Munira Amin

As Clinical Lead (Acting Chief Nursing Officer) with designation of Project Director, King’s College Hospital, Jeddah, following were the major tasks: • Designing state of art hospital (from schematic to final design) • Defining organization structure and hospital services • Preparation of Clinical Services Strategy (containing Differentiators, year wise service ramp up etc.) • Operational planning of critical areas, lean processes introduction • Staffing planning (with regard to clinical service requirement, nurse to patient ratios etc.) • Identifying clinical differentiators of the market • Planning international strategy to bring the planning of best hospital on paper • Medical Equipment Planning • Price benchmarking study participation • Supporting in financial feasibility planning • Liaison with Operating Partners (King’s College Hospital, London)

• Preparing clinical areas for JCIA survey and attaining zero observations in assigned areas • Increasing utilization of Operating Theatres above 75% • Training and development of staff for enhancing career growth (Anesthesia Technician, Cathlab Nurse, Operating Theatre Nurse) • Introducing lean staffing structure and minimizing unnecessary hierarchies • Introduced patient experience survey and the bar was achieved from 49% to 67% in 2021 • Decreased utilization of Medical surgical utilization percentage to revenue to 16% • Introduced alternate brand medical surgical items to decreases expenses without compromising on patient safety and quality of care e.g. Bairhugger blankets, urinary catheters, surgical gowns and drapes etc. • Enhancement of Clinical Functions and integration of across department processes e.g. Safe surgery pathway • Introduction of clinical reports in IT system in collaboration with IT • Introduced processes for prioritization of emergency cases in Operating Theatre • Decreasing waiting time of patient in outpatient pharmacy medication dispensing • Lead Operating Theaters at King’s College Hospital Dubai o Maximizing clinical practices and Nursing Care o Ensuring throughput of patients with best patient experience o Tracking financial performance of the area and instituting required changes o Enhancing clinical revenue and decreasing operational cost o Purchasing of equipment and instrument, keeping in view budgetary constraints o Empowering clinical staff and grow leaders o Changing the way we work from we can not do more surgeries to bring more surgeries – results of enhancing departmental efficiency, mindset of people working, rearranging the instrument and equipment, liaising with Anaesthesia and surgeons o Command in revamping the way of scheduling cases o Changing Recovery Room to ICU set-up for accommodating COVID patients • Remodeling of Nursing Care due to COVID – Maximizing patient care beds • Change in infection control practices and maximization of resources • Call Centre – Enhancing functionality of call center

• Nursing Functions Revamp:  Enhancing Operating Room Functions to accommodate volumes of 40 OR in 17 ORs  Enhancing cost predictability - Block scheduling vs. service level agreement (SLA) based model  Diversifying the safety process for ensuring safe surgical journey – Working Beyond Incisions  From Conflict resolution to team building  Change in OR functions by incorporation of Business Model of Service Lines  Remodeling the OR documentation process – More time for Nurses to provide care  Time Out Process: A promising process to patient safety and quality care  Giving a new Shape to Operating Rooms by following 3 Ms - More revenue, More Safety and More Cost Saving • Designing Operating Room Process Automation Application - Project funded by Microsoft o Link of case study https://www.youtube.com/embed/f8l7ow-PcAk • Enhancing clinical services and volumes to increase revenue in Surgical Day Care • Revamp of Central Sterile Supply Department • Participation in opening of New Private Wing (a world class VIP Hospital Facility) at AKUH • Lead quality improvement of assigned areas and responsible for continuous practice assurance for Joint commission International Accreditation (JCIA) • Responsible for the team of nearly 400 employees. • Responsible for change/ revamp, operations, continuous improvement and strategic planning • Prepare yearly budget requirement and maintain operational budget activities • Budget variance review and quarterly analysis with improvement strategies for continuous improvement of financial parameters • Create opportunities of teaching, clinical practice and research related activities for improvement in operations/ services • Develop/ maintain budget and work on projects planning/ feasibilities • Liaise with Service Lines for enhancing the OR efficiency by allocating Operating Rooms, maintaining indicators, decreasing turnaround times, utilization etc. • Provide CSSD services for Main Hospital and four secondary hospitals and Ambulatory Care • Conduct successful performance appraisal cycle as per defined guidelines of HR • Maintain standards of cleaning and sterilization in CSSD and improve infection control for implementing the right practices