ANTHONY KENT RN, MSN

*** ******** *****, ********, ** 813-***-****, acweoe@r.postjobfree.com

PROFILE SUMMARY

A Results- driven professional with progressive nursing career in the healthcare industry. Skilled at developing and implementing organizational and leadership initiatives. Well versed in numerous quality improvement (LEAN) tools and methodologies. Highly effective communicator and team leader (relational leadership) with proven ability to engage staff and develop long-term relations with physicians. Experience in for profit, not for profit, critical access, small, medium and large acute care hospitals.

CORE LEADERSHIP

Team Building/ Leadership Critical Thinking

Staff training & Development Problem Solving

Performance Improvement Commitment to Excellence

EDUCATION & PROFESSIONAL ASSOCIATIONS

Master of Science in Nursing, (MSN), 2009, University of Phoenix.

Bachelor of Science in Nursing, (BSN), 1995, University of South Alabama, Mobile, AL

Graduated with honors.

Associates in Science in Nursing, (ASN), 1993, Pensacola Junior College, Pensacola, FL

Graduated with honors

Member, American College of Healthcare Executives

PROFESSIONAL EXPERIENCE

BLUEFIELD REGIONAL MEDICAL CENTER Bluefield, WV

135-bed acute care hospital

Interim Director of Surgical Services 11/30/2015-Present

•Responsible for multiple depts. (OR, PACU, Sterile Processing, Day Stay, and Endo). 7 ORs, & 40+FTEs.

•Assisted in the relocation of the Outpatient Surgery area to aid in improving patient throuhgput and overall efficiency

•Conducted a need assessment of equipment and furniture for a $500,000 rennovation of the operating room and sterile processing department

•Developed a new outpatient infusion unit including new policies, staffing metrics, and quality measures/outcomes

•Increased OR pruductivity from 62% to 88% by decreasing gaps in the surgery schedule and consolidating rooms within the first four weeks of assignment

WATERBURY HOSPITAL Waterbury, CT

250-bed acute care hospit

Interim Director of Surgical Services 8/3/15 –11/1/2015

•Responsible for multiple depts. (OR, PACU, Sterile Processing, Day Stay, and Cath Lab). 19 ORs, & 110+FTEs.

•Lead successful passing of surgical services in CDPH survey

•Restructured block scheduling system to improve overall room utilization by reducing gaps in scheduled blocks

•Fostered positive relationships with staff and physicians

SALINAS VALLEY MEMORIAL HOSPITAL Salinas, CA

180-bed acute care hospital

Interim Director of Surgical Service 2015 – 7/24/2015

•Responsible for multiple depts. (OR, PACU, Sterile Processing, and Day Stay). 7 ORs, & 100+FTEs.

•Spearheaded the purchase ($400,000) of new endoscopy equipment led to safer patient care and increased physician satisfaction.

WEST PARK HOSPITAL Cody, WY

25-bed CAH

Interim Director Patient Care Services 10/2014 – 12/2014

•Responsible for multiple depts. (OR, PACU, Sterile Processing, PreOp, and Endoscopy). 4 ORs,

TENET HEALTHCARE San Luis Obispo, CA

160-bed acute care

Director of Surgical Services 3/2013 – 10/2014

•Responsible for multiple departments (OR, PACU, Sterile Processing, and Day Stay). 7 ORs,

•Assisted with the development of a new CVOR program aimed at increasing surgical volume by 20% annually.

•Spearheaded development of total joint center of excellence program working towards certification.

•Developed solid relationship with staff and surgeons that led to 30% increase in total joint procedures

•Decreased supply inventory by removing non-moving items from inventory, resulted in $104,000 inventory decrease

•Maintained surgical volumes and productivity within budget for all months as director

•Reduced overtime by 36% saving $26,000 in ten months.

•Awarded SVMC Department Excellence Award for May, 2014.

ARKANSAS CHILDREN’S HOSPITAL LITTLE ROCK, AR

300+bed Non-profit acute care hospital

Interim Director of Surgical Services 12/2012 - 2/2013

16 ORs & 107 direct reports

SILOAM SPRING REGIONAL HOSPITAL SILOAM SPRINGS, AR

44-bed for profit (CHS), acute care hospital

Interim Director of Surgical Services 9/2012 - 12/2012

•32 direct report FTE’s, 5 ORs

•Quickly adapted to environment, fostered sound relationships with staff and surgeons

•Assisted in developing a new ENT program

•Increased moral and engagement of employees through reward and recognition initiatives

WEST SHORE MEDICAL CENTER MANISTEE, MI

25-bed for profit, critical access hospital

Interim Surgical Services Director 12/2011 – 9/2012

•5 ORs, and 34 direct report FTE’s

•Created post procedure care packages for outpatients to improve customer satisfaction scores

•Successfully passed state inspection with zero findings

•Led implementation of governing body for surgical services

•Enhanced collaboration between nursing units and surgical services

•Worked with VP of Patient Care Service to help improve overall nursing morale and quality.

MANATEE MEMORIAL HOSPITAL Bradenton, FL

319-bed for profit, facility owned by Universal Health Services (UHS)

Interim Director of Surgical Services 7/2011 - 11/2011

•Director for Main OR, PACU, Endoscopy, and Outpatient, Short Stay. 12 ORs & approx. 100+ direct report FTE’s

•Successfully led and passed JC inspection in first week

•Conducted service wide inventory. Identified over $600,000 in additional supplies & equipment

•Coordinated implementation of new EMR (Cerner) upgrade

•Led execution of renovation of Sterile Processing Department

•Developed key relationships with staff to promote a Value Based Culture

PUTNAM COMMUNITY MEDICAL CENTER Palatka, FL

125-beds, for profit a hospital owned by Lifepoint Hospitals

Director of Surgical Services 6/2010 – 7/ 2011

•Responsible for Main OR, PACU, Endoscopy, and Outpatient, Short Stay, 5 ORs & approx. 50 direct report FTE’s

•Effectively managed FTE’s to budgeted or below budgeted levels.

•Significantly increased core measure scores by more than 30%

•Reorganized block scheduling process, which greatly increased utilization.

•Increased patient flow and efficiency by opening a new Outpatient Short Stay area

•Improved patient satisfaction scores through director level patient rounding.

•Developed solid relationships with surgeons and staff

•Initiated a cost saving process that will save the organization $70,000 in the first year.

•Scrubbed and circulated on numerous procedures.

UNIVERSITY COMMUNITY HOSPITAL Tampa, FL

390-bed non-profit acute care community hospital

OR Manager/ Nurse Leader 7/2009 – 5/2010

•Responsible for Main Operating Room 15 ORs and ODSC

•Effectively managed approximately 55 direct report FTEs

•Implemented new guidelines and standards

•Interviewed and hired new staff

•Conducted business analysis and variances

•Initiated capital equipment requests

•Established sound relationship with surgeons

•Kept productivity below budget while increasing surgical revenue

•Improved SCIP scores for departments

•Established new robotic program in record time (5 weeks)

TOWN AND COUNTRY HOSPITAL - Tampa, FL

201-bed, for profit Owned by IASIS Healthcare (recently sold to HCA)

Director of Surgical Services 7/2007 – 5/2009

•Proven leader for an 8 room OR with CSP, PACU, Outpatient Surgery, and Endoscopy

•Effectively managed approximately 40 direct report FTEs

•Prepared $1M+ budget and capital equipment requests

•Assisted with design and planning of major 16 week OR renovation without disruption of surgical volume

•Updated and created departmental policies and competencies

•Interviewed and hired new staff; Conducted performance evaluations on staff

•Used LEAN process for process improvements

•Greatly improved Customer Service Scores for Ambulatory Surgery (Press Ganey)

•Won most improved Ambulatory Surgery area for fourth quarter 08’ on a corporate level

UNITED STATES NAVY/ AIR FORCE 1986 - 1995

OR Nurse (1995-2007)

Surgical Technician (1986-1995)

Spent several months at Armed Forces Hospital in Kuwait (2000)

Nurse Manager of PACU (2006-2007)

•Responsible for the care and recovery of surgical patients. Selected by the Chief of Anesthesia Department

Charge Nurse Central Sterile Processing (2005-2006)

•Department received excellent scores on hospital inspections and accreditations (Joint Commission/ AAAHC)

Charge Nurse Orthopedics (1995-2005)

•Busiest service in the OR- Assisted surgeons during procedures

•Received numerous awards and accolades for performance and dedication

•Recognized by the Chief Orthopedic Consultant of the Air Force for outstanding job performance as a surgical assistant

•Supervised junior personnel

•Conducted performance evaluations

•Updated and revised policies and procedures

PUBLICATION IN PROCESS

Currently working on a book relating to organizational excellence titled “The H.O.P.E. Initiative, Saving the Life of Healthcare One Organization at a Time”

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