrator, I agree to immediately leave the position. However, if I am evaluated as an asset to the organization, I request to be hired as a permanent Nursing Home Administrator.
My goals as an Acting Nursing Home Administrator are to:
1) Provide quality care to the residents.
2) Meet the State of California’s and Medicare requirements for a skilled nursing facility.
3) Keep the facility’s beds full.
4) Retain staff.
5) Improve resident and employee satisfaction.
6) Pass the state examination.
Using my extensive background in long-term care within the Veterans Health Administration medical centers, I Will create an environment that encourages a united voice and collaboration between staff and addresses issues related to the standards for resident’s quality of life and care in the facility. These include:
• Advancing consistent standards, positions, and recommendations pertaining to the facility.
• Promoting evidence-based approaches to common problems and risks found as they relate to the nursing home patients.
• Coordinating and creating educational programs.
• Improving coordination among the professional disciplines and reduce fragmented initiatives and approaches.
• Clarifying staff accountability for the standard of care as established by law and regulation.
• Promoting more effective root cause analysis of commonly identified issues that affect the nursing home’s performance and practice.
• Promoting more effective approaches to improving care for the residents.
1. Paula Newinski MSN/MHA, RN-BC, NE-BC
6154 Summit Curve S.
Cottage Grove, MN 55016
651-402-1272
Paula.Newinski@gmail.com
I am an ambitious, 22 year RN leader, seeking a roleto utilize leadership, management, and
administrativeskillsin thelong termcare industry.
Present Professional Experience:
Minneapolis VA Health Care System(1995-present)
Nurse Manager Ward 1F Community Living Center /CLC Co-Director (2007-present)
The CLC is an 80 bed transitional care center that is regulated under the Joint Commission Long Term Care
Center Standards
Primary Responsibilities include:
Management of staff and residents on 36 bed unit with 50 FTE of RN, LPN, NA, and PSA staff
Lead with Medical Director and Interdisciplinary team to develop strategic plan and vision for 80 bed
Community Living Center; develop policy, screen for resident admissions, and represent Long Term
Care with Geriatric focus within the Minneapolis VAHCS
Hiring, mentoring, educational development, evaluation and recognition for nursing team members
Consultant with Ethics Teamregarding long term care placement and end of life care issues
Interdisciplinary coordination of care for CLC residents including family members and resolving
complex medical, psychosocial, and spiritual needs. Promote conflict and problem resolution
Ensure regulatory and accreditation compliance for unit and department (Joint Commission for Long-
Term Care, CARF, Long Term Care Institute, OSHA, and other Federal bodies)
Development of policy and procedures based on current evidence based practice, implementing
standing orders, and recommend documentation changes that support practice
Multidisciplinary committee leadership and participation at departmental and facility level (Pressure
Ulcer Prevention, Falls Prevention Co-chair, Nursing Leadership, Patient Safety, Patient Center Care,
Nursing Strategic Planning, VISN Skin, VISN EC&R Leadership)
Continuous improvement activities focused on pressure ulcer, falls, and infection control (noted
significant reduction of hospital acquired MRSA and C-Diff cases)
Educational development of staff members and verification of competencies (orthostatic blood
pressure, dementia interventions, smoking safety, care planning, and others)
Development of function statements and position descriptions (RN, LPN, NA, MSA, and Restorative
Nursing Coordinator)
Management representation on facility purchasing committees for $3.9 million bed/mattress and $1.6
million computer on wheels projects
Author and update patient and staff education materials
Product trial coordination (condom cath's, IV poles, transferring slings, Lopez valves, and others)
Develop and support staffing methodology following industry benchmark data (5.8-9.6 HPPD)
Establish working relationships with Union partners (NA/LPN and RN bargaining units)
Education and Certifications:
Dual degrees, Masters of Science Nursing and Masters Health Care Administration University of
Phoenix 2013. Education project "Falls and Injury Prevention" for all MVAHCS nursing staff 2013
Bachelor of Science Nursing Degree Minnesota State University Mankato, 1994
2. American Nurses Credentialing Center (ANCC) Gerontology Certified valid through September, 2019.
Chair Gerontology Content Panel Experts through 2019. Elected Chair of panel; lead group of 10 RN's
in test content outline and development
ANCC Nurse Executive Certified valid through March 2020
Graduate of VA Midwest Health Care Network Leadership Development Class 2008-2009. Individual
project "Enteral Feeding Procedures" to standardize procedures and practice with current evidence
FEMA Incident Command Systems trained 2008. Combine emergency nursing and leadership skills in
event of large scale disaster
Certified VA mentor; mentor in facility and VISN LEAD programs. Recruit, support, and assist in the
application for staff members and assist in succession planning of VA leaders
Expanded Duties:
Member Nursing Strategic Planning Committee; leader for Nursing Professionalismand Succession
Planning. Researched and developed surveys for nursing staff and management on how to better
recruit for Assistant Nurse Managers and Nurse Manager positions. Implemented recruitment and
leadership development strategies that resulted in larger applicant pools for Nursing Management
positions
Poster presenter April 2015 Safe Patient Handling/Falls Summit Phoenix, AZ on fall and injury
prevention of Annual Wheelchair Round-up; a systemto provide preventative maintenance to
wheelchair fleet. Best practice development reduced accidental falls from wheelchairs by >1000% two
years post-implementation
Nurse Professional Standards Board member; determine if nurses meet the qualification standards for
promotion. Provide assistance to other managers and staff in writing RN performance reviews.
Coordinator Annual Wheelchair Round-up, a multidisciplinary effort from Engineering, Supply,
Environmental Management, Nursing, and Voluntary Services to provide maintenance for the fleet of
300 wheelchairs, proven reduction in accidental falls
Falls Committee Co-Chair, implement facility level interventions for falls preventions and injury
prevention in all areas of Veteran care (inpatient, clinic, home-based, LTC, and adult day)
Minnesota Hospital Association Falls Prevention Committee
Facilitate annual Falls Prevention Day activities in conjunction with MHA and VA’s. Lead facility
aggregate annual root cause analysis for falls; develop strategies to implement to improve care
Development of facility education on falls and injury prevention, maintain mandatory facility
educational coursework for compliance with Joint Commission National Patient Safety Goal
Planning committee member 2010, 2011 VISN EC&R Education Summit. Work with representatives
from multidisciplinary team members to develop outline, learning goals, recruit speakers, and ensure
flow of VISN conference
Member Dementia Steering Committee VISN 23 VA HealthCare
Awardsand Recognition:
Team Nursing Award 1F 2009 and 2015 Pressure Ulcer Prevention Committee. Nominating employees
to recognize excellence in practice and dedication to patient care.
Savvy Library User Award recipient 2010 for using MVAHCS library services in the implementation of
evidence based practice
All Employee Survey results consistently above goal for CLC nursing team satisfaction
3. Promoting Professional Growth:
Repeat presenter for Minnesota State University: Leadership and Management 425 course. Volunteer
speaker on resume writing, interviewing, and transitioning from nursing student to RN.
Member National Organization of Veterans Affairs (NOVA)
Content Expert Twins Cities Health Consortium (TCHP) course review of "Older Adult" home study
courses. Teach "Scope and Roles for Nursing Leadership"
Research and authored "Falls Mats Guidelines" to VISN 8 Falls Prevention Toolkit; the Nationally
recognized leader in falls and injury prevention strategies
Speaker at Lunch and Learns and Nursing Grand Rounds (topics Becoming a Certified Nurse, Falls and
Injury Prevention, Best Practices in Enteral Feeding Procedures)
Career Fair, Nursing Career Fair, and as a clinical expansion mentor for senior level VANAP students
Promote staff involvement with facility education, committees, and certification options
Mentoring staff of all disciplines in facility and VISN LEAD programs
Keynote Speaker Rasmussen College nursing graduation 2011 on Trends and the Future of Healthcare
PreviousProfessional ExperienceMVAHCS:
Charge Nurse, Emergency Department (2004-2007)
Triage patients and treatment for medical
and mental health emergencies
Develop staff and patient education,
precept others
BLS, ACLS, TNCC trained
Assess admissions for appropriate level of
care
Resource on Women’s health specific care
Collaborate patient care with
interdisciplinary team
Team Leader, Women's Clinic (1999-2004)
Triage and assessment of primary and
specialty care patients
Operate RN clinic; assess and implement
care within established protocols
Develop community based contracts for
care of obstetric residents
Collaborate with community centers for
referrals of gynecology cancer patients
Management of daily clinic flow
Develop staff and patient education
Procure equipment for ED and OR related
to gynecologic and obstetric care
Assist in clinic procedures
Presenter at Breast Health Residency 2004
Data collection for hormone replacement
research
Coordinate surgical scheduling for
gynecological care
Medical Sub-Specialty Care Clinic Float RN (1999)
Float to various clinics, serve as clinic RN
Charge Nurse 3K MVAHCS and 2L Post Surgical units (1995-1999)
Direct patient care on cardiac step-down unit
Lead shifts of RN and NA staff, direct patient care
Volunteer:
Honor Flight (2016)
Other Professional Experience:
Dayton's Bluff Community Care Center, St Paul, MN
Charge Nurse (1994-1995)
Communication of resident needs to providers and pharmacists
Direct resident care and documentation compliance