SHIRLEY BENNETT THOMPSON, FACHE 5043 SW 91st Drive * Gainesville, Florida 32608 352.317.

0766 * NURSING EXECUTIVE Expert healthcare leader with 20+ years of experience delivering objectives and improving quality of care at the executive level. Superior business leader with demonstrated clinical and administrative accomplishments in for-profit and not-f or-profit environments in both matrix and non-matrix organizations. Proven succe ss in turnaround situations with extensive experience in hospitalist program, in tensivist program, JCAHO/OSHA, Ethics, Quality/PI initiatives, infection control , and risk management. Able to improve outcomes and core measurements, mentor an d develop team members, and deliver excellence at all levels of care. Experience d in improving operational efficiency, strategic planning, program assessment, a nd eMAR, EMR, EPIC. Change Management * Turnaround Specialist * Mergers/Acquisitions/Closures * Fisc al Accountability Organizational Development * Strategic Planning * Staff Development/Education * Community Partnerships Talent Acquisition/Retention * Capital Improvement Projects * Continuous Improve ment * Profit & Loss (P&L) Quality Assurance * Program Evaluation * Regulatory Compliance * Resource Optimi zation * Cost Elimination Medical/Nursing Ethics * Solution Architecture * Program Implementation * Custom er Service Succession Planning * Governance * Peer Review * Magnet Preparation * Patient/Fa mily-Centered Care PROFESSIONAL EXPERIENCE SHANDS HEALTHCARE / UF ACADEMIC MEDICAL CENTER, Gainesville, Florida 2007 to Pre sent Non-profit healthcare referral system affiliated with the University of Florida. Recipient of the Governor's Sterling Award (2008) with a workforce totaling ove r 12,000 employees. Associate Vice President of Nursing, Shands at University of Florida (2009 to Pr esent) Oversee 780.5 FTEs and 338 inpatient beds across 14 units within a Magnet academ ic hospital specializing in tertiary care for critically ill patients. Research best practices and implement findings through proactive team leadership and trai ning. Lead 16 direct reports to serve clients in units including Medical Surgica l, CICU, PEDS, Cardiac, Surgical, HEM/ONC, Bone Marrow Transplant, and Outpatien t Clinic with world-renowned stem cell lab. Ensure appropriate procedures and pa tient care initiatives are followed by wound/ostomy inpatient care, case managem ent, ministerial services, social workers, and support services. Mentor and coac h staff to empower them towards higher standards and professional development. E nsure best patient care and reduce length of stay (LOS). * Directed change management during institutional transition from Shands Alachu a General Hospital to Shands UF, including on-boarding, casting vision among sta ff, enculturating departments, and motivating a continuing patient/family focus. * Coordinated a multidisciplinary team to flip 2 units by developing a plan, ga rnering support, and mobilizing appropriate personnel and resources to accomplis h objectives in a short timeframe. * Facilitating and supporting an IT system transition from legacy software to E PIC (go-live March 2011). * Monitored, diagnosed, and improved unit performance in Core Measures, PRC sco res, and nursing documentation in a charting by exception system.

Chief Nursing Officer, Shands Alachua General Hospital (2007 to 2009) Managed designated patient care programs, clinical support services, and patient operational leadership. Served on the executive management team and participate d in strategic long-range planning, succession planning, institutional decisions , and overall leadership of the 367-bed teaching hospital until its close in 200 9. Monitored key performance indicators and developed strategies to address cont inuous improvement opportunities. Maintained pulse of best practices and develop ments in the field and localized initiatives to implement them within the Shands AG setting. Optimized par levels to lower inventory and drop expenses. Co-chair ed the year-long hospital closure and transition plans while maintaining remarka bly high performance indicators for clinical services, customer satisfaction, an d patient care. SHANDS HEALTHCARE (Continued) * Maintained costs at or under budget, attaining a 15% savings over forecast fo r FY08. * Significantly improved core indicators, with patient satisfaction with both q uality and nurses in top 25%, ED LOS at 75th percentile, and best in class perfo rmance in SCIP, CVL infection rate, and VAP. * Restructured nursing departments, compressing requirements from 7 to 5 nursin g directors. * Led the implementation of an expanded cardiac telemetry services, including t ransition to private rooms. * Spearheaded the process to attain Magnet Status for Shands AGH. * Promoted and implemented new projects including higher cleanliness standards leading to reduced infection rates, physician verbal order sign-off, new ESI tri age system in Emergency, electronic SmartChart documentation for nursing, and de ployment of Poseidon software in Emergency. ORANGE PARK MEDICAL CENTER (HCA), Orange Park, Florida 2005 to 2006 230-bed hospital providing a vast range of services in the North Florida region. Chief Nursing Officer Managed all clinical and administrative operations for Nursing care. Developed s trategic initiatives and orchestrated the evolution of the mission and vision fo r nursing services. Directed the evaluation and testing of proposed programs and projects, contributing to leadership directives across the institution. Mentore d and coached members of staff to provide exceptional service to clients and pro fessional development opportunities to team members. * Lowered Code Blue episodes outside critical care by 50% and reduced patient d eaths 5% in 3 months by pioneering and launching a Rapid Response program. * More than doubled reassessment of pain after intervention from 48% to over 98 %. * Facilitated progressive initiatives including installation of a new digital C atheterization Lab, and Beta site testing and implementation of Emergency Depart ment Management (EDM) project for HCA. * Improved eMAR medical scanning from 96% compliance to more than 99% complianc e, resulting in improved patient safety and placing OPMC in the #2 ranking withi n the entire HCA Corporation. * Streamlined the construction of a surgery expansion, adding 43,000 sq. ft. to existing operating rooms as well as renovation of the peri-operative space hous ed among 44 new private acute care patient rooms. CENTRAL CAROLINA HOSPITAL (TENET), Sanford, North Carolina 2003 to 2005 137-bed acute care hospital with advanced cardiac and cardiopulmonary services. Chief Nursing Officer Rehabilitated nursing programs at an underperforming institution effectively mod ernizing a legacy program through continuous improvement and adoption of industr

y best practices. Developed nursing services budget and implemented expense cont rol. Analyzed and addressed compliance with Federal and State guidelines. Create d and deployed standard operating procedures for nursing processes and policies. Balanced resource allocation to deliver improved financial performance while bu ilding capacity in patient care. Developed and nurtured relationships with local high schools and colleges to develop the local talent pool long-term and recrui t top students to the hospital. * Improved target 100 scores to 4/5 STAR by enhancing commitment to quality cus tomer service. * Led a successful JCAHO survey with no deficiencies for nursing services. * Streamlined a 15-month renovation/expansion project that added 7,000 sq. ft. to Labor and Delivery. ST. JOSEPH'S HOSPITAL (HCA), Parkersburg, West Virginia 2001 to 2003 Acute care regional institution named as one of the nation's 100 Top Hospitals, staffed for 190 beds. Chief Nursing Officer After transfer from Lanier Park Hospital (Gainesville, Georgia), directed inpati ent and outpatient clinical and ambulance services within this matrix system. Ma naged 500 direct and indirect reports with a budget of $20M. Established and mon itored quality assurance programs and safety initiatives. Provided strong leader ship during change management at sale to HCA from Sisters of St. Joseph Wheeling . ST. JOSEPH'S HOSPITAL (Continued) * Reduced net losses of $3M by eliminating inefficiencies, such as closing the Skilled Nursing Unit and opening those beds for acute care. * Decreased RN turnover by more than 50%, powering talent retention initiatives and forging a new staff development/education curriculum. LANIER PARK HOSPITAL (HCA), Gainesville, Georgia 1999 to 2001 120-bed acute care facility with 10-bed skilled rehab, acquired by Northeast Geo rgia Health System, 2001. Chief Nursing Officer Participated in strategic and tactical planning with executive team, defining or ganizational priorities and mission. Led the regulation and ethical compliance e fforts within the Ethics Committee. Promoted and attained standards consistent w ith professional organizations and regulatory agencies including JCAHO, HCFA, an d DHR. Led the change management process as the institution was sold and acquire d, prior to transfer to St. Joseph's. * Attained 5th place ranking for patient, physicians, and employee satisfaction ratings in HCA, 2nd q. 2000. * Facilitated the construction and launch of a 7-bed obstetrics wing according to community growth needs. ADDITIONAL EXPERIENCE (Full details on request) Chief Nursing Officer Alleghany Memorial Hospital Sparta, North Carolina Director of Nursing Charles A. Cannon Jr. Memorial Hospital Banner Elk, North Ca rolina Registered Nurse Memorial Hospital Ormond Beach, Florida Registered Nurse / Office Director George A. Thompson, MD, FACS, PA Daytona Beac h, Florida Oncology Resource Nurse Humana Hospital Daytona Beach, Florida Guest Lecturer: BSN Program West Virginia University Parkersburg, West Virginia Adjunct Faculty: Nurse Practitioner Radford University School of Nursing Radford

, Virginia EDUCATION Master of Science in Health Administration * Virginia Commonwealth University, R ichmond, Virginia Bachelor of Science in Nursing * Chamberlain College of Nursing, St. Louis, Miss ouri Bachelor of Science in Business Administration * Appalachian State University, B oone, North Carolina Associate of Science in Nursing (RN) * Daytona Beach Community College, Daytona Beach, Florida PROFESSIONAL PUBLICATION Thompson, S.B., Daghner, M., Gerdik, C.R., & Manransky, N. (2005, July/September ). Reducing Critical Care Admission Holds in the Emergency Department Through Ch ange in Practice. Topics in Emergency Medicine, 27(3), 213-216. PRESENTATIONS "Driving Patient and Family Centered Care to Improve Outcomes" at the Chief Nurs e Executive Forum, Connex International, Dallas, TX, January 30 - February 2, 20 11. "Creating a Successful Succession Plan" at the Chief Nurse Executive Forum, Conn ex International, Dallas, TX, January 31 - February 2, 2010. "Keynote Address" at the ADN Pinning Ceremony, St. Johns River Community College , Orange Park, Florida, August, 2005. PROFESSIONAL MEMBERSHIPS American College of Healthcare Executives - Fellow and Certified Healthcare Exec utive American Organization of Nurse Executives and Sigma Theta Tau