Johanna Evans

Collaborative Leader Upholding Excellence in Quality and Operational Efficiency.

Areas of Influence - Operations, Strategy, Mission Integration, Diversity, and Quality
* Collaborative Strategy * People First * Healing Ministry Servant * Shared Leadership
Driving deadlines and working backwards through collaboration and personal accountability.

Strategically collaborative and engaging operations executive earning multiple promotions in recognition of delivering excellence in business operations, people management, and company-wide partnerships and cooperation. Excel at assessing and monitoring patterns, analyzing trends, and devising effective action plans. History of effectively connecting with and listening to colleagues while applying an analytical perspective, revamping operations, and leading change with the end result of strengthening relationships, building engagement, and cultivating a committed team atmosphere. Highly educated leader known for successfully implementing operational strategies, identifying fruitful partnerships, and developing new revenue streams.

* Positively impacted colleague engagement scores for every team:
- C to A- (Director of Program Excellence, Trinity Health)
- 3.5/5 to 4.6/5 (Manager of Program Excellence, Trinity Health)
* Increased scores 3 years in a row, from the lowest in the organization to the top quarter (Manager, Saint Joseph Mercy Health System)
* Eliminated 13 labor contracts, saving $1.9M in capital and labor costs.
* Reduced 30-day hospital readmissions from 16.4% to 14.5%.
* Achieved top-tier colleague engagement scores 3 years in a row.
* More than doubled the number of patient transports per hour.

• Eliminated 13 labor contracts, saving $1.9M in capital and labor costs.
• Reassigned in response to the COVID-19 pandemic to work with the Senior Vice President, Chief Nursing Officer in the clinical and operations section of Incident Command (IC), in accordance with the FEMA structure.
• Led the department migration from SharePoint 2010 to SharePoint O365, obtaining buy-in and feedback during sub-team discussions. Eliminated existing over-processing and redundancies and refined ease of access to documentation and resources.
• Coordinated 10 sub-teams across 22 regions in the completion of IC reports for the CDC and national guidance meetings occurring multiple times a day during the initial onslaught of the pandemic.
• Harmonized the new EPMO department with the organization's mission, values, and systems by incorporating strategic planning, huddle/idea boards, daily management systems, and the use of Shingo's model to monitor employee behavior and performance.
• Improved employee work experience by enhancing colleague satisfaction and resiliency.
• Reduced readmissions from 16.4% to 14.5%, beating the target of 14.6%.

• SPEAKING ENGAGEMENTS:
  Healthcare Finance Management Association (HFMA), 2019. "Using Lean Principles to move from Red to Black."
• PUBLICATION:
  "Case mix index, hospital size, physician specialty, and locations: A predictive study of physician burnout." ProQuest 27740942+

• Project Management Certificate (Villanova)
• Six Sigma BlackBelt Lean, Sponsor, & Design for Six Sigma (BMGI)
• Change Leadership (Prosci)
• Patient Safety Leadership (Duke University)
• First Aid/CPR Certified