Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
Delivering on the Vision: Keys to Achieving Breakthrough Operational Performa...Huron Consulting Group
In this presentation, Daniel May, Huron Healthcare managing director, and Mark Mullarkey, Texas Children’s Hospital Senior Vice President, share: insights into tracking the initiative’s progress, strategies for engaging physicians, and real-world lessons learned from the initiative.
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
Delivering on the Vision: Keys to Achieving Breakthrough Operational Performa...Huron Consulting Group
In this presentation, Daniel May, Huron Healthcare managing director, and Mark Mullarkey, Texas Children’s Hospital Senior Vice President, share: insights into tracking the initiative’s progress, strategies for engaging physicians, and real-world lessons learned from the initiative.
3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
We specialize in the successful placement of all physician specialties and sub-specialties in small rural facilities, large medical centers, healthcare systems, and academics. We ensure that your new physician will integrate well into your community as both a true leader and a valuable asset for your facility.
Motivated and performance driven; clinical and business professional. Determined and passionate about implementing best practices while targeting education and improving staff development efficiently. Expert knowledge of healthcare environment, ability to positively influence behavior for quality patient outcomes. Demonstrates ability to creatively use consulting and listening skills when working with interdisciplinary teams, promoting consensus with communication and transparency of program goals. Organized and presents research and analytic benchmarks proficiently with cross functional team collaboration.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
3 Strategies for Maximizing Service Line Efficiency, Quality and ProfitabilityWellbe
Maximizing service line efficiency, quality and profitability is a hot topic, particularly with rising patient care demands, changing reimbursement models, and estimated physician shortfalls. This webinar takes a look at three solutions beginning in the operating room and expanding to the entire patient care journey.
1st solution: A unique clinical and operational service model focused on the specialization of qualified, reimbursable clinical labor to optimize surgeon involvement and reduce OR costs.
2nd solution: Taking a holistic view of the service line through the patient care journey to produce a value stream map to understand the current state. Assisting staff with comparing this current state to the ideal future state, comparing national benchmarks and clinical best practices helps your staff innovate and co-create an individualized plan to get your service line to a higher level.
3rd solution: Utilizing dashboard metrics of the critical to success factors, to sustain and improve your service line.
As a participant, you will be able to:
• Identify key operational and clinical indicators of orthopedic service line efficiency
• Describe how Surgical First Assists can add value in the OR
• List the steps in developing and/or evaluating or building an orthopedic service line
• Describe how metrics/dashboards assist in sustaining change and improvement of orthopedic service line
About the Speaker:
Miki Patterson, PHD ONP, Senior Director of Orthopedics in Intelligent CareDesign at Intralign
Dr. Patterson is a certified orthopedic nurse practitioner and brings over 25 years of clinical experience in healthcare, consulting, direct advanced orthopedic patient care, teaching, NIH level, qualitative and quantitative research and publishing. She is a past president of the National Association of Orthopedic Nurses (NAON) and continues to be nationally recognized for leadership and advancing orthopedic care.
We specialize in the successful placement of all physician specialties and sub-specialties in small rural facilities, large medical centers, healthcare systems, and academics. We ensure that your new physician will integrate well into your community as both a true leader and a valuable asset for your facility.
Motivated and performance driven; clinical and business professional. Determined and passionate about implementing best practices while targeting education and improving staff development efficiently. Expert knowledge of healthcare environment, ability to positively influence behavior for quality patient outcomes. Demonstrates ability to creatively use consulting and listening skills when working with interdisciplinary teams, promoting consensus with communication and transparency of program goals. Organized and presents research and analytic benchmarks proficiently with cross functional team collaboration.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Prins Lorenz verdiende vorig jaar 57.627 euro bij SuezThierry Debels
Prins Lorenz is bestuurder bij Suez Environnement. In 2015 verdiende hij exact 57.627 euro aan zitpenningen. Dat is een pak meer dan in 2014. Toen rijfde de prins, bij Suez ingeschreven als Lorenz d’Este, 56.058 euro binnen. Het gaat dus om een ‘loonsverhoging’ van bijna 3 procent.
De Habsburger heeft ook recht op aandelen van de onderneming. Hij heeft er ondertussen al 2139 verzameld. Aan een koers van 14 euro is dat pakketje samen zowat 30.000 euro waard.
www.its.leeds.ac.uk/research/mobility-energy-futures-series
Freight transport constitutes a very significant but under researched part of total transport demand, and one in which
the prospects for lower energy use and associated lower
carbon emissions may prove particularly elusive. Reducing
energy use and carbon emission whilst maintaining the freight
transport services that the modern global economy requires
will hinge on many recent and current trends being changed.
1. KIMBERLY SHAW, BSN, MBA, FACHE
Redding,CA |T: 281-299-5185 | E: kim.shaw001@dignityhealth.org |LinkedIn
EXECUTIVE SUMMARY
Highly innovative and effective Change Agent and Healthcare Steward with 12 years of progressivehealthcare
executive experience, 20+ years of total healthcareexperience, and proven commitment to excellence.
Sterling career record of driving innovation, clinical transformation, physician and nursing engagement, and
strong patient and quality outcomes at largemedical centers. Lead and manage complex projects startto finish.
Collaborative, personable, results-driven Executive with superb healthcare and business credentials: Lean Six
Sigma Green Belt Certification;Fellow,American College of HealthcareExecutives; MBA with healthcarefocus.
Demonstrated ability to fuse business savvy,strategic thinking, deep nursingand bed-sidecare expertise, effective
employee advocacy,and commitment to compassionate, innovative,and high-quality care.
Superior record of community engagement and leadership on health and welfare issues of local residents.
PROFESSIONAL EXPERIENCE
Dignity Health Mercy Medical Center Redding (MMCR), Redding, CA
VICE PRESIDENT OF PATIENT CARE SERVICES/CHIEF NURSE EXECUTIVE OFFICER ▪ 2012 - Present
Plan, pursue, inspire, and achieve superior healthcare and patient outcomes at Mercy Medical Center Redding
(MMCR), a 247-bed Acute CareLevel 2 Trauma Center servingShasta County and nearby areas. Continually pursue
new business development, resource optimization, and revenue generation opportunities. Driveimproved
employee experience and performance metrics for Nursing staff. Proactively managestaffing,productivity,and
quality challenges. Personally model adherence to MMCR mission and goals,and lead others to achieve same.
Lead approximately 600 employees out of a total workforce of about 1,200 and exercise both direct and dotted
line responsibility for 27+ MMCR departments. Superviseapprox.10 Director-level directreports. Administer a
$147Mbudget. Negotiate and execute physician,professional services,and other contracts. Report to the CEO.
Oversee and implement quality assurance processes for all servicelines.SupervisePerformanceImprovement
Team (PIT) crews workingto improve quality in each MMCR serviceline.
Evaluate nursing workforce trends. Build and implement residency training programs for patient careservices
departments. Create in-house nursingtalentpipeline. Providecontinuingeducation and workforce development
opportunities for MMCR employees.
As North State Service Area CNEO representative on the Dignity Health Patient CareServices Advisory Group
(Cabinet), lead and support enterprise-wide efforts to standardizedocumentation and reduce clinical variation for
general medical,surgical,telemetry, and intensive care, driving systemic clinical transformation.
Actively participate in and contribute to community organizations and task forces providing carefor vulnerable
community members, especially women and children,in the areas of homelessness,respitecare, mental health
issues,human trafficking,and domestic violence.
SIGNIFICANT LEADERSHIP ACHIEVEMENTS, 2012 - Present:
• The Big Picture: Turned around patient care quality and length of stay issues.Changed nursingculturefrom
reactive to proactiveand accountable.Grew staff morale,productivity,qualifications. Led Nursingto meet all
CFO and COO financial and productivity targets and emerge as MMCR productivity leader by 2016.
• Launched Performance Improvement Team (PIT) initiative with Lean processes that hardwired patient quality
across all MMCRservicelines. Drove patient quality metrics from 26% to 86% in under one year. Moved
MMCR from bottom to top quartile in quality for all Dignity Health facilities.
2. KIMBERLY SHAW,BSN,MBA, FACHE Page 2
Experience,continued
• Drove introduction of technology-enabled telemedicine for MMCR. Selected for firstcohortof Leading the
Organization,a Dignity Health leadership trainingprogram(2014-2015).Co-presented group projecton
telemedicine to the executive leadership team and won supportfor its future implementation across all
Dignity Health. Created new Manager of Telemedicine Services position atMMCR. Introduced first-ever
mental health and stroke specialistvirtual availability to MMCR Emergency Room, leveragingtechnology to
improve patient outcomes.
• Created an inpatient radiation therapy algorithm that cut facility costs by $182,000 and reduced average
patient length of stay from 7.41 days in FY16 Quarter 1 to 5.41 days in Quarter FY16 4.
• Introduced improved care coordination processes that decreased average length of stay for Medicare
patients from 4.57 days in FY16 down to 4.4 days year-to-date in FY17.
• Justified and implemented Early Warning Scoring System (EWSS) and Rapid Response teams that cut
inpatientresuscitations by 83%and inpatientbounce-back to ICUs by 66%, loweringpatient costs.
• Created pioneering nursing residency training programs and joint training programs with Simpson University
to encourage higher recruitment/retention of qualified nurses.Cut Nurse turnover to 11% vs. 18% nationwide.
• Created innovative multidisciplinary rounds on inpatient floors that promoted a coordinated, united team
approach,improved patient outcomes, and reduced patient length of stay.
• Proposed and won $665Kin grant funding from the State of California to support an Infectious Diseases
Assessment Center to fight Ebola and other emerging diseases.Coordinated MMCR infectious diseasesteam
that successfully passed State survey on infectious diseases readiness.
• Effectively promoted employee professional growth and increased moraleand productivity. Moved staff
engagement in nursingfrom 3.69 to 3.86 (system benchmark 3.64).
• Earned Lean Six Sigma Green Belt Certification, Dignity Health, 2015.
• Consistently received high employee evaluation scores and feedback.
▪ ▪ ▪ ▪ ▪
Dignity Health Mercy Medical Center Redding, Redding, CA
DIRECTOR OF CARDIAC AND STROKE SERVICES ▪ 2010 - 2012
Led and managed one of MMCR’s main service lines: cardiology and stroke services. Supervised 5 servicelines
with approx.70 directreports. Pursued strategic performance improvement initiativesand created strategic
allianceswith telehealth network to providegaps in provider coverage and ensure quality patientcare.
Partnered with Supply Chain and Resource Management team to improve cardiology contractor complianceand
drivesystemic cost savings.Improved contractcomplianceon stem products from 70%-80% to 100%.
Identified and pursued service line growth opportunities such as Pulmonary Hypertension right heart cath
protocol and directional artherectomy device for peripheral procedures.
Streamlined staffing model and implemented centralized scheduling,realizingoperational efficiencies and
improvingphysician experience.
SIGNIFICANT LEADERSHIP ACHIEVEMENTS, 2010 - 2012:
• Pioneered improved ST-Elevation Myocardial Infarction (STEMI) response process: achieved 100%target for
door to balloon measurein rolling 12-month period.
• Initiated neuro service line project to expand stroke services and include interventional stroke care. Earned
multiplestroke-related AHA/American Stroke Association awards for MMCR: Target Gold Plus,Stroke Honor
Roll,Target Stroke ElitePlus.
• Earned Healthgrades Stroke Care Excellence Award, Top 5% Treatment for Stroke, 2012-2013.
• Cut Cath lab revenue costs by $50K per month by streamliningand improvingback-end billing.
▪ ▪ ▪ ▪ ▪
3. KIMBERLY SHAW,BSN,MBA, FACHE Page 3
Experience,continued
St. Luke’s Sugar Land Hospital,Sugar Land, TX
DIRECTOR OF CRITICAL CARE SERVICES/INTERIM CHIEF NURSING OFFICER ▪ 2008 - 2010
Planned and implemented inpatient and emergency services for a newly-builthospital in the greater Houston
area.Oversaw and directed all start-up functions fromconstruction planningto opening day operations. Formed
strategic alliances with physician partners,ensured quality patientcare.
Led and managed daily operations of 9 cost centers, includingall nursingdepartments, physical therapy,
respiratory services,and dialysis. Supervised 5 managers and approx.150 indirectreports. Served as Interim Chief
Nursing Officer for 3 months.
SIGNIFICANT LEADERSHIP ACHIEVEMENTS, 2008 - 2010:
• Boosted patient satisfaction results from 60% to 92% by implementing daily rounding strategies,emphasizing
staff responsiveness and settingspecific responsivenesstargets,and includingpatientsatisfaction targets as
50% of front lineemployee evaluations.
▪ ▪ ▪ ▪ ▪
Valley View Hospital,Glenwood Springs,CO
DIRECTOR OF CRITICAL CARE AND CARDIOLOGY SERVICES ▪ 2004-2008
Executed strategic planning and realization for all cardiology services at an acute carehospital. Led and managed
daily operations of four servicecenters with 18 employees. Developed all cardiology services fromthe ground up.
Delivered strategic planningfor all cardiology services.
SIGNIFICANT LEADERSHIP ACHIEVEMENTS, 2004 - 2008:
• Planned, developed, and implemented a new cardiology service line, new 10-bed Critical Careunit,and 2
suiteCardiac Catheterization laboratories thatwon The Center for Health Discovery Design award, 2006.
• Created Valley View’s first Hospital-Based Clinic (1206d model).
EDUCATION | CERTIFICATION | COMMUNITY ENGAGEMENT
Master’s in Business Administration, Healthcare focus, Texas Woman’s University,Houston, TX, 2008
Bachelors in Nursing Degree, Southwestern Oklahoma State University,Weatherford, OK, 1996
Certification in Vocational Nursing, Vernon Regional Junior College, Wichita Falls,TX,1989
Lean Six Sigma Green Belt Certification, Dignity Health, 2015
Fellow, American College of Healthcare Executives, 2016
Member, American College of Health Care Executives, 2007 – Present
• Participatein Shasta County Mental Health strategy meetings with SRMC, MMCR, and Shasta County: working
to create a Crisis Stabilization unitto decrease ER overcrowdingand improve careof mentally ill patients.
• Advisory Board Member for Simpson University:identified community need for a Clinical Lab Scientistprogram
in order to fulfill workforcedemands. Worked with ad hoc group to get program started.
• Supported Simpson University Nursingprogramthrough the Community Benefit program.
• Coordinated Human Traffickingawareness campaign showingof the documentary “Nefarious” atCascade
Theater to benefit Mercy Foundation North and One Safe Place.
• Participated in Dancingwith the Stars Shasta County styleto benefit One Safe Placeand their mission to stop
domestic violenceand sex trafficking.Won Judge’s ChoiceAward.
• Actively participatein Northern CaliforniaAnti-TraffickingCoalition meetings to provide supportfor preventing
and ending traffickingin Shasta County.
• Partner with community physiciansto raisemoney for the Mercy Foundation North NursingEducation fund and
for Hospital Week to reward and improve staff morale.
• Participatein Shasta County Commercially Sexually Exploited Children Task Force.Help develop community
algorithms to ensure provision of resources to sexually exploited children in Shasta County. Serve as a healthcare
resource.