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Registered Nurse Director

Clifton Park, NY
October 18, 2019

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** *************, *****: Fairview (***) Lane 859-NY 12118 0501



Excelsior College, Albany, NY


SUNY/Empire State College, Saratoga Springs, NY


Regents College, Albany, NY


November 2018 – Present

Excelsior College, Albany NY

Faculty Program Director, AD Nursing Program

Faculty Program Directors (FPDs) are essential to the governance and academic success of Excelsior College. As academic leaders, FPDs are responsible for the creation of degree programs and the development, oversight, and evaluation of the curricula. Also, responsible for all aspects of managing faculty, including recruitment, supervision, mentoring, evaluation, and professional development. Academic committees include curriculum development, THINK committee for innovation, Student Promise committee, Chair of 2019 Educational Institute featuring Kathleen Sitzman (with Jean Watson), super user with the SIM lab, orchestrate and manage student workshops in Albany, Maryland, Texas and Florida.

Academic Courses Taught:

NUR 213 Health Differences Across the Lifespan 3 – Level 2 course in the AD Nursing Degree Program

o This content encompasses Infectious and Communicable Diseases, Tissue Trauma, Neurological Dysfunction and Musculoskeletal Dysfunction. October 2015 – November 2018


System Director, Surgical Services (currently remain per diem for support of fiscal operations for surgical services)

Ellis Medicine is a union environment. Responsible for Perioperative Services at three sites including the main campus (Nott) with 11 ORS including two (2) cardiac ORs, PAT, PACU, SDS, Central Sterile Processing (CSP) and a five (5) room GI Center; the Bellevue campus with five

(5) ORs, PAT, PACU, SDS, and CSP; and the McClellan campus with six (6) ORs, PAT, PACU, CSP, Wound Care and Infusion services. Control over the Perioperative supply chain. Report to the CNO with dotted line to the Chief of Surgery, Chief of Anesthesia, Chief of Cardiac Anesthesia, and the Chief of Gastrointestinal Services. Responsible for 18,000 surgical and GI cases for 2017, 18,000 for 2018. 16 cost centers and 11 direct reports and over 200 staff reports.

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Responsible for the delivery of safe, effective, patient-family centered care with incorporation of evidence based knowledge into their decisions throughout the continuum of the perioperative experience. Promotes the mission, vision and values of the organization. Coordinates, facilitates, and manages change. Oversees management of fiscal and other resources within the peri-operative departments. Demonstrates effective communication, consultation, negotiation and collaboration skills within members of the team and other stakeholders. Utilizes effective conflict resolution techniques. Verifies and facilitates departmental compliance with all regulatory and accreditation standards. Collects and analyzes data related to quality or performance improvement projects. Provides guidance, support, and constructive feedback to peri-operative team members and other team members as appropriate. Pursues professional growth and participates and stays current in professional organizations.

Selected Accomplishments:

Restructured the Sterile Processing Department in an improvement project in response to a Joint Commission finding that occurred prior to my employment -consolidated three sterile processing departments across three campuses into one at the main campus – project addressed end of life equipment and staffing shortages. The project came in budget neutral. This project resulted in Joint Commission complete sanction of the department.

Restructured and consolidated the PAT departments from three campuses to one at the main campus – resulting in standardization, efficiencies and increased patient satisfaction.

Operationalized the Hybrid OR that was in progress when I arrived, but required extensive input to become a functional OR for the vascular and cardiac physicians.

Facilitated opportunities with the staff and physicians to create a collaborative environment and eliminate incivility.

Implementing AORN standards across all three facilities. o Amended the time out policy to align with EBP standards.

Projects – parallel processing (flipping rooms for increased productivity).

Reduced turnover.

Coaching staff and physicians and performing healthy work environment presentations.

GI- scope processor research, evaluation and change.

Worked with surgeons and Infection Control to put colon bundle in place.

Implemented culture of regulatory readiness – processes put in place for TJC and DOH visits

(department sweep lists, audits, etc.).

Generate weekly OT report for all areas with focus on reduction of unnecessary OT.

Started surgical value analysis (separate from organization) to focus on high dollar procedural items.

Meet with all managers bi-weekly for transparent communication and direction.

Round regularly at all off-site areas of responsibility.

Serves as Co-Chair for the Perioperative Block Committee to look at scheduling processes and OR Chiefs Committee.

Serve as a member of the Perioperative Quality Committee to assess on time starts, turnover rates, SSI, etc.

Acts as a patient advocate in all areas of accountability. November 2000 – October 2015


Administrative Director Perioperative Services (2001 – October 2015) 3 Page

Saratoga Hospital is a 207-bed general medical and surgical hospital. Responsible for seven ORs at the main campus, SDS, PAT, PACU, CSP, and the GI Suite with two rooms, as well as the offsite Surgery Center with six ORs and two pain rooms and two GI rooms for a total of 13,000 cases annually including GI. Direct reports included a Manager/leader for each of the stated areas of responsibility. Magnet Hospital.

Selected Accomplishments:

Projects - parallel processing (flipping rooms for increased productivity).

Reduced turnover.

Improved on time first case starts.

Served as Co-chair of the multidisciplinary block committee.

Participated on Value Analysis team and restructured the team splitting out surgical and procedural services to focus on high dollar items. Interim Co-Chief Nursing Officer (January 2008 – May 2008) Assumed duties during interim vacancy and search for Chief Nurse while maintaining role as Administrative Director of Perioperative Services. Oversaw multiple director level employees, providing oversight and opportunities for mentoring individuals at many levels. Directed multiple departments and sites; ensuring that areas of accountability are consistent with the established goals and objectives of the organization. Also guarantees successful achievement of individual departments goals and objectives. Participates in long range and short range strategic planning goals and objectives of Saratoga Hospital, as well as for policy and procedure development. Oversaw the effective utilization and control of physical and financial resources within all areas of accountability, while following regulatory and compliance standards. Reviewed and resolved professional, technical, and/or administrative problems that arise within departments, programs or staff. Holds all members of staff, including self, accountable for demonstrating the values of the organization. Utilized and implemented reporting systems for areas of responsibility. Maintained customer focus for both patients and staff. Provided a safe environment with focus on customer satisfaction. Provided coverage for other areas and for the CNO as needed.

Selected Accomplishments:

Magnet journey was in progress.

Participated in initial Magnet designation as well as two subsequent re-designations - Surgical Services generous in contributions to all documents.

Instituted rapid cycle change process for throughput and process improvement.

Focused on clinical outcomes as pathway to achieve high quality results in all areas of accountability.

Manager of Perioperative Services (November 2000 – 2001) Areas of accountability included OR, PACU, Pre-op, Phase 2 recovery and Sterile Processing. Responsible for direct reports including Charge Nurses and Clinical Leaders. 1999 – 2000


Accountable for the startup phase of a free-standing Orthopedic Ambulatory Surgery Center. Responsibilities included: creation of job descriptions, staff interview and selection, equipment trial, selection, and purchase, vendor interaction, information systems needs assessments, trial, selection and purchase, anesthesia interaction and negotiation, set up of narcotic and pharmacy system, and the development of all policies and procedures. Extensive interaction 4 Page

with all regulatory agencies.

1995 – 1999


Provided oversight of all nursing practice.

Selected Accomplishments:

Led the center in achievement of AAAHC accreditation, achieving full three-year accreditation on first attempt.

Participated in reorganization efforts with West Hudson Consulting with the aim to optimize resources. This resulted in an overall reduction of waste in staffing and operational dollars.

Center was closed and all capital equipment liquidated. 1993 – 1995


Staff Registered Nurse/Charge Registered Nurse

Provided total patient assessment and care in the immediate post-operative period in a freestanding ambulatory surgery center. Functioned as Charge Nurse in the absence of the Clinical Coordinator. Additional responsibilities included staff education coordinator responsible for creation and delivery of all in-service material and presentations pertinent to PACU. Acted as relief Circulator/Scrub Nurse and PAT nurse as needed. 1989 – 1993


Registered Nurse, Operating Room (1991 – 1993)

St. Mary’s Hospital is a 173-bed general medical and surgical hospital. Functioned in the role of circulator and charge nurse in a seven room OR suite. Surgical Scrub Tech (1989 – 1991)

LPN PCU/ICU (1976 – 1989)


American Heart Association Basic Life Support (BLS) Certification, 2018.

Association of Operating Room Nurses (AORN) Certified Nurse Operating Room, 2021. PROFESSIONAL MEMBERSHIPS

Association of Operating Room Nurses (AORN) Member.

American Society of Post-Anesthesia Nurses (ASPAN) Member.

Society of Gastroenterological Nurses Association (SGNA) Member.

New York Organization of Nurse Executives (NYONEL) Member. ADDITIONAL TRAINING

Just Culture with Outcome Ingenuity

LEAN boot camp training with GE consultants.


Preceptor for several students in completion of their Master’s program requirements. PRESENTATIONS

Lectures at national conferences:

o “Developing and Implementing a Decision Based Scorecard for Leadership” 2014 Managing Today’s OR Suite, OR Manager Conference, Long Beach, CA. 5 Page

o “Patient Satisfaction in Surgical Services” at national conference Managing Today’s OR Suite in Chicago, IL, October 2011.

Poster presentations:

o “Patient Satisfaction in Surgical Services” at the Institute of Healthcare Improvement

(IHI) National Conference, December 2010.

Institution based presentations:

o Are Our Patients Safe in Surgery? To all Perioperative staff, Quality, and Leadership, 2013.

o “The Business of Surgery” presented to the Legacy Council and Board of Trustees at Saratoga Hospital, July 2012.

o Bi-annual formal presentation of Surgical Services state of affairs to all staff and managers.

o Saratoga Surgery Center, “From an Idea to a Functioning Center”. o Rapid Cycle Change presented to senior leadership, management team and staff, 2010. o Healthy Work Environment presented to Surgical Services, February 10, 2011. PUBLICATIONS

In progress – Brennan, M. and Ellerbee. S. The Rationale for Operating Room Experience in Baccalaureate Nursing Programs

“Peri Operative RN’s pursuing higher education” OR Manager, March 2012. AWARDS/HONORS

Sigma Theta Tau Nursing Honor Society.

Tau Kappa Nursing Honor Society.

Patriotic Employer Award awarded by the Department of Defense.

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