Shawna O'Neill Email & Phone Number

Cincinnati, Ohio Area

Led and participated in performance improvement assessments & implementation engagements for mid-size hospitals to large health systems. These included focus area improvements in workforce, length of stay/patient flow, revenue cycle, supply chain, human resources, physician practice management, portfolio optimization and quality. Opportunities identified were 5% - 10% improvement to net operating margin and in all engagements the implementation yielded the identified opportunity and an additional 3% - 8% in improvement. Major engagements included Catholic Health System of Long Island, CoxHealth, Ellis Medicine and Thomas Health System. The success on all projects was attributed to :• Building a collaborative and trusting relationship with the C-suite• Focus on management/staff education, • Development and implementation of management tools, • Setting measurable targets & goals and building in accountability• Ensuring that regulatory compliance, quality, & satisfaction was not compromised • Improving effective communication with all levels of the organization. • Changing processes to match staffing to demand and detailed workflow improvement plans / implementation

• Served in three interim roles as COO/CNO and other interim roles including group practice administrator for 70 anesthesiologists and CRNAs, project leader for CMS Immediate Jeopardy Corrective Action, team leader for a hospital that was under a Systems Improvement Agreement (SIA) with CMS, project leader of nursing process redesign, and readiness coordination & mock surveys for both Joint Commission and CMS at numerous hospitals. • Completed operational assessments for eight hospitals throughout the United States which revealed the need for significant improvements in productivity. The resultant establishment of realistic goals, culture change, and the implementation of staffing plans, tools, and education led to $5-$8M in savings for each of the hospitals. • Implemented operations improvement plans in acute care hospitals for Emergency Services, Surgical Services, Radiation Oncology, Inpatient Nursing Units, and Maternal/Child Health Service Lines. The focus on solutions and aligning the goals of staff, management, physicians, and administration, in addition to the philosophy listed below, led to successful implementation in all the departments listed above.

• Envisioned and executed a new company to ensure the success of operations/process improvement and served as a successful partner in organizational change. The philosophy of the company was that one must have the ability to have open, trusting communications with clients. This allows a thorough understanding of problems and opportunities and the ability to adapt quickly to diverse organization environments. To simply reduce costs without changing the way we do work results in only temporary cost savings and may adversely impact quality. To effectively improve quality and reduce costs permanently, we must identify and eliminate bottlenecks, duplication of effort, and rework.• Major clients included CHRISTUS Health and Catholic Healthcare Partners. At CHRISTUS Health we implemented a corporate wide standardized method of measuring each department and set individual productivity standards for departments. The goal was to find best practices within each department in the twenty-five hospitals leading to diffusion of innovation throughout CHRISTUS. We also performed individualized work with hospitals in the CHRISTUS Health system including CHRISTUS St. Patrick Hospital, St. Joseph’s Health System, and Santa Rosa Health System. We have had success improving the cost structure by at least 5%-10% in all organizations. We included all departments our assessment and then placed an emphasis on changing processes in those departments that demonstrated the greatest opportunity. Our success was attributed to our focus on management education, development and implementation of management tools, ensuring regulatory compliance, implementation of a selection process and transition center for displaced employees (to avoid lay-offs), and in communicating effectively with all levels of the organization. .

Worked for Mercy Hospital in a variety of roles included Vice President Patinet Care Services from 5/1987 - 6/1996. In the role of COO was responsible for developing, implementing, and evaluating all operatons and programs for two acute care hospitals, a fifty-three bed long-term care facility, a fifteen bed rehab unit, and three off-site ambulatory care facilites.

Mha

Bsn

Activities and Societies: Sigma Theta Tau

Lean Six Sigma Black Belt

Six Sigma Green Belt In Healthcare

Currently working on completing Six Sigma Black Belt