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.
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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.
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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.