Service Nursing

Elizabeth Thomas, PhD, MSN, MBA, MTh, RN, CCRN

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Cell: 516-***-****

Qualifications

Nursing leadership professional with 26 years of clinical experience as well as 15 years of progressive leadership, covering services such as Emergency Medicine, Perioperative Services, Critical Care, Cardiac Catheterization, Interventional Radiology, Endoscopy, Clinical Decision Unit, House Supervision, and Home Care Services. In institutions ranging from Health Ministry, Not -For Profit, Community Based, Health and Hospital Corporation as well as safety net organizations.

Professional Experience

Molloy College:1000 Hempstead Ave, PO Box 5002, Rockville Centre, NY11571-5002

Adjunct Assistant Professor February 2018 to present.

VP: Professional Training Service – 2006 to present

Privately owned and operated Nursing Educational Service in New York area with main focus on NECLEX review, Certification review such as for CCRN,CEN.

Brookdale University Hospital Medical Center, Brooklyn, NY June 2016 to June 2017

Director: Critical care, Telemetry, Cardiac Cath lab, Interventional Radiology, Neuro Step Down Unit

Reported directly to CNO. Has 24 hour accountability for Medical, Surgical, Coronary care ICU, 28 bedded telemetry floor, Cardiac cath lab and interventional Radiology.

Played key role in opening of new Neuro- step Down unit

Leading 225 employees Nursing and Ancillary staff to achieve standardization of care in areas of responsibility.

Accurately identifies real/potential problems affecting the service and implements solutions with follow through and communication.

Leading Nursing and patient care services in achieving reduction of hospital acquired infections and pressure injuries. June 2016

Developed and implemented educational programs to reduce CLABSI and CAUTI house wide.

Implemented Multi-disciplinary rounds to reduce length of stay, Urinary Catheter days, central line days, and other potential issues, and thereby improved MD to RN, ancillary staff communications and patient family communications.

Introduced new program such as Yaker tracker, hourly rounding, Managers rounding to improve HCHAPS survey results

Financial responsibility- Reduction in overtime and on call by placing permanent staffing, reduction of supply waste by maintaining par levels and increased productivity of personnel.

Developed and implemented programs to improve patient safety.

Provides direction for managers in implementing various policy requirements

Worked closely with Departmental chairmen to resolve various issues, improve patient care and patient satisfaction.

Mentor and for managers through coaching and leadership development.

Implemented programs to improve employee satisfaction.

Participated in strategic planning initiatives and formulates annual goals that supports the goals of the hospital and department of nursing.

Implemented and maintained JACHO/ Department of Health and other credentialing agency’s standard in procedure rooms and other patient care areas.

St. John's Episcopal Hospital, Far Rockaway, NY June 2015-June 2016

Director of Emergency Medicine and Critical Care Services

Emergency Medicine

Reported to CNO

Directed 30 bed Emergency Department, and 10 Fast track, seeing approximately 45,000 patient visits per year

Key role in decreasing door to EKG time from 70 minutes to national benchmark standard of 10 minutes

Decreased patient left without being seen rate from 8% to 1.8%

Ongoing projects include reducing ambulance wait time to less than 15 minutes, door to provider times to less than 22 minutes.

Implemented and maintained JACHO/ Department of Health and other credentialing agency’s standard in June 2015procedure rooms and other patient care areas.

Critical Care

Directed 16 bed ICU and CCU

Key role in reducing indwelling urinary catheter days, limiting use of femoral central venous access, eliminating the use of mechanical restraints

Decreased hospital acquired infections

Increasing employee and patient satisfaction

Brooklyn Hospital Center, Brooklyn, New York December 2011 - February 2015

Senior Director overseeing Emergency Departmen,t Critical Care, Pulmonary Care, Cardiac Telemetry, Cardiac Catheterization Laboratory, Non Invasive Cardiology, Interventional Radiology, Endoscopy, Clinical Decision Unit

Reported to CNO

Assisted in planning of services with Chief Nursing Officer and Senior Vice Presidents

Budgetary and fiscal responsibility. Prepared annual budgets for multiple departments.

Oversaw departmental monthly expenses, maintained within allocated budget, addressed monthly variances

Minimized utilization of overtime, maintained adequate staffing

Implemented strategies to maximize patient flow

Implemented Culture of Safety in procedure rooms with verbal safety checklists

Enhanced revenue capture by working closely with IT and Finance to ensure reconciliation with charging

Expansion of Cardiac Catheterization lab, radiology and Emergency Department

Implementation of new projects including electronic documentation (Knowledge Based Medication Administration-KBMA), electronic blood transfusion records and procedure room documentation.

Institution of Ebola protocols including staff training

Member of committees such as value analysis and value based purchasing, product selection, Congestive Heart Failure, Code Blue, environmental, Nursing professional, critical care work flow, cardiac catheterization, interventional radiology and Emergency Department expansion.

Implemented and maintained JACHO/ Department of Health and other credentialing agency’s standard in procedure rooms and other patient care areas.

Addressed all patient care issues and staff issues as it occured

Professional Experience Continued

Facilitated team building and inter-departmental relationships with senior leadership, administration, physicians and other members of the healthcare team

Cross-trained staff between multiple departments to maximize utilization of available resources

Policy development, revision and implementation of all departments of responsibility

Oversight of departmental Performance Improvement projects

Facilitated staff and management development, increased staff engagement

Improved customer service with prompt and /or real time intervention with service standard issues

Actively involved with recruitment and retention of staff, as well as progressive discipline

Oversight of both clinical and administrative issues in Emergency Department with 50,000 adult and pediatric patient visits per year in 40 bed department

Key role in decreasing waiting time for bed assignments and facilitation patient throughput to inpatient units

Brooklyn Hospital Center, Brooklyn, New York June 2011 - December 2011

Director of Nursing for Cardiac Catheterization, Interventional Radiology and Endoscopy

Assisted in planning of services with Chief Nursing Officer and Senior Vice Presidents

Budgetary and fiscal responsibility, prepared annual budgets for departments. Oversaw departmental expenses, maintained within allocated budget, addressed monthly variances, eliminated overtime

Implemented strategies to organize and maximize patient flow

Implemented Culture of Safety in procedure rooms with verbal safety checklists

Enhanced revenue capture by working closely with IT and Finance to ensure reconciliation with charging

Expansion of Cardiac Catheterization lab, radiology and Emergency Department

Elmhurst Hospital Center, Elmhurst, New York October 2000- April 2011

Assistant Director of Nursing for Post Anesthesia Care Units, Ambulatory Surgery, Endoscopy, Pre Admission Testing and Cardiac Catheterization

Key role in obtaining Magnet Status in Department of Nursing

Facilitated team building and improved inter-departmental relationships between administration and physician staff

Involved in central sterile processes, development of case cart systems and preference (Pick) lists

Enhanced revenue capture by working closely with IT and Finance to ensure reconciliation with charging

Collaborated with Materials Management to develop cost analysis capabilities

Developed Culture of Safety Priorities through instituting verbal surgical safety checklists and improving patient identification processes

Implemented Surgical Flow Efficiencies including on time case start and faster room turnover

Developed Guest Service Standards to enhance Patient and Customer Satisfaction

Collaborated in developing Center of Excellence for Orthopedic Services

Assisted with planning and opening of state-of -the -art operating rooms and ambulatory surgery recovery rooms

Enhanced cost reduction by initiating suture conversion and reprocessing project

Participated in the new development and training for Robotic Surgery Program for Laparoscopic Surgery

Involved in planning and staff training for new Cardiac Catheterization Lab in 2000

Implemented new Capsule Endoscopy Program

Successfully obtained Department of Health certification as an Emergency STEMI receiving facility for cardiac catheterizations and percutaneous coronary intervention

Provided clinical and administrative coverage for Interventional radiology, CAT scan/ CAT scan prep, Radiation Oncology, Non-Invasive Cardiology as needed, in the absence of the covering assistant director of those departments

Overall achievements:

• New Magnet Status for Elmhurst Hospital Center

• Successfully obtained Department of Health certification as an Emergency STEMI receiving facility for cardiac catheterizations and percutaneous coronary intervention

• Staff education, preparation and creation of new policies for Cardiac Catheterization lab to become STEMI (C-Port) center

• Planning and opening of state-of -the -art operating rooms and ambulatory surgery recovery rooms

• Successful JCAHO and DOH surveys

• Department wide responsibility for successful medication safety initiative, including the institution of bar coding

• Medication reconciliation upon admission and discharge

• Reduction of overtime by 50% through properly managing existing staff

Professional Experience Continued

Gotham Agency (Elmhurst Hospital Center), Elmhurst, New York October 2000- April 2011

House Supervisor providing coverage for Perioperative Services, Adult, Pediatric and Psychiatric Emergency Departments, Inpatient Maternal Child Unit, Pediatric Unit, Critical Care Services, Surgical Step down and Surgical Inpatient units on off shifts (1500-2400hrs)

Clinical Experience

Flushing Hospital, Flushing, New York 1985-1996

Critical Care Nurse in Medical, Surgical and Cardiac Intensive Care Units

Chest Disease Hospital, Kuwait 1977-1983

Critical Care Nurse in Open Heart Surgery

All India Institute of Medical Science and Research Center, India 1976-1977

Recovery Room Nurse

Christian Medical College and Hospital, India 1975-1976

Critical Care Nurse

Education

PhD in Health Care Management, Century University 2014

MSN/MBA Grand Canyon University 2015

MS in Health Service Management and Policy, New School University 1999

MTh Masters in Theology 2012

BS in Health Administration, St. Joseph's College 1995

Intensive Leadership Management, Leadership Academy 2007, 2012

Diploma in Midwifery, India 1975

Diploma in General Nursing, India 1974

Certifications/Skills

New York State RN license - Current

CCRN

BLS instructor

ACLS instructor

CEN/CCRN -educator for private educational service

PALS instructor

Proficient in Microsoft Work, Excel, PowerPoint and Outlook

Skilled in clinical related applications such as McKesson and KBMA

Educator for NCLEX review, CCRN review, CEN review

Memberships

AACN

INA-NY Chapter

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