Shawn Kinsey

About Shawn Kinsey

Healthcare Management professional with several years of experience driving strategic clinical operations, performance improvement, and healthcare innovation engagements. Proven track record of leading cross-functional teams to develop and execute innovative strategies, resulting in significant outcomes. Accomplished achievements include- Spearheaded strategic initiatives leading to a 43% surge in inpatient surgical volume, 34% growth in outpatient surgical volume, and a remarkable 78% boost in provider scheduling efficiency- Orchestrated IT infrastructure enhancements for system interoperability, program incentives, data sharing, and case management in a 9-incentive value-based payment program. Managed 3 incentives with a $411.6M annual budget- Designed a transformative centralized pharmacy model proposal, leveraging RFID technology and a system-wide supply chain for improved medication management and patient safety in a $2.5B health system- Executed a comprehensive system-wide block closure tracking dashboard within Surgical Services, identifying key operational insights in a $26B integrated health system. Skilled in data analysis, Lean Six Sigma, clinical operations, performance improvement, growth strategy, and project management. Passionate about leveraging data to optimize healthcare operations and drive excellence in patient care.

Experience

1. Senior Consultant, Physician Enterprise Solutions

   Guidehouse

   Jun 2022 — Present · West Palm Beach, FL, US

   Co-developed a centralized digital first strategy to accelerate access through implementation of an APP Access Clinic and Provider-to-Provider eConsults for a $3.9B Academic Medical Center-Supported the creation of a 10-year growth plan to increase inpatient organic and strategic growth surgical volume by 43%-Created a 10-year growth plan to increase outpatient surgical volume by 34% to align with client Operating Room activation plan-Performed a Provider Productivity Benchmarking Analysis to find 78% of the Priority Service Area providers were below the 65th percentile in provider schedule utilization. Provided recommendation to remove schedule blocks within Epic to increase average provider utilization by clinic location and specialty to best practice of ≥ 90%-Improved practice efficiency and patient flow by reducing the complexity of scheduling processes through standardizing visit length for providers within Primary Care to 15/30 min for new patients, 20/40 for established patients resulting in an average of 2.5 visits per hour of direct patient care time-Developed a blended team-based panel size model with one attending physician overseeing a team of residents (R1, R2, and R3) with a panel size of 750 adjusted by resident level and patient volume demand-Led and supported the development of IT infrastructure tools and features to facilitate system interoperability, support program incentive metrics, data sharing, and enhance case management system for automated physician reporting of a 9-incentive value-based payment program with direct oversight over 3 incentives with an annualized budget of $411.6M-Led in the creation of the Provider Demand model by leveraging internal provider data and reconciling two external data assets (AAMC and Definitive Health) to validate consistent provider demand across 33 specialties for providers in the United States.

Education

• University of Central Florida

  Sport and Exercise Science

• Florida International University - College of Business

  Master of Business Administration - MBA