TARA RAMLOCHAN, MSN, RN

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

Meade Kansas, 67864

845-***-**** (mobile) ad3z2p@r.postjobfree.com

CHIEF EXECUITIVE OFFICER

Registered Nurse (MSN/RN) Budget & Payroll Administration Business Transformation Preceptor & Mentor Team Building & Leadership

Crisis Intervention Union Environment

OR PACU Critical Care CVICU Emergency Department OB NICU

PEDIATRICS & CARDIAC CATHERIZATION LAB

DEPARTMENTS MANAGED Throughout Career

A compassionate, spirited health care professional practicing with integrity and persistence with expertise in program administration, process re-engineering and strategic planning. Experience in synthesizing people, technology and quality improvement techniques for the delivery of cost-effective services which align with evidence-based practices, resulting in underpinning fiscal accountability, operating efficiencies and an enhanced level of patient care. Interpretation and implementation of nursing/health-care policies and procedures; engagement in continuous quality improvement to assure safe, effective, evidence-based clinical practice standards are followed. A preceptor and coach highly proficient in a broad array of clinical services and medical specialties. Track record managing multimillion-dollar P&Ls, business transformations and complex projects. Worked closely with CFO & CNO to decrease spending and stretch the dollar. Strong interpersonal skills transcend diverse, multi-national and cultural backgrounds. Skilled in helping organizations attain their strategic goals through the enrichment and mentoring of their most vital resource people.

Professional Experience

ARTESIAN VALLEY HEALTH SYSTEMS MEADE, KANSAS: CHIEF NURSING OFFICER, April 2018 to AUGUST 2018; CHIEF EXECUTIVE OFFICER, May, 2018 to April, 2022

Over fifteen years of solid leadership experience in complex and matrix structure in both large and small facilities—structured a toolbox with skill set to hone in and compassionately, collaborate with colleagues, providers, and staff for a journey towards excellence and cost-effective patient care.

Experience leading in a very competitive market with skeletal resources and making it successful.

Accountable for growth—developed a relationship with outside organizations, including the medical community, referring physicians, and brought in multiple service lines by hiring quality specialists.

§A change agent—developed and managed partnerships while working with physicians to find common grounds including both employed and independent providers—retained physicians.

§Responsible for delivering the best quality cost effective patient care and patient satisfaction scores.

A Transformational Leader with experience in large and small facilities. Educates and empowers staff – explains the ‘whys’; disseminates changes with buy-ins.

Patient satisfaction scores increased from the 20th to the 98th percentile.

Focuses hard on leadership—created a positive and productive culture; teaches leadership classes which have been created for the culture of the facility and to increase staff morale— when staff morale is high it trickles to the patient.

In 2020 & 2021 this Hospital was rated in the top 100 critical access hospitals in the U.S.

Hires and retains qualified staff—retention rate increased from 78% to 97%.

Hones in on the methodology of Value Based Care—decreased length of stay, roll out processes and bridge gap result in “less is more” methods, teaches patients and families to strive for better health, Med reconciliation—decreased readmission rates from 30% to 0.5 %.

Sets and follows standards for operational excellence—increased patient volume by 80%, purchased new equipment, replaced leaking roofs in LTC and clinic.

Added a high-performance rural Health Clinic.

Implemented clinical procedure and policy—excellent, cost-effective patient care.

Safeguard required compliance with State, Federal and CMS regulations as well as hospital policies – monthly safety and Quality meetings.

Develops a relationship with outside organizations, including the medical community, referring physicians—brought in multiple service lines by hiring quality specialists.

Delivers strong financial performance—facilitated revenue growth from $20 million to $49 million in 4 years, OR & in-patient with 0% infection rate, implemented processes that prevented LTCU residents with 0% COVID and minimal infections of staff, as well.

INTERIM DIRECTOR OF EMERGENCY SERVICES at UNITED MEDICAL –

WASHINGTON, DC, October 2017 to December 2017.

DIRECTOR OF SICU/SSDU at VASSAR BROTHERS MEDICAL CENTER –

POUGHKEEPSIE, NY, April 2017 to September 2017.

INTERIM DIRECTOR OF CRITAL CARE SERVICES at MCLAREN HEALTH SYSTEM FLINT REGIONAL MEDICAL CENTER –

FLINT, MI, July 2016 to March 2017.

INTERIM DIRECTOR OF WOMEN’S & CHILDREN’S SERVICES & SURGICAL SERVICES TOP ECHELON at MISSION HEALTH SYSTEM ANGEL MEDICAL CENTER –

ASHVELLE, NC, August 2014 to June 2016.

DIRECTOR OF WOMEN’s & CHILDREN’s SERVICE LINES & TOTAL JOINT CENTER at ST. LUKE’S CORNWALL HOSPITAL – NEWBURGH, NY, 2012 to 2014.

ADMINISTRATIVE NURSING SUPERVISOR/ DIRECTOR at ST. LUKE’S CORNWALL HOSPITAL – NEWBURGH, NY, 2006 to 2012.

Directed all services for multi units, and led all aspects for the governance of a multi-million-dollar operating budget including P&L, staffing, coaching and performance appraisals. Oversaw turning around and transforming an underperforming organization by implementing a new infrastructure framework - streamlined the delivery of services, contained costs, optimized patient care and bolstered cross-functional team leadership. Direct report of 27 managers and indirect report staff of 480 full-time employees. Collaborated with medical directors, all providers and multidisciplinary team for smooth transition in patient care. A transformational leader, performed rounds and served as administrator on-call.

§A catalyst and change agent for the continuous improvement and differentiation of service delivery. Managed a complete overhaul of a dysfunctional legacy infrastructure by incorporating new systems, policies and procedures - daily huddles, monthly staff meetings and quarterly Town Hall meetings. This transformation successfully aligned critical business requirements and strategies with corporate objectives - elevating HCAHPS scoring from 414 to 772 within 18 months.

§Enhanced staff morale & staff engagement by fostering a collaborative team-building atmosphere – Elevated core competencies of Leadership team through daily mentoring, one-on-one discussions and motivational strategies. Instituted remedial training solutions to address performance gap issues which improved leaders’ skill sets, employee morale, productivity and caliber of patient care. Efforts resulted in unprecedented 98% staff retention.

§Recognized for versatility and broad expertise in diverse medical specialities and clinical services including – Critical Care, PACU, ED, OB, NICU, ICU, Paediatrics, Orthopaedics, Cardiac Surgery, Cath Lab, Surgical Services, Nursing Supervision & Crisis Intervention. Understands the strengths and weaknesses of health care.

§In the aftermath of a major organizational consolidation (2006-2008 & 2015-2016), fostered a collaborative team-building atmosphere - bridged a communication gap with interdisciplinary departments and diplomatically breaking down “silos” during the strategic realignment of the new organization.

§Met or exceeded a number of key indicators including core measures - care transition, length of stay, LWOT, and readmission rates. Decreased C-section rate & decreased NICU admission rate.

§Partnered with medical staff, leaders and other clinical partners such as CNO, Pharmacy & Lab to implement changes and improve clinical practice & earlier start times in OR.

§Partnered with surgeons to close gaps in OR delay, collaborated to find common grounds for best patient care, not only in the OR but through the entire patient stay.

§ Skilled in applying and interpreting CMS regulation and STATE HEALTH DEPARTMENT standards - Maintained and improved the system that organizes reviews and revises policy. Ensured regulatory reediness and led related system level terms.

§Created, developed and taught Leadership Classes – Growing and empowering Managers and Directors to enhance their knowledge and skill sets to manage staff effectively.

§A strong command of employment laws, compliance issues, and union environments with broad proficiencies encompassing - recruitment and retention, conflict resolution, labor relations and organizational development. Personal intervention and diplomatic complaint resolution contained costs by thwarting grievance filings.

§Exceptional ability to enter new environments and capably embrace change while delivering positive results. Respected for persuasive and comprehensive presentation of clinical data while proactively addressing concerns and rebuttals.

§Commended for empathetic ability to easily relate with, and speak to, patients and families in a respectful and courteous manner. Compassionate and attentive, listens with respect and without prejudice. Highly effective addressing patients’ needs and interpreting non-verbal communications through patient behavior and body language.

§Acknowledged as a superb motivator and communicator, with strong analytical and problem resolution aptitude. Quality Management & Infection Prevention audits including – medication management, medication orders, charts and directives progress notes, IPOC and continuity of patient assessment. CAUTI, CLABSI, fall prevention.

Professional Accomplishments

§Tenure is earmarked by a host of meritorious accolades and promotions:

NURSING SUPERVISOR/EXECUTIVE DIRECTOR/CNO/ CEO, 2006-Present

§Recipient of Hudson Valley Magazine’s Excellence in Nursing Award – May, 2014. Recognized as one of only 20 nurses throughout the entire Hudson Valley.

§BLS, ACLS, PALS, NRP.

Other Professional Experience

Critical Care RN, Westchester County Medical ENTER, 2000-2003

Critical Care - Neuro-ICU

Registered Nurse, Nyack Hospital, 1998-2008

PACU, Critical CARE, Surgical ICU, and ED

Mental Health Counsellor, Mental Health Association of Rockland County, 1987-1998

Education

Master of Science in Nursing (MSN) with a concentration in Healthcare Management & Organizational Leadership

American Sentinel University, Honor Roll – May 2015

Honor Society of Nursing, Sigma Theta Tau International – April 2015

Associate in Applied Science (AAS) in Nursing

Orange County Community College (SUNY), Dean’s List, 1998

NEA-BC – testing in progress.

Other Information

Register Nurse (RN) Licensure, 1998

STATE of NY- 1998

STATE of Washington -2017 (inactive)

Presentation Skills Programs Time Management Conflict Resolution Team Meetings

Team Dynamics Leadership & Team Building Programs Setting Expectations

Negotiating Skills Facilitating Performance Diversity Training

PROFESSIONAL ORGANIZATIONS

ANCC AWHONN ANA

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