MARGARET M. (PEGGY) STERBENZ, MA, RN Mableton, Georgia 30126 678.314.3073 mms.sterbenz@gmail.

com

SUMMARY OF QUALIFICATIONS
Nursing, hospital and clinic administrator with over 25 years leadership experience in the healthcare sector. Significant background and experience in Nursing systems, Cardiology and Cardiovascular Surgery Administration and outpatient clinic (ESRD) Administration and oversight of all hospital clinical /support departments. This experience includes but is not limited to: Hospital Services expansion in 2 large metropolitan hospitals: o CVICU/ICU (30 beds each) in a 600 bed LA hospital o CVICU/CCU/Tele in urban Florida Hospital Defining Staffing and scheduling systems that facilitate operations, enhance team morale while yielding quality patient care (Cath Lab on call) Regulatory compliance /JCAHO/CMS accreditation Successful Chest pain Accreditation ( deficiency free) Developed and successfully implemented a goal directed Performance Improvement model for Team Building and outcomes management in a troubled 38 bed telemetry Unit Planned, directed and implemented an all telemetry capable hospital including viable operational plans for dysrhythmia detection and RN response to those needs A skilled leader and manager with the ability to motivate and influence others both directly and indirectly Unique ability to be detailed oriented and analytical while able to see and grasp the `big picture'. An organized and committed team player with excellent interpersonal skills and the ability to balance employees needs with the strategic direction of the organization Experience in the academic, community, not for profit and for profit hospital settings ranging in size from 47 beds to 900 beds

EDUCATION/LICENSURE
M.A., School of Health Education, Nursing and Arts Professions, New York University, New York, New York B.S., Nursing, The William Paterson University of New Jersey, Wayne, New Jersey Licensure, Registered Nurse (RN), Florida, Georgia PROFESSIONAL EXPERIENCE WELLSTAR Cobb Hospital, Austell, Georgia 2011-2013 (Part of WellStar Health System, a not-for-profit system recognized as a national leader in comprehensive care, which serves a diverse population of more than one million residents of NW metropolitan Atlanta, WellStar Cobb Hospital is a 370 bed facility, which admits 23,000 patients; performing over 4,000 annual inpatient and 7,774 outpatient surgeries; the emergency rooms handles more than 90,000 visits annually. Director of Cardiac and Vascular Institute Serves as the CEO of the Institute with operational responsibility over the following departments: Cardiac. Cath Lab, Admit Recovery Unit (ARU), Vascular Institute, IV Therapy , IV Infusion, Inpatient /outpatient Wound Care, Inpatient/outpatient Burn Center and Stress Lab. Other leadership duties (included but are not limited to): the provision/monitoring of overall patient care, patient care operations, and the patient care experience; Customer Service; Growth; Quality and Safety; Team and Physician Engagement; Recruitment/Retention; Resource Management (both Human and Material); Fiscal management. The Director manages a total of 70 FTEs. Selected Accomplishments: Initiated, formed and gave oversight to Shared Governance Council. The Council is made up of representatives from each of the Cardio Vascular cost centers with representation by RNs and Techs Developed and initiated a daily assignment tool for documentation and tracking of RN assignments in the ARU Initiated a daily functional assignment tool

 Using staff input , Nine (9) areas of key need were identified and each is covered by a staff member who volunteered to be responsible for that area of need; those areas are Staffing and scheduling (Kronos); Performance Improvement; Education; Customer Service/service recovery; Team Engagement; IV Pump management; Education and Safety Re-established Cardiac Performance Improvement Committee(PIC) Integrated the Cardiac and Emergency Department Performance Improvement Committee; responsible as the Administrative owner of this committee with development of appropriate standing agenda and follow up on reports on a monthly basis Serve as the American Heart Association Facility Chair for the Cobb Heart Walk 2011& 2012 Achieved deficiency free accreditation for the Society of Chest Pain Accreditation May 2012 ( for 3 years) Achieved Bronze recognition for Mission Life Line May 2012 Liaison with the hospital system in the creation of outpatient CHF clinic; Project RED ( re-engineered Discharge) for all discharged cardiac diagnosis which yielded an overall decrease in re-admission rates from 21% to 8.4 % over a 14 month period Membership: o AHA Mission Life Line Get with the Guidelines Committee o AHA Mission Life Line Quality Committee DaVita Boston, Boston, Massachusetts 2006-2011 Boston is DaVitas largest outpatient Dialysis clinic in the Massachusetts/New Hampshire market. Facility Administrator: Responsible as the CEO of this 30 station chronic dialysis and Peritoneal Dialysis program. Span of control is as a CEO responsible for overall Nursing and patient care operations including but not limited to: Financial management Continuous Quality Improvement Safety and Risk Management Facility Maintenance Human Resource Management Recruitment Hiring Orientation Retention Performance Management for all levels of staff Governing Body (Chair) Day to day operations responsibilities include compliance with State and Federal Regulations for patient care (CMS, HIPPA, Medicare, OSHA and other governing bodies). Reduced staff loss by 60% Introduced diversity in the workplace; integrated with conflict resolution as a required skill for all RNs and techs Achieved a 95.5% compliance to the stretch goal for adequacy in dialysis an improvement of 23% over a 6 month time frame Cross covered a sister clinic for a four month period achieving a stable work environment and reducing attrition by 25% Functioned as Building Manager (landlord) for the facility trouble shooting and problem solving for heating and air conditioning breakdowns, leaks, floods and snow storm logistics working successfully with 2 floors of non-DaVita tenants Developed and enhanced Physician to Corporate relationships. Achieving new levels of trust and respect for management at this facility Recruitment of Professional staff that met soft needs for Team Building Developed and implemented a patient advisory committee Worked with a sister clinic in the developing a Dialysis patient support group Worked with the medical director(s) to integrate Nephrology fellows into the operations of the Dialysis program thru the credentialing process Emory University Crawford Long Medical Center, Atlanta, Georgia Faculty Practice Internal Medicine Department of Cardiology 2005-2006

Faulty Practice Staff: responsible for the care and education of the electrophysiology patient population prior to procedure and post procedure follow up.

Childrens Healthcare Of Atlanta-Egleston Campus, Atlanta, Georgia

2004-2005

CHOA has 430 licensed beds in 2 childrens hospitals. It is the countrys largest pediatric healthcare system. Director Cardiac Services, ECMO - Sibley Heart Center Responsible for day-to-day operations within the Sibley Heart Center; including (but not limited to): inpatient and outpatient services, intensive care unit/coronary care unit, cardiac telemetry, cardiac step down unit, invasive/noninvasive, diagnostic interventional cardiac services and all cardiac catheterization laboratories . Implemented discharge teaching classes for parents of post-operative cardiac surgery and congenital heart disease patients in preparation for care needs at home. Realized attendance of 55% of all parents over a 6 month period of time Expanded the CCHD (Complex Congenital Heart Disease) Clinic. A nurse practitioner program that case manages the single ventricle patients. The weekly clinic visits during the 4-6 weeks post discharge yielded a 1.2% mortality rate for the first 9 months of the program Co-chaired a multi-disciplinary team in the expansion of a pre-op testing program modeled after the cardiac surgery patient population system Planned, developed and refined a revised, integrated midlevel provider program for inpatient cardiac services; from preadmission thru discharge. The program, using PA's/ PNPs as physicians extenders in the CICU and Step Down Unit. The system integrates the Intensivists, cardiac fellows, cardiac surgery fellows and residents in the provision of coverage 24/7 Member of National Symposium Planning Committee. Broward General Medical Center, Fort Lauderdale, Florida 1999-2003 An integral part of the North Broward Hospital District, (6th largest Not for Profit system in the United States) Broward General is a tertiary care, licensed 744-bed, full service hospital. Regional Manager, Heart Center of Excellence Responsible for the day-to-day operations within the Heart Center of Excellence, including (but not limited to): in and outpatient services, open-heart, non-invasive, invasive, diagnostic and interventional cardiac services, critical care units, cardiac telemetry and cardiac catheterization laboratories . Responsible for the day-to-day operations within the Heart Center of Excellence, including in and out-patient services, open-heart, non-invasive, invasive, diagnostic and interventional cardiac services Developed and implemented an integrated cardiology physician on-call panel Expanded the CHF clinic and realized 500% growth from in patient population. Readmission rate of self-pay was reduced to 2% Directed a multidisciplinary team in the development of a system wide policy on Organizational Assessment/Reassessment to meet the intent and standards of JCAHO Provided direction and leadership in timely action plans based on bi-weekly data analysis Created and implemented a. six point operational plan addressing Emergency Department Protocols for the care and treatment of ED "Code Heart" patients Developed the process for `live presentation' of patients for a National CV Symposium Columbia Cedars Medical Center, Miami Florida 1995-1999

A 500+ bed acute hospital providing all services except women's and children. A HCA Florida Flagship Hospital. Director, Medical/Surgical Nursing Redefined Clinical Nursing orientation using 11 functional standards as outlined in JCAHO Developed M/S RN Internships (8 week track) to meet required clinical skill outcomes.

University of California Medical Center, Orange, California A 470 bed Level 1 Trauma teaching medical center.

1993-1995

Director, Medical Surgical Nursing/Associate Director As Associate Director and member of senior leadership, responsible for all services related to oncology, orthopedics, renal, general medical and surgical units, patient placement, staffing and nursing supervisors Developed the first integrated (clinical/administrative) Performance Improvement Team Reduced turn-around time for chemotherapy from 97 minutes to 17 minutes Eliminated registry usage ($233K) through a planned program of decentralized/cross-trained "per-diem pool of RN's/CNA's Centralized staffing functions for the medical/surgical division yielding consistent online budget adherence. Hospital of The Good Samaritan, Los Angeles, California A 408 bed urban medical center providing all services except psychiatry. 1990-1993

Assistant Vice President Responsible for all critical care units (medical and cardiac surgery), emergency, step down units and LDRR, newborn nursery and NICU Planned, developed and implemented the expansion of 58 critical cares beds, 30 open hearts and 28 M/S ICU Established, participated in and chaired the Bioethics Educational Subcommittee Planned and strategize operations of in-patient services for Sunset Kaiser Permanente high-risk patients during their nursing labor walkout Facilitated the restructuring and functional operations of the Critical Care Committee Implemented a Critical Care Tech Program to facilitate patient care and meet non-licensed care needs. Lincoln Medical Center, Los Angeles, California 1988-1990

Executive Director of Nursing Overall responsibility for nursing care delivered to acute care patients Initiated Nurse Appreciation Program through the medical staff administrator Developed and implemented an Admission Nurse Program Community Hospital of Huntington Park, Huntington Park, California A 100 bed for profit general acute hospital. All critical services except psychiatry. 1987-1988

Associate Administrator, Operations, 1987-1988 Assistant Administrator, Nursing, 1987 Responsibility for nursing care delivered to acute care patients Developed an educational program teaching utilization review concepts to staff nurses Implemented a systems base nurse recruitment program

EARLY EXPERIENCE
Early part of career focused on positions such as Director of Nursing and Assistant Administrator, Nursing. Key accomplishments during this period included; pioneering and implementing an internal nurse registry, union negotiations, revision of documentation yielding an 85% increase in reimbursement, design and implementation of a Pre-admission Testing Program, product standardization process and customer service initiatives.

PROFESSIONAL AFFILIATIONS
American Organization of Nurse Executives American Heart Association Board member ( Ft Lauderdale chapter) Florida Organization of Nurse Executives (FONE)

CERTIFICATIONS/AWARDS
CNAA-BC - Certification Nursing Administration Advanced Sigma Theta Tau International - Lambda Chi Chapter Legion of Honor/Chapel of the Four Champlain's - Philadelphia, PA

REFERENCES FURNISHED UPON REQUEST