- Community Cleanup
- I enjoy helping others and giving back to the community
- I enjoy cooking for friends and family gatherings
- I like working with my hands and fixing things
- Watching Movies and TV Shows
- Reading
- Knitting
- Gardening
- Dancing
- Singing
ANNETTE ANDERSON
Elkridge,Maryland
Summary
Dynamic healthcare leader with a proven track record in new business development and hospital operations, recognized for driving quality improvement and enhancing patient satisfaction. A strategic thinker and proactive leader, skilled in fostering physician and staff engagement while excelling in organizational management, team building, and effective communication. Expertise includes operational excellence, financial planning for capital and operational budgets, and successful event management initiatives, such as the establishment of the Daisy Award program. Demonstrated ability to design and implement strategic renovations across critical areas including Sterile Processing, Operating Rooms, and specialized labs (Endovascular, Cardiac Cath Lab), showcasing a strong analytical mindset focused on innovative problem-solving and adaptability to evolving business needs.
Overview
42
42
years of professional experience
1
1
Certification
Work History
Nursing Director (Gastroenterology and Interventional Radiology)
Medstar Washington Hospital Center
01.2024 - Current
- Medstar Washington Hospital Center is a not-for-profit 917-bed teaching unionized hospital in Washington, D. C. Direct operation for 6 IR labs that is a stroke center and provides services to our stroke population. Other services that the Interventional Radiology department provides includes but are not limited: embolizations- fibroid, or organs/arteries, transarterial chemo embolization (TACE), Kyphoplasty, GI bleeds, pain management, intercept procedures, Y-90 for liver tumors, lumbar puncture, pelvic angiogram, lower extremity angiogram, drain insertion/removals, and thrombectomy. GI procedures that are provided include but are not limited: colonoscopy, EGD, ERCP, EUS, peg placements/removals, bronchoscopy (traditional and robotic), and chest tube insertion.
- Reports directly to the AVP of Perioperative/Procedural Areas. Responsible for 80 FTEs with two direct reports. Also, I was a Magnet writer for our Magnet destination 2025.
- Developed high-performing teams by providing mentorship, guidance, and opportunities for professional growth.
Assistant Nursing Director (Third Floor Operating Room)
Medstar Washington Hospital Center
12.2022 - 01.2024
- Medstar Washington Hospital Center is a not-for-profit 917-bed teaching unionized hospital in Washington, D. C. Direct operation for 10 OR’s and one cysto room, provides podiatry, ophthalmology, urology, robotics, general surgery, burns, GYN, breast, and vascular services. Reports directly to the Director of the Third Floor Operating Room. Responsible for 95 FTEs with two direct reports.
- Enhanced team collaboration through regular communication, goal setting, and performance evaluations.
- Cultivated a positive work environment that fostered employee engagement, increased retention rates, and boosted overall team morale.
Adjunct Faculty (Pediatrics)
Notre Dame of Maryland University
03.2023 - 09.2023
- Company Overview: Notre Dame of Maryland University is a private Catholic University in Baltimore Maryland. NDMU offers certificate, undergraduate, and graduate programs for around 3,000 students.
- Provides direct supervision to nursing students for their pediatric rotation. Reviewed and graded papers, taught medication administration, calculation, and physical assessment.
- Worked well in a team setting, providing support and guidance.
PRN Staff Nurse
Capital Orthopedic Surgery Center
08.2022 - 10.2022
- Circulate in the Operating Room for orthopedic and podiatry cases in an ambulatory surgery center to include total joints, arthroscopies, and small joint surgeries. Perform duties of an Operating Room Nurse to include but not limited with preparing the OR for specific surgical procedures: Hana table, positioning devices, arthroscopy tower, secondary monitor, C-arm, and mini-C-arm, Neptune, tomcat, and electrocautery machine. Ensured the safety of patients during intraoperative surgical procedures.
- Advocated for patients'' rights, ensuring that each individual received appropriate resources and support throughout their healthcare journey.
- Contributed to a positive work culture by collaborating respectfully with colleagues from diverse backgrounds and disciplines while remaining focused on the common goal of superior patient care.
- Used first-hand knowledge and clinical expertise to advocate for patients under care and enacted prescribed treatment strategies.
Senior Director of Surgical Services
Doctors Community Medical Center
11.2016 - 07.2022
- Company Overview: DCMC is a 207-teaching community bed hospital, a not-for-profit facility, non-union and part of Luminis Health System.
- Reported directly to the Chief Nursing Officer/VP of Patient Care Services. Responsible for nine Operating Rooms, 1 Cysto-room, 1 procedure room, and 1 endo room performing >6,000 cases annually. Responsible for Pre-Admission Testing, Pre-op, Post-anesthesia Care Unit, Support Services (Scheduling), Sterile Processing Department, Cath Lab/Interventional Radiology, and Wound Center. Administered revenue, expense, and capital budget for Perioperative Services. Responsible for 150 FTEs with six direct reports. Responsible for capital budget; and operational and labor expense budgets over $33-$40 million.
- Decreased turnover from 40-48 minutes to 30 minutes by hiring ancillary staff and implementing roles and responsibilities of all disciplines to include (Pre-op, Intraop, Anesthesia, and Surgical Residents/Attendings) “Test of Change” Performance Initiative
- Increased on-time start from the low 30% to an average of 85% (there were days that the benchmark of 100% accomplished) all disciplines had an established time to enter Pre-op and the Pre-op nurses had an established time of when the surgical patient needed to be ready for the surgical team
- Converted EMR system from Meditech to EPIC in less than 1 year
- Responsible with collaborating with the Luminis Health renovation team with the SPD renovation
- Eliminated agency (Registered Nurse and Surgical Tech)- NRP’s, Bridge Nurses, and International Nurses, partnered with local community colleges (ST students)
- Improved Patient Satisfaction scores from low seventy percentile to eighty-six percentile
- Co-chair of Perioperative Surgical Committee
- Chair of the Multidisciplinary Performance Improvement Committee
Adjunct Faculty (Pediatrics)
Howard Community College
08.2009 - 12.2018
- Company Overview: Howard Community College (HCC) is a community college that offers classes for credit in more than one hundred programs, and non-credit classes through its Division of Continuing Education and Workforce Development.
- Provided direct supervision to nursing students for their pediatric rotation. Reviewed and graded papers taught medication administration, calculation, and physical assessment.
- Skilled at working independently and collaboratively in a team environment.
OR Nurse Manager
Sibley Memorial Hospital
07.2015 - 11.2016
- Company Overview: Sibley Memorial is a 300-bed, teaching non-union, not-for-profit facility, Magnet designated, tertiary care center and part of Johns Hopkins Health System.
- Responsible for the oversight of 5 direct reports, 70 FTEs to include 6 direct reports with an overall operating budget > $25 million. Reported directly to the Director of Perioperative Services.
- Direct management of 10 OR’s, high volume of orthopedics, General Surgery, GYN, and Gastroenterology Services
- Responsible for capital and operation expense budgets (operational budget >19 million and labor budget 5 million)
- Strategic planning for two additional OR’s
- Contributed to a positive work atmosphere by fostering teamwork and open communication among colleagues.
- Actively participated in quality improvement initiatives, identifying areas for potential growth or enhancement within the department.
- Collaborated with surgical teams to ensure efficient procedures and optimal patient care.
- Collaborated with members of patients' healthcare team to deliver appropriate level of care.
OR Nurse Manager
Sinai Hospital
11.2005 - 07.2015
- Company Overview: Sinai Hospital of Baltimore 340 bed Level II trauma center, Magnet designated, not-for-profit, non-union environment.
- Sinai provides a broad array of high-quality, cost-effective health and health-related services to the people of Greater Baltimore. Central to its role is the provision of undergraduate and graduate medical education and educational programs to other health professionals, employees, and the community at large. Reported directly to the AVP of Perioperative Services. Responsible for 130 FTEs including seven direct reports.
- Decreased vacant staffing rate
- Decreased turnover RIAO from 40 minutes to average 34.5 minutes by hiring ancillary staff and implementing the Lean Initiative
- Decreased turnover GOR from 60 minutes to average 37.3 minutes by hiring ancillary staff and implementing the Lean Initiative
- Increased on-time start from the low teens to 35.36% (RIAO)
- Increased on-time start from the low teens to 32.75% (GOR)
- Decreased Immediate Use Sterilization
- Reduced the amount of retained foreign objects from ten occurrences to three occurrences within three years of implementing the multidisciplinary work group
- Converted from manual charting to computerized charting
- Created hybrid team approach specialty services (Neuro, Bariatric, DaVinci, Vascular, and General Surgery)
Nurse Manager Ambulatory Surgery Center (Sherwood), Cath Lab, Interventional Radiology, Post-Observation, Endovascular Lab, and Inpatient Surgical Unit
Greater Baltimore Medical Center
11.2002 - 11.2005
- Company Overview: Greater Baltimore Medical Center, or GBMC, is a 255-community bed teaching not-for-profit medical center.
- Direct operations for 6 OR’s, 1 Cath Lab, 2 Interventional Radiology procedure rooms, 5-bed Observation unit, and a 34-bed inpatient surgical unit. Community teaching hospital with a robust Primary Stroke Center, not-for-profit, non-union environment. Responsible for capital and operational expense budgets. Responsible for over 100 FTEs, with five direct reports. Reported directly to the Administrative Director of Perioperative Services. GBMC provides a broad array of high-quality, cost-effective health and health-related services to the people of Towson and surrounding counties.
- Responsible for an operational and labor budget > $30 million
- Stabilized on-time starts to 85-90% with collaboration of the Chief of Surgery, nursing leadership, and staff
- Patient LOS for the inpatient unit averaging 5-5.5 days
- Conducted performance evaluations and provided constructive feedback to support professional growth of nursing staff members.
- Fostered open communication among nurses through regular team meetings, promoting collaboration and shared decision making.
Director of Perioperative Services
Bon Secours
11.2001 - 11.2002
- Company Overview: Bon Secours in downtown Baltimore is a 70-bed not-for- profit facility.
- Their patient-based and community-oriented services help heal injuries, alleviate diseases, rekindle spirits, and restore neighborhoods. Bon Secours is a full-service hospital, providing primary and emergency care, as well as a host of other services to meet the community’s healthcare needs. Responsible for planning, implementing, and evaluating aspects of the 6 OR’s, 12 PACU’s, 10 holding areas, cystoscopy, Central Sterile Processing, and 2 endoscopy suites performing >6,000 cases annually. Reported directly to the Chief Nursing Officer/VP of Patient Care Services. Responsible for 70 FTEs with four direct reports.
- Responsible for capital budget; and operational and labor expense budgets > $25 million
Manager of the Operating Room
Washington Adventist Hospital
11.1999 - 11.2001
- Company Overview: Washington Adventist Hospital is a 252-licensed bed not- for-profit acute care facility.
- Responsible for planning, implementing, and evaluating aspects of 10 OR’s (which included 3 open heart OR’s), and 2 endoscopy suites performing >6,000 cases annually. Reported directly to the Director of Surgical Services. Responsible for 85 FTEs with four direct reports.
- Responsible for capital budget; and operational and labor expense budgets > $25 million
Manager of the Operating Room
Children’s Medical Center
03.1999 - 11.1999
- Company Overview: Children's National Medical Center is a not-for-profit 303-bed teaching pediatric Magnet designated, non-union hospital in Washington, DC.
- Direct operation for 10 OR’s (which included one open heart OR), which specialized in pediatrics. Reported directly to the Director of Surgical Services. Responsible for 85 FTEs with two direct reports.
- Responsible for capital budget; and operational and labor expense budgets > $25 million
Manager of Maternal Child Health (8/98-2/99)
Laurel Regional Medical Center
01.1998 - 02.1999
- Company Overview: Laurel Regional Hospital, founded in 1978, is a full service not-for- profit, non-union, one hundred bed community hospital.
- Directed operation of a 5-bed labor and delivery suite, fourteen postpartum rooms, 2 PACU bays, level III nursery, 1 C- section OR, and 2 ante-partum rooms. Reported directly to the Chief Nursing Officer/VP Patient Care Services. Responsible for about 45-50 FTEs with two direct reports. Responsible for capital budget; operational and labor expense budget between $10- $15 million.
Assistant Nurse Manager Operating Room (1/98-8/98)
Laurel Regional Medical Center
01.1998 - 08.1998
- Assisted in responsibility of 8 OR’s, 2 endoscopy suites, 12 PACU bays, and holding area. Responsible for about 60 FTEs with no direct reports.
- Evaluated staff performance regularly, providing constructive feedback and support for professional development opportunities.
- Managed scheduling to ensure optimal coverage while maintaining a healthy work-life balance for staff members.
- Managed staff scheduling and time off to adequately staff nursing floors and allow nurses earned time off.
Perioperative Educator/Interim Assistant Nurse Manager
Prince George’s Medical Center
03.1997 - 12.1997
- Company Overview: Prince George’s Hospital Center is a 200 + bed, not-for-profit unionized acute care teaching hospital and regional referral center.
- Assisted in being responsible for 9 OR’s (which included one open heart OR), and one cystoscopy room. Reported directly to the Director of Surgical Services. This position also entailed me to provide continued perioperative education for about 50 FTEs with three direct reports. The daily assignment and staffing schedule were also duties I needed to achieve/accomplish. Established and created daily assignments and ran the daily board, while keeping the schedule moving on time. Planned, developed, and implemented a Surgical Technologist Program.
Various Nursing Positions
01.1984 - 01.1997
- Renal Transplant, GYN/Oncology, PICU, OR, and CVRR/Surgical ICU
Education
MSN-ED -
University of Phoenix
11.2011
MBA -
University of Phoenix
Columbia, MD11.2008
MA -
Trinity University
Washington, DC08.1995
Bachelor of Science -
Radford University
Radford, VASkills
- Strong interpersonal skills
- Collaborative strategic planning
- Effective communication skills
- Collaborative decision-making
- Operations management
- Project management
- Performance objectives (key performance indicators)
Accomplishments
- Supervised team of 130 FTE's staff members.
- Achieved reduction in retained foreign items through effectively helping the Operating Room and Labor & Delivery departments to purchase Surgicount that helped these units track and manage surgical gauze and sponges, by reducing cost associated with retained foreign items.
- Achieved a more efficient and standardize documentation platform by introducing EPIC to the Perioperative arena within less than one year.
- Collaborated with teams of 50-130 FTE's in improving first case on-time starts (FCOTS) from 52% to mid 80%.
- Eliminated the usage of nurse travelers by hiring unit base staffing.
- Medstar- Washington Hospital Center, Magnet writer (2025)
Affiliations
- Association of Perioperative Registered Nurses (AORN) Member (ID # 616391)
- American Society of Peri Anesthesia Nurses (ID # 194545)
- Sigma Theta Tau International Honor Society of Nursing Member (ID # 0919169)
- American Nurses Association (ANA) Member (ID # 03161246)
Certification
- DC Nursing License- RN1038019
- Maryland Nursing License-R134331
- BLS- expires: 2026-03
- ACLS- expires: 2025-10
- Certified Perioperative Nurse (CNOR)- expires 2028-12
Interests
Timeline
Nursing Director (Gastroenterology and Interventional Radiology)
Medstar Washington Hospital Center
01.2024 - Current
Adjunct Faculty (Pediatrics)
Notre Dame of Maryland University
03.2023 - 09.2023
Assistant Nursing Director (Third Floor Operating Room)
Medstar Washington Hospital Center
12.2022 - 01.2024
PRN Staff Nurse
Capital Orthopedic Surgery Center
08.2022 - 10.2022
Senior Director of Surgical Services
Doctors Community Medical Center
11.2016 - 07.2022
OR Nurse Manager
Sibley Memorial Hospital
07.2015 - 11.2016
Adjunct Faculty (Pediatrics)
Howard Community College
08.2009 - 12.2018
OR Nurse Manager
Sinai Hospital
11.2005 - 07.2015
Nurse Manager Ambulatory Surgery Center (Sherwood), Cath Lab, Interventional Radiology, Post-Observation, Endovascular Lab, and Inpatient Surgical Unit
Greater Baltimore Medical Center
11.2002 - 11.2005
Director of Perioperative Services
Bon Secours
11.2001 - 11.2002
Manager of the Operating Room
Washington Adventist Hospital
11.1999 - 11.2001
Manager of the Operating Room
Children’s Medical Center
03.1999 - 11.1999
Manager of Maternal Child Health (8/98-2/99)
Laurel Regional Medical Center
01.1998 - 02.1999
Assistant Nurse Manager Operating Room (1/98-8/98)
Laurel Regional Medical Center
01.1998 - 08.1998
Perioperative Educator/Interim Assistant Nurse Manager
Prince George’s Medical Center
03.1997 - 12.1997
Various Nursing Positions
01.1984 - 01.1997
MSN-ED -
University of Phoenix
MBA -
University of Phoenix
MA -
Trinity University
Bachelor of Science -
Radford University
Publications, Poster, Podium Presentations
- Anderson, A. I. “Instrument Counts Revisited”- A Multidisciplinary Approach to Reducing Surgical Miscounts. Presenting at AORN’s 64th Annual Congress in Boston, Massachusetts, April 1-5, 2017
- Anderson, A. I., “What is it Like in the Work Force?” PowerPoint presentation to Surgical Technologist students (Community Colleges of Baltimore County), April 26, 2014
- Anderson, A. I., A Multidisciplinary Approach to Eliminate Retained Foreign Objects. Online seminar presenter for OR Manager, August 29, 2013
- Anderson, A. I., Integration of Evidence Based Practice Using a Multidisciplinary Team Approach to Eliminate Retained Foreign Objects. Podium presenter for AORN’s 60th Annual Congress in San Diego, CA, March 2-7, 2013
- Anderson, A. I., Integration of Evidence Based Practice Using a Multidisciplinary Team Approach to Eliminate Retained Foreign Objects. Presenting at ANA’s 7th Annual Nursing Quality Conference in Atlanta, GA, February 6-8, 2013
- Anderson, A.I., Integration of EBP to cultivate an inter-professional experience using multidisciplinary team approach to eliminate retained foreign objects. Podium presenter at the University of Maryland School of Nursing- Evidence-Based Practice Conference, April 13, 2012
Awards
Greater Baltimore Medical Center Nurse Manager recipient (2002)
Medstar Health Third Quarter Nursing "Impact" Award recipient (01-2025)
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