Medical Staff

MELANIE SCOTT MSN, RN

Executive Healthcare Leader and Consultant

** *** ******, *** ***

San Francisco, CA 94103

Cell: 817-***-****

**********@*******.***

EDUCATION

Walden University, ADN to MSN program. M.S. in Nursing (specialization in Leadership and Management), October, 2013

El Centro College Dallas, Texas, Associate’s Degree in Nursing, 1995

EXECUTIVE HEALTHCARE CONSULTANT, ADMINISTRATIVE DIRECTOR OF SURGICAL SERVICES, AMBULATORY CARE SERVICES AND HOSPITAL ADMINISTRATOR

Experienced Interim Executive Consultant, Director of Surgical Services and Hospital Administrator. Administrative oversight of: operating suites, PACU, Pre-Op, Sterile Processing, Laboratory, and Respiratory Therapy, Interventional Radiology, Cardiac Cath Lab, GI Lab, Ambulatory Surgery Center, Senior Clinic, Surgery Scheduling, Business office and Rehab. Experience as Bariatric Coordinator, managing Human Resources and House Supervisory staff. Director/Administrator over in-patient and ambulatory surgical services. Maintains ability to scrub and circulate, seeing this as an opportunity to maintain a staffing perspective in direct surgical care that contributes to her leadership ability. And, enjoys the intensity and activity of being inside of the surgical suite.

Experience in building surgical programs, business market development, recruitment of physician investors, integrally involved in construction of new hospital projects.

Exposure to highly complex business operations in multiple surgical specialty and ambulatory care areas

Experience managing a large staff department in a union environment with multiple union contracts

Accomplished in career as a seasoned nurse manager

Experience overseeing surgical areas of General, spine, cardiovascular, orthopedics, bariatrics, ENT, thoracic, vascular, GYN, urology, transplants, robotics, podiatry, and pediatrics

Ability to manage effectively in environment where staff has very high expectations and staffing issues can be demanding. Confidence in building and maintaining positive relationships with physicians, peers, and staff, providing consistency, stability, and earning respect as a leader

Strong clinical background in OR with high complexity of surgical services experience

Management of 14 + OR suites in management level role and 8+ OR suites with complex cases at Administrative Director level.

Demonstrated ability to lead cross functional, interdisciplinary teams.

Proven ability to work with physicians and other professionals to achieve programmatic and financial goals.

CORE COMPETENCIES

Financial Leadership • Operations Management • Strategic Planning • Forecasting • Billing • Payroll • Systems • Audits • Process Improvements & Standardization • Presentation • Reporting • Staff Training& Development • Cost Reduction • Benefits • Human Resource Management • Marketing •Event Planning • Kronos Expert • Shiftwise Expert • Transformational Leadership with focus on Accountability • Support Group Faciliatation • Experienced user of Meditech, Plus, Citrix, Eway, HMS, Surgisource, SMART, Paragon, Microsoft Outlook, Excel and Microsoft Word • JB Dev Express Net • Omnicell • EPIC • Healthstream • Press Ganey • Avatar • LRMS • Taleo • Formfast

PROFESSIONAL EXPERIENCE

December 2016 to present

Independent- Melanie L. Scott MSN, RN Interim Executive Healthcare Leadership and Management Consulting, LLC

Dignity St. Francis Memorial Hospital, San Francisco, CA

Interim Perioperative Leader and Consultant

150 staffed bed, TJC accredited, not-for-profit, acute care hospital.

Responsible for OR, PACU, SPD, GI and Pre-Admit areas with a total of 73 FTEs including Charge Nurses and Supervisors.

5 main OR suites and 1 Burn Suite and average 350 cases a month

High volumes of ortho with an ortho institute specializing in shoulders, knees and hips and plastics, spine, DaVinci robot for nephrology, GYN and Urology, Burn unit staffed from the OR

In the window for TJC (anticipated in January – February, 2017).

Unionized – SEIU and CNA.

Deliverables: Process improvement, re-write policies, restructure the department, follow-up on time cards, and review compliance issues. Provide support and guidance fro staff, highly visible leadership, culture change agent, improve communication and promote teambuilding, improve efficiency and compliance issues.

May 2016 to December 2016

Alameda Health

San Leandro Hospital, San Leandro CA

Interim Perioperative Leader and Consultant placed by Hct

Provide leadership for OR, PACU, Pre-Op, GI, Sterile Processing including but not limited to process improvement, efficiency, increased patient, employee and physician satisfaction, business development, staffing and optimization of patient outcomes.

93-bed facility, 4 OR’s, 1 endoscopy suite, 6 bed PACU beds

450 employees, 100 physicians, and 40 auxiliary-volunteer workers. services includes 24-hour emergency services, critical care, and a full complement of skilled surgeons, rehabilitation services, and ancillary services to a population of 265,000 people

San Leandro Hospital’s Level II Emergency Department has 13 beds and serves an estimated 28,000 patients a year. The hospital’s critical/intensive care unit has nine beds

September 2015 to May 2016

Rideout Health Main Hospital, Marysville, CA

Rideout Health Ambulatory Surgery Center, Yuba City, CA

Interim Healthcare Executive Consultant, placed by Hct

Dual role responsible for the surgery center, 3 operating rooms, 1 procedure room performing approximately 200 procedures per month, sterile processing, 24 FTE’s, focus is to increase volume, improve efficiency and staffing schedules to accommodate new growth expansion plan. Specialties include orthopedics, ophthalmology, general podiatry, ear nose and throat surgery pain management and urology and all of perioperative services for the main hospital including OR, Pre-op, PACU, CVOR, Anesthesia support, Interventional Radiology /PICC Line Nursing, Endoscopy.

Rideout Hospital is a General Acute Care Hospital:

Control: Nonprofit Control

Beds: 173 beds, licensed, all types

ER Services: Basic Emergency

Trauma Services: Level III Trauma Center

Dec. 2014-Sept. 2015

Cha Hollywood Presbyterian Medical Center, Los Angeles, CA

Administrative Director of Surgical Services and Ambulatory Care Services

434-bed for-profit hospital that is accredited by the Joint Commission or DNV Healthcare and owned by Cha Medical Group of South Korea . Cha Hollywood Presbyterian Medical Center has 443 registered nurses. Services include general medical and surgical care (adult), general medical and surgical care (pediatric), obstetric care, neonatal intensive care, physical rehabilitation care emergency department, pain management program, palliative care program. 9 OR’s, 18 PACU beds, 1 Cath Lab, 1 Interventional Radiology Suite, 18 ASC beds, 2 Endoscopy Suites, 6 fast track step down beds.

I continually assess the culture of service, employee engagement, quality, patient safety, service excellence, fiscal responsibility, and the overall patient experience in all ambulatory care service areas for improvement opportunities. I provide leadership in the day-to-day operations in outpatient surgery, operating rooms, post-surgical, cardiology, cardiac cath. lab, interventional radiology, and gastroenterology/endoscopy and specialty care clinics for the total operations within the service line, with a focus on continuous improvement. In collaboration with administration, management and physician leaders, I am responsible to ensure that the provision of patient care is delivered in a safe, efficient, consistent, and high-quality environment.

August 2014-November 2014

Mercy General Hospital, Sacramento, CA

Interim Perioperative Leader and Consultant, placed by BE Smith

Mercy General is part of the Dignity Health System. It is a 342-bed facility that includes the nationally recognized Mercy Heart &Vascular Institute with Joint Commission-certified Stroke Programs. Mercy General, which leads the state in open-heart surgery, is accredited as a Certified Chest Pain Center with PCI, the first Sacramento-area hospital with this distinction. Scope: CVOR with 3 operating rooms, 1 hybrid CVOR and all RN staff. #1 in California for cardiac surgery and in the top five percent nationwide.

Increased on time surgery start times from 50% to 100%

Took necessary steps to meet daily productivity goals of 100% and maintained average

daily productivity 102.6%

Acted as change agent to increase morale

May 2014-August 2014

Sharp Grossmont Plaza Surgery Center, La Mesa, CA

Interim Perioperative Leader placed by Republic Health Reources

General 6 OR suites and PACU (300 Surgeries per month) General, Ortho, Ophthalmology, and otorhinolaryngology. PACU provides Phase I and II recovery. Magnet facility is part of a large and complex hospital system and included on the same campus with a 536-bed hospital.

Improved morale amid turmoil due to circumstances surrounding a change in leadership.

Alleviated existing personality conflicts

Acted as liason and mediator for groups with opposing interests

Reinvigorated departments suffering from absent leadership

Liaison between doctors and nurses, while improving physician/nurse relations and helping both groups work toward improving safety and efficiency

Spearheaded navigation of political complex situations brought on by leadership vacancies

I was able to boost morale by providing stability in a time of transition by paving the way for the new permanent leader while driving change initiatives and fostering sustainable department improvements

February 2014 – April 2014

Mission Community Hospital, Panorama City, CA

Director of Surgical Services

4 operating rooms

Approximately 4,000 cases per year

Change agent in improving employee and patient satisfaction for a growing surgical services department and growing hospital system

Multiple process improvements implemented in the areas of pre-admission, OR scheduling, and the Out Patient (OP) unit

Universal protocol, “Time out” policy and procedures implemented in accordance with regulatory agencies and the World Health Organization guidelines.

Initiated and completed a revamping of the surgical services section of materials management by organizing all supplies with par levels and labels to ensure efficiency and cost effectiveness.

Decreased staffing costs and improved efficiency by reduction of FTE positions and providing a framework for flexible schedules for staff that mirror the needs of OR and the OP unit daily.

96 inpatient bed facility

Community Health Systems July 2012-February 2014

February 2013 –February 2014

Eastern New Mexico Medical Center, Roswell, New Mexico

Director of Surgical Services

Note: Promoted within the same corporation and leadership team at a larger, sister hospital

Accountable and responsible for the overall management and leadership and all clinical and operational activities for the ambulatory care unit, the 8 room operating room (OR), sterile processing and OR materials management.

Ensure that patient care is delivered in accordance with professional, regulatory, and medical center standards

Develop, implement, and monitor unit-based quality improvement programs including block schedule utilization, turn over time, re-vamp of current systems and overall efficiency in all units

Assume the role of patient advocate to clarify and evaluate ethical and/or legal issues, and supports cultural practice

Accountable of operational budgets, monthly reports and capital requests

July 2012- February 2013

Alta Vista Regional Hospital, Las Vegas, New Mexico

Director of Surgical Services

54 licensed beds, performing approximately 2500 procedures per year

Plan, organize, and manage all activities and human resources related to surgical services, sterile processing, and administrative needs to ensure patient and employee needs are met in accordance to hospital policies, procedures, and regulatory agencies.

Develop, implement and revise policy and procedure for surgical services.

Develop, implement, and evaluate methods to ensure effective and efficient use of staff, facilities, equipment, and other resources while maintaining patient care standards.

An active member in quality and risk management, utilization review, environment of care, patient safety, forms, surgery safety, and HCAHPS service excellence committees.

Hire staff, plan and organize orientation and in-service/education training, and coaching of staff.

Manage payroll and operating budget for 14 staff members including a nurse supervisor direct report.

Develop and implement marketing strategy for programs and services, recommend acquisition of capital equipment, conduct cost analysis and vendor contract negotiations.

Proponent and practitioner of “Straight A Leadership, Alignment Action, Accountability”, by Quint Studer

March 2012 – July 2012

Los Alamos Medical Center, Los Alamos, New Mexico

Interim Director of Surgical Services

47-bed acute-care facility,4 operating rooms performing approximately 2500 procedures per year

Direct oversight of OR, Pre-op, PACU, Sterile Processing, Advanced Transfusion Unit

Interim capacity as Director: improving staffing, hiring staff to replace travelers.

Contributed to significant increases in patient satisfaction scores from 0-42% to 100% in the large majority of categories in a 3 month period of time, contributing to the increase of HCAHPS scores hospital wide.

Responsible for streamlining the registration processes

Responsible for the implementing processes to organize and increase efficiency in the Pre-op and PACU

Facilitated implementation of Culture of Safety program in Surgical Services

March 2009-March 2012: Per Diem Staff OR positions:

Forest Park Medical Center, Dallas, Texas; Jerton Resources, PRN Specialty Service

Scrub and circulate in surgery as per-diem staff while working full time in other capacities.

October 2005- August 2010

Pine Creek Medical Center, Dallas, Texas

Director of Surgical Services Center Director and On-Site Hospital Administrator for In-Patient facility and Center Director for affiliated Out-Patient Surgical Center

Joint Commission Accredited 18 in-patient bed surgery hospital with 6 OR suites, 8 PACU, and associated beds.

Asked by owner physician group, during development phase of building this hospital in 2005, to take position of Director and On-Site Administrator.

Plan, organize, and manage all activities and human resources related to surgical services, respiratory, laboratory, sterile processing, and administrative needs to ensure patient and employee needs are met in accordance to hospital policies, procedures, and regulatory agencies.

Develop, implement, and evaluate methods to ensure effective and efficient use of staff, facilities, equipment, and other resources while maintaining patient care standards. This included quality management, utilization review, and discharge planning programs.

Hire staff, plan and organize orientation and in-service/education training, and coaching of staff.

Manage payroll for 140+ employees bi-weekly, manage operating budgets

Develop and implement marketing strategy for programs and services, recommend acquisition of capital equipment, conduct cost analysis and vendor contract negotiations.

Mentor and coach 2 nurse supervisors, lab director, respiratory manager, and other key personnel to manage day to day operations with efficiency and effectiveness

Manage quarterly investor meetings, performance improvement and infection control committee meetings

July 2009-February 2010 While continuing to work full time at Pine Creek Medical Center

Mediate Healthcare in conjunction with Vibrant Healthcare, Dallas, Texas

Business Development Consultant

Active role in creating and start execution of three year strategic plan, pro-forma profit & loss, project plans, vendor selection, construction concepts, architectural programs, land acquisition, human resource staffing needs, private placement plan, performance management requirements and information technology needs.

Development team comprised of COO, Certified Case Managers, Chief Medical Officer, and Facilities Director for 80 years of combined medical experience.

Collaborate with the Advisory Board their affiliates: Chairman/CEO Haliburton Investor Relations, Principal of Sanford rose, SVP Investor Relations at hicks Muse Capital, US Congressman District 32, Former CEO/chairman of Convergys/Intervoice, and Texas State Senator District 23.

Coordinate site venues, provided agenda for and participated in launch functions of the executive summary, private placement memorandum and subscription of agreement for operational and real estate units.

Physician liaison between the hospital, physicians, banking institutions. Assist in funding activities for the investment, presented new banking relationships including negotiation of terms.

Devise strategy, implement, and coordinate physician privileges and credentialing for physician investors.

Personally recruit, negotiate and closed acquisition of 54% of total physician investors comprising of 41% of the operational units available to generate over $5.15 M in revenue. Solely generated over $200,000 in revenue for the real estate side of the investment.

August 2003-October 2005

Independent contractor: Staff Nurse-Operating Room

Provide all aspects of patient care, from pre-anesthetics to recovery room, patient interviews, assessments, history, procedures, assisted in administering anesthesia and intubation, IV conscious sedation, safe positioning, scrub/circulate, radiation safety, documentation, stocking and ordering supplies and instrumentation, and invoicing for services rendered.

Work Locations:

1. Presbyterian Hospital of Plano, Plano, Texas February 2005-October 2005

Weekend Charge Nurse Operating Room

oCoordinate and oversee all aspects of weekend scheduled and emergent or add-on cases for 250-bed Level II trauma center

oFacility had a 25 bed emergency department, covered cases from this ED as well as neonatal ICU surgeries.

oDelegate and coordinate responsibilities for both scheduled and on call personnel as needed of all disciplines as appropriate

oCoordinate all aspects of the surgical services department along with the house nursing supervisor and all physicians involved on a regular basis.

oCirculate and or scrub on a variety of surgeries

2. RHD Memorial Medical Center, Dallas, Texas August 2003-February 2005

Bariatric Surgery Coordinator

oCirculate, scrub, assure and maintain all equipment and supplies, scheduling and patient and family teaching needs for bariatric surgery.

oAct as a resource liaison to all surgeons performing bariatric surgery and hospital compliance for bariatric center of excellence requirements.

oOR staff/charge nurse duties as needed.

oFacilitation of monthly bariatric support group meetings

January 2002-August 2003

Staff Search Medical Staffing Agency, Dallas, Texas; Skilled Medical Staffing Agency, Dallas, Texas

Fulfill OR staffing needs for agencies, as needed, for many metroplex hospitals and surgery centers for a wide variety of surgical procedures.

Continue to serve as agency staff nurse-operating room

1996-January 2002

Medical Center of Lewisville, Lewisville, Texas

Staff Nurse, Float for Surgical Services, Support Group Facilitator

Circulate, scrub in OR and endoscopy, administer IV conscious sedation for endoscopy procedures as well as pre-operative and postoperative recovery care for patients.

Charge nurse duties for the OR on a month to month basis as needed

Certified grief counselor, facilitation of perinatal loss support group

Propose, develop and implemented a burial program including yearly memorial service and acquisition of burial plots for products of conception for the community.

Certified breast-feeding educator holding monthly, bi-weekly and as needed education for ante and postpartum patients.

1993-1996

Parkland Memorial Medical Center, Dallas, Texas

Nurse Extern to Staff RN

Parkland Memorial Hospital is a general medical and surgical hospital in Dallas, TX. It performed nearly at the level of nationally ranked U.S. News Best Hospitals in 1 adult specialty. Parkland Memorial Hospital has 769 beds. The hospital had 37,515 admissions in the latest year for which data are available. It performed 7,357 annual inpatient and 11,318 outpatient surgeries. Its emergency room had 142,590 visits. Parkland Memorial Hospital is a teaching hospital.

Extensive training in all aspects of surgical services

Circulate or scrub in surgery for a wide variety of surgical procedures in their 19 surgical suites

Learned the art and clinical aspects of OR nursing

LICENSES/CERTIFICATIONS

BLS-current

RN License – Texas

RN License –California

Member AORN

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