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VALERIE D.

SHAW, MS, MBA, NE-BC


Cell: 201.306.7741
Shawv1234@yahoo.com
CAREER SUMMARY
Dynamic healthcare professional with over 20 years of proven clinical and operational leadership experience. Success
in overhauling and improving operations infrastructures, implementing best practices to increase productivity, reduce
errors and facilitate quality outcomes. Experience in financial forecast and oversight, budget development, cost
containment, decision support, technology utilization, and process improvement. Strong technical, analytical and
organizational skills, with demonstrated ability to effectively manage in many levels of healthcare environment, supply
chain, regulatory compliance, human resource management, and customer satisfaction initiatives. Skilled in
navigating complex problems and developing comprehensive and lasting solutions. Effective in leading change to help
facilitate and improve overall healthcare organization. Aligned practice and decision making with unit and
organizational goals. Proficient in setting goals and mentoring staff to create a high-performance environment. Strong
understanding of research language, process and models.

PROFESSIONAL EXPERIENCE/ACHIEVEMENTS

2016- Present

MOUNT-SINAI-BROOKLYN, BROOKLYN, NY

Director, Operations and Finance


Direct the operations of clinical and administrative division(s) in specific areas of the hospital, such as: Patient Care
Services, Patient Access Services, Engineering, Hospital Finance, and Nursing Administrative Services. In addition, is
accountable for human resource management, effective utilization of services, financial oversite, Nursing Payroll,
budget development and organizational goals, and objectives.

Develop and manage $119 million annual budget. Compile monthly and quarterly reports to provide President,
Chief Medical Officer and Vice President of Nursing with data to make key financial decisions.

Monitor budgetary expenditures to ensue cost-effective utilization of resources


Review variances monthly with President and CEO and Vice President of Nursing to keep them informed
of the financial health of the organization.
Work with the CMO and Chief of Surgery to identify potential revenue source to help to facilitate a
healthier bottom line.
Participate in budget review with directors of department, such as Pharmacy, Environmental Services,
Utilization Management, Health Information Management, Emergency Management, Medicine and
Surgery, Transport Services, Patient Access Services and Patient Care Services, looking at trends and
setting up budget forecast for 2017.
Facilitate weekly Revenue Cycle meetings with Director of Emergency Management, Director of
Admitting, Director of Health Information Management and Director of Radiology, looking at overall
compliance with billing and charges, in addition to developing solution for coding issues.
Monitor overtime usage and ensured that the leadership team remain within the 4% guideline for
spending.
Provide resource information to director regarding budget process and budget maintenance
Ongoing recommendations to VP of Nursing on process revision on utilization of Supplemental Staffing.
Facilitate the coordination of the automated ANSOS Staffing System, KRONOS, and web time to ensure
a seamless payroll process.

VALERIE D. SHAW

In collaboration with the CNO, serve as the chairperson for Patient Throughput Initiative, creating
policies and procedures on patient flow, use of Surge Beds, which ultimately resulted in patient flow and
decrease length of stay.
In collaboration with the Director of Care Management, work on an initiative to improve early discharge.
Active participant in weekly patient experience arounds, staff rounds and monthly readiness roundsng
Work with the team on Patient Experience of Care, using the Cipher tool in facilitating and assessing
patient satisfaction.

2013-2016 MOUNT SINAI-BETH ISRAEL, NEW YORK, NY


Director, Patient Care Services/Nursing Systems
Served as the director for Nursing System for both Mount Sinai-Brooklyn and Mount Sinai-Beth Israel in the
Department of Patient Care Services. Primary responsibilities include developing the annual operating budget for
nursing $185 million, Nursing Payroll, Nursing/Scheduling Office, Registry, Data Analysis, Labor Management,
Human Resources and, Employees Relations.

Worked with Nurse Managers and Directors in the reduction of overtime 30% (10 million dollars) to 7 million
dollars in one Year-Manhattan Campus. Overtime within the last year trending at 4 million dollars in 2015.
Reduction in the use of temporary staff by 50%, with the implementation of guidelines that are best practice for
both organizations. Agency expenses decreased from 7 million to 3.5 million in one yearManhattan Campus.
Agency usage in the Brooklyn Campus decreased significantly, with some months, no recorded Agency expenses.
Reviewed variances monthly with Nurse Managers and Directors of Nursing at both campuses.
Designed, developed and present annual Nursing Finance classes for Nurse Managers and Directors
In collaboration with Labor Relations and members of the 1199 Union Administrative team, developed staffing
ratios for nursing at both campuses.
Served as the director for 85 Travel Nurses, and Float Pool Staff, which include 20 fulltime RNs, 42 per-diem RNs
and 40 Nursing Assistants.
Served as the director for 10 Nursing Supervisors that are responsible for the administrative function of the
hospital on the off shift.
Served as the liaison for Pediatrics, NICU, Labor and Delivery in the development of Shared Governance Council
on these unit.
Served as a resource director, during the absence of the director of nursing, for troubleshooting staff issues.
Completed the annual budget for Mount Sinai-Brooklyn and Beth Israel, overall budget of $185 million, submitted
to Finance for approval.
Presented the principles of the Staffing Guidelines to Senior Leadership and Directors of Nursing, which was
incorporated in Union Contract.
Worked with the Payroll Clerks in completion of the payroll of 2,600 employees, with a reduction of payroll errors
by 50%.
Implemented a system for the auditing of employees PTO (Paid Time Off) accrual, saving both hospital significant
amount of money.
Worked with Nurse Managers and Directors in the reduction of casual overtime expenses by 30% with the
implementation of the NASH Program. NASH Guidelines were implemented on all patient care units as a guide in
matching patient flow, outcome and staffing model.
Served as a liaison between Corporate Finance, Corporate HR, and Corporate Payroll and nursing for both
campuses
Served as the Nursing Finance person, working closely and collaboratively with the Chief Nurse at both
Campuses.
Served as the go-to person for many systems initiatives, NASH, KRONOS and ANSOS IT systems.
Worked very closely with 25 Nurse Managers and 8 Directors of Nursing with all financial initiatives and ensure
that key budget targets are met for the Nursing Department.

VALERIE D. SHAW
2007-2013 BETH ISRAEL MEDICAL CENTER, NEW YORK, NY
Director, Patient Care Services/Nursing Systems
Served as the director for Nursing System for both the Manhattan and Brooklyn campus for Beth Israel Medical
Center. Primary responsibilities include directing the nursing operations of Nursing Systems, which include, the
development of the annual operating budget, Nursing Payroll, Nursing/Scheduling Office, Registry, Data Analysis
Staff, Labor Management, Human Resources and, Employees Relations.

Used excellent leadership, team-building and communication skills to develop subordinates and encourage
cooperation and responsibility. Ensured compliance with corporate HR guidelines.

Assumed a leadership role in the Department of Patient Care Services, by completely reorganizing the
Nursing Systems Department process to ensure greater accuracy and system integrity.
Developed and motivated staff to maximize productivity and control cost with hands-on management and close
monitoring of system processes.
Developed over 19 policies and guidelines to be used to guide the practice within the Nursing Systems
Department.
Worked with the Payroll Clerks in completion of the payroll of 1200 employees, with a reduction of payroll errors
by 50%.
Completed the annual budget for KHD and Petrie, overall budget of $130 million, submitted to Finance for
approval.
Implemented a system for the auditing of employees PTO (Paid Time Off) accrual, saving both hospital significant
amount of money.
Work with Nurse Managers and Directors in the reduction of Agency Nurses by 35%, reduction of Agency dollars
by $25,000 weekly.
Work with Nurse Managers and Directors in the reduction of overtime dollars by 30%.
Serve as a liaison between finance and nursing for KHD and BI Manhattan
Serve as the liaison for Corporate Payroll and the Nursing Department at KHD and BI Manhattan.
Work with Corporate Human Resources in setting guidelines for HR standards and practice for Bi Manhattan.
Generate monthly and bi-weekly statistics looking at Nursing, as it relates to cost analysis.
Work with the Nursing Supervisors ensuring that there is appropriate coverage for the off shifts and weekends.
Partner with Nurse Managers and Directors to ensure successful CMS and JC Surveys.
During regulatory visits, served as a resource for the Maternal Child Health Division, work in collaboration with
the Director of Maternal Child Health, to ensure that the division of MCH is JC ready.

In collaboration with the Nursing Leadership team, planned, developed, implemented and evaluated a
professional practice model for Patient Care Services.

1994-2007 UNIVERSITY OF PENNSYLVANIA MEDICAL CENTER, Philadelphia, PA


Manager, Neonatal Services
Managed day to day operations of 36 bed Level III Neonatal Intensive Care Unit (NICU) with annual revenue of $24
million and staff of 118 employees. Responsible for an operating budget of $8 million, staffing and scheduling,
performance management, staff development, quality management, customer services, and regulatory compliance.
Ensured that nursing practices within the unit meet JCAHO, OSHA, State Health Department and other regulatory
agencies. Worked with both nursing and medicine, on a hospital wide Magnet initiative, highlighting excellence in
nursing practice. Served as a Weekend Coordinator/Hospital Administrator for this 700+ bed facility.

Reduced cost per patient day by 10% annually by establishing a unit-based tracking system for supply ordering, and
controlling equipment purchasing for NICU.
Reduced the ICN vacancy rate by 11% utilizing advanced practice nurses to mentor, and train novice nurses.
Produced budget savings of 50% by implementing a tracking system for usage and allocation of agency nurses.

VALERIE D. SHAW

Decreased turnover rate 50% by instituting an effective NICU nurses orientation and mentorship program.
Reduced medication omission significantly, and ensuring safety in medication administration by the coordinated
with medicine, nursing, pharmacy, lab and radiology the implementation of the Sunrise Online Documentation
System.
Raised Patient Satisfaction Scores into the 90th percentile.
Established a Supply Value Analysis subcommittee to review lab reagents identify wastage and decrease expenses
hospital wide.
Designed and implemented an end to end efficient and successful Level III NICU.
NICU pharmacy and unit dosing program.
Implemented a web-based hearing screening program (Oz System) for data storage and tracking of 3,500
newborns screens, decreasing missed screens by 75%.
Decreased noise level in the unit by 50% with the implementation of the VOCERA Communication System trial in
the NICU.
Served in a rotating role as Nurse Leader for the Maternal Child Health Department, which include Labor and
Delivery, Mother and Baby, Anti-partum and NICU during the absence of the Director of Nursing.

1987-1994 CATHEDRAL HEALTH CARE SYSTEM, Newark, NJ


Administrative Clinical Nurse Specialist, Neonatal, Pediatrics and LDRP
Oversaw overall operations of 20-bed acute care Pediatric Unit and 10-bed Level II Special Care Nursery with staff of 40
employees, in 411-bed, urban general acute care facility. Responsible for operating budget of $3 million, staffing
scheduling, performance management, physician and nurses education and training, quality management, and regulatory
compliance. Key participant in the preparation of licensing and accreditation preparation for the health-system. Served as
weekend nursing supervisor for entire hospital.

Served as the Clinical Specialist and Nurse Manager for 20-Bed Pediatrics Unit and Stepdown Unit
Key contributor in the designing of new Womens Health and Neonatal Units
Organized conversion and transition of maternity services into a streamlined maternity care concept, including singleroom, in-service transition and cross-training.
Successfully facilitated cross-training of 20 RNs ensuring a smooth transition from traditional to Single Room Maternity
Care.
Trained over 70 medical staff in stabilization and resuscitation of high-risk neonates for mandatory certification.
Educated over 85 medical and nursing staff on identifying and reporting abused and neglected children.
Developed an official Child Abuse and Neglect training site at St. Michaels Medical Center.
Created and revised over 200 policies and procedures on Neonatal and Pediatric Nursing to facilitate best practice in
providing care.
Managed the Neonatal Blood Metabolic Screening Program for over 1200 newborns annually identifying missed
screens and following up on serious metabolic diseases before any fatality.
Planned and implemented monthly patient quality care audits to look for error in practice and develop evidence based
practice.

Corporate Clinical Nurse Specialist


Served as a nurse educator and clinical nurse specialist for Cathedral Health Care Systems (St. Michaels, St. James and
St. Marys) neonatal and pediatric nursing staff. Responsible for assessing staff nurses potential, applying mentoring and
coaching skills for improved overall performance.

Decreased adverse outcome by 75% with the standardization of neonatal and pediatric practice.
95% completion rate for new to practice nurses in orientation to pediatric or neonatal units within 12 weeks of
orientation facilitating significant savings in orientation cost.
High success rate in training nurses in resuscitation and stabilization of high-risk newborns, by significantly minimizing
morbidity and mortality rates decreasing overall length of stay in the hospital.
Provided an annual conference for Maternal Child Health Nurses offering continuing education units a requirement for
licensure.

VALERIE D. SHAW
1985-1994 RUTGERS UNIVERSITY COLLEGE OF NURSING, Newark, N.J.
Co-adjunct Faculty
Instructed nursing students in Pediatric nursing.
1982-1987 Various Nursing Positions
Served in the role as staff nurse and Adjunct Faculty for many years, being a mentor, preceptor, role model for student and
peers, demonstrating best practice for the patients and families.
General Pediatrics Staff Nurse, MICU Staff Nurse, and NICU/PICU Staff Nurse

EDUCATION

2015
2002
1986
1982

DNP-Student
MBA
M.S.
B.S.N.

Chamberlain College of Nursing


Rutgers School o f Business
Rutgers University School of Nursing
Rutgers University School of Nursing

Downers Grove IL
Newark, NJ
Newark, NJ
Newark, NJ

CERTIFICATION

Registered Nurse Licensed in New Jersey Pennsylvania, New York


International Business Program, Cambridge Institute, Cambridge, UK 2001
Supply Value Analysis Certification (Supply Chain Management), 2005
American Heart Association, Neonatal Resuscitation Instructor, 2006
NE-BC. ANCC, 2013-2017
PROFESSIONAL AFFILIATIONS

Patient Satisfaction Committee, Hospital of the University of Pennsylvania


Sunrise Clinical Management Committee, Hospital of the University of Pennsylvania
Magnet Translation Research Committee, Hospital of the University of Pennsylvania
Supply Value Analysis Committee, Hospital of the University of Pennsylvania
CEQI Committee, Hospital of the University of Pennsylvania
Staffing Committee Hospital of the University of Pennsylvania NICU
Stewardship Council, Hospital of the University of Pennsylvania
Nursing Pharmacy Committee, Hospital of the University of Pennsylvania
Pennsylvania Future Leaders, (Seminars at the Wharton School of Business)
Nursing Leadership Academy, (The Advisory Board Company) Washington, DC, 2003-2006
Delaware Valley Association of Neonatal Nurses, 1996-2013
National Association of Neonatal Nursing, 1995-2008
Sigma Theta Tau-Alpha Tau Chapter, 1986-present
American Nurses Association, 2014-Present
Magnet Resource Leader for the Maternal Child Division (Pediatrics, NICU & Labor and Delivery) 2011-2016
Member of the Magnet Nursing Executive Council
Attendance to the 2014 ANCC Magnet Conference in Dallas, Texas

PUBLICATIONS

Comfort Care in the Previable Neonates, Neonatal Network, Stringer, M., Shaw, V. and Savani, R.,
2004.
Normal Newborn Care, Manual of Neonatal Care, In Dunn, P. (ed.), Price-Douglas, W. & Shaw, V.,
Little Brown and Company (1998).

VALERIE D. SHAW

Common Newborn Concerns, Manual of Neonatal Care, In Dunn, P. (ed.), Price-Douglas, W. & Shaw,
V., Little Brown and Company (1998).
Identification of the At-Risk Newborn, March of Dimes Birth Defect Foundation, Bakewell-Sach, S.,
Shaw, V. & Tashman, A. (October 1997).
Dietary Practices and Pregnancy Discomforts Among Urban Blacks, Journal of Perinatology, Vol. IV,
No. 3, 271-280, Gulick, E.E., Shaw, V., Allison, M., 1989.