Application Specialist Project Manager

Brenda Catt, RN, BSN, MHA, CNOR

**** ****** **** ****** * Chino, CA 91708 w 714-***-**** w ************@*****.*** w http://www.linkedin.com/in/cattbrenda

Perioperative Services Executive

Distinguished career in optimizing and directing perioperative services that meet physician and patient needs.

Accomplished in initiating culture change, patient safety improvements, and quality standards that meet and exceed performance benchmarks. Transformational leader skilled in training, developing, and mentoring clinical professionals. Industry thought leader and engaging presenter recognized for consistently meeting deadlines, quality metrics, and budget constraints.

Areas of Expertise

*Surgical Services Leadership *Perioperative Services Leadership *New Hospital and Surgery Center Construction *Regulatory and Licensing Compliance *Implementation of EMR *Capital and Operational Budgeting *Turnaround and Change Management *Patient Safety and Quality Improvement *Clinical Education and Training

Professional Experience

Kaiser Permanente – San Diego, Panorama City, and Los Angeles, CA February 2006 – March 2022

Nation’s largest managed care organization with operations in nine states and the District of Columbia.

DIRECTOR OF PERIOPERATIVE SERVICES, Los Angeles w March 2015 – March 2022

Directs daily operations for inpatient and outpatient services, including OR, PACU, Pre-Op, Post-Op, CVOR, and Outpatient Surgery Unit. Plans for and manages $75M+ in operating and capital budgets; full fiscal accountability for perioperative services. Leading a management team of 15 direct reports with 270+ employees reporting through them. Represents Surgical Services in hospital-wide committees and meetings.

Notable Accomplishments to Date:

Implementation of People Engagement through Direct Report Rounding

Successful Joint Commission Survey, no direct or indirect findings in Perioperative Services

Implementation of Cataract Fast Track in the Outpatient Surgery Unit

Oversight of the General Surgery Collaborative project

Alignment of staffing to block times

Opening of Post Op Fast Track Unit to accommodate IR, GI and EP patients.

Implementation of Team Stepps process for staff and physicians

Driving Perioperative Services to achieve safety and quality metrics by initiating culture change process, through the formation of the Perioperative Leadership Team which consists of the CNE, Physician AAMD, Physician Directors and Assistant Directors, Chief of Anesthesia, and Nursing Leadership

CLINICAL MANAGER PERIOPERATIVE SERVICES, WEST LOS ANGELES w August 2012 – March 2015

Managed all daily operations of 8-room OR, encompassing operating/capital budget management. Led 60+ total full-/part-time employees. Collaborated with Directors, Managers physicians, OR Medical Director. Represented OR on several hospital-wide committees.

Notable Accomplishments:

Accomplished 99% nationally on SCIP core measure.

Maintained accuracy, timeliness, and cost of OR benchmarks through computerized OR charting system for physician preferences, data collection, and reporting.

Enhanced knowledge and capabilities of OR nursing staff through collaboration with the Perioperative Education.

Maintains Joint Commission compliance through Universal Protocols.

DIRECTOR OF PERIOPERATIVE SERVICES, SAN DIEGO w July 2010 – March 2012

Directed daily operations for inpatient and outpatient services, including OR, PACU, Pre-Op, Post-Op, SPD, and Outpatient Surgery Units. Planned and managed $75M+ in operating and capital budgets; held full fiscal accountability for perioperative services. Led management team of 10 direct reports with 260+ employees reporting through them. Represented Surgical Services in hospital-wide committees and meetings.

Notable Accomplishments:

Turned around San Diego from region’s lowest safety scores and physician/nurse dissatisfaction to achieve significant increase in safety and people poll scores. OR scores increased by 11%, PACU by 9%, Pre-Op by 3%, management team by 21%, and outpatient center by 9%.

Opened new outpatient surgical center in June 2011, meeting all licensing requirements, by equipping and staffing this new operation.

Drove Perioperative Services to achieve safety and quality metrics by initiating culture change process, contracting external consultant, and collaborating with OR Medical Director, CNO, CEO, and physicians.

CLINICAL DIRECTOR OF PERIOPERATIVE SERVICES, PANORAMA CITY w June 2007 – July 2010

Promoted to direct all daily operations of OR, PACU, POH, and procedure rooms, with full fiscal and operating/capital budgeting responsibility. Led four-person management team with 100+ employees reporting through them. Collaborated with physicians, OR Chief of Surgery, Medical Group Physician Leader, CNO, and CEO. Represented Surgical Services in hospital-wide committee meetings. Contributed to strategic planning for capital budget purchases.

Notable Accomplishments:

Equipped and met all licensing requirements for Perioperative Department with opening of new hospital.

Led Perioperative Department to achieve consistent 98% log posting within 48 hours for billing, successful physician preference card build, and surgery scheduling during implementation of system-wide EMR.

Boosted SCIP national compliance to 98% by restructuring oversight committee and conducting daily concurrent chart reviews.

Achieved and maintained 95% compliance with purchasing agreement contracts by partnering with physician staff to ensure purchases were made within contract terms.

Delivered significant improvements in patient safety by implementing Kaiser-wide Highly Reliable Surgical Team initiative in Panorama City’s perioperative services.

Exceeded Southern California Kaiser benchmarks for OR throughput and efficiency with 25-minute turnover time (30-minute goal), 96% first case start time (90% goal), and 93% first procedure start time (85% goal).

PROJECT LEADER w February 2006 – June 2007

Recruited to direct equipment and transition planning for relocation to new facility. Led design, development, and implementation of programs for transition planning. Provided technical assistance and advice as content expert for clinical areas and equipment.

Notable Accomplishments:

Ensured within-budget equipment planning and compliance with Kaiser purchasing agreements by working with all clinical areas to determine required purchases for new hospital.

Championed transition planning team’s strategic direction, while ensuring accurate, timely, and consistent reporting and driving development of standards, policies, and procedures for all new facility departments.

Long Beach Memorial Medical Center – Long Beach, CA June 2003 – October 2005

Second largest academic-community hospital in Western United States and part of MemorialCare Health System.

CLINICAL OPERATIONS MANAGER – MEMORIAL OPERATING ROOM

Managed all daily operations of 23-room OR, encompassing operating/capital budget management. Led management team of seven Assistant Unit Managers, three Clinical Educators, and one PM Coordinator, with 140 total full-/part-time employees. Collaborated with physicians, OR Medical Director, Scheduling Manager, and Business Manager. Represented OR on several hospital-wide committees.

Notable Accomplishments:

Reduced surgical site infection rate below national benchmark by implementing SCIP core measure.

Boosted accuracy, timeliness, and cost of OR records by implementing computerized OR charting system for physician preferences, data collection, and reporting.

Enhanced knowledge and capabilities of OR nursing staff, while reducing registry usage by establishing AORN RN training program.

Maintained Joint Commission compliance through implementation of Joint Commission National Patient Safety system of surgical site marketing.

Mentored and trained seven new Assistant Nurse Managers in management and supervisory skills.

Recognized for outstanding nursing leadership with award.

Gene Burton & Associates – Ontario, CA September 2000 – June 2003

Leading healthcare technology consulting provider.

MEDICAL EQUIPMENT PROJECT MANAGER

Partnered with architectural firms and medical centers to define equipment needs for new construction and renovation projects.

Notable Accomplishment:

Led multiple simultaneous equipment planning projects across three states from schematic design through construction. Clients included Seattle Children’s Hospital, University of New Mexico, St. Elizabeth Hospital, Eisenhower Medical Center Palm Springs, Laguna Honda Hospital San Francisco, and UCI Orange County.

Additional Experience:

Nurse Manager – Huntington Outpatient Surgery Center

Clinical Application Specialist – Siemens Medical Inc. EM Division

Nurse Manager, SICU & Telemetry Medical Surgical Unit – San Bernardino County Medical Center

Perioperative Clinical Educator, Orthopedic Coordinator, Staff Nurse OR – St. Bernardine’s Medical Center

Education & Certification

Master of Healthcare Administration w California State University Long Beach – Long Beach, CA

Bachelor of Science in Nursing w California State University San Bernardino – San Bernardino, CA

Associate of Science in Nursing w University of Albuquerque – Albuquerque, NM

Certified Perioperative Nurse (CNOR) w Surgical Services Management Certification

IHI Patient Safety Executive Development Certification w Licensed Registered Nurse (RN)

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