Jennifer Shea

* Provide leadership, strategic direction, and operational oversight for the Musculoskeletal Service Line. Develop and implement strategies to achieve performance goals annually which focus on quality, financial and patient satisfaction. Working to assemble an interdisciplinary team to reduce readmissions and skilled nursing discharges. Developing and implementing patient navigation program for our Joint Replacement patients. Oversee an Assistant Director, Nurse Manager, Practice Manager and Nurse Navigator. Have a total of 60 indirect reports. Work with approximately 40 providers.

* Provided leadership, strategic direction, and operational oversight to the Department of Orthopaedic Surgery/Orthopedic and Spine Institute. Developed and implemented strategies to achieve our performance goals annually, which generally focused on financial performance, patient access and customer satisfaction. Oversight of almost 200 staff and physicians. Increased the physician compliment from 40 physicians to 55 physicians over a 3 year period.

Improved financial metrics for the Department, reducing overall expenses by 5% in FY 20 and 21, in large part due to our focus on reducing staff over-time (reduced by 54%) and medication expenses (reduced by 20%). Increased new patient access to our Department and physicians by 12% by expanding Orthopaedic Immediate Care footprint in our PSA as well as improving scheduling protocols.* Worked with an interdisciplinary team to reduce Skilled Nursing Facility discharges by more than 20% in an effort to achieve the financial benefits from the Medicare BPCI bundle for the total joint patient population during our first year of participation.* Monitored physician productivity, revenue cycle and coding/billing metrics and staff performance (improved net income by 5% and collections by 4% by monitoring denials, AR, and referral workflows).* Opened five new facilities in FY 20 (4 Orthopedic Immediate Care Centers, and an Interdisciplinary Spine Center). Opened one new facility in FY 22.* Improved patient satisfaction by achieving 75th percentile on Press Ganey for the 5 survey domains in FY 20.* Improved quality performance by decreasing 30-day hospital readmissions to less than 1.9% and LOS to less than 1.0 days.* Reported directly to the President of Skokie Hospital and work closely with him in developing the annual operational plan, FY budget, performance metrics and reporting tools.