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Author Archive for Shawna O'Neill
Shawna O’Neill makes hospitals more efficient. Her experience as a nurse, a hospital administrator, and a consultant gives her a unique perspective on the clinical and social dynamics at play in today’s healthcare environments. She understands the complexity of hospital operations and how to make them run more smoothly, accounting for every step within a given process. As Co-Preactice Leader of Compass Clinical Consulting's Labor Cost Management practice, she addresses clinical and social obstacles to help clients realize their productivity goals without compromising healthcare quality or morale.
How Easily Overtime and Premium Pay Drive Healthcare Costs Up
Labor Productivity Consultant for Compass Clinical Consulting: Paying overtime to employees can never be cheaper or save the hospital money than having staff deployed according to: Right person, Right role, Right Time, Right place (R4).
Hospitals Facing Red Ink as Recession Impacts Finances
According to new study by Thomson Reuters, the key metrics to watch most closely right now are operating margins and frequency of elective procedures. If they start to slip, it may usher in a host of contagion effects.
Apr 30, 2009 | 0 comments | View Post
Manage Labor Costs While Improving Patient Care
The Impact of Throughput on Labor Cost Improving hospital throughput maximizes the use of hospital assets – time, space, capacity, equipment, and human assets. Maximizing those assets leads to significant productivity gains. When throughput is increased, unnecessary work can be eliminated and existing staff can process added patient volume more effectively. Throughput improvement is especially [...]
Apr 03, 2009 | 0 comments | View Post
Clinical Improvement Leads to Financial Stability
When the Sisters of Charity of the Incarnate Word healthcare systems in Houston and San Antonio merged to form Irving, TX-based CHRISTUS Health in 1999, the new leadership team faced a host of challenges. The system was plagued by financial losses, discouraging results in clinical quality measures, and low satisfaction rates among its patients and employees. The system introduced a program to generate marked improvements–not only in their day-to-day operations, but also in patient and employee satisfaction
Feb 27, 2009 | 0 comments | View Post
Case studies to learn more about ways in which Compass Clinical has worked to create better American hospitals.