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Nursing Medical

Springfield, Missouri, 65804, United States
October 06, 2016

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Prudence Ferraro MSN, RN, PHN

**** **** ******* ******

Springfield, Missouri 65804


Professional Profile:

Seasoned executive nursing leader with over 20 years of productive healthcare experience in nursing, leadership, education, and accreditation. Have extensive experience with all regulatory survey processes. Expert leader with demonstrated ability to deliver mission-critical results in for- profit and not-for-profit organizations. Experienced in improving operational efficiency, strategic planning, quality management, and systems improvement.

Fiscal Accountability

Strategic Planning

Community Partnerships

Organizational Development


Leadership Development

Quality Improvement

Team Development

Capital Improvement Projects

Succession Planning

Magnet Preparation

Regulatory Compliance

Professional Experience

BeSmith / Healthcare Executive Recruiters

Interim Chief Nurse Executive

Sutter Tracy Community Hospital

Tracy California

01/04/16 to 6/10/16

Interim Chief Nursing Officer

Loma Linda University

Murrieta, California

11/2014 to 11/01/15

Direct involvement in the day-to-day operations of physicians and staff with a focus on what is working and what is not working. The emphasis was stabilizing and engaging the workforce in an arena of empowerment, accountability and trust after union activity. Driving multiple Lean Projects.

Highlights: Sutter health/Loma Linda University Medical Center

Registry FTEs decreased by 8 FTEs or 28%

Traveler Agency decreased by 38%

Incentive pay officially ended 9/26/15 resulting in savings of $99,000 for 2015 and potential of $360,000 for 2016.

Overtime / Double time decreased $30,800 since January 2015.

Registry decreased $212,392 since January 2015

Annualized savings by using appropriate call coverage and decreasing to one RN on heart call and one anesthesia tech on call savings of $82,704.

Decreased by attrition six FTEs.

Decreased sitter usage resulting in an $863,660 reduction in labor costs.

Instituted appropriate placement of patients resulting in an average of 10 observation patients going to outpatient beds rather than inpatient beds. This created an immediate savings to the facility.

Implemented training and accountability concerning productivity at the director and charge nurse level.

ED LOS – Admitted patients decreased 4.6 hours.

ED LOS Admit Order to bed decreased 3.8 hours.

LWBS decreased from 3.49% to 1.92% or 55%.

Executive Director of Nursing and professional Development

Cox Medical Center Branson, Branson, Missouri 03/2012 to 05/2014

Direct the day to day functions of the clinical departments in accordance with current federal, state, and local standards, guidelines, and regulations that govern nursing facilities to ensure that the highest degree of quality care can be provided to our patients at all times.

Developed real time “Patient Flow” meeting Joint Commission Standards based on critical capacity.

Developed the concept of virtual beds to open and close depending on the Critical Capacity of the hospital.

Implementing Studer Principles.

Presently working on test of change involving a Nurse Navigator Model, to effectively decrease 30-day readmissions.

Chief Nursing Officer

Schuyler Hospital, Montour Falls, New York 11/2006 to 11/2011

Provided leadership and strategic direction to nursing services throughout the organization. Worked collaboratively with medical staff, corporate services and customers to develop and achieve the strategic goals of the organization.

Streamlined the construction of an intensive care unit integrating it with the Medical-Surgical Units to improve efficiencies and reduce costs.

Assured processes in place for survey readiness.

Effectively developed a recruitment and retention program resulting in saving over $200,000.00 in labor costs and the elimination of contract labor.

Developed a standardized employee-training program resulting in cross training that allowed restructuring of nursing saving $150,000.00 in labor costs.

Specifically designed a labor productivity model to accurately determine immediate staffing productivity or to forecast budgeting for the future.

Effectively developed and instituted quarterly leadership retreats.

Multiple public speaking events locally and with Health Tech Management Services.

Clinical ER/ICU Specialist

Lourdes Hospital, Binghamton, New York 07/2005 to 11/2006

Regional Cancer Center / Magnet Certified Hospital

Managed the clinical operations for nursing care in the Intensive Care Unit and the Emergency Department. Worked as the clinical consultant to analyze, identify and resolve unique or complex nursing care problems. Collaborated with medical staff and the executive team in achieving Stroke Designation.

Developed the clinical competency program for the Intensive Care Unit and the Emergency Department.

Critically analyzed current nursing research for the expansion of evidenced based practice.

Actively involved in the Magnet certification process resulting in success.

Orchestrated the Stroke Center designation.

Chief Quality Officer

Barstow Community Hospital, Barstow California 01/2004 to 07/2005

Community Health System

Provided vision and leadership throughout the organization concerning continuous improvement of clinical and service quality outcomes, risk management and survey readiness.

Designed, implemented, and maintained systems ensuring integration of quality support across the organization.

Optimized risk prevention processes resulting in a $50,000.00 reduction in the hospital’s liability insurance.

Led a successful Joint Commission survey.

Reviewed, analyzed, and evaluated data from Infection Control, Core Measures, Data Advantage Reports, Quality Outcomes Profiles, CMS and QIO data and related the data analysis to the appropriate committees up to and including the Board.

Nursing Professor

Victor Valley College, Victorville, Ca. / California State University, San Bernardino Ca. / Morrisville State College, Morrisville, New York 12/1999 to 01/2004

Instructed students, freshmen through seniors in both theory and clinical.

Medical/ surgical

Women’s Health

Critical Care/emergency

Instrumental in developing a computer lab for nursing students.

Developed 3000 question test bank.

Emergency Department Manager/ Coordinator

Riverside Community Hospital, Riverside, Ca. 1986 to 2002

Level 2 Trauma Center / Cardiac Center / Transplant Center

Directed and coordinated all aspects of care in an active level two trauma center while instilling a culture of accountability, team building and collaboration. Streamlined department processes while maintaining high quality care. Actively achieved collaboration across the organization, EMS and other health care to expedite patient flow while providing quality patient care.

Decreased patient throughput from door to disposition 50%.

Instrumental in driving change in the chest pain patient decreasing door to intervention time to 45 minutes.

Engaged in the planning and facilitating of a new 50 bed emergency department.

Established an every four-hour productivity model to maintain labor costs.

Actively engaged with regional trauma coordination committee.

Co-authored the Medical Screening criteria for the California Emergency Physicians group.

Assured compliance with State and regulatory surveys.

Certified Emergency Room Nurse 14 years.

Professional Affiliations

Sigma Theta Tau



Professional Certifications

Public Health Nurse




1998 University of Phoenix, San Bernardino, Ca. Masters of Science in Nursing

1996 University of Phoenix, San Bernardino, Ca. Bachelor of Science in Nursing

1986 Riverside Community College, Riverside, Ca. Associates Degree in Nursing


Richard Rawson CEO

Loma Linda University Murrieta California


James Uli


Loma Linda University Murrieta


Tracy Bock

Executive Director of Services Lines

909- 744-7053

Troy Preston

Human Resource Director, Schuyler Hospital


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