Operations Coordinator Executive Director

MARSHA LADLEY SULLIVAN

adtcko@r.postjobfree.com 334-***-**** Montgomery, AL

Executive Director of Surgical Services with 15+ years of expertise in operational leadership with ability to drive strategic initiatives, leadership support for new programs/processes, and deliver rapid results. Key strength is ability to focus simultaneously on vision and execution — leading multi-function and implementation teams to detail level while retaining focus on patient care. Exemplary planning and organizational skills with demonstrated ability to manage a myriad of issues and merge competing priorities.

Professional Experience

St. Joseph Healthcare November 2019 - December 2020 Interim Director of Surgical Services

112-bed Acute Care Hospital in Bangor, Maine with 6 OR’s. Averaging around 20 cases a day in Orthopedics, general surgery, plastics, gyn, urology, podiatry, dental, neurosurgery, & Endoscopy. Oversight of PACU, CSS. Pre-Op and PAT.

• Increased revenue significantly from a $7-10 million monthly deficit by January 2020.

• Analyzed cost in all implant cases to make sure that there was a positive profit margin.

• Reorganized and restructured CSS and hired new personnel.

• Worked with maintenance to install new equipment and correct all deficiencies to meet AAMI and regulatory requirements.

• Created plan to combine PACU/Pre-Op areas to be more efficient and to save on FTE’s. Cross-training nurses to work both areas.

• Created staffing plan in OR to eliminate all 12-hour shifts at a cost savings of

$112,000 per year and saved 3 FTE’s as well. Eliminated 3 prn staff. Matched staffing with OR volumes.

• Made progress with averaging surgery profiles and only scheduling according to the time in EPIC.

• Created a process for charging, ordering, and keeping par levels correct. Re- organized equipment areas and removed old out of date equipment. Made more room for necessary items and supplies.

• Worked with a system team to change and update surgical services policies for the Covenant Health System.

T.J. Samson Community Hospital May 2019 – August 2019 Interim Director of Surgical Services

190-bed acute care hospital in Glasgow, Kentucky with 8 OR’s, including 4 procedure rooms for Endoscopy. Averaging 6500 OR cases per year in Ortho, general, gyn, urology services. Implemented the DaVinci program.

• Hired OR Educator and implemented Peri-Op 101

course.

• Created capital budget for next fiscal year, starting in October.

• Worked closely with CFO and was able to save $300,000 for Ortho implants.

• Worked on co-management agreement with Orthopedic surgeon group to address quality issues & cost saving initiatives.

• Guaranteed OT for Surgical Services with cost savings we obtained from supply/revenue chain which was a huge incentive for hiring & retention.

• Met with EVS supervisor and re-trained and implemented cleaning schedules according to AORN standards.

McKenzie County Healthcare Systems December 2018 – March 2019 Interim Director of Surgical Services

Critical Access hospital in Watford City, North Dakota. It has 25 in-patient beds and recently added 2 ORs and 2 procedure rooms.

• Created new policies and procedures, job descriptions and competencies for Pre- Op, Intra-operative surgery, PACU and Post-Op.

• Worked with pharmacists, other nurse managers, and physicians to create new Pre-Op, Intra-Op and Post-Op physician order sets.

• Trained new housekeepers to clean OR’s according to AORN standards for terminal cleaning, turnover and daily cleaning of all surgery areas.

• Involved with the revenue stream, setting up billing, addressing coding issues and making sure we were charging correctly for our services.

• Created new count sheets for trays, sterilization supplies and hired an interim CSS tech to help train a full time CSS tech.

• Created new logbooks in CSS for quality as well as sterilization logs. New policies created for this area to follow AAMI standards. Central Montana Medical Center July 2018 – September 2018 Interim Director of Surgical Services

25 Bed Critical Access hospital in Lewistown, Montana. Serves several counties between Great Falls and Billings Montana. Surgery service lines included Ortho, general, OB/Gyn, eye surgery and endoscopy. Two OR rooms and one procedure room.

• Worked on supply chain and researching contracts for Ortho implants and eye implants.

• Identified several areas where we could be more efficient and save money.

• Changed throughput for patients coming for pre-op testing. Total joint patients were making 3 trips to hospital before surgery.

References:

Karin White, RN, CNO: 406-***-****

Gail Sheridan RN: 406-***-****

Mendocino Coast District Hospital February 2018 – May 2018 Interim Director of Surgical Services

25-bed critical access hospital that serves several counties around Fort Bragg and Mendocino. Surgery Service lines included Ortho, General Surgery, Eye cases, Podiatry, C-Sections in OR, Gyn, Pain Clinic and Endoscopy. Three OR suites and one procedure room. Averaging 200 cases per month.

• Created new polices to reflect current Joint Commission and CMS as well as at State regulatory standards.

• Completed all evaluations that were past due as well as due before I left in May.

• Decreased OT by 70% for Surgery areas by restructuring staffing patterns and eliminating calling in CSS after hours and on weekends to process trays.

• Decreased one travel nurse position in Day Surgery by cross-training PACU and OR nurses in that area.

• Recommended the restructuring of Anesthesia. Utilizing only anesthesia MDA and CRNA’s on about half of OR cases.

• Implemented a work around to make sure supplies were received on time in absence of a materials manager for the past 3 years.

• Implemented zone areas in the OR to manage supplies more efficiently by removing all items not being used & looked at usage & set par levels that were realistic and manageable.

• Created budget for next fiscal year starting in June 2018 for Surgical Services.

• Worked with CFO and Chief of Anesthesia to create a pre-operative process to assess and obtain health information during the visit.

• Created staffing patterns to consolidate the volume into 3 or 4 days. Cobre Valley Regional Medical Center – Globe, AZ August 2017 – Nov 2017 Interim Director of Surgical Services

Cobra Valley is a 23-bed acute care access hospital that serves several counties around Globe, Arizona including San Carlos Indian Reservation. Four OR’s and Endoscopy. Averaging 200 OR cases each month.

• Restructured Central Sterile Services and was able to decrease one FTE as well anesthesia tech position.

• Negotiated new contract with Stryker for new Power drills, saws, shavers with a cost of $200,000.

• Worked with new OR Director and Materials Director to re-structure the supply chain for Surgery.

• Stepped in and helped circulate OR cases when staffing was very short to avoid closing rooms.

• Implemented scope culturing to be done once a week on endoscopes.

• Negotiated with Medacta to decrease cost of total knees and hips from around

$11,000 to $5200 a case. Was able to obtain a one source vendor by getting Ortho surgeons on board to standardize.

• Created new department specific competencies for Outpatient, Surgery, PACU and CSS.

• Educated ICU and Med-Surg nurses on Pre-op checklist and permit requirements. Riverview Regional Medical Center -Gadsden, Al September 2015-July 2017 Director of Surgical Services

10-OR facility with Open Heart services, PACU, Day Surgery, Holding room, and Central Sterile Services. Included an Endoscopy unit within the hospital called Gadsden Endoscopy Center (out-patient center).

• Built and implemented new EPIC computer documentation system.

• Implemented all new policies and procedures during a health system transition.

• Implemented a Surgical Value Analysis Team to work on getting costs under control with supplies and implants as well as encouraging vendors to work within our process and get items approved before approaching physicians.

• Resolved old charges that hadn't been reconciled since May 2015. Was able to correct errors and appropriate charge codes to collect on $6.8 million.

• Increased morale with staff and made changes where needed to improve efficiencies.

• Decreased turn over time from 30 min to 22 min. in just a month.

• Created a training program for new nurses and scrub techs to make sure they were being trained properly according to AORN standards, the Joint Commission and other regulatory agencies.

• Changed staffing patterns to meet volumes with appropriate FTE's. Removed one call team.

• Cross-trained Endo/Surgery staff to work in both areas to help with call ins etc.

• Negotiated Ortho, Spine and Podiatry contracts for better pricing on implants. Cut spine costs by 50% and podiatry by 40%.

• Chaired quarterly Corporate Surgical Services meeting for Prime Healthcare that included 44 other hospitals to make sure everyone was following AORN standards

& meet TJC requirements.

References:

Simon Porter, Human Resources Director: 256-***-**** Jennifer Poole, Interim CNO: 256-***-****

Ron Clark, Chief CRNA: 256-***-****

Baptist Medical Center South - Montgomery, AL 1996 - 2015 Executive Director of Surgical Services, 2012 - June 2015 Director of Surgical Services, 2009 - 2012

Clinical Operations Coordinator for Surgeries, PACU, and Central Sterile Supply, 1999 - 2009 Charge Nurse for Surgery 1997 - 1999

Staff Nurse 1996 - 1997

14-OR facility including 2 cardiovascular ORs in Montgomery, AL. Average surgeries of 12,500 cases per year.

• Captured $1.5M savings by reducing inventory, out-of-date supplies, & negotiating with sales representatives to consign inventory rather than buying all supplies that eventually expired on shelves.

• Saved $2M a year by Closing Same Day Surgery Center and relocating cases to Main OR. Successfully added and managed Endoscopy, Pre-Admit Testing, and Outpatient areas 2 years prior to closing Same Day Surgery Center.

• Reduced costs by $1M by chairing 'Lean' committee and implementing Kanban program.

• Slashed spine expenses by $1.5M in 2014 by negotiating contracts and pinpointing one vendor to provide majority of supplies.

• Delivered $240K per year in savings by eliminating 3 FTE positions. Improved both efficiency and HIPPA concerns by renovating outpatient area.

• Trained employees to utilize Situation, Background, Assessment, and Recommendation (SBAR) model and other important communication tools to implement SMART principles in surgery areas.

• Chaired OR management team with OR educator to develop comprehensive Peri- Op class.

• Drove volume by 200 cases year after year due to achieving standard of excellence.

• Cut new nurse rate attrition by 50% by creating video and computer-based learning on 'emotional hijacking.'

• Spearheaded 'Safe Huddles' program for staff at shift change to address patient safety issues, staffing shortages on floors/units, length of stay, and other pertinent information to deliver outstanding patient care.

• Directed planning and construction of a $3M project for 3 new OR rooms.

• Strategized, executed, and drove the opening of Outpatient Infusion Center to handle inpatient and outpatient blood infusions as well as IV antibiotic infusions.

• Overseeing $3.5M project to open Total Joint Center creating additional space for future growth in Main OR and include 24-hour per day trauma room for Orthopedics.

• Guided $2M Hybrid Room project that housed state-of-the-art equipment, including Radio Imaging Machine, for vascular surgery.

• Boosted patient safety by creating and implementing new OR 'time-out sheet' and other communication tools to ensure correct procedure is done for each patient.

• Achieved zero mislabeled specimens in endoscopy by implementing bar coding and scanning for specimens.

• Drove implementation of Tissue Tracking System that was recognized by the Joint Commission for proficiency with tissue tracking.

• Recognized for excellence by Truven with National Award for most improved with Surgical Care Improvement Project initiatives. St. Margaret’s Hospital 1986 – 1990

OR Staff Nurse

Humana / Columbia 1990 – 1996

OR Staff Nurse

Education

Bachelor of Science Psychology

Indiana State University, Evansville (now Southern Indiana University) Associate Degree Nursing

University of Evansville, Evansville IN

Master of Science Degree in Healthcare Management

University of Alabama, Tuscaloosa, Alabama

Professional Committees

Chair: CPOE System Committee, OR Advisory, OR Section, Surgical Services Chair for System Quality Committee, Infection Control, System Surgical Services, and SMART Champion, Surgical Services Chair for Organ Donation Team, Sacred Work Team and Cerner Documentation Team and SCIP.

Chair: OR Advisory Committee and OR Section Committee Professional Licensures and Certifications

• Registered Nurse (RN) - CA, AL, MT, KY, ND, TX, and AZ

• PALS certification

• Alabama Basic Life Support (BLS)

• Advanced Cardiovascular Life Support (ACLS)

• Association of Operating Room Nurses (AORN)

• Certified Nurse Operating Room (CNOR)

• Alabama Nurses Association

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