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Nursing Leadership Award

Section A:

Nursing Leadership Award – Nomination

Nominee Prefix: Dr. Name: Vanessa Burkoski Title: Chief Nursing Executive and Chief, People Strategy

Organization: Humber River Hospital Address: 1235 Wilson Avenue, M3M 0B2, Toronto, Ontario Phone: 416-242-1000 ext. 82156 Fax: Not applicable Email: [email protected] Nominator Prefix: Ms. Name: Barb Collins Title: President and CEO Organization: Humber River Hospital Address: 1235 Wilson Avenue, M3M 0B2, Toronto, Ontario Phone: 416-242-1000 ext. 82109 Fax: Not applicable Email: [email protected] Please submit nominations to: Christian Coulombe, Director, Marketing & Communications Canadian College of Health Leaders 292 Somerset Street West Ottawa, ON K2P 0J6 Tel: (613) 235-7218 ext. 213 Toll free: 1-800-363-9056 Fax: (613) 235-5451 [email protected]

mailto:[email protected]

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Nursing Leadership Award – Nomination Template

Summary Vanessa Burkoski is the Chief Nursing Executive and Chief, People Strategy at Humber River Hospital (HRH). Vanessa provides executive nursing leadership that fosters system-wide interprofessional collaboration with a focus on safety, quality and patient and family-centered care as evidenced by:

Developing and implementing HRH’s Quality and Safety Framework and integrated Patient Safety Plan which has set HRH on its journey to become a High Reliability Hospital;

Engaging all nurses to participate in continuous quality improvement initiatives through Reinventing Patient Care Councils, and the implementation of RNAO Best Practice Guidelines as a pre-designated Best Practice Spotlight Organization;

Implementing a predictive workforce planning methodology to inform the development of actionable health human resources plans, and a strategic staffing solution that has met 94% of the organization’s staffing needs; and

Implementing deep dive into safety issues, such as the significant reduction of falls causing harm at HRH, significant reduction in hospital-acquired pressure injuries, as well as supporting HRH’s achievement of highest patient experience scores in Ontario’s Central Local Health Integration Network (LHIN).

In closing, Vanessa has made remarkable impacts outside the organization with her expertise on a range of nursing and health care issues. For example, she:

Has served as the Ontario Provincial Chief Nursing Officer to the Minister of Health and Long-Term Care; and

Is an Associate Professor at the University of Windsor and Queen’s University, and holds an academic appointment at the Lawrence S. Bloomberg Faculty of Nursing, University of Toronto.

Vanessa’s outstanding achievements exemplifies a commitment and excellence in nursing, leadership and patient-centred care.

Contact Information for Publication

Please use the contact information provided in the nomination form. (Check if applicable.)

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Section B: 1. Introduction Dr. Vanessa Burkoski is the Chief Nursing Executive and Chief, People Strategy at Humber River Hospital (HRH). Vanessa has been a visionary leader for developing HRH’s Patient Safety Plan, and the roadmap for HRH’s journey to high reliability. Through her executive leadership and strategic direction, HRH recently achieved Exemplary Status through Accreditation Canada. 2. Please describe how the nominee’s vision as a leader demonstrated an on-going

commitment to quality patient care, innovation, and leadership in nursing. Vanessa has demonstrated her vision for quality patient care, innovation, and leadership in nursing in a variety of ways. For example, Vanessa has been instrumental in advancing HRH evidence-based practice through the creation of engaged Reinventing Patient Care Councils where teams have incorporated patient and family advisors to work together with staff on locally driven quality improvement initiatives. Vanessa’s innovation with patients and families is particularly evident in the last two years where patient and family advisors co-authored many posters for presentations. To support scholarly capacity, Vanessa also launched the HRH Annual Scholarly Practice Day, where all innovations and scholarly activities are recognized, and findings disseminated to teams. Many quality improvement initiatives have been presented by HRH nurses at the Institute for Healthcare Improvement Annual Forum (December 2017 and 2018) thus not only sharing practices with external colleagues but also promoting the development of emerging HRH nursing leaders. 3. Describe how the nominee has been an innovative change agent and worked to:

a. advance nursing and at every level;

Vanessa has led the implementation of the HRH Nursing Excellence Awards, which recognizes outstanding nurses in their daily practice, leadership, teaching, teamwork, and digital clinical excellence. She has worked very hard to ensure that not only are these award recipients presented as the very best of nursing at HRH’s Nursing Gala, but that all nurses are recognized for the immense contributions they provide to patients and families on a daily basis.

Vanessa has also established a Nursing Innovation Fair to provide nursing staff at every level the exposure to a variety of new technology and advances to help inform their daily practice. Vanessa has positioned HRH to achieve academic status by conducting a scoping review of the current state and a robust plan to enhance educational opportunities and clinical placements

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for nursing and regulated health professional students. She successfully implemented Phase 1 of the plan resulting in an increased capacity of the hospital to preceptor students and significantly contribute to the available supply of health care professionals in the system. Vanessa has established the foundation of an applied research agenda, conducting 8 research studies and preparing manuscripts for publication that focus on Nursing Practice in North America’s First Fully Digital Hospital. Recognizing the important role of HRH as the first fully digital hospital, Vanessa established a path to close the gap in knowledge related to the intersection of technology and nursing clinical practice, and disseminate these findings to support the broader healthcare system. The Canadian Journal of Nursing Leadership has endorsed a special edition to publish these studies in May 2019.

b. has worked to remove barriers between providers;

Vanessa has worked hard to remove barriers between providers by ensuring that structures and processes are established to support interprofessional decision-making and teamwork. One example that is structural in nature is the Terms of Reference (TOR) that provide minimum specifications for membership on Reinventing Patient Care Councils (RPPCs). The TOR for RPPCs specify that the council must be interprofessional and cross-function with the inclusion of at least one patient and family advisor. This demonstrates Vanessa’s commitment to ensuring that the views and contributions of all clinicians are heard and leveraged to support the achievement of highly reliable health care delivery through the shared goal of continuous quality improvement. A further example of Vanessa’s work to build a strong interprofessional team is through the process that Vanessa established for decision-making regarding technology integration and enhancements. Vanessa ensured that at each step of the way to advancing the electronic medical record, closed-loop medication system, and smart phone technology, that interprofessional teams were brought together to discuss, debate, and make decisions about the digital implementation from each respective clinical insight. In this way, Vanessa has role modeled the value that each health provider and profession brings to the hospital and supported open communication and learning amongst the entire spectrum of clinical providers.

c. build systems of quality care for patients

Vanessa has built a number of systems to improve the quality of care for patients at HRH. Examples include:

Developing and implementing HRH’s Quality and Safety Framework and integrated Patient Safety Plan which has set HRH on its journey to become a High Reliability Hospital;

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Engaging all nurses to participate in continuous quality improvement initiatives through the implementation of RNAO Best Practice Guidelines as a pre-designated Best Practice Spotlight Organization;

Implementing a predictive workforce planning methodology to inform the development of actionable health human resources plans, and a strategic staffing solution that has met 94% of the organization’s staffing needs; and

Implementing deep dive analysis of safety issues at HRH, which resulted in the significant reduction of falls causing harm, hospital-acquired pressure injuries, as well as, fostering the achievement of HRH highest patient experience scores in the Central LHIN.

4. Provide examples how the programs that the nominee has delivered have resulted in measurable improvements to the organization, and the patient population/community they serve.

HRH programs, influenced, supported, or created by Vanessa, have resulted in a number of measureable improvements for our patients, family, community, staff, and organization. For instance:

Staff engagement has increased by 23% within the past two years (as measured by National Research Corporation surveys);

Patient satisfaction has increased by 12% within the past two years (as measured by HRH Patient Discharge Call Surveys);

Medication error rate is an impressive 0.007% (comparison rate of 2.5%-3.5% in the literature); and

HRH pressure injury % of incidence (acquired) is the lowest in Canada for both 2017 and 2018.

5. Provide evidence of the nominee's leadership and impact outside their organization (i.e. provincial, national health systems).

Vanessa has made remarkable impacts outside the organization with her expertise on a range of nursing and health care issues. For example, she:

Has served as the Ontario Provincial Chief Nursing Officer to the Minister of Health and Long-Term Care where she was responsible for providing executive leadership in Ontario, strategic advice, and nursing expertise to the Minister, Deputy Minister, and Assistant Deputy Minister of Health on a wide range of provincial health policy and program specific issues relevant to nursing and health human resource planning.

Has served as a board member and President of the Registered Nurse Association of Ontario, with responsibility for guiding and directing the governance process, centering the work of the Board on the association’s mission, vision, and strategic direction.

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Is an Associate Professor at the University of Windsor and Queen’s University, and holds an academic appointment at the Lawrence S. Bloomberg Faculty of Nursing, University of Toronto. Vanessa has mentored several nurses pursuing advanced education and served as guest lecturer on multiple occasions.

Leads a number of studies regarding the nursing practice environment that HRH has as the first digital hospital in North America – many of these studies elucidate the unique interactions between patients, nurses, and technology.

Most recently, added to the body of existing knowledge by studying and co-authoring “A comparison of hospital-acquired pressure injuries in intensive care and non-intensive care units: a multifaceted quality improvement initiative,” a quality initiative at HRH published in the British Medical Journal in September 2018.

Provides numerous keynote addresses to share knowledge, insight, and generate discussion regarding nursing practice, as well as, broader healthcare issues. In 2018, Vanessa was invited for the second time to the McGill University, Nursing Explorations, International Conference to speak about Nurses role in Reforming Patient Safety.

6. Conclusion Dr. Vanessa Burkoski outstanding’s achievements exemplify a commitment and excellence in nursing, leadership, and patient-centred care. Vanessa is an ideal candidate for consideration of the 2019 Nursing Leadership Award.

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Sponsored by:

How to submit your nomination: The nomination should include all of the items listed below. The nomination is to be submitted to [email protected] as one PDF file. The letters of nomination and support should be included in the PDF file as well. Electronic signatures are acceptable.

Nomination deadlines:

Section A: November 30, 2018 Section B: February 1, 2019

Please include the following in your nomination package: Section A:

the completed nomination form; and the nomination summary

You need only complete Section B if your nomination has been shortlisted. The College will notify all shortlisted nominations by mid-December 2018. Section B:

the completed nomination form; the nomination summary; the completed report template; a letter of nomination from a member of the College; two letters of support, including one letter from an individual outside of the nominee’s

organization; and the nominee’s résumé.

Should you have any questions, please contact: Christian Coulombe, Director, Marketing & Communications Canadian College of Health Leaders 292 Somerset Street West Ottawa, ON K2P 0J6 Tel: (613) 235-7218 ext. 213 Toll free: 1-800-363-9056 Fax: (613) 235-5451 [email protected]



JOHN KING

307-160 Bedford Rd Toronto Ontario.

M5R 2K9. 416-708-7249

[email protected]

February 1, 2019

Dear Mr. Coulombe and Colleagues,

I am writing to support the nomination of Dr. Vanessa Burkoski for the Canadian College

of Health Leaders (CCHL) Nursing Leadership Award.

Vanessa is an excellent professional, nurse, mentor, and colleague, but I believe she

should be viewed first as an outstanding nurse leader. For many years, she has been

amongst the most discernable champions of nurses and nurse leadership in her roles as

Provincial Chief Nursing Officer to the Ontario Minister of Health and Long-Term Care,

Adjunct Professor at the University of Windsor, Adjunct Appointment in Nursing at the

University of Western Ontario and at the Lawrence S. Bloomberg Faculty of Nursing,

University of Toronto.

Furthermore, in her capacity as the Chief Nursing Executive and Chief, People Strategy at

Humber River Hospital (HRH), Vanessa has advanced nursing at every level and built

systems and programs of quality care. A few examples include the creation of the HRH

Nursing Excellence Awards, implementation of the Registered Nurses’ Association Best

Practice Guidelines pre-designated Best Practice Spotlight Organization, and

development of the HRH Reinventing Patient Care Councils.

As a former Chair of the College, it is my great honor to recommend Dr. Burkoski as the

successful recipient for the CCHL Nursing Leadership Award in 2019.

Warm regards,

JOHN KING

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Dr. Vanessa Burkoski - June 2017

Dr. Vanessa Burkoski RN, BScN, NP-PHC, MScN, DHA

50 Bruyeres Mews, TH07 Toronto, ON

M5V 0H8 Phone: 416-519-9331 / 519-736-8887

Email: [email protected] PROFESSIONAL EXPERIENCE: September 2016 to present Humber River Hospital (HRH) Toronto, Ontario Chief Nursing Executive & Chief, People Strategy To foster cross-functional and inter-professional collaboration across the care continuum with a strengthened focus on quality and patient and family-centered care. As an advocate for excellence in professional practice, work in partnership with the Senior Team and Chief of Staff, in a commitment to providing a high quality safe patient centered experience. As a transformational leader, embody the philosophy and aptitude of patient and family focused care and plays a pivotal role in driving an evidence-based quality framework, which results in excellent patient outcomes. Key Responsibilities:

Ensures that there is effective leadership across all professional practice areas congruent with HRH’s mission, values and corporate policies; sustaining a positive work culture and providing a safe and supportive work environment for staff;

Develops, implements and evaluates strategies which promote a quality work

environment, acknowledges the contributions of all professional staff, supports the full scope of the practice and facilitates collaboration;

Works closely and collaboratively with Clinical and Medical leadership, to support and continue to build a culture committed to quality clinical care with a focus of inter-professional education and collaboration;

Participates, and is an active member in meetings of the Medical Advisory Committee, Executive Team and Board of Directors. Ex officio member of the Board of Directors;

Coordinates academic affairs and liaises with academic organizations regarding undergraduate, graduate, and post-graduate education programs, as well as student placement for nurses;

Provides leadership on professional practice initiatives – by providing a vision of what ideal practice is, and use benchmarking to drive improvements and promotion of positive healthcare outcomes;

Supports and fosters evidence-based practice within the clinical environment with an emphasis on research integration;

Advocates on professional standards and regulatory requirements; and management issues and concerns;

Ensures that professional regulations are interpreted into policy and education programs are developed and delivered to professional staff;

Ensures that the nursing profession has mechanisms of accountability in place to monitor and promote standards for professional practice, including scope of practice and roles, credentialing, controlled acts under the Regulated Health Professions Act and the Standards of Practice of the College of Nurses of Ontario, continuous professional

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learning, and evidence-based practice;

Ensures that an appropriate system of performance management for nursing staff and health disciplines is developed and implemented, and is aligned with standards of practice and College requirements;

Provides vision and insight on clinical documentation aligning it to further the organization’s digital vision.

January 2011 to June 2016 London Health Sciences Centre (LHSC) London, Ontario Chief Nursing Executive / Quality & Patient Safety Officer / Professional Scholarly Practice Responsible for the overall leadership, strategic direction, and operational management of professional practice in Nursing and Regulated Health professions, and Quality, Patient Safety and Patient Experience, Patient Care Informatics, Nursing Resource Team. Portfolio includes Library Services, Student Affairs, Research and Education. Additional operational responsibilities include portering, housekeeping, food services, switchboard, security, sterile processing department, parking, and emergency management. Key Accomplishments:

Provided executive leadership and strategic facilitation to foster the development of recommendations and implementation plans for peri-op internal improvement, resulting in:

a) Implementation of a patient “passport” at University Hospital b) Revised workflow and improved use of whiteboards c) Reconfiguring pre- and post-op spaces d) Developing a computer simulation model to streamline resources e) Perioperative SBAR communicating standards

Lead strategic process for analysis and integration of new role (Personal Support Worker – PSW) to support effective and efficient patient care delivery. Over 400 PSW’s successfully integrated into clinical areas at Victoria and University hospitals.

Provided executive leadership to facilitate the Registered Nurses’ Association of Ontario’s (RNAO) Best Practice Spotlight Organization integration of evidence-based practices. BPGs implemented include:

a) Prevention of Falls and Falls Injuries in Older Adults b) Care and Maintenance to Reduce Vascular Access Complications c) Promoting Safety: Alternative Approaches to the Use of Restraints d) Professionalism in Nursing e) Risk Assessment and Prevention of Pressure Ulcers f) Assessment and Management of Stave I-IV Pressure Ulcers g) Stroke Care Across the Continuum

Established the Patient/Family Experience Resource Office, the Patient Experience

Strategic Framework (2014), and the Patient Experience Coordinating Committee. a) LHSC has 109 patient and family advisors across the organization.

Provided executive leadership and strategic direction to facilitate implementation of the

principles of continuous quality improvement and professional dimensions of practice through monitoring and evaluation of nursing key performance indicators (2016). Evidence-based key performance indicators reinforce structures and processes that influence quality and patient safety to achieve quality patient outcomes. Performance

measurement, focusing on nurse- sensitive indicators, further develops the knowledge of

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front line providers to influence and inform opportunities for continuous quality

improvement and integrate evidence into the practice environment. Nursing key performance indicators that are specific to inpatient care settings include:

a) Falls Prevention: Percentage of newly admitted patients for whom a falls risk

assessment was completed.

b) Pain: Percentage of patients screened for pain on admission or upon the

initiation of care and daily assessment of pain

c) Wound: Percentage of newly admitted patients who are assessed within 12 hours of admission for the risk of developing pressure ulcers

d) Medication Safety: Percentage of positive patient and medication scan

Mental Health inpatient program indicators include: a) Falls Prevention: Percentage of newly admitted patients for whom a falls risk

assessment was completed. b) Medication Safety: Percentage of positive patient and medication scans

c) Performing a Suicide Risk Assessment at the time of admission

d) Performing Risk Assessment for violence at the time of admission

Provided executive leadership and strategic direction for Environmental Service Worker

Outsourcing to a third party vendor, resulting in annualized savings of $1.9M, while enhancing effectiveness and productivity.

Provided executive leadership and strategic facilitation of a framework and interim

guidelines for Physician-Assisted Dying.

Conceived and implemented Professional Practice: Innovative shared governance model through Continuous Quality Improvement (CQI) Councils resulting in:

a) Formation of 64 unit-based councils (interprofessional) – engagement of 600 point-of- care providers.

b) 180 registered continuous quality improvement initiatives across the organization c) Two best practice firsts – published and awarded through the Institute of

Healthcare Improvement – Kaiser Permanente.

Provided executive leadership and oversight on the establishment of the Centre for Scholarly Excellence, an avenue for promoting Interprofessional Practice, Quality and Research through leading and monitoring initiatives that contribute to the academic and research missions of London Health Sciences Centre. Key results include publication of a special issue of the Canadian Journal of Nursing Leadership: Continuous Quality Improvement Councils for Nursing, and over 100 poster sessions and workshop presentations at the Institute of Healthcare Improvement annual conference (2013-2015).

Formulation of the Professional Practice strategic matrix and successful implementation of deliverables, resulting in nursing and regulated health professional workforce stabilization and contributing to increased quality, and safety of patient care delivery.

Established partnership with Western University to adopt Association of Peri-

Operative Registered Nurses (AORN) certification of OR staff thereby mitigating staff shortages.

Conceived and implemented corporate-wide nursing and regulated health

professional workforce forecasting and planning strategy resulting in decreased vacancies, increased rate of full-time employment, and enhanced workforce sustainability.

Enhanced Nursing Resource Team to support replacement of nurses (short-term leave

of absence) across the organization, resulting in significant cost savings including

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development of process for alignment of nursing workforce forecasting data with uptake of new nursing graduates:

a) Over 200 FTE Nursing Graduate Guarantees (NGG) recruited to LHSC. b) Over $2M NGG reinvestment funding awarded by MOHLTC. c) $1.2M cost avoidance (through NGG funding for orientation).

Partnership established with University of Toronto - Nurse Practitioner in the

Anesthesia Program. Acute Complex pain management program developed and implemented at LHSC (NP-led)

Implemented Patient Care Needs Assessment (PCNA) – evidence-based nurse staffing

and workload tool, resulting in best practice approach to allocation of health care human resources to meet the specific needs of LHSC’s patient population. Savings of approximately $1M following phase 1 implementation of workforce transition.

Established and refined a process for Enterprise Risk Management to ensure timely and

effective mitigation of real and potential risks to the organization.

Conceived and implemented the LHSC Quality Framework including, the structure, process and outcome measures that set the foundation for improved quality, safety, and enhanced patient experience. This foundational work enabled the development of a 3-year strategic Quality Improvement Plan (QIP) resulting in the achievement of incremental improvement across measurement indicators.

Lead process for internal improvement using LEAN and Experience Based design

(EBD) resulting in the development of recommendations for increasing effectiveness, efficiency, and patient/family centeredness of care delivery.

Supported the development and implementation of AMOSO (Academic Medical Organization of Southwestern Ontario) proposal - “Creation of a Quality Improvement and Patient Safety Curriculum for Medicine and its Subspecialties”

Implemented the LHSC Corporate Ethical Framework

Oversight of HSMR (Hospital Standardized Mortality Ratio) Committee and implementation of quality improvement initiatives targeted at sepsis, failure to rescue (Critical Care Outreach Team - CCOT), palliative care, and advance care planning.

April 2014 to April 2016 Registered Nurses Association of Ontario (RNAO) President Toronto, Ontario Responsible for guiding and directing the governance process, centering the work of the Board on the association’s mission, vision, and strategic direction. Key Accomplishments:

Policy Advocacy: a) Nurse Practitioner Admit, Discharge, Treatment and Transfer – enabling

regulation implemented by government. b) RN Prescribing – enabling regulation in consultation phase c) Enhancing Community Care for Ontarians (ECCO) – integrated in government

plan for LHIN (Local Health Integration Network) role in local plan for care coordination.

d) Refugee health coverage – program reinstatement. e) Physician Assisted Dying – principled framework in development.

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Program/Services:

a) International Best Practice Guidelines (BPG) Program – introduction of three new BPG’s.

b) Attending Nurse Practitioners in Long-Term Care homes – Ministry funding for 31 positions.

c) Syrian Refugee support – focused education/training program developed.

June 2007 to January 2011

Ontario Ministry of Health and Long-Term Care Provincial Chief Nursing Officer (PCNO) Toronto, Ontario Responsible for providing executive leadership in Ontario, strategic advice, and nursing expertise to the Minister, Deputy Minister, and Assistant Deputy Minister of Health on a wide range of provincial health policy and program specific issues relevant to nursing and health human resource planning. Primary Responsibilities:

Providing nursing, clinical expertise, and strategic advice on health and health human resource policy and specific program issues to the Assistant Deputy Minister, Deputy Minister, Minister, and other senior executives.

Directing the monitoring, analysis, and assessment of a broad range of nursing issues,

trends and directions to establish nursing policy.

Using research and data and in consultation with stakeholders, develop strategies related to the retention and recruitment of all categories of nurses across all sectors and settings.

Establishing the agenda for nursing research funded through the Ministry Research Unit.

Providing strategic direction and leadership to Ministry branches and stakeholders on a range of nursing policy and program issues such as, workplace health, nursing education and research, and best practice clinical guidelines for nursing practice.

Providing financial and human resources leadership in the Nursing Secretariat including, hiring staff; providing leadership, motivation, and professional development opportunities; developing performance measures and work plans; and, forecasting and managing the Provincial Nursing budget.

Providing leadership and support in the development of Cabinet Submissions and the implementation of new strategic policies and programs.

As a member of the Divisional senior management team, participate in Divisional and Ministry strategic planning, and decision-making.

Key Accomplishments:

Implementation of Nursing Health Human Resources, Needs-Based forecasting in order to maximize the potential for creating a sufficient supply and distribution of nursing positions to meet the health care needs of Ontarians.

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Policy formation and implementation of additional nursing positions across the system, resulting in a net gain of nursing supply in 2008 and 2009 and increased rate of full-time nursing employment.

Strategic development and implementation of Ontario’s Comprehensive Nursing Strategy

comprised of policy and program initiatives to support nurses across the career span, resulting in improved nursing workforce stability.

Reconciliation of multi-million dollar provincial nursing budget within 1% of forecast in

2007/08, 2008/09, and 2009/10.

Policy and Program Innovation:

Personal Digital Assistant (PDA) Initiative - in partnership with the Registered Nurses Association of Ontario and the Nursing Health Sciences Research Unit, University of Toronto; PDAs with pre-loaded best practice guidelines were provided to front-line nurses, practicing in under-resourced health care settings in Ontario (e. g: community, Long-Term Care Homes), resulting in increased integration of evidence into practice.

Nursing Health Human Resources Demonstration Projects - 17 projects, involving over

50 health care organizations from across all sectors, were engaged in the development of tools and resources to enhance employer’s capacity for developing effective nursing health human resources planning. The Canadian Journal of Nursing Leadership, Special Edition, May 2010 featured all 17-demonstration projects in its publication, resulting in broad dissemination of knowledge and innovation across Ontario, Canada, and beyond.

Long-Term Care Emergency Mobile Response Program - in partnership with University

Health Network, established the initial Long-Term Care Emergency Mobile Response Program Pilot, which is an interprofessional, patient-centered model of care delivery that produced key results including, enhanced quality and safety of care delivery to residents and reduced Emergency Department wait-times. In response to the success of the initial pilot, the ministry expanded the initiative across Ontario.

Ontario Nursing Workforce Alliance (ONWA) - conceptualized a model of nursing

workforce deployment to support hospitals in hard to recruit regions of Ontario (i. e. rural, remote, and northern locations) and implemented the pilot phase of the initiative in collaboration with University Health Network and Ontario Nurses’ Association. In response to the success of the initiative in the hospital sector, the ministry is expanding the model to Long-Term Care homes and the community.

Violence Prevention Required Organizational Practice (ROP) - envisioned and

collaborated with Accreditation Canada to establish an ROP as a method to prevent workplace violence and enhance the health and safety of the work environment. The ROP has been developed and will be pilot tested in the coming year.

October 2006 to June 2007 Accreditation Canada Toronto, Ontario Health Care Organization Consultant/Surveyor Responsible for conducting quality care and organizational safety assessments within acute hospitals and community health care organizations, including:

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Providing on-site appraisal of patient care practices based on comparisons of hospital processes and services with national standards of excellence.

Conducting potential adverse event and risk assessments. Developing recommendations for quality and safety improvement strategies. Identifying leading clinical practices. Providing final recommendations for accreditation status award.

April 2002 to August 2006 Windsor Regional Hospital Windsor, Ontario Director, Emergency and Critical Care Services

Responsible for operational and clinical leadership in the following departments/services:

Emergency and Cardiac Care Respiratory/Cardio-Pulmonary Infection Control Intensive Care-Adult and Pediatric Nursing Clinical Practice

Primary Responsibilities:

Monitoring, analysis, and assessment of nursing and allied health issues, trends and directions to establish policy, procedures, and processes aimed at improving the quality and safety of care delivery.

Providing leadership and nursing clinical expertise to implement evidence-based

practices policies, and procedures.

Developing and implementing departmental strategic and operational plans in alignment with the corporate vision and strategy to achieve the goals of the organization.

Participating as an active member of the corporate, Research Ethics review panel and

Pharmacy and Therapeutics Committee, and community-wide Emergency Services Strategic Planning Committee.

Providing human and financial resources management including, hiring staff, and facilitating professional development opportunities, developing performance measures, and forecasting and managing budgets.

Providing leadership in the development of funding proposals to support the

implementation of new and modified processes and care delivery models to improve quality and safe care delivery.


Implemented and provided leadership in the process review of the Emergency Department that resulted in improved patient flow and decreased wait-times.

Developed and conducted research regarding Emergency Department Wait-

Time, Patient Perception, and Satisfaction that resulted in process and care delivery modifications producing increased patient satisfaction.

Established adolescent crisis and cancer care consultation and direct

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admission procedure from emergency department resulting in patient-centered, quality, and safe model of care delivery.

Facilitated the integration of dedicated, Community Care Access Center,

Case Management in the emergency department, resulting in improved timeliness and effectiveness of discharge and follow-up care.

Developed medical directives, in conjunction with emergency department

physicians, using evidence-based practices such as, Ottawa Ankle Injury Rules, resulting in decreased rate of x-rays, improved safety, and quality of care delivery.

Provided leadership and coordinated the Emergency Mobile Activation Team,

Mock Community Disaster for Windsor/Essex Country, which resulted in improved emergency preparedness, processes and procedures.

Implemented the Safer Healthcare Now initiative that resulted in decreased rates

of ventilator acquired pneumonia and central line infection.

Established a community-wide, interprofessional team of health care professionals and provided leadership in the development of an integrated Influenza Pandemic Plan.

Developed and conducted Leadership Learning educational series for clinical

managers and directors resulting in enhanced ability to provide effective leadership.

Successfully launched a process for Team Chartering that resulted in the

formation of effective interprofessional teams aimed at addressing clinical practice and operational issues.

Forecasted and managed a balanced budget for 3 consecutive fiscal periods

in each department/service of responsibility.

Prepared various ministry proposal submissions and successfully acquired funding ($339,000).

May 1998 to August 2002 University of Windsor Windsor, Ontario Theoretical/Clinical Instructor - Primary Care Nurse Practitioner Program Primary Responsibilities:

Clinical and theoretical instruction in Advanced Assessment and Therapeutics. Student counseling and evaluation Coordination of clinical learning experiences.


Assisted in the design of Nurse Practitioner curriculum exams for the Council of University Programs in Nursing.

Developed the curriculum for the cardiovascular module of the Nurse Practitioner Program pre-test guide.

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April 1990 to March 2002

Sandwich Community Health Center Windsor, Ontario Primary Care Nurse Practitioner/Clinical Coordinator Primary Responsibilities:

Assessment, diagnosis, treatment, and management of medical conditions within the Nurse Practitioner scope of practice.

Clinical leadership in the provision of comprehensive primary healthcare services including, strategic planning, clinical management, policy, and procedure development.

Research and proposal development.


Developed and implemented a community wide health promotion program aimed at reducing the risk of child abuse.

Successfully developed and launched a community wide Parenting Education

program.

Conducted research and coordinated a community wide campaign to reduce the risk of Sudden Infant Death Syndrome, resulting in increased awareness and implementation of best practices in infant sleeping position.

Provided leadership in the Accreditation process and successfully

obtained full accreditation status.

Prepared various ministry proposal submissions and successfully acquired funding ($175,000).

July 1984 to April 1990 Kent Chatham Health Unit Chatham, Ontario Windsor Essex County Health Unit Windsor, Ontario Public Health Nurse Primary Responsibilities:

Children's health, growth, and development assessment. Audio-visual screening (children and adolescents). Pre-natal class instruction. Charge Nurse - Immunization clinic. Charge Nurse - Infectious Diseases clinic.


Assisted in the design and implementation of the Infant and Child Safety program.

Developed and implemented the Healthy Sexuality program. Collaborated on the proposal development of successfully funded and established

Human Immunodeficiency Virus Care program at Windsor Regional Hospital.

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EDUCATION: 2010 University of Phoenix Phoenix, AZ

Doctorate in Health Administration (DHA)

Dissertation: The effect of less urgent and non-urgent visits on emergency department overcrowding.

2002 University of Windsor Windsor, Ontario

Master of Science in Nursing (MScN) Thesis: Infant Sleep Position: Nurses' Awareness and Practice of the Canadian Joint Statement Recommendation.

1997 University of Windsor Windsor, Ontario

Primary Care Nurse Practitioner Certificate (NP-PHC) 1984 University of Windsor Windsor, Ontario

Bachelor of Science in Nursing (BScN)

STUDENT SUPERVISION/MENTORSHIP:

Program Supervisor to Lisa Janisse, Masters of Science in Nursing; Leadership and Management focus; Walden University, Minneapolis, Minnesota, 2015

Mentor to Dr. Alan Gob, Haematology & Internal Medicine; Talent Management Leadership Program, Schulich School of Medicine & Dentistry, January 2014-present.

Preceptor/Mentor to David Remy, Masters of Science in Nursing; Advance Nursing Practicum; York University, Toronto, Ontario, 2014.

REVIEWER:

Awards Programs Canadian College of Health Leaders (CCHL) Nursing Leadership Award Reviewer –

2013 Ontario Hospital Association (OHA) Margret Comack National Award of Excellence in

Nursing Leadership – 2013, 2014 Toronto Star Nightingale Awards - 2008-2010.

Program Reviews McGill University, Ingram School of Nursing, Academic Program Reviewer – February

2015 Research Reviewer Journal of Nursing Management, 2011-present Healthcare Policy Journal, 2014 Canadian Institutes for Health Information (CIHI), Knowledge Synthesis Reviewer, 2008,

2009 SPECIAL AWARDS:

The Margret Comack National Award of Excellence in Nursing Leadership, 2012 ACE (Achievement, Commitment, Excellence) Certificate of Recognition, Ministry of

Health, 9,000 Nurses Steering Committee, 2009-2010 RNAO Recognition Award – Outstanding Leadership, February 2011

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APPOINTMENTS: Adjunct Lecturer, Bloomberg Faculty of Nursing, University of Toronto, 2014 Associate Professor, Faculty of Nursing, University of Western Ontario, 2011 Adjunct Associate Professor, Faculty of Nursing, University of Windsor, 2010 Guest Lecturer, Faculty of Nursing, University of Toronto, 2008, 2009, 2010 Provincial Chief Nursing Officer, Interview Panel, Toronto, ON, March 2015 Canadian College of Health Leaders (CCHL) Health Professionals Roundtable for

Strategy (HPRS) Panel – Abbott Medical Optics, Victoria, BC, May 27-29, 2015 Canadian College of Health Leaders (CCHL) Health Professionals Roundtable for

Strategy (HPRS) Panel – Studer Group/Sodexo, Orlando, Florida, April 2-4, 2014 Canadian College of Health Leaders (CCHL) Health Professionals Roundtable for

Strategy (HPRS) Panel – BD Canada/Baxter/Sodexo/Studer Group, Miami, Florida, November 27-29, 2013

National Symposium on Quality Improvement, Panelist – Toronto, ON, October, 28-30, 2013.

Canadian College of Health Leaders (CCHL) Health Professionals Roundtable for Strategy (HPRS) Panel – Chicago, Illinois, September 12-13, 2013

CERTIFICATION:

Incident Management Certification, 2005 Acupuncture Foundation of Canada Institute, Anatomical Acupuncture Therapy, 1998

PROFESSIONAL ASSOCIATIONS:

Registered Nurses Association of Ontario, 1995 Canadian Nurses Association, 1995 Nurse Practitioner Association of Ontario, 1997 Canadian College of Health Leaders (CCHL), 2008 University of Windsor, Honors Nursing Society, 2001 Sigma Theta Tau International, 2001

REGISTRATIONS:

Registered Nurse in the Extended Class, College of Nurses of Ontario, 1997 Registered Nurse, College of Nurses of Ontario, 1984

KEY COMMITTEE INVOLVEMENT:

Canadian Nurses Association (CNA), Board of Directors, Member, 2014-present Canadian Nurses Association (CNA), Board of Directors, Finance and Audit Committee,

Member, 2014-present Ontario Primary Care Council (OPCC), Member, 2014-present Ontario Health Technology Advisory Committee (OHTAC) Appropriateness Working

Group, Member, 2014-2015 Ontario Nurses’ Association/Ontario Hospital Association (ONA/OHA) Central Bargaining

Negotiations Chair, 2013-14 Academic Hospitals of Ontario (AHO) Chief Nursing Executive (CNE) Committee, Co-

chair, 2012 Nursing Leadership Network (NLN) of Ontario, BOD Member, 2012-2014 Registered Nurses’ Association of Ontario (RNAO) Finance Committee, Member, 2012-

2014 Ministry of Health & Long-Term Care (MOHLTC) Health Links Advisory Table, Member,

2012-2014 Registered Nurses’ Association of Ontario (RNAO) Nurse Practitioner (NP) Admit, Treat,

Transfer, Discharge Expert Panel, Co-chair, 2011-2013 Canadian Institute of Health Research (CIHR) Knowledge Synthesis Advisory Committee,

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Member, 2009 Joint Provincial Nursing Committee (JPNC), 2007-2011 Pan Canadian, Health Education Task Force, Co-chair, 2008-2011 Pan Canadian, Principle Nursing Advisor Committee, Co-chair, 2008-2010 Ministry of Health & Long-Term Care (MOHLTC) 9,000 Nurses Steering Committee,

Chair, 2009 Nursing Graduate Guarantee Steering Committee, Co-chair, 2007-2011 De Souza Oncology Nursing Education Institute, Board of Directors, 2008-2010 Interprofessional Model of Patient Care Steering Group, Member, 2008 Ministry of Health & Long-Term Care (MOHLTC) Emergency Department Wait-Times

Strategy, Member, 2009 Canadian Health Services Research Foundation (CHSRF), Migration Study Advisory

Committee Member, 2009 Advanced Practice Nurse Advisory Board, Member, 2008 Best Practices in Long Term Care Homes Advisory Committee, Member, 2008 Pan Canadian, Internationally Educated Nurses Committee, Member, 2008 Council of Academic Hospitals of Ontario (CAHO), 2007-2011 Toronto Academic Health Science Network (TAHSN), 2007-2011 Council of University Programs in Nursing (COUPN), 2007-2011

KEYNOTE PRESENTATIONS:

Nursing Exploration 2018 Conference (McGill Ingram School of Nursing), Together Stronger: Nurses Shaping Future Environments for Health, Montreal, Quebec. Subject: Reforming Patient Safety – Nurses’ in Action, November 30, 2018

Iota Omicron Chapter of STTI, Induction Ceremony, University of Western Ontario, London, ON. Nursing Leadership in Healthy Public Policy, October 2015.

Geriatric Nurses’ Association of Ontario (GNAO) Chapter Meeting, Hamilton, ON., Physician-Assisted Dying, October 2015

Middlesex London Health Unit, All Nurses Meeting, London, ON. Nursing – Future, Strengths; Future Challenges, May 2014.

Tau Upsilon Chapter of STTI, Induction Ceremony, Windsor, ON. Nursing Leadership in Healthy Public Policy, April 2014.

University of Windsor, Faculty of Nursing. Professional Nursing Practice: Anchoring the Culture of Client-Centred Care, 2013.

Ontario Hospital Association Nurse Practitioners: Optimize Patients Access to Health Care Conference, 2012

McMaster University, School of Nursing, The Changing Health-Care Landscape: Nursing Leadership in Ontario Implications & Opportunities for Chief Nursing Executives, 2011

McGill University School of Nursing, Nursing Explorations. Nursing: Our Practice, Our Policy, 2011

University of Windsor, 3rd Biennial International Nursing Conference, Shaping Policy: Evidence Before & After, 2010

Ontario Hospital Association Skills Mix Conference, Message from the Nursing Secretariat, and Interprofessional Care and Nursing Models of Care Delivery: Same or Different?, 2009

Spotlight Summit Knowledge Exchange, 2009 13th Annual Nursing Recruitment and Retention Conference, 2009 E-health conference – Transforming Evidence Based Practice through Information

Technologies, 2009 University of Toronto, Health Force Ontario. Making a Difference: Leadership, Nursing

and Change, 2008. Registered Nurses Association of Ontario, Best Practice Spotlight Symposium, 2008/09 Association of Nursing Directors and Supervisors in Official Health Agencies in Ontario,

2008, 2009 Ontario Hospital Association, 2008, 2009 Canadian Federation of Nurses Union, 2009 Correctional Nurses Annual Conference, 2008, 2009 Ontario Long-Term Care Association, 2008, 2009 Registered Nurses Association of Ontario Annual General Meeting, 2008, 2009 Ontario Nurses Association Annual General Meeting, 2008

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Nursing Leadership Network Conference, 2008 Registered Practical Nurses Association of Ontario Annual General Meeting, 2007, 2008 Nurse Practitioner Association 10th Anniversary, 2007

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CURRENT PEER-REVIEWED PUBLICATIONS: Laschinger, H.K., Cummings, G., Leiter, M., Burkoski, V., et al. (2015) Starting Out: A time

lagged study of new graduate nurses’ transition to practice. International Journal of Nursing Studies, In press. Published online 2016 January 29.

Bryant-Lukosius, D., Cosby, R., Bakker, D., Earle, C., Fitzgerald, B., Burkoski, V., Green, E.

(2015) A Quality Initiative of the Program in Evidence-Based Care (PEBC) Guideline No. 16-4, Cancer Care Ontario (CCO): Effective Use of Advanced Practice Nurses in the Delivery of Adult Cancer Services in Ontario. Cancer Care Ontario; 2015 May 11.

Filler, G., Burkoski, V., & Tithecott, G. (2014). Measuring Physician’s Productivity: A Three-Year

Study to Evaluate a New Remuneration System. Academic Medicine, 89(1), 1-9. Burkoski, V. & Yoon, J. (2013). Continuous Quality Improvement: A Shared Governance Model

that Maximizes Agent-Specific Knowledge. Canadian Journal of Nursing Leadership Special Issue: Continuous Quality Improvement Councils for Nursing, 26, 7-16.

Spence-Laschinger, H.K., Wong, C.A., Macdonald-Rencz, S., Burkoski, V., et al. (2013). Part 2:

Nurses’ Career Aspirations to Management Roles: Qualitative Findings from a National Study of Canadian Nurses. Journal of Nursing Management, 21(2), 231-241.

Spence-Laschinger, H.K., Wong, C.A., Macdonald-Rencz, S., Burkoski, V., et al. (2013). Part 1: The influence of personal and situational predictors on nurses' aspirations to management roles: preliminary findings of a national survey of Canadian nurses. Journal of Nursing Management, 21(2), 217-230.

Burkoski, V., Tepper, J., & Matthews, S. (2011). Policy to Practice: Collaboration in the Evolution

of a Nursing Health Human Resources Policy. Healthcare Policy, 7(2), 32-39. Gilbert, J. E., Green, E., Lanksheer, S., Hughes, E., Burkoski, V. & Sawka, C. (2011). Nurses as

Patient Navigators in Cancer Diagnosis: Review, Consultation and Model Design. European Journal of Cancer Care, 20, 228-236.

Burkoski, V. & Tepper, J. (2010). The Demonstration Projects: Creating the Capacity for Nursing

Health Human Resources Planning in Ontario’s Healthcare Organizations. Canadian Journal of Nursing Leadership, Special Edition, 23, 8-17.

Burkoski, V. (2007, March). Identifying Risk: The Limitations of Incident Reporting. Canadian

Nurse Journal, 103(3), 12-14.

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CONFERENCE ABSTRACTS – Oral & Poster Presentations Burkoski, V., Malloy-Miller, T. (2015) Patient Experience: An Exploratory Study of What Patients

and Families at London Health Sciences Centre Hope For. Health Quality Transformation. Poster presentation at the 2015 Institute for Healthcare Improvement, Orlando, Florida.

Bryant-Lukosius, D.E., Cosby, R., Earle, C., Bakker, D., Fitzgerald, B., Burkoski, V., Green, E.

(2015) Effective Use of Advanced Practice Nursing Roles in Cancer Control: Results of a Systematic Review. Abstract submitted for oral presentation to ICCN.

Yoon, J., Burkoski, V. (2015) Nursing Leadership in the Implementation of Quality Systems.

Oral presentation at the International Council Of Nursing Conference, Seoul, Korea. Grinspun, D., Zych, M., Burkoski, V. (2015) Shaping Healthy Public Policy: Using Evidence,

Politics, Communications and Media. Poster presentation at the International Council of Nursing Conference, Seoul, Korea.

Burkoski, V., Yoon, J. (2014) Cooperative Leadership in the Implementation of Quality Systems:

Structure, Process and Outcome Relationships. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

Burkoski, V., Yoon, J., Ducharme, L. (2013) Embedding Patient-Specific Knowledge into

Centralized Nursing Orientation. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

Burkoski, V., Yoon, J. (2013) Centralized Clinical Education Model at London Health Sciences to

Achieve Quality Outcomes. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

McCallum, C., Whittle, H., Burkoski, V., & Cheng, D. (2013) The Nurse Practitioner Role in

LHSC’s Comprehensive Pain Management Program. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

Quin, S., Yoon, J., Burkoski, V. (2013) Nursing Resource Team: A Resource for Quality

Improvement. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

Burkoski, V., Yoon, J., Ducharme, L. (2013) Increasing and Evaluating the Value of Continuous

Quality Improvement through the LHSC Shared Governance Model. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

Quin, S., Yoon, J., Burkoski, V., Malloy-Nantais, E., Morrison, K. (2013) Improving our

Forecasting and Planning Capacity for Nursing Staff. Poster presentation at the Institute for Healthcare Improvement, Orlando, Florida.

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