Karen Knight22826 Sterling Manor Loop, Lutz Florida 33549

Home: 813-785-5888 - karenknight1760@gmail.com

Professional SummaryAs a healthcare professional with 33 years of experience as a clinical RN, perioperative manager/director, healthcareeducator and construction project manager, I have experience working with varied healthcare delivery teams to includeImaging, Pharmacy, Materials Management, Interventional Radiology, Surgery, LDR, ICU, Med Surg and LaboratoryServices. My focus was to ensure that their workflow was understood and supported in various means: includingconstruction, workflow, resources, regulatory compliance and EMR. I believe that the optimization of technology will bethe means for hospitals to continue to deliver compassionate, quality care in the most cost effective manner.

Core QualificationsPatient centeredFinancial aptitudeCross functional team managementComplex problem solverInnovative thinkerResults orientedTeam playerTeam DevelopmentProject ManagementSound decision making

ExperienceProject Manager IIDecember 2010 to CurrentSt. Joseph's Hospital-South － Riverview, Florida

Responsible for the design and construction oversight for a 112 bed hospital with a budget of 245 million dollars.During the design process, elements from evidence based design for hospitals concepts and holistic healingwere successfully incorporated to provide the patients with a calm, therapeutic environment for healing.Communicated project status to multi functional stakeholders: hospital administers, architect, engineers, vendors,sub-contractors, hospital subject matter experts.Managed, coordinated and monitored multi-functional teams productivity and progress to achieve projectmilestones/goals.The hospital project milestones were met with hospitals opening on time and under budget by $5 million.Identified issues, potential issues and resolved issues to meet timelines and milestones of the constructionschedule.Responsible for the development of the equipment budget of $42 million reflecting needs of all hospitaldepartment needs. Departments included ED, Imaging, Perianesthesia, Surgery, Interventional Radiology,Cardiac Cath Lab, Gastro-Intestinal Lab, Labor and Delivery, Medical/Surgical Units, ICU, Mother Baby Unit,Respiratory Therapy, Neuro-Diagnostics, Clinical Engineering, Sterile Processing Department, EnvironmentalServices, Plant Operations and Materials Management.Developed the workflow of each of the 18 hospital departments with the input of the department experts in order tooptimize technology utilization in the delivery of patient care.Established preferred vendor list ( 604 vendors) for all equipment categories.

Project Manager IIAugust 2006 to December 2010St. Joseph's Hospital St. Joseph's Hospital-North － Lutz, Florida

Responsible for the design and construction oversight for a 108 bed hospital with a budget of 245 million dollars.During the design process, elements from evidence based design for hospitals concepts and holistic healingwas successfully incorporated to provide the patients with a calm, therapeutic environment for healing.Responsible for working with each of the 22 hospital departments, clinical and support, to define workflow and to

identify the diagnostic, therapeutic, and supportive equipment required.The design of the hospital was based on workflow and the need to eliminate interruptions, inefficiencies,environmental stressors that lead to errors and delays.Partnered with other healthcare facilities via The Pebbles Project to effect positive change in the delivery ofhealthcare.Managed, coordinated and monitored project team productivity and progress to achieve project milestones/goals.The hospital project milestones were met with the hospital opening on time and on budget.Identified issues and potential issues and resolved issues to meet timeline and milestones.Worked with subcontractors to ensure that rough in requirements were in place prior to equipment installationdates. Responsible for post-occupancy process improvement related to the design of work areas, equipmentprovided and clinical workflows.Performed role as building resource for reallocation of hospital resources.Responsible for the design and implementation of the electronic medical record for this facility and theCommunity Health Alliance's three existing perioperative department's electronic medical record.Created and maintained "go live" timeline related to equipment, instrumentation and training.Implemented resource tracking system (Aero scout).Assisted data based development for the inventory of medical and facilities equipment.As a Six Sigma green belt, I worked with surgery and central processing at SJH main campus on improvementprojects.

ManagerOctober 2002 to August 2006St. Joseph's Women's Hospital － Tampa , Florida

Responsible for 105 FTEs employed in the areas of Pre-admission Testing, Anesthesia, Sterile Processing,Pre-op Holding, PACU, and OR.8,300 surgical procedures performed annually.Maintains competencies in patient care in OR and PACU.Coached/developed team members, involved team members in decision making and process improvementprojects.Met or beat budget targets for 6 departments.Annual budget target 5.8 million.Reviewed and revised policies, procedures, and competencies for the 6 departments for a 3 successful JCAHOaccreditation cycles.Oversight for $1.2 million expansion of the PACU, Sterile Processing and OR departments.Lead the surgical team through a 36 month expansion project involving renovation of 12 ORs, therelocation/construction of the Sterile Processing area, and the building of a new OR equipped for telemedicinewhile maintaining a full surgical schedule.Developed new documentation forms (PACU, OR) to keep abreast of JCAHO standards and to prepare forimplementation of the electronic medical record.Lead the team to a successful implementation of the USA scheduling system Worked with the construction team tocoordinate projects to achieve a win-win resolution to the majority of the construction project phasing to facilitatequality patient care and the achievement of meeting the timelines for the construction project in surgical servicesas well as in LDR.Achieved patient satisfaction scores at or above 96% in the Outpatient Surgical Services area.Achieved positive working relationships with the physicians of SJWH including the physicians in the ancillarydepartments, i.e.radiology, pathology, perinatalogy, and neonatology as demonstrated by annual physician satisfaction score at orabove of 90% in various categories.Worked closely with the anesthesia group in order to provide coverage for expanding surgical needs by 30%.Participated on the BayCare IT project committee researching a computer system that not only meets the needs ofperioperative services but will provide patient information across a continuum.Actively participated on: SJB Sedation Committee, Interventional Procedures Task Force , Chairperson of FireSafety Subcommittee and Pre-procedure Assessment Sub Committee, SJWH Medical Staff Quality Committee,SJWH Surgical Suite Committee, SJWH Patient Satisfaction Committee, SJB Infection Control and BayCareSurgical Value Analysis.

August 1998 to August 2006St. Joseph's Women's Hospital － Tampa, Florida

Director of Women's HealthAugust 1998 to October 2002

Responsible for the operational management and strategic planning for 12 departments to include Pre-admissionTesting, OR, PACU, Sterile Processing, Anesthesia Services, Med/Surg Unit, Progressive Care Unit,Outpatient Chemo, Urodynamics Lab, Cardiopulmonary, EEG, EKG, and Infant Hearing.Matrix responsibilities for admitting, medical records, and pharmacy.Maintaining budgets while developing new programs to meet the needs of the community.Coaching and mentoring three managers and five supervisors.Reviewed, revised, and developed policies on going basis.Successful JCAHO survey in 1999 scoring a 95 without Type 1 assigned.Reviewed revised cosmetic package program.Increased OR productivity from 65% to 90% by recruiting surgeons, monitoring block time efficiencies andstaffing and running all available OR suites.Worked with materials management to improve supply ordering/distribution process.On-line ordering for the surgical department implemented.Worked with pharmacy to implement the use of Pyxis systems for pharmacy distribution.Contributed to the development of the 3-year strategic plan for growth and services in the community.Provided coverage in the house supervisor role on a weekly basis when the organizational plan at SJWH includeddirectors and managers in fulfilling those responsibilities.Participated in the planning and daily oversight of construction related to the surgical services PACU).Renovated sterile processing department upon arrival in order to meet regulatory standards.Acted as Manager of the Med/Surg floor Nov 2000 through June 2001 while maintaining director duties.Patient satisfaction scores improved from 76% to 93% as a direct response of team building.Acted as Manager for Surgical Services.

Perioperative EducatorJanuary 1996 to June 1998Methodist Healthcare System Floyd Curl － San Antonio, Texas

Responsible for staff orientation and continuing education for the Main OR (17 suites), CVOR (4 suites), PACU,Short Stay Unit, OPSC (6 suites) and Sterile Processing.30,000 surgical procedures performed annually.Responsibilities included: Participation in the "hands on" patient care (circulating and scrubbing).Development, implementation, and evaluation of perioperative preceptorship.Managerial responsibilities included weekly assignment to the charge nurse role, coaching and counseling staff,overseeing the surgical case flow, scheduling cases via the ESI scheduling system, preference cardmanagement, supply inventory, sterile processing education and regulatory oversight and performanceimprovement activities.Additional healthcare system responsibilities included staff orientation, competency standardization andimplementation, policy and procedure standardization between hospitals, implementation of perioperativedocumentation, and continuing education programs for five hospitals and three ambulatory centers when positionwas moved under the direction of the Department of Education for the healthcare system.

ManagerMarch 1995 to January 1996Santa Rosa Healthcare － San Antonio, Texas

Due to the customer satisfaction achieved in the Ambulatory Surgical Center, I was asked to assumeresponsibility for the daily operational and administrative functions of the Main OR (10 suites), Outpatient SurgeryCenter, PACU, Same Day Surgery Unit, GI Lab, Sterile Processing, and Pre-op holding.The surgical services served the needs of adult and pediatric patients.Responsibilities included: Budget development and maintenance.Customer satisfaction (patients, physicians, and staff members).Staff development, orientation, and competency.Development and implementation of the Serving Software, Omni-Serve, as the tool for OR scheduling, physicianpreference cards, and inventory control.

Instructing patient care staff and clerical staff basic computer skills.

Nurse ManagerMarch 1993 to March 1995Santa Rosa Diagnostic and Surgery Center － San Antonio, Texas

Actively participated with the preparation efforts prior to opening the ambulatory surgical center (4 suites at firstthen expanded to 6).Policy and procedure development to comply with freestanding center regulations.Oversight of the building and maintaining code regulations from construction to operations.Interviewed, hired, oriented, and trained all employees.Implemented Omni-Serve as the tool for OR scheduling, physician preference, and inventory control.Worked with Materials Management to purchase instrumentation trays and all capital equipment.Cross-trained OR employees to the functions of sterile processing to maximize resource utilization.Developed par levels and initiated and maintained inventory of supplies.Provided cross training opportunities for the employees hired into the Pre-op, PACU, and Observation areas.Actively marketed to physician offices by meeting face to face and often times with instrument trays in hand.Maintained budget below annual projections.Worked with finance to establish flat fee pricing for ASC procedures.Implemented and maintained a Class C pharmacy within the facility.

Education Coordinator/Charge NurseMarch 1988 to March 1993Southwest Texas Methodist Hospital Floyd Curl － San Antonio, Texas

Responsibilities include direct patient care, staff orientation, continuing staff education, performing duties ofweekend charge nurse (17 OR suites, 4 CVOR suites and 1 Sterile Processing Department).Main facilitator in the implementation of shared governance model within the Perioperative service (Pre-op, MainOR, CVOR, SDS OR, PACU, and Extended Stay) Performed scrub role for expanding neuro surgical services.Direct patient care, circulating and scrubbing for all surgical specialties especially orthopedics.Developed the original preceptor program for the perioperative services.Program included didactic and clinical experiences.Advocate and resource for perioperative RNS involvement in the clinical ladder.Participated in the development and activation of shared governance.Developed orientation and continuing education program for Sterile Processing Department and OR teammembers.Organized and lead perioperative team through JCAHO survey when nurse manager was on maternity leave.Performed weekend charge nurse duties (16 hours Saturday and Sunday) from 9/92 to 3/93.

SupervisorJanuary 1987 to March 1988Nix Medical Center － San Antonio, TexasStaff Nurse ORMarch 1986 to January 1987

Responsibilities included providing direct patient care for all patients cared for within Perioperative services (6OR suites) to include the GI Lab procedures and PACU care.Supervised and provided staff development for all employees within the OR, Sterile Processing Department andPACU.

April 1985 to March 1986Santa Rosa Hospital － San Antonio, Texas

Charge nurse for surgical intensive care unit with a 12-bed capacity.Responsible for oversight of daily operations.

Staff/Charge NurseMay 1982 to April 1985Texas Heart Institute Texas Children's Hospital/ St. Luke's Episcopal Hospital － Houston, Texas

Staff nurse in 40 bed cardiovascular post-anesthesia care unit for adult and pediatric patients.The OR performed 40 cardiac procedures daily.Promoted to night charge nurse 11/82.

EducationMasters of Science : Technology and Innovation Management, 2007University of Tampa School of Business － Tampa, FloridaTechnology and Innovation Management I chose this Master's program as it provided business courses with the currentchallenges today's healthcare environment: ever evolving medical, pharmaceutical costs and patient expectations.

Bachelor of Science : Nursing, 1982University of Michigan － Ann Arbor, MichiganNursing

CertificationsNational Green Belt Certificaton, BGU 2006Licensed Registered Nurse State of Texas 1982-2000Licensed RegisteredNurse State of Florida 1998-presentCertified Nurse of the Operating Room 1996-2010 ( currently reviewing for CNORexam to reinstate certification.)

InterestsVolunteering, hiking, biking, cooking, sewing costumes

AffiliationsAssociation of Operating Room Nurses 1985 to presentInternational Association of Healthcare Central Service Material Management 2005-2007

Community InvolvementVolunteer: Hands on Tampa Bay 2008 to present

SkillsMicrosoft Word, Excel, Power Point, Projects Minitab ( Six Sigma) HBO Serving Software, Meditech System, EnterpriseSystem Incorporated, USA Scheduling and OR Management System Cerner EMR ,TPN ( The Project Network),Aeroscout Resource Tracking, Getinge Instrument Tracking (T-Doc) and Key Dots, e-Builder Project Management forConstruction Projects