Administrator and Director of Nursing (DON)   Surgery Center of Wasilla, AK                                                                                                                                      (2017 to present)

• Responsibilities includes daily operations and administration of multi-specialty surgery center.

• Management of financial and strategic planning of the center, with $28 million operating budget.

• Implementation of cost-savings initiatives with success stories of saving the organization $ 210,000 during my first year, $385K on year two, $ 465K on year three, $ 310K YTD on year four.

• Successfully distributed $1,200,000 to the equitable partners during the first year of the ASC, $2.5M in 2018, $ 5,403,747 2019, $8,550,000 in 2020, YTD for 2021 is $ 8,160,990.

• Successfully syndicated five orthopedic surgeons, three pain doctors, GYN, plastic and maxillo-facial surgeons in 2019-2020.

• Successfully syndicated one orthopedic spine surgeon, one hand orthopedic surgeon, two pain doctors, two other GYN surgeons, another plastic and maxillo-facial surgeon, five gastroenterology doctors in 2021.

• Successfully started our total joint program, orthopedic spine, GYN- ultrasound guided uterine radiofrequency ablation. SCOW has become the only ASC in Alaska to perform this procedure in 2020

• Direct oversight for the development of the surgical center’s policies and procedures for employees and provider staff.

• Successfully navigated the center’s Quality Assurance and Quality Improvement Program. I serve as a liaison to the Corporate Quality Program.

• Facility implementation of plans and programs to improve and enhance anesthesia/surgical services and infection control.

• Implemented new physician privileging process.

• Responsibilities includes compliance with all the regulatory agencies including State, Federal and Accreditation standards.

• Directly responsible with the clinical and business best processes including planning, design, licensure, and QI program.

• Recognized as a second place Administrator of the Year during the Regent Surgical Health Administrator 2020.

• Recognized as a second place Administrator of the Year during the Regent Surgical Health Administrator Conference in Nashville, TN in 2018.

• Clinical Excellence Award at the Regent Surgical Health Director of Nursing Conference in 2020.

• Helped successfully positioned SCOW as and Overall Customer Satisfaction Award in 2020.

• Recognized as the Administrator of the Year during the Regent Surgical Health Administrator in Park City, Utah in 2017.

• Successfully positioned SCOW with a physician satisfaction rating of 98% in year 2018, 95% in 2019,

       98% in 2020.The 2021 score is yet to be analyzed by a third-party satisfaction analytic company in Boston.

• Successfully positioned SCOW with employee satisfaction rating of 95% in 2019, 97% in 2020.  The 2021 rating is yet to be analyzed by a third-party satisfaction analytic company in Boston.

 

 

Administrator and Director of Nursing (DON)         Surgery Center of Mount Dora, Fl                                                                                                                                  (2012 to 2017)

Note: I left my position on Sept. 29, 2017

 

Partner with VP of Operations, Corporate Director of Clinical Operations and Board of Directors in all operations and strategic direction. Directly responsible in contracting negotiations and business customer relationships, ASC governance and direction, medical staff relations, recruitment, business and all financial matters. Full P&L for

$11 million annual operating budget, $280,000 capital budget, and $1.9 million in payroll in 2016.

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Strategic Turnaround. Partnered with senior leadership in creating $185,000 annual waste reduction initiative (2014), cost savings $122,000 (2015), and $82,000 (2016) as well as selected service growth strategies that reversed $277,000 operating loss in 2013.

​ASC Development. Recruited four surgeons with different specialties during my first year as an administrator. Established structure and worked with executive director to determine revenue sourcing, by successfully developing our partial joint program in 2013. Enhanced our ENT service line in 2014, recruited two surgeons in 2015 and started full joint program.

 

​Cost Reductions. Helped plan to reduce annual operating costs by $526,000 in 2016 during the economic downturn. Successfully eliminated inefficient spending, and standardized surgical supply and pharmaceutical consumption which facilitated favorable vendor pricing. Negotiated reciprocal agreements with our purchase services, surgical implants which greatly improved our service capability and overall revenues. My strategic negotiating skills helped save the organization $154,000 during the first year and $122,000 the following year.  We were successful in meeting our cost saving initiative goals year after year. We were able to reduce our aging accounts payable from $875,000.00 to $118,000.00 in a nine months period in 2014-2015. Optimized our inventory planning for material management department.  Restructured our associate culture, reduced FTEs from 24 to 18 with no loss of services while we increase our retention rate and all activities completed under budget.

 

​Organizational Realignment. Restructured our entire clinical team which resulted in more efficient processes for higher quality outcomes.  Overall significant improvement in the placement of key department heads for overall improvement of services.  Provided strategic vision, planning and operational leadership diagnosing gaps with our process while taking a calculated risk.

 

 Improved Quality Outcomes.   Building of key partnerships with referral sources and increased customer satisfaction.  Directed all areas of regulatory compliance, and medical staff credentialing requirements. I successfully served as a liaison between physicians, employees and patients to ensure proper lines of communication critical in addressing problems and issues requiring immediate attention and resolution.

 

Recognition: Recognized by the Regent Surgical Health Management Company among their top 3 Administrators best performers in the year 2016.

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Director of Nursing Surgery Center of Mount Dora                        Mount Dora, Florida                                                                                                                                     (2011-2012)

Note: promoted to Administrator-Director of Nursing on Sept. 2012

Shared responsibility for system goal setting, strategic planning, and implementation.  Oversaw nursing division.  Directed achievement of quality, safety, service and growth goals of our organization.   Implemented the Enterprise-Wide use of a staffing, budget, and productivity monitoring system.  Ensured achievement of regulatory compliance, excellence, and for the alignment of services across our system.

 

 

DELIVERED RESULTS:

• Served as Executive Leader for Joint Commission readiness.

• Achieved Joint Commission re-accreditation.

• Implemented Joint Commission Readiness algorithm.

• Recognized by APEX Quality Award in 2011 up to date as Excellence in Overall Patient Satisfaction.

• Recognized by Regents Surgical Health as Clinical Financial Excellence in 2012, 2013, 2014.

• Met and exceeded all executive goals annually for performance on Staffing Productivity, Safety, Service, Quality and Growth.

• Implementation of uni-knee joint replacement program.

• Successfully completed all data collection and monitoring of our quality and ASCA benchmarking.

• Developed processes to screen, interview, hire, train, and maintain the competency of all department staff.

• Staffed and scheduled nursing personnel while determining appropriate staff mix – including budgeting and managing the use of PRN nursing staff, as appropriate.

• Coordinated Physicians, mid-level, allied health professionals credentialing and re-credentialing process.

• Evaluated individual performance of team members, which included Written Annual Performance Appraisals and Performance Improvement Plans.

• Conducted regular medical records review and audits to assure quality measures were being followed and maintained.

• Wrote and developed department policies and procedures.

• Chaired Multi-disciplinary Continuous Quality Improvement (CQI) Team, while collaborating with physicians and other health care providers to establish, implement, and maintain quality patient care and services.

• Promoted and improved patient services by problem solving patient complaints and grievances.

• Excellent service and communication skills as demonstrated by courtesy, tact, and respect while interacting with patients, families, and staff.

• Achieved very low rate of patient complications 0.003% , infections 0.001%, hospital transfer 0.005%

 

 

 

Administrative Nursing Supervisor (weekend): Leesburg Regional Medical Center, Leesburg, Fl.   (2004 to 2017) note: every other weekend shift, I left my position on Sept. 29, 2017

​Duties:

• Support organizational initiatives

• Represents senior administration and leadership group.

• Make critical decisions on a routine basis (using policy, practicality, and good rationale as a guide).

 Clinical Expectations:

• Code-blue team- must be able to lead the code blue team using the ACLS guidelines.

• Clinical knowledge base that includes pathophysiology and lab interpretation. Able to articulate clinical and lab findings to physicians.

• CAT Team-leads team in assessment and direction of critically ill patient care.

• Thoroughly evaluates patients and determines appropriate level of care.

Patient Flow Expectations:

• Continually assesses hospital capacity and initiates unit specific and/or house wide capacity plan when necessary.

• Holds Departments accountable for adherence to patient flow initiatives.

• Use both proven and creative approaches to facilitate patient flow.

 Communication Expectations:

• Continually develop the team using positive feedback, public praise, and rewards.

• Maintains open and collaborative communication with senior management and leadership group.

 

DELIVERED RESULTS:

• Displayed extraordinary innovation and troubleshooting ability; provided atmosphere for clinical excellence, and team building.

• Re-aligned health care practices to better manage a high risk patient case load.

• Dynamic group motivator and performance coach with proven accomplishments in the areas of clinical excellence.

• Employee of the Year at Leesburg Regional Medical Center in year 2000.

• Recognized by my peers, seniors alike as an exceptional employee at Leesburg Regional Medical Center 2003.

 

Charge Nurse Surgical Unit Leesburg Regional Medical Center, Leesburg, Fl.                               (1991-2004)

Note: every weekend shift, change my role to administrative supervisor on June, 2004

Duties: 

• Supervised 30 employees for the day management of the surgical unit.

• Implements: handle, troubleshoot, and teach employees with new surgical equipment.

• Education: Educate patient, family, staff, and the community.

• Assist with discharge planning, utilization review, psychosocial support.

DELIVERED RESULTS:

• Strengths in policy setting, process improvements, employee retention.

• Facilitated employee annual competency, training, nurse education program to ensure competent medical workforce and compliant organization.

• Employee of the Month at Leesburg Regional Medical Center in year 1998.

 

Charge Nurse PACU unit: Florida Hospital Waterman, Lake County, Tavares, Florida                                                                                                                                  (1995-2011)

Note: 3 weekdays shift a week, left my position on Feb. 2011 to take the DON role at SCMD

Duties:

• Acted as clinical/managerial resource by facilitating the delivery of patient care for a group of patients.

• Expedite pro-active and anticipatory triaging of patients to include active communications with nursing supervisor, admitting, emergency department in regards to bed availability and assignments as applicable.

• Assumed direct patient care responsibility compatible with individual unit needs. Actively participated in problem solving and conflict resolution to maintain team cohesiveness and positive customer outcomes.

DELIVERED RESULTS:

• Increased scheduling efficiencies, patient satisfaction, and reliability of PACU statistics by effectively managing PACU schedule.

• Author of Daily Huddles of the Post Anesthesia Care Unit, Ambulatory Surgical Unit at Florida Hospital Waterman

Charge Nurse: Lake Heart and Oncology Center, Lake County, Leesburg, Florida                                                                                                                                     (1991-1995)

Duties:

• Responsible for the day to day nursing operation

• Coordinates staffing and utilization of nursing process

• Chemotherapy

• Cardiovascular diagnostic procedure

 

EDUCATION

University of Central Florida, Orlando, Florida, Bachelor degree, Nursing,                                                                                                                                                             2000

Lake-Sumter Community College, Leesburg, Florida, Associate in Science Degree, Nursing                                                                                                                               1991

Lyceum Northwestern University, Dagupan City, Philippines, Preparatory Dental Medicine                                                                                                                                  1987