Summary
Overview
Work History
Education
Skills
Timeline
Generic

Mel C

Calgary,AB

Summary

Competent and committed professional serving Alberta Precision Laboratories and former Calgary Laboratory Service for 21 years; Efficient leader with LEAN/Six Sigma Green Belt certificate and Prosci certificate to lead a team through change, implement changes and streamline operations; Reliable, resourceful and demonstrate success in assuming increasing levels of responsibility. Work collaboratively with APL, PLC and AHS leaders; Strong supervisory skills with excellent and proven experience in performance management, able to engage, motivate and coach staff, resolve conflicts and encourage a team approach; Strong ability to support and develop future leaders; Excellent organizational and interpersonal skills.

Overview

13
13
years of professional experience

Work History

Clinical/Operations Supervisor

Pre-Analytics (Accession), Peter Lougheed Centre
07.2012 - Current
  • Report to, follow direction, accept and implement feedback from Managers and Directors
  • Work with other RRL Supervisors and other department Supervisors and Managers to promote and implement corporate goals, initiatives and best practices
  • Provide leadership and support to about 58 employees; engages employees in change management and in achieving department and corporate’s goals, mission and vision through effective communication
  • Ensure lab Accreditation and participate in yearly Competencies
  • Monitor and manage key performance metrics. Evaluate performance of staff. Recognize and engage staff
  • Ensure staff are aware of policies and procedures and changes happening. Implement changes and best practices.
  • Work collaboratively with PLC AHS Executives and Managers to improve laboratory service and participate in strategic planning (e.g. decrease STAT orders in the OP lab; PLC report distribution improvement project; OP lab move in 2012, ongoing PLC construction and movement of Units to different areas in the hospital, OP Lab closure during COVID and reopening using appointment only system, the relocation of lab to East Wing, etc.)
  • Work collaboratively with Sunridge Medical Gallery (SMG) leaders especially NE Hemodialysis Centre and Day Psychiatry/Carrant Center
  • Oversee Safety and Privacy of employees and patients
  • Monitor and manage budget through appropriate allocation of staff and resources; identify and implement cost saving initiatives
  • Participate in personal and leadership growth and development.
  • Recruitment and Selection
  • Interview and hire Operations Leadership Coordinator, MLAII and MLAI; Help other Supervisors with their interview
  • Post positions on RMS, select and hire applicants
  • Coordinate Connect Care training of new hires
  • Utilize ePAR to manage FTEs on all shifts
  • Coordinate the list of pipeline candidate from Talent Acquisition to Calgary and Rural site supervisors
  • Workforce Planning
  • Review and analyze KMR, FTE reports, vacancy reports to assess staffing requirements and to create efficient staffing schedule
  • Utilize LEAN Six Sigma training and knowledge to improve PWT in PLC Outpatient Lab and other changes in the department e.g. schedule changes on different shifts
  • Utilize Workload calculation spreadsheet to see how many staff are needed
  • Created excel workbooks (Schedule Tracker) to track and monitor schedule changes, absences, leaves and other time off. This provides the team with a confidential way of tracking of absences and lates.
  • Staff Development/Succession Planning/ Staff Engagement
  • Support and send OLC and MLAIIs to Understanding Yourself As A Leader course and other Leadership training
  • Support and send MLAIs to seminars, training and Lunch and Learns
  • Support succession planning and leadership conversations
  • Strengthen coaching skills and promote Leading by intent through job shadowing
  • Incorporate education and staff development during General Staff Meetings
  • Create different Committees for staff to get involved and develop their leadership skills (Social Committee, Engagement Committee, Health and Wellness Committee, Safety Designate and Safety Team, Hand Hygiene Auditors)
  • Continuous effort to have a culture of Recognition and to increase Employee Engagement
  • Performance Management
  • Manage performance of 58 employees (MLAIs, MLAIIs and ASII)
  • Provide feedback, coaching and support to help employees be successful and efficient in maintaining their skills and competencies
  • Perform performance conversations on all employees
  • Investigates and writes non-disciplinary and disciplinary letters and work with HR in doing performance expectations, disciplines and terminations.
  • Work with HR and HSAA in the administration and application of the Collective Agreement.
  • Hold Facilitated conversations or mediated conversations between staff to resolve issues and conflicts; encourage open, honest and respectful 2-way conversations
  • Safety and Privacy:
  • Regularly monitor and pull report on OOBB and safety reading completion rate
  • Discuss Privacy and patient and staff safety incidents during staff meeting
  • Investigate privacy breaches and issue discipline as needed
  • Perform and/or oversee Safety Inspections – APL and JWHSC, fix safety issues
  • Maintain Hand Hygiene observations performed by Accession Auditors
  • Cost-saving Initiatives:
  • Reduced hours of service in Sunridge Medical Gallery Collection site; cost saving $16,250.52/yr
  • Reduce PLC OP Lab hours of operation by 1 hour
  • Supported corporate goal in reducing cost of supplies and equipment and other cost saving initiatives
  • Review financial report monthly orders and identify savings
  • Reduce overtime (OT): with the least amount of OT hours on manager’s portfolio even during COVID-19 pandemic
  • Making sure leadership Team (MLAIIs) understand and support the cost saving initiatives
  • Change management:
  • Co-recipient of the 2009 BD Pre-Analytic Excellence Award; Presented FMC Accession’s LEAN success to the AME Conference Tour 2009 in Florida, USA
  • Moved PLC OP lab to new location at PLC in 2012 using LEAN process; construction was $50,00 under budget
  • Change from CLS to Alberta Public Labs and then to Alberta Precision Labs
  • APL Integration with Dynalife and reintegration
  • COVID-19 pandemic management of inpatient and outpatient collections; OP Lab Saturday Pop Up Clinics
  • Implementation of QMe for online booking of community patients to PLC OP lab
  • Connect care/Epic Implementation; Implementation of Cadence for online booking of ambulatory clinic patients using Epic.
  • PLC Functional Program: Lab moving to East wing, 6th floor in June 2022
  • New Lab Accreditation – ensure lab accreditation readiness by working with APL Quality, Alberta Infrastructure and FM&E, Safety, MLAIs and MLAIIs, RRL leaders, and PLC site leaders.
  • Co-lead implementation of Spectre in Calgary and rural sites

Education

Bachelor of Science - Medical Technology

University of Sto. Tomas
Philippines
07.1989

Skills

  • Investigational product management
  • Adverse event reporting
  • Site monitoring
  • Clinical trial management

Timeline

Clinical/Operations Supervisor

Pre-Analytics (Accession), Peter Lougheed Centre
07.2012 - Current

Bachelor of Science - Medical Technology

University of Sto. Tomas

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Mel C