Elizabeth(Betsy) Karr
Waynesboro,MS
Summary
Highly skilled and enthusiastic professional with more than 47 years of experience managing hospital operations. Successfully overseeing human resources, budgeting, supply management and patient services. Looking to advance to a position within a progressive organization that values a vision for operational excellence and professional growth; making healthcare a better place for employees to work, and patients to receive the highest quality of care.
Overview
54
54
years of professional experience
Work History
Staff RN Emergency Room
Guntersville Hospital
Guntersville, Alabama
01.1994 - 01.1999
- 250 Bed, Private Hospital
- Worked part time as needed in addition to maintaining primary full-time job supporting children in college
- Provided nursing care to trauma patients, beginning with triage assessment through treatment and discharge.
Director of Surgical Services
Huntsville Hospital
Huntsville, Alabama
01.1988 - 01.1999
- 901 Bed, Municipal Hospital, Regional Level 1 Trauma Center
- Administratively accountable and responsible for the integrated management of a multi-system 34 suite Operating Room, Anesthesia Department, Post Anesthesia Care Unit, Sterile Processing, Outpatient Surgery Services and Holding Area
- Supervised approximately 357 FTEs
- Under the supervision of the CEO of this 901 bed municipal- multi-hospital system, was responsible for fiscal accountability for $70K budget and the management of human resources, facilities and material
- Participated actively on the planning and development phase for the regions first off site instrument processing facility for 5 hospital system
- Principally involved in the development of a Joint Center that led Huntsville Hospital to be a Top One Hundred Ortho Center in the nation
- Involved in developing hospital-wide QM direction
- Responsible for the construction, design and renovation of 20 suite OR, Sterile Processing and adjoining departments of PACU and OP Services, including expansion of available resources resulting in a 50% increase in revenue and a 3% decrease in expense below budget
- Huntsville Hospital provided coverage for all surgical services except Transplant.
CMS/TJC Survey Consultant
Whitfield Regional Hospital
Demopolis, Alabama
12.2020 - Current
- Private not-for-profit, 100 bed rural community hospital and clinics
- Development and implementation of hospital wide accreditation preparation program
- Planned, directed and coordinated staff development activities, including accreditation preparation and auditing functions
- Update and educate staff on standards, policies and procedures, processes and systems needing attention
- Responsible for new project development and implementation
- Working with hospital staff, developed and implemented first housewide Competency Fair to address current and future educational needs to meet CMS accreditation requirements.
- Provided research justification for development and implementation of Istat use in the Emergency Department to reduce patient wait times.
- Reported monthly to the Medical Staff and Hospital Board on progress with survey readiness.
Executive Director
Surgical Services Cullman Regional Hospital
Cullman, Alabama
01.2017 - 09.2020
- Private not-for-profit, 145 bed community hospital
- Administrative oversight of 120 fte, 9 O.R
- Suites, PACU
- One Day Surgery, Pre Admit Testing, and Central Sterile; 11,000 cases annually
- Developed performance metrics and initiated heated scorecard to track process improvements that resulted in overall 48% improvements and increased staff and surgeon satisfaction
- Worked with staff to improve Teamwork and create a safe working environment resulting in increased staff and physician satisfaction scores
- Improved staff satisfaction survey scores 52%
- Created cost initiatives and lean processes that resulted in 37% reduction in savings
- Achieved implant standardization resulting in $1.2m savings
- Developed and successfully initiated DaVinci Robotic Program
- Designed and implemented robotically assisted Total Joint Program including housewide standardization of processes and patient orientation class
- Created and initiated standardized housewide Ortho Joint Program that increased volumes, reduced cost and improved patient care and satisfaction
- Working with the anesthesia and surgery departments, developed ERAS(enhanced recovery after surgery) protocols that improved early recovery after surgery
- Worked with Perioperative management team to achieve accommodations from TJC survey with no recommendations for improvement
- Restructured leadership and redesigned educational program to provide indepth OR training program
- Working with Anesthesia, revamped Pre Admission Testing process to include telephone triage
- In coordination with the Central Sterile Department, created process for tracking of instruments to patients to meet future standardized recommendations
- Maintained 100% productivity in all departments by crosstraining and shifting staff as needed.
- Negotiated new annual contracts and service agreements with vendors to achieve prime pricing.
- Exercised appropriate cost control to meet budget restrictions and maximize profitability.
- Drove strategic improvements to enhance operational and organizational efficiencies.
- Established new customer service and problem resolution processes to improve patient satisfaction rates.
- Aligned department vision, goals and objectives with hospital strategy to achieve consistently high results.
- Spearheaded matrix organizational plan with clear roles and responsibilities to enhance processes, maintain quality and enforce regulatory compliance.
- Fostered work culture of collaboration and inclusion to increase morale and reduce turnover.
- Worked closely with organizational leadership and board of directors to strategically affect operational direction.
- Improved performance management system and introduced perioperative training program to develop future leaders.
Perioperative Director
University of Alabama Hospital
Birmingham, AL
03.2016 - 09.2017
- 1157 Bed, Level 1 Academic Trauma Center reporting to Asst, Perioperative services
- Administrative management oversight and responsibility for 48 O.R
- Suites, 386 fte, 34,000 cases annually
- Service lines included General, GI, GU, Orthopedic, Trauma, Transplant(kidney, liver, pancreas, lung, heart, multi visceral) ENT, Plastics, Max Face, Vascular, Robotics, GYN, Neurosurgery, and Oncology
- Initiated and addressed service line staffing issues with improved communication and establishment of new training process
- Helped direct the planning and development phase of Multi Visceral Transplant cases
- Initiated interdisciplinary teams to address regulatory compliance issues for upcoming TJC regulatory visit
- Ground floor lead consultant in planning and development phase of new Interoperative MRI(IMRI) suite
- Worked with surgery teams to optimize surgical metrics for first case starts and turnover achieving over 25% improvements
- Developed improved staffing pattern for turnover teams that reduced turnover times by 27%
- Functioned as Interim Central Sterile Director to facilitate transition to Steris management contract
- Directed educators in revision of training program and communication with staff that improved staffing turnover 44%.
Administrative Director
Surgical Services Brookwood Baptist Medical Center, Brookwood Baptist Medical Center
Birmingham, Alabama
07.2012 - 01.2016
- 680 Bed, Level 2 Trauma, For Profit Hospital
- Reported to Chief Operating Officer
- Assumed Administrator On Call Duties for Hospital
- Administrative oversight eight departments - Responsible for 300+ FTEs
- Direct Report for two Directors, Assistant Director, Surgical Services Educator, Administrative Assistant, Surgery Scheduling, Chart Auditors, and Materials Management
- Responsible for 24 Main O.R
- Suites, 3 Same Day Surgery Suites, 4 GI Lab procedural rooms, 2 room Pain Center, ECT Suites, Bronch Suite, 26 Bay Recovery Room, 24 Bay Preop Area, 2 Pre Admit Sites, Sterile Processing Department, and Anesthesia
- Managed service lines: CV, PV, ENT, General, GU, Lithotripsy, Neurology, Orthopedics, Ophthalmology, Oral Maxillary, Pain Management, Plastics, Podiatry, ECT’s in an Inpatient and Outpatient Care Environment
- Annual Surgical Cases – 24,000
- Achieved three successful unannounced JCAHO surveys and one State survey
- Direct responsibility and oversight of 3rd party management contract for the Sterile Processing Department
- Working closely and in support of Unity Health Trust, improved service metrics and increased customer satisfaction
- Participated in planning and development phase of off-site instrument processing facility
- Developed and initiated performance metrics and heat mapped scorecard for Perioperative departments
- Worked with department teams to improve patient flow processes achieving 52% improvement in On Time Starts and Turnover times
- Developed and initiated Outpatient Telephone Triage “Fast Track” Program using lean processes with 35% Improvement in Scorecard Metrics and Improved Patient and Surgeon Satisfaction
- Co-Chaired planning and development phase of new Hybrid OR suite
- Maintained Budget of $60 Million Dollars with 2014 Cost Saving Initiatives of $1.5 Million Dollars – 100%+ Productivity in All Departments
- Implemented Cost Savings Initiatives for Surgical Services Division: Total Joint Cost Savings Matrix yielding $1 Million savings in 2012; Spine Cost Savings Matrix potential yield $1.5 Million savings in 2015; PHS Pack Consolidation Savings yielding $35 Thousand savings in 2014
- Named Best Practices for Efficiency in First Case Starts and Turnover Times for Tenet Healthcare, Exceeding National Benchmark
- Quality Success - #1 Ranking in market with SCIP Outcomes
- Named Center of Excellence for Total Hip, Joints, and Spine – 2014
- Implemented Reptrax Vendor System – 2012
- Implemented Tissue Tracking Systems (Omnicell, Optiflex)
- Achieved and Maintained: 5 Star – Patient Satisfaction Score; 4 Star – Physician Satisfaction Scores; 5 Star – Employee Satisfaction Scores with Employee Turnover Rate of less than 12% for Main O.R
- Oversaw mechanical Renovation Project of Four O.RSuites – 2012
- Champion Chair and Trainer for the Tenet Corporation Beta Site for Retained Surgical Items Initiative, “No Thing Left Behind” – 2014
- Chaired Product Conversion Committee that combined with Materials Management Matrix to achieve the following goals: cycle counts, inventory turns, suture turn x five, vendor compliance, contracts and agreements
- Serves as Chair over 5 Committees: Department of Surgery, Product Conversion Committee, Cost Savings Initiative, Sterilmed reprocessing, Retained Surgical Items Initiative
- Serves as Member of 23 Committees: Regulation Agency Team - Magnet Implementation - Structural Empowerment - Inpatient Satisfaction - O.R
- Nurse Executive Committee - Op & Invasive Regulatory Committee - Infection Prevention - Environment of Care - Compliance Committee - GZ- Compliance - Quality Drill Down - Revenue Cycle (CPT,ICD) - Med-Use Management - Cost Saving Initiative Task Force - Surgery PI Committee - Anesthesia PI Committee – - Internal and External Disaster Action Planning Committee – Patient Satisfaction Committee - Magnet Committee - TRAC Committee – Ethics Committee – Performance Improvement Committee _ Regional Resource Group Committee for Tenet Healthcare Southern States.
Perioperative Consultant
Portneuf Medical Center
Pocatello, Idaho
01.2011 - 01.2012
- Portneuf Medical Center, 155 Bed, For Profit Hospital
- Challenged with leading the merger of 3 diverse cultures as 2 hospitals and a surgi-center were closed and reopened as a consolidated new hospital facility
- Responsible for assessment, development, and implementation of process improvement throughout Perioperative Services(Operating Room, Cardiac Center, Central Processing, Post Anesthesia Care Unit, Pre-Operative Center , Step Down Center ) and mentoring/development of interim Perioperative leadership
- Development and implementation of scheduling policies and restructuring of the current Perioperative Committee and development of department guidelines
- Redesigning the block schedule and improving coordination between Operating Room and Pre-Operative departments improved block utilization by 35%
- Defined standardized pre-admit criteria and chart compilation process using lean processes
- Designed, developed and implemented Pre Admit department expansion and renovation
- Improved first case on-time starts from 24% to 75%
- Developed turnover team guidelines for 30% reduction in turnover delays
- Developed department scorecard for monthly trending of key quality and service metrics
- Partnered closely with the CEO and other hospital department heads in accomplishing Perioperative initiatives
- Responsible for design/implementation for opening of Surgi Center and redistribution of hospital surgical case load
- Researched federal and state guidelines and standards to develop and initiate off site instrument processing between main hospital and free standing Surgi Center
- Scope of care incorporated all surgical acute care services including: Open Heart, Orthopedics, General Surgery, Neurosurgery, Urology, ENT, Dental, Plastics, Podiatry and Ophthalmology while utilizing robotics and navigational enhancements.
- Boosted success of client's organization by improving performance, motivation, job satisfaction, hiring practices, training programs and management systems.
- Developed service plans in consultation with clients, and performed follow-ups assessing quantity and quality of services.
- Delivered outstanding service to clients to maintain and extend relationship for future business opportunities.
- Developed strategic component development plans to support future projects.
- Authored detailed work plans to meet business priorities and deadlines.
- Generated reports detailing findings and recommendations.
- Boosted customer experiences by delivering superior customer service, issue resolution and materials enhancement..
- Coached staff on daily performance and conducted evaluations to constructively address concerns.
- Provided reporting for forecast analysis and ad-hoc reporting in support of decision-making.
- Developed innovative supply chain strategies and planning models, reducing supply inventory to just in time.
Administrator of Perioperative Services
University of Mississippi Hospitals and Health System
Jackson, Mississippi
01.2006 - 01.2011
- 722 Bed, University Teaching Hospital, Level 1 Regional Trauma Center
- Administrative direction and leadership of 514 full-time employees within 19 Perioperative and Anesthesia Departments with 34 Operating Rooms including: 16 room Adult Surgical Center, 7 room Pediatric Surgical Center, 3 room Women’s Surgical Center, 6 room Day Surgical Center, 2 Peds GI, Pre Admit Testing, Ambulatory Care Centers and Post Anesthesia Care units for each OR location, 12 off- site surgical locations (including Pain and MRI) in addition to 4 Sterile Processing departments
- Planned, organized, and implemented new processes and staffing for the transition to a newly built Sterile Processing Department
- Responsible for oversight, development and implementation of process changes and overall fiscal responsibility of $85 M budget within assigned departments
- Participative member of Senior Operations Group responsible for defining strategic and operational direction for the institution
- Participated as senior administrative representative on hospital-wide committees including Medical Executive Committee, Risk Management Meeting, and Quality Assurance
- Worked closely with other hospital departments in initiating house-wide margin improvement processes and achievement of Thompson Top 100 Hospital Award recognition
- Oversight responsibility for: design,development and implementation of hospital based Day Surgery Unit; new Ambulatory Admission and Short Stay Unit; planning and development of expanded Pediatric Surgical Out Patient Care Center; development of pediatric cardiac program, design, development and implementation of Endovascular suite; and development of Kidney/Liver/Cardiac Transplant Surgery Service
- Responsible for recruitment, development and initiation of states first Pediatric Open Heart program and Intrafetal Surgery program
- Working closely with surgical team, increased pediatric volumes 48% to becoming regions only fully functional pediatric surgery program
- Other services provided included Women’s Services; Day Surgery Ambulatory Services; and adult and pediatric: Cardio Thoracic, Cardiac Transplant with LVAD, Plastic, Trauma, Orthopedics, Ophthalmology, Oral Maxillary Facial, Dental, Vascular, Thoracic, Otolaryngology, Renal Transplant, and Urology
- Program enhancements included robotics and navigation.
Divisional Director of Surgical Services (Chief Surgical Officer)
HealthSouth Medical Center
Birmingham, Alabama
01.2003 - 01.2006
- 219 Bed, For Profit Hospital
- Functioned on a Vice President level assuming responsibility for the planning, directing, organizing and evaluation of the Surgical Services Division at an internationally known sports medicine facility
- Assumed administrative responsibility for 20 Operating Rooms, Anesthesia Department, Post Anesthesia Care Unit, Same Day Surgery, Sterile Processing and Endoscopy Suite supervising 200+ employees
- Assisted as hospital facilitator during the JCAHO survey and was responsible for accreditation within assigned areas
- Developed and implemented process changes and a staffing plan to reduce overtime and improve patient flow incorporating lean processes
- Negotiated supply and equipment cost reductions and standardization
- Participated as administrative representative on hospital-wide committees including Credentials, Process Improvement, Safety and Medical Executive Committee
- Was hired for the final design, development and implementation of a new digital facility; however, was thrust into a hospital merger/purchase environment and demonstrated a positive hospital-wide leadership role while recruiting new/replacement surgical volume.
- Chaired committees, work groups and meetings.
- Reviewed financial reports, made modifications to reduce costs, and identified sound alternatives for purchasing equipment and supplies.
- Kept practices, techniques, policies and procedures consistent with professional standards and regulatory agencies.
- Coached, mentored and supported managers, colleagues and staff.
- Interviewed, hired, evaluated and terminated management and support staff.
Divisional Director
Children’s Health System, Surgical Services
Birmingham, Alabama
01.2001 - 01.2003
- 250 Bed, Pediatric Teaching, Level 1 Pediatric Trauma Hospital
- Administrative responsibility for overall financial and clinical performance of Surgical Services: Operating Room, PACU, One Day Surgery, Sterile Processing, Anesthesia, Children’s South Outpatient Surgery (free standing)
- Activities 24 hours a day/7 days a week including 200+ FTEs, 17,000 procedures, 18 ORs (freestanding and ambulatory)
- Planned, organized, directed, implemented and marketed new programs
- Designed, developed and implemented Endoscopic Suite for teleconferencing and developed Pediatric Bariatric Surgery Program
- Monitored utilization and productivity through management information system
- Ensured compliance with governing standards and regulations
- Coordinated, assessed and directed quality improvement programs.
Director
University of Arkansas for Medical Sciences
Little Rock, Arkansas
01.1999 - 01.2001
- 400 Bed, University Teaching Hospital, Regional Level 1 Trauma Center
- Administratively responsible for the coordination and leadership of a complex Surgical Services Department including 165 FTEs, 18 ORs, Anesthesia, PACU, Sterile Process, Pre-OP, Evaluation Center, Laser Center, and off-site Cosmetic Center
- Development and initiation of off-site sterile processing area within free standing Cosmetic Center
- Challenged to restructure Surgical Services by enforcement of standards, defining process improvement and standardization of materials supply chain
- Fiscally managing at 5.2% under budget with stable volumes
- Responsible for the development and implementation of state-of-the-art Endoscopy Suite for international teleconferencing
- Scope of care for this 400 bed state teaching facility covers all services including cardiac and renal transplant.
- Created annual budget and developed comprehensive plan to accomplish company objectives while staying within budget
Director of Surgical Services
Brookwood Hospital
Birmingham, Alabama
01.1983 - 01.1988
- 585 Bed, For-Profit Hospital
- Administrative responsibility and oversight for 130 FTE’s and 18 suite Operating Room, Sterile Processing, Recovery Room, Same Day Surgery, Pre Admit Center and Ambulatory Surgery
- Accountability for fiscal decision making and cost-effective monitoring under the direction of the Administrative Director and/or CEO
- Department operated all surgical specialties, except transplants, with an average of 1,100 cases performed per month
- Corporately responsible for system wide OR design and development
- Designed and managed construction and implementation of 4 additional ORs
- Consulted in design of 4 room women’s OR and In-Vitro Services
- Design and implementation of states first ESWL unit with 250 cases per month
- Design and implementation member of Corporate wide OR Manager’s course teaching all aspects of OR management, including fiscal, QA, personnel, inventory control, ethics, DRG reimbursements, etc
- The facility provided all services except Transplant.
- Chaired committees, work groups and meetings.
- Kept practices, techniques, policies and procedures consistent with professional standards and regulatory agencies.
- Reviewed financial reports, made modifications to reduce costs, and identified sound alternatives for purchasing equipment and supplies.
- Collaborated with store manager to maintain daily operations.
- Fostered excellence by example by "setting pace" and being hands on mentor to clinical staff.
- Implemented successful healthcare program through professionalism, quality of care, medical teaching and patient satisfaction.
- Scheduled surgeries, managed pre-certifications and verified insurance coverage.
- Introduced and implemented new testing and interpretation procedures to maintain standards of care and meet quality assurance benchmarks.
- Developed and updated policies and procedures, maintaining compliance with statutory, regulatory and local, state and federal guidelines relating to HIPAA, benefits administration and general liability.
- Spearheaded and implemented new projects to expand scope of engagement.
- Defined testing protocols, quality assurance initiatives and department policies and procedures.
- Recruited, hired and trained all staff, providing direct supervision, ongoing staff development and continuing education to employees.
- Monitored and inspected staff processes to eliminate hazards posed for both residents and staff while ensuring continuous compliance with regulations.
Clinical Director
Druid City Hospital
Tuscaloosa, Alabama
01.1983 - 01.1984
- 575 Bed, Major Referral Trauma Center
- Management responsibilities for 10 suite Operating Room, Sterile Processing, Same Day Surgery and Recovery Room
- Direction and development of middle managers toward decentralization
- Assisted with the design and development of a new Same Day Surgery Unit
- Supervision of approximately 100 FTEs and budget responsibility under the direction of the Associate Hospital Administrator.
Operating Room Head Nurse/Department Head
Cooper Green Hospital
Birmingham, Alabama
01.1974 - 01.1983
- Direct day-to-day administrative and operational functions for 75 bed facility, providing guidance and leadership to over 35 employees across more than 3 departments.
- Onboarded new employees through orientation meetings and training sessions before deployment to different departments.
- Reviewed staffing patterns, quantities and nursing units' census to meet resident needs and budgetary controls.
- Evaluated and monitored care and services throughout shift to improve quality levels.
- Developed and distributed nursing assignments for unit employees that outlined individual and group tasks.
- Created, implemented and evaluated programs that promoted staff recruitment, retention and development.
- Coordinated nursing activities and staffing with health-related, therapeutic and support services to streamline service delivery.
- Enforced nursing practice standards and recommended unit and institution policies and procedures to boost medical care quality.
- Spearheaded and implemented new projects to expand scope of engagement.
- Fostered excellence by example by "setting pace" and being hands on mentor to clinical staff.
- Designed and introduced leadership development, coaching and team management model, resulting in promotion of employees into increased levels of responsibility.
- Developed and updated policies and procedures, maintaining compliance with statutory, regulatory and local, state and federal guidelines relating to HIPAA, benefits administration and general liability.
- Scheduled surgeries, managed pre-certifications and verified insurance coverage.
Education
Master of Science - Health Administration
Mississippi College
Clinton, MS2015
B.S - Health Care Administration
University of Alabama
1987
A.D - Nursing
Jefferson State School of Nursing
1974
Skills
- Compliance Advisory
- Data Analysis
- Operating Plan Development and Process Implementation
- Financial Operations Oversight
- Service Utilization Improvements
- Accreditation Coordination
- Operations Management
- Decision Making
- Policy and Program Development
- Verbal and Written Communication
- Critical Thinking
- Time Management
Accomplishments
- Certificate in Health Service Administration, University of Alabama, Birmingham, Alabama, 1985
Affiliations
Association of Operating Room Nurses Past Chairman – VHA OR Managers Benchmarking Group Member – UHC Surgical Services Children’s Hospital Corporation of America VOLUNTEER American Heart Association American Cancer Society United Way March of Dimes Habitat For Humanity
Timeline
CMS/TJC Survey Consultant
Whitfield Regional Hospital
12.2020 - Current
Executive Director
Surgical Services Cullman Regional Hospital
01.2017 - 09.2020
Perioperative Director
University of Alabama Hospital
03.2016 - 09.2017
Administrative Director
Surgical Services Brookwood Baptist Medical Center, Brookwood Baptist Medical Center
07.2012 - 01.2016
Perioperative Consultant
Portneuf Medical Center
01.2011 - 01.2012
Administrator of Perioperative Services
University of Mississippi Hospitals and Health System
01.2006 - 01.2011
Divisional Director of Surgical Services (Chief Surgical Officer)
HealthSouth Medical Center
01.2003 - 01.2006
Divisional Director
Children’s Health System, Surgical Services
01.2001 - 01.2003
Director
University of Arkansas for Medical Sciences
01.1999 - 01.2001
Staff RN Emergency Room
Guntersville Hospital
01.1994 - 01.1999
Director of Surgical Services
Huntsville Hospital
01.1988 - 01.1999
Director of Surgical Services
Brookwood Hospital
01.1983 - 01.1988
Clinical Director
Druid City Hospital
01.1983 - 01.1984
Operating Room Head Nurse/Department Head
Cooper Green Hospital
01.1974 - 01.1983
Master of Science - Health Administration
Mississippi College
B.S - Health Care Administration
University of Alabama
A.D - Nursing
Jefferson State School of Nursing