Sylvester O. Foote has over 15 years of experience in healthcare administration and nursing. He currently serves as Vice President of Administration, Compliance and Security Officer for Newark Community Health Centers, where he oversees administrative services for 7 health centers. Previously, he held roles such as Vice President of Clinical Services for Enable Healthcare and Director of Clinical Operations for Horizon Health Center. He has a PhD(c) from Seton Hall University, MHA from Western Connecticut State University, and BSN from College of Mount Saint Vincent.

1. Sylvester O. Foote, PhD(c), MHA, BSN, RN
(646) 484-0273  134 Belmont Street Englewood, NJ 07631  sofoote@hotmail.com
Professional Experience
Newark Community Health Centers, Inc. 7/2015-Present
VICE-PRESIDENT OF ADMINISTRATION, COMPLIANCE AND SECURITY OFFICER
 Direct oversight for Administrative services, including operational and facility needs, while establishing
internal business systems processes for 7 Federal Qualified Health Centers which are all Level 3 Patient
centered Medical Homes.
 Develop, recommend and assist in implementation of process improvements as requested by President and
CEO
 Coordinate the responses for Administrative units’ internal controls procedures, reports and audit responses
 Identify and respond to internal control issues as the compliance officer
 Audit patient relationship management through timely and accurate metric production
 Coordinate with CFO on negotiations of all vendor agreements for facility and operation services
 Participate in the development of operation budgets and ensure that assigned departments’ direct reports
operate within budget parameters
 Regular reviews and assesses direct reports and their departments on compliance with performance
expectations and goals
 Implement and manage Strategic short and long term plans for growth of organization in terms of services
provided and communities served
 ensure s Compliance with all environmental, governmental and regulatory boards/organization related to
Health Center Operation in all facilities
 Responsible for reviewing and maintaining all Contracts and Memoranda of Understanding for the Institution
 Receiving and Reviewing all Risk Management related issues, communicating and collaborating with such
reports with Insurance brokers, carriers and legal representatives
 Recommend and Develop Policies and Procedures affecting operation
Enable Healthcare Inc., East Hanover, New Jersey 12/ 2014 – 7/2015
VICE-PRESIDENT OF CLINICAL SERVICES
 Provide effective leadership, management, direction and administration of operations for multiple service lines
being; Annual Wellness Program, Population Health Management, Chronic Care Management and Medication
Therapy Management, in the states of Ohio, New York, California and New Jersey.
 Participate in developing the enhancements and functionalities to add value to all the technology components
of EHI Health IT Platform including the EHR, PCMH Advantage, ACO Advantage, Patient Portal and
Personal Health Record Portal.
Strategic Management of the Business Units and Revenue streams of all clinical service lines being Wellness,
PCMH, CCM and MTM.
 Implementing calling center for the CCM program to facilitate 24/7 nursing outreach for a projected volume of
20,000 Medicare recipients with 2 or more comorbidities.
 Facilitate negotiations with Insurance companies such as BCBS regarding reimbursements, matrixes and
policies for the Patient Centered Medical Homes.
 Responsible for the assessment, evaluation and application process for NCQA- PCMH designations.
 Recruitment and Retention of clinical team for Clinical Case Managers, Wellness Program Nurses and Patient
Centered Care Coordinators.
 Creating the onboarding and annual training curriculum for all Clinical personnel of each service line in all
states.
 Facilitate Strategic planning for future programs for telemedicine and remote healthcare monitoring.
 Collaborate with senior leaders of other departments such as Sales and Marketing to effectively promote our
service lines.
 Conducted presentations to Physician networks, Independent Practitioners, Insurances and ACOs about all of
our services lines, marketing and promoting EHI strengths in the market to build clientele and enhance
revenue.

2. SYLVESTER O. FOOTE, MHA, BSN, RN – PAGE 2
 Responsible for the ACO Clinical Management and delivery of Evident Base Practices to achieve the maximum
savings while increasing the Patient Centered Care and Patient Satisfaction scores.
Horizon Health Center, Inc., Jersey City, New Jersey 01/ 2014 – 11/2014
DIRECTOR OF CLINICAL OPERATIONS
 Develop, implement and monitor short-term and long-term strategic development plans by identifying
benchmark goals for clinical services and a clear strategic mechanism for achievement of those goals.
 Provides effective leadership, management, direction and administration of operations for multiple departments
and clinical areas. Mentor, coaches and develops staff and fosters a positive productive work environment.
 Oversees compliances with government and agency regulations. Establishing tracking systems to assure
departmental compliance with institution and government mandates.
 Collaborates with CMO on oversight of clinical operations and recommend procedures, treatments, or other
course of actions to assist staff.
 Reviews clinical activities and recommend changes in, or better utilization of, facilities, resources, services and
staff.
 Communicate and create company policies, procedures, workflow and processes to all clinical staff throughout
the daily clinical operations
 Assures the maintenance of Ambulatory care standards – NCQA and Joint Commission accreditation.
 In conjunction with the leadership of the clinical and administrative services directors, facilitates and
participates in the development, implementation and annual review of continuous Quality Improvement
committees, Risk Management Committee and other strategic projects.
 Develops and implements strategic and tactical business plans including operation goals and performance
targets which are consistent with the mission of HHC.
 Collaborates with the CEO and COO in preparation, monitoring and management of the strategic goals and
business plans.
New York Presbyterian Hospital (NYPH), New York, New York 2007 – 2013
ADMINISTRATOR ON CALL (2011-2013)
 Responsible for weekend and holiday coverage for the overall administrative operation of Milstein, CHONY
and Allen Campuses.
 Act on behalf of the office of the President
 Provide Liaison between the medical and nursing staffs and the administrative departments
 Receive and act upon complaints from patients, relatives and visitors and institutes immediate corrective action
 Responds to all emergencies such as fire, suicidal death, power failure and in house disasters
 Advise members of the attending and house staffs with respect to potential medical examiner cases and all
medical-legal problems and provide or deny authorization for medical consents
 Responsible for the initiation and implementation of the NYPH disaster plan
 Provide administrative support to physicians and nurses when there are difficulties with admissions, transfers
and discharges
Associates in Medicine (AIM Practice)
AMBULATORY CARE PRACTICE ADMINISTRATOR (2011-2013)
 Implement Patient Medical Homes for Diabetes and CHF, Primary Care Nursing and ADE program.
 Accountable for 5 Direct reports and a Staff of 8 Nurse practitioners, 10 Registered Nurses, 11 Medical
Assistants and 22 Patient Financial Advisors.
 Attaining target volume goal of 89,675 annual visits through the following services lines: Anticoagulation,
Arthritis, Asthma/COPD, Cardiology, Cardiovascular, Diabetes, Endocrinology, Gastroenterology, Geriatrics,
Hypertension, Liver, Memory Disorder, Nephrology, Podiatry, Psychiatry, Social Work and Thyroid.
 All other task for the role of Practice Administrator as listed below.

3. SYLVESTER O. FOOTE, MHA, BSN, RN – PAGE 3
Family Medicine @ The Herman “Denny” Farrell, Jr. Community Health Center
AMBULATORY CARE PRACTICE ADMINISTRATOR (2009 – 2011)
 Implemented Patient Medical Homes for four diseases; Diabetes, CHF, Depression and Asthma
 Establishes and manages the practice operating and capital budgets and practice P & L through careful
planning, budgeting and regular monitoring of revenues and expenses. Identifies means of enhancing revenue,
containing costs and adhering to budgetary targets. Approves and monitors all practice expenses.
 Generates and reviews monthly reports from practice management information systems and uses data to
improve operating performance, patient care and overall performance of the practice. Develops and tracks
business plan targets and other requirements such as PCAP standards.
 Develops short and long-term strategies and business plans to grow and develop the practice site by adding
new services lines or supplementing existing services being colposcopy, Family Medicine, Gynecology,
Nutrition, Obstetrics, Podiatry, Skin Procedure, Social Work and Special Counseling. Strategic considerations
include physician composition, projected volume, number and specialty mix of practice physicians, patient and
community needs.
 Ensures effective leadership and management to nursing staff and non-clinical staff in a variety of positions
and departmental functions within the practice. Builds successful teamwork and communication among staff,
assures appropriate levels of cross training and multi-tasking and maintains high levels of staff participation.
 Complies with all hospital, regulatory and managed care company/payer requirements. Maintains practice
facility, environment of care and patient care processes in conformance with Joint Commission standards and
hospital policies.
The Allen Hospital
PATIENT CARE DIRECTOR (2007-2009)
 Performed oversight for General Medicine department (three service lines: Dialysis, Wound Healing Program,
and General Medicine); set goals / objectives in accordance with NYPH strategic initiatives and plans,
organized, directed, and monitored department activities on a 24-hour basis.
 Achieved efficient, cost effective daily operations and participated in short and long range strategic financial
planning and annual budget development.
 Formulated monthly operational financial reports and directed initiatives that enhance revenues or reduce
expenses while maintaining quality.
 Assessed / evaluated effectiveness of staff, service lines performance, and system operations.
 Inspected case management / care coordination activities and assisted in managing patient length of stay
(LOS).
 Tracked clinical practice and unit systems to promote a culture of safety. Delineated unit-specific knowledge
areas, skills, and competencies required for the provision of quality care.
 Created / implemented department and hospital staff retention and recruitment that enhanced staff satisfaction
as well as an administrative succession plan.
 Engineered and implemented programs and systems required to achieve shared governance.
 Documented staff performance and developed corrective action plans; ensured compliance with annual
requirements for credentialing, education, and licensure.
Norwalk Hospital, Norwalk, Connecticut 2004 – 2007
PATIENT CARE MANAGER (2005-2007)
 Managed 24-bed Med-Surg unit for teaching Med-Surg department, including 24 RNs, 16 patient care
technicians, 4 unit secretaries, and scheduling of employees monthly on 8-hour intervals. Held 24-hour
accountability for administrative and clinical activities of Med-Surg Clinical area.
 Supported departmental and hospital budgetary goals and objectives by participating in financial planning and
assisting Executive Director with annual budget preparation to ensure the delivery of cost-effective quality
care.
 Identified potential expense reduction and revenue enhancement opportunities and promoted fiscal
accountability among staff.

4. SYLVESTER O. FOOTE, MHA, BSN, RN – PAGE 4
 Created / maintained environment which promoted patient satisfaction and encouraged growth and
development of employee skills, knowledge, and efficiency.
 Ensured policies / procedures were current and in compliance with hospital policies and procedures and within
operational standards of governing boards.
 Implemented Unit Council Practice to facilitate shared governance on unit.
 Integrated and collaboratively developed nursing daily flow-sheets to enhance documentation of patient care.
 Led unit-specific regulatory surveys, including successful Joint Commission survey of nursing service and CT
Department of Health unannounced surveys.
 Collaborated with interdisciplinary team to increase patient throughput and decrease medical LOS.
CLINICAL NURSE MANAGER (2004-2005)
 Developed, implemented, and evaluated plans of care and made necessary revisions.
 Oversaw patient flow on off shift hours throughout institution from Emergency Department to all appropriate
inpatient units depending on admitting diagnosis and acuity.
 Ensured appropriate staffing of all units: Med-Surg, Telemetry, ICU/CCU, Psychiatry, Rehab, Orthopedics,
Pediatrics and Women’s health on off hour shifts for RNs, PCTs and unit secretaries.
 Supervised Nursing Staffing Office on off shift.
 Coordinated all inpatient codes: Trauma, Cardiac, Emergency Disaster, Restraint, Abductions, and Bomb
Threat.
 Initiated client care conferences for complex and multidisciplinary clients whenever necessary.
 Provided education, supervision, and counseling to employees regarding nursing care skills and delivery.
 Utilized assessment data to develop comprehensive plans of care addressing physical and psychosocial needs.
Abbott Northwestern Hospital, Minneapolis, Minnesota 2002 – 2004
ASSISTANT CLINICAL NURSE MANAGER (2003-
2004)
 Managed 48-bed orthopedics Med-Surg department, including 82 RNs, 90 nursing aides, and 8 health unit
clerks.
 Determined patient placement within unit and managed daily activities, serving as charge nurse and providing
resource of clinical knowledge in orthopedic nursing.
 Implemented customer and employee satisfaction surveys, utilizing results to improve customer service and
data gleaned from employee surveys to restructure staff development and increase retention.
 Scheduled assignments for 8 and 12 hour shifts for nursing professionals within census and acuity guidelines,
conducted interviews of potential staff members, and evaluated employee performance.
 Assisted with disciplinary actions, mediations, and employee grievances; managed and resolved conflicts.
 Participated on safety committee; contributed to and implemented projects toward institution goal of obtaining
Magnet status; prepared unit for inspection by Joint Commission and State of MN Department of Health.
EMERGENCY ROOM RN (2002-
2003)
 Conducted triage of presenting patients for all aspects of medical and psychological crises in ER with emphasis
on cardiac treatments due to affiliation with widely known Minneapolis Heart Institute.
 Served as charge nurse, overseeing 36-bed, level 2 emergency unit, including staff of ~120 EMTs and nurses.
 Administered nursing care to ER patients, including assessment and implementation of algorithm to
appropriate cardiac rhythms, application / interpretation of 12 lead EKG, administration of cardiac
medications, and assistance with respiratory intubations and mega codes.
Bailey House, Inc., New York, New York 2001 – 2002
HEALTH SERVICES COORDINATOR

5. SYLVESTER O. FOOTE, MHA, BSN, RN – PAGE 5
 Monitored health status of HIV/AIDS patients by conducting assessments, referring individuals for health
services, documenting clients’ current medical information, and constantly communicating with patients.
 Supervised home health nurses and aides; provided consultation and counseling to homebound clients.
 Promoted peer education and client wellness through workshops on nutrition, infection prevention, tuberculosis
transmission, hepatitis infection, safe sex, and risks of primary, secondary, and tertiary infection of HIV.
 Contributed to grant writing, resulting in $25,000 from Johnson & Johnson for education on HIV-related
hepatitis; wrote reports to fulfill requirements to maintain grants from state and Ryan White Foundation.
 Prepared facility for audit by NY State Department of Health by updating patient charts and staff certifications
and ensuring adherence to requirements of confidentiality and infection control.
Mount Sinai Medical Center., New York, New York 2000 – 2002
EMERGENCY ROOM RN (2001-2002)
 Provided nursing care to patients in ER, including start and maintenance of peripheral lines, maintenance and
utilization of central lines, phlebotomy, and insertion of Foley catheters, nasogastric tubes, and rectal tubes.
 Rotated as charge nurse for 52-bed, level 2 emergency departments, conducting triage of adult and pediatric
patients and stabilizing, providing care, and discharging as appropriate.
CLINICAL CARE RN (2000-2001)
 Delivered primary medical care, including case management; respiratory ventilators; tracheotomy, telemetry,
and team carts; chest tubes; starting / maintaining peripheral IV lines; and maintaining / utilizing central lines.
 Administered medications, including narcotics, IV, PO, IM, and SQ. Provided palliative care and HIV/AIDS
care; researched HIV-HAART medication combinations.
Montefiore Medical Center, Bronx, New York 1999 – 2000
CLINICAL ANALYST
 Reviewed / audited patient charts in conjunction with medical billing statements prior to submission, making
adjustments to itemized billing as necessary.
 Collaborated with quality assurance regarding evaluation of clinical approach and medical treatments.
Education and Preceptorship
Seton Hall University, South Orange, New Jersey Anticipated May 2016
Doctorate of Philosophy (PhD)
Western Connecticut State University, Danbury, Connecticut May 2007
Master of Health Administration (MHA)
College of Mount Saint Vincent, Riverdale, New York May 1999
Bachelor of Science in Nursing (BSN)
Professional Affiliations and Awards
American College of Healthcare Executives 2007-Present
Academy of Medical-Surgical Nurses 2000-Present
Emergency Nursing Association 2000-Present
New York Presbyterian Hospital Patient Centered Care Leadership Award 2007
Sigma Theta Tau, Eta Sigma Chapter Award for Research and Independent Study 1999

6. SYLVESTER O. FOOTE, MHA, BSN, RN – PAGE 6
Publication
 Nursing Economics, “Medication Administration: The Implementation Process of Bar Coding for Medication
Administration to Enhance Medication Safety”, May – June 2008, Volume 26, Number 3, Pages 207-210
Outside Interests
 International travel, scuba diving, and culinary arts