PROFESSIONAL EXPERIENCE/ACHIEVEMENTS
2016- Present
MOUNT-SINAI-BROOKLYN, BROOKLYN, NY
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.
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.
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.
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.
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.
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.
Downers Grove IL
Newark, NJ
Newark, NJ
Newark, NJ
CERTIFICATION
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.