Tamara Dus

Collaboration and engagement with internal and external stakeholders to develop a vision for the future and establish goals, harnessing strong business acumen to understand and implement appropriate change management necessary for the protection of the public. Revitalized programs by introducing structure and transparency, increasing operational efficiency, and standardizing processes, developing and meeting all KPI’s. This has resulted in efficiencies that supported reinvestment in other organizational priorities. Developed and implemented organizational goals to support the strategic plan, financial and human resource management, and program development, effectively managing budgets exceeding $75M. Directed the assembly of a variety of clinical and non-clinical contributors to investigate service obstacles and developed strategies with stakeholders that improved patient wait time, service performance, and improved patient and staff satisfaction. Active member of local, regional and provincial decision-making tables resulting in policy changes to support enhanced care delivery models. Repeatedly assigned leadership responsibilities to facilitate negotiations of short, mid and long-term resources in response to unscheduled service interruptions including the relocation of patients, the redirection of urgent care services and the redeployment of staff all while maintaining important care services within a community. Mentoring and supporting staff and leaders, formally and informally to achieve personal and professional growth. Through various strategies have collaboratively worked with staff, unions, patients and administrative colleagues to implement and sustain best practices. These strategies have led to successful implementation of a Mental Health Emergency Service Unit, a provincially recognized cancer research program, four cancer diagnostic assessment programs, the implementation of aboriginal navigators and program based patient advisory councils.

• Collaboration and engagement with internal and external stakeholders to develop a vision for the future and establish goals, harnessing strong business acumen to understand and implement appropriate change management necessary for the protection of the public.
• Revitalized programs by introducing structure and transparency, increasing operational efficiency, and standardizing processes, developing and meeting all KPI’s. This has resulted in efficiencies that supported reinvestment in other organizational priorities.
• Developed and implemented organizational goals to support the strategic plan, financial and human resource management, and program development, effectively managing budgets exceeding $75M.
• Directed the assembly of a variety of clinical and non-clinical contributors to investigate service obstacles and developed strategies with stakeholders that improved patient wait time, service performance, and improved patient and staff satisfaction.
• Active member of local, regional and provincial decision-making tables resulting in policy changes to support enhanced care delivery models.
• Repeatedly assigned leadership responsibilities to facilitate negotiations of short, mid and long-term resources in response to unscheduled service interruptions including the relocation of patients, the redirection of urgent care services and the redeployment of staff all while maintaining important care services within a community.
• Mentoring and supporting staff and leaders, formally and informally to achieve personal and professional growth.
• Through various strategies have collaboratively worked with staff, unions, patients and administrative colleagues to implement and sustain best practices. These strategies have led to successful implementation of a Mental Health Emergency Service Unit, a provincially recognized cancer research program, four cancer diagnostic assessment programs, the implementation of aboriginal navigators and program based patient advisory councils.

• University of Toronto, Adjunct Lecturer, Lawrence S. Bloomberg Faculty of Nursing, 01/01/22, present
• University of Ontario Institute of Technology, Faculty of Health Sciences, 01/01/07, 01/01/11
• University of Ontario Institute of Technology, Faculty of Health Sciences, 01/01/19, present
• Durham College, Nursing Instructor, 01/01/05, 01/01/07

• College of Nurses of Ontario
• Registered Nurses Association of Ontario
• Canadian College of Health Leaders

• Senior Director, Health Services; Occupational Health and Wellness, UNIVERSITY HEALTH NETWORK, 01/01/20, present, Responsible for leading occupational health and wellness for over 16,000 health care employees, more than 1200 physicians and 8000 students and volunteers across a multi-site organization including the Toronto General, Toronto Western, Princess Margaret and the Toronto Rehabilitation hospitals., Restructured and rebranded the Health Services team during the pandemic to support UHN’s COVID response and ensure the safe delivery of patient care, resulting in the 2021 Local Impact Award for Quality and Safety., In collaboration with the UHN data analytics team, supported the collection and documentation of information to analyze and interpret information including track staffing absences, estimating return to work and impact on clinical care at a unit and program level., Leading COVID-19 response for employees, physicians and learners at UHN. This included rapid implementation of a UHN mass vaccine clinic, presenting at regional and provincial meetings to share lessons learned. The information gathered from the development of these clinics contributed to knowledge translation into a provincial playbook for COVID-19 vaccine distribution.
• Public Health Department, Population Health, the regional municipality of Durham Region, health department, 01/01/19, 01/01/21, Working with Public Health to promote community health by implementing health education and health communication strategies, influencing the development and revision of public policy and building capacity within individuals, families, schools and hospitals.
• Clinical Director, Emergency, Critical Care, and Pre-Hospital Care Program, Lakeridge Health, 01/01/15, 01/01/18, As Director responsible for a large multi-site community hospital including four Emergency Departments, three Critical Care Units, Respiratory Therapy, Domestic Violence and Sexual Assault Department and the Central East Pre-Hospital Care Program supported the creation of objectives/goals to ensure a high standard of patient care., Executed change management across multiple departments to increase operational efficiency and maintain compliance with legislative, regulatory, while supporting implementation of new practice requirements locally and provincially., Co-designed a Mental Health Emergency Service Unit (MESHU). The physical space and care delivery model of the MESHU was designed in collaboration with patient advisors, first responders, clinical staff, hospital and provincial partners with a focus on a safety and dignity for individuals seeking emergency mental health care., Implemented a patient and family advisory council and real-time patient satisfaction surveys., Assigned additional corporate leadership responsibilities to develop and implement changes to the inpatient nursing care delivery model.
• Interim Clinical Director, Women’s and Children’s Program, Lakeridge Health, 01/01/15, 01/01/16, Along with continued responsibilities for the Emergency, Critical Care and Pre-Hospital Care program was asked to temporarily assume additional Director leadership responsibilities for the Women’s and Children’s program consisting of two labor and delivery units, a pediatric unit and neonatal intensive care nursery.
• Clinical Director, Cancer Center & Central East Regional Cancer Program (RCP), Lakeridge Health, 01/01/10, 01/01/15, As Director of the Cancer Center and RCP key responsibilities included oversight of quality cancer care of a large ambulatory oncology program consisting of a cancer research department, radiation treatment, systemic therapy delivery, a diagnostic assessment program, palliative and supportive care services at the Cancer Centre., Regional accountabilities extended beyond the Cancer Center for the quality of cancer care across the Central East LHIN including systemic therapy at 5 partner hospitals, Radiation clinics at 7 hospitals with treatment delivery on 2 sites, and Diagnostic Assessment Units in 3 partner hospitals., In collaboration with other hospitals successfully implemented a regional electronic patient record of cancer care that supported computerized physician order entry, patients being able to access information and document symptoms into their health record., Redeveloped the Clinical Research Department to move from a deficit to a surplus, enabling expansion of research activities and projects., Implemented a patient and family advisory council.
• Manager, Oncology Outpatients, Systemic Therapy and Clinical Research Department, Lakeridge Health, 01/01/07, 01/01/10
• Staff RN, Lakeridge Health, 01/01/95, 01/01/07, Neonatal Intensive Care, post-partum, pediatrics, oncology in patients and outpatients, surgery and medicine.
• Home Care Nurse, Para Med Home Health, 01/01/93, 01/01/99

• Durham Youth Housing and Support Services Board of Directors, 01/01/19, 01/01/21
• Oshawa Minor Hockey, 01/01/10, 01/01/11
• Oshawa Minor Hockey, 01/01/14, 01/01/15
• Oshawa Legionaries Minor Baseball Association Board of Directors, 01/01/09, 01/01/10
• AIDS Committee of Durham Region, 01/01/93, 01/01/95