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Click here or scroll down to respond to this candidateTerrance "TJ" O'Reilly is Chief ExecutiveOfficer of Seven Hills Hospital, a Street Address -bed,inpatient psychiatric hospital withconnecting care outpatient programstreating the mental health and chemicaldependency needs of children,adolescents, adults, seniors, military andveteran populations.Terrance " TJ"O' ReillyMBA, RNCHIEF EXECUTIVE OFFICERAs CEO, O'Reilly leads the organization'sefforts to be a community partner,providing quality patient centered careand improving the well-being of eachclient served. In addition to his role asCEO, O'Reilly brings with him a TraumaInformed Care Program that is the groupcurriculum for the MHTs, Nurses, andClinical Services.Previously, O'Reilly served in executiveleadership roles at South Sound BehavioralHospital in Lacey WA, Dallas BehavioralHealthcare Hospital in Desoto TX, HavenBehavioral Hospital in Frisco TX andmultiple Universal Health Services "UHS"residential treatment centers. Duringwhich time, O'Reilly focused on improvingpatient satisfaction, implementingprogramming, and improving qualitycompliance.O'Reilly obtained a Bachelor of Arts inPsychology from the University ofMontana in 1999. He became licensed asa registered nurse in 2011. O'Reilly wenton to complete his Master's in BusinessAdministration from Franklin Universityin 2013.O'Reilly resides in Tumwater, WA withhis family and rescue dog "Lew". He hasbeen married to wife Amy for 17 years.His children are Bailey (27), Cassidy(15), Frank (13), and Finley (11).TERRANCE (TJ) OREILLYLacey, WA 98512 385-222-8219 EMAIL AVAILABLE Dear Hiring Manager:Throughout my career in executive leadership as a CEO, Executive Director, Director of Nursing and Director of Risk Management, I have established a reputation as a transformational leader who is driven by challenge, undeterred by obstacles, and committed to furthering standards of excellence. I have had the opportunity to turn around six behavioral health businesses, two RTCs for Universal Health Services, a stand-alone psychiatric hospital for Haven Behavioral Healthcare, a stand-alone psychiatric hospital for Signature Healthcare Services, a stand-alone psychiatric hospital for US HealthVest and a stand-alone psychiatric hospital for Acadia. This was accomplished by focusing on Training, Engaging, Auditing and Mentoring. My expertise encompasses all aspects of clinical operations, program development, regulatory compliance and culture change. My passion is building consensus among executive teams and stakeholders to promote sound clinical process changes following accreditation and regulatory agency guidelines that are sustainable. By doing this the care provided to our patients is of the highest quality giving them the tools necessary to cope with their mental health needs. I look forward to bringing these strengths and more to your team. Please consider the following highlights of my qualifications (or achievements):Received the 2020 Signature Healthcare Services Quality of Care Award.Received 2022 Thurston County Boss of the Year Award.2024 negotiated a 64% rate increase from Nevada Medicaid.Grew from 3 units to 9 units in 10 months by adding Adolescent and Withdrawal Management product lines.ADC growth from the 50s to the 90s in 10 months at US HealthVest.Eliminated agency nursing in 4 months at US HealthVest and 1 month at Acadia.Reduced turnover from 20% to 3% at US HealthVest.Completed the 18-month Systems Improvement Agreement (SIA) with Centers for Medicare & Medicaid Services (CMS) in 16 months.Lead two Joint Commission triannual surveys within 6 months of each other with no clinical findings.Raised the Patient Satisfaction scores to exceed the corporate benchmark at all five businesses.Implemented Trauma Informed Care programming across the continuum of care at Signature Healthcare Services and US HealthVest.Created work products that were used across US HealthVest as Best Practices.Created work products that were used across Signature Healthcare Services as Best Practices.Created work product that was used across UHS as a Best Practice.Developed relationships with the leadership of CMS Region 6.Developed relationships with political figures in the Dallas/Fort Worth and Puget Sound markets.Developed relationships with Health and Human Services in UT, TX and WA. I look forward to meeting with you and your team to learn more about your goals for this position. Until then, thank you for consideration.Sincerely,Terrance (TJ) OReilly MBA, RNTERRANCE (TJ) OREILLYLacey, WA 98512 PHONE NUMBER AVAILABLE EMAIL AVAILABLE Executive leader with experience in stand-alone psychiatric hospitals and residential treatment centers with a proven track record in regulatory compliance, nursing administration, process improvement, culture change, and patient centered quality care. Demonstrated experience in contract negotiations, physician recruitment, program development, staff development, and fiscal stewardship. Instrumental in organizing and implementing compliance processes with Joint Commission Standards, CMS Conditions of Participation, State Rules and Regulations, and payor source requirements through implementing training solutions, enhancing engagement and verification of those processes. Focused on directing day-to-day operations through staff relationship cultivation, monitoring high quality care provided to patients and achieving sound hospital quality metrics. Areas of ExpertiseBehavioral Health Leadership Cultivating Culture Process ImprovementRegulatory Compliance Recruiting the Right People Program DevelopmentSustainable Systems Strategic Marketing Financial Stewardship EDUCATION & TRAININGMasters in Business Administration Franklin University, Columbus Ohio Associate of Science Nursing Casper College, Casper, Wyoming Bachelor of Arts in Psychology University of Montana, Missoula, Montana Registered Nurse License # 61161304 Exp. 4/6/2023 EXECUTIVE EXPERIENCEAcadia- Seven Hills Hospital 9/2023-6/2024Henderson, NVChief Executive Officer- 9/2023-6/2024Clinical leader recruited to navigate a stand-alone psychiatric hospital with 134 beds of inpatient care and a PHP/IOP clinic through the growth process and culture change. This was accomplished by executing the TEAM model for growth, culture change and sustainability: Train, Engage, Audit, and Mentor. The leadership team implemented Treatment Programming utilizing the six principles of Trauma Informed Care that followed the patient through their continuum of care at SHH. In order to verify, a system was created and implemented to audit all aspects of the hospitals regulatory compliance. Career pathways and several other staff engagement programs were implemented for staff to be vested in the hospitals success. Mentored a cohesive and committed team of 13 direct reports, revitalizing organizational culture. Correlated organizational success to achievement of top-quality patient centered care. Built relationships with community partners and payer sources. Member of the NV State Hospital Associations Public Policy Committee. Key Accomplishments:Implemented Trauma Informed Care programming across the continuum of care.Eliminated agency nursing in 1 months and reduced turnover from 20% to 5%.Lowered EPOB from 3.03 to 2.01 while achieving higher hospital quality metrics.Grew EBITDA to a 25% contribution margin for 2024.Satisfaction score of 85% with a return rate of 80%.Developed relationships with the department of health and political figures in the Las Vegas market. US HealthVest- South Sound Behavioral Hospital 4/2021- 8/2023 Lacey, WAChief Executive Officer- 4/2021- 8/2023Clinical leader recruited to navigate a stand-alone psychiatric hospital with 108 beds of inpatient care, 30 beds of residential care and a PHP/IOP clinic through the growth process and culture change. This was accomplished by executing the TEAM model for growth, culture change and sustainability: Train, Engage, Audit, and Mentor. The leadership team first revitalized the hospitals mission, moto, vision, and values. We then established a Treatment Platform and educated the entire hospital on how and why we do what we do. Next, we implemented Treatment Programming utilizing the six principles of Trauma Informed Care that followed the patient through their continuum of care at SSBH. In order to verify, a system was created and implemented to audit all aspects of the hospitals regulatory compliance. Career pathways and several other staff engagement programs were implemented for staff to be vested in the hospitals success. Mentored a cohesive and committed team of 13 direct reports, revitalizing organizational culture. Correlated organizational success to achievement of top-quality patient centered care. Built relationships with community partners. Member of the WA State Hospital Associations Public Policy CommitteeKey Accomplishments:Implemented Trauma Informed Care programming across the continuum of care.Grew from 3 units to 9 units in 10 months by adding Adolescent and Withdrawal Management product lines.ADC grew from 50s to 90s.Eliminated agency nursing in 4 months and reduced turnover from 20% to 3%.Lowered EPOB from 3.03 to 2.01 while achieving higher hospital quality metrics.Grew EBITDA to a 15% contribution margin for 2022.Satisfaction score of 88% with a return rate of 90%.Built a Tele Behavioral Health Assessment Team to assess patients in the emergency departments and provider settings across the Puget Sound.Opened a Partial Hospitalization Program and PHP with living.Developed relationships with the department of health and political figures in the Puget Sound market.Built relationships with Providence, Multicare and other providers across the Puget Sound.Received the Thurston County Boss of the Year Award. TERRANCE (TJ) OREILLYSIGNATURE HEALTHCARE SERVICES-DALLAS BEHAVIORAL HEALTHCARE HOSPITAL 3/2019- 4/2021 DeSoto, TXChief Executive Officer- 3/2019- 4/21/2021Clinical leader recruited to navigate a stand-alone psychiatric hospital with 116 beds of inpatient care and a PHP/IOP clinic through an 18-month Systems Improvement Agreement (SIA) with Centers for Medicare & Medicaid Services (CMS). The focus was to change the culture of the hospital so that the systems developed and implemented during the SIA had long term sustainability. This was accomplished by developing the TEAM model for growth and sustainability: Train, Engage, Audit, and Mentor. The leadership team first revitalized the hospitals mission, moto, vision, and values. We then established a Treatment Platform and educated the entire hospital on how and why we do what we do. Next, we developed Treatment Programming utilizing the six principles of Trauma Informed Care that followed the patient through their continuum of care at DBHH. In order to verify, a system was created and implemented to audit all aspects of the hospitals regulatory compliance. Career pathways and several other staff engagement programs were implemented for staff to be vested in the hospitals success. Mentored a cohesive and committed team of 13 direct reports, revitalizing organizational culture. Correlated organizational success to achievement of top-quality patient centered care. Rebuilt relationships that were damaged by the regulatory issues that led up to the SIA. Participating member on Dallas Countys Behavioral Health Leadership Team, The City of DeSotos Economic Recovery Advisory Task Force, and The North Star Collaborative. Key Accomplishments:2020 Signature Healthcare Services Quality of Care AwardCompleted the 18-month SIA in 16 months.Completed the SIA resurvey with no findings in clinical or operational conditions of participations.Lowered EPOB from 3.2 to 2.0 while achieving higher hospital quality metrics.Implemented Trauma Informed Care programming across the continuum of care.Our team created several work products that were used across Signature Healthcare Services as Best Practices.Developed relationships with the leadership of CMS Region 6.Developed relationships with political figures in the Dallas/Fort Worth market.Built relationships with HCA, Baylor Scott and White, Childrens, Texas Health Resources, Parkland, JPS and other providers across the DFW metroplex.HAVEN BEHAVIORAL HEALTHCARE- HAVEN BEHAVIORAL HOSPITAL OF FRISCO 10/2017 11/2018 Frisco, TXChief Executive Officer- 10/2017-11/2018Executive and clinical leader recruited to lead the change process from serving a geriatric psychiatric population to an adult substance use, detox, and mental health population. In addition to the population change to oversee a 34 bed and Intensive Outpatient clinic expansion. Refreshed vision, enthusiasm, team building, and strategic leadership into the hospital, driving quality and patient satisfaction. Quickly and decisively increased organizational morale. With exceptional recruitment strategy, developed cohesive and committed team of 10 direct reports, revitalizing organizational culture. Correlated organizational success to achievement of top quality of care and associated growth of relationships with a new referral base. Key Accomplishments:Exceeded the corporate benchmark of 4.48 for Patient Satisfaction by raising the score in 2018 from 4.47 to 4.67 for the first time since 2014 when the hospital opened.Shifted the population from 95% over the age of 65 to 25% over the age of 65.Controlled operating expenses to save $350,000 year to date.Managed FTEs to save an average of 5 per month.Built relationships with Childrens of Dallas and Baylor Scott and White McKinney as the preferred provider of services.Oversaw the expansion project of adding 35 beds to the hospital. ADDITIONAL EXPERIENCEUNIVERSAL HEALTH SERVICES INC.- PROVO CANYON SCHOOL RTC 10/2014 10/2017 PROVO, UTTERRANCE (TJ) OREILLYExecutive Director- 4/2016- 10/2017Exhibit strong leadership through creating an environment and culture focused on relationship-based programming from behavioral modification, alignment of corporate mission and supporting UHSs strategic plan to achieve target goals. Revitalize programming on safe delivery of care, improve clinical practices, patient care and treatment methodology. Conduct talent management practices including hiring a Program and a Clinical Director to implement and oversee the transformation of the program from behavior modification to a relationship-based model using the stages of change to meet the students where they are at.Key Accomplishments:Exceed the corporate benchmark of 4.55 for Patient Satisfaction by raising the score in 2016 from 4.47 to 4.67 for the first time in 45 years. Year to date for 2017 4.96.Raised the census from 73 to 103 in six months in 2017. Raised the average daily census from 85.1 in 2016 to 93.5 in 2017 creating an additional $790,000 in EBITDA.June 2017 was the highest EBITDA for Provo Canyon School in the 45-year history at $798,085 with a 29% contribution margin.Director of Nursing 10/2014 -10/2017Implemented recruitment strategies to obtain physicians and nurses in specialty area as well as conducted corrective action performance reviews and staff termination. Maintained the schedule for 35 nurses and ensured department met performance standards, maintained best practices for UHS and achieved sound clinical processes. Oversaw and led the Medical Executive Committee monthly meeting ensuring productive participation in addressing hospital needs. Key Accomplishments:Decreased drug cost by 54% through negotiations and redevelopment of contracts resulting in a change from $357K in 2015 to $193K in 2016.Advanced training for nurses by developing a guidebook and yearly nursing competency book that includes P&P for Provo Canyon, Office of Licensing rules, Joint Commissions, CMS, and Tricare standards. Risk Manager 10/2014 4/2016Collaborated with Corporate Risk Manager to identify and resolve incidents using MIDAS, Psych Safe, and STARS and develop strategic plans and solutions to manage corrective action, staff education, and changes to policies and procedures. Collected monthly reports from 28 directors indicating positive and negative trends and action plans for mitigation of negative trends as Chair of the Performance Improvement committee.Key Accomplishments:Executed efforts to bring medical department into compliance with Joint Commission standards and received accreditation for the nursing department with no deficiencies as Co-Leader for the audit.Established Mission Possible a quarterly training program that was presented at the 2015 UHS CEO Strategic Planning conference as a Best Practice for Universal Health Services. UNIVERSAL HEALTH SERVICES INC.- COTTONWOOD TREATMENT CENTER 4/2013 10/2014 SOUTH SALT LAKE, UTDirector of Risk- 1/2014 10/2014Identify, assess, and prioritize risk as they relate to the operations of the hospital. Lead contact during the audit processes for CMS, Office of Licensing, Joint Commission and 12 different state referral sources. Coordinated with leadership to improve training program by creating a Student Life Guidebook that includes all Joint Commission and CMS standards as well as P&P for Cottonwood, licensing rules and best practices for UHS. Key Accomplishments:Served as Lead on Joint Commission, which included bringing medical department to compliance prior to audit, implementing an action plan response, and receiving accreditation with no deficiencies for nursing.Created and incorporated a five-level program that allows students to achieve program completion in 9 to 12 months. TERRANCE (TJ) OREILLYDirector of Nursing- 4/2013 10/2014Direct, oversee, and evaluate all nursing personnel and work closely with state and federal licensing bodies to ensure nursing staff is trained and skilled in policies and procedures. Maintained the Patient Satisfaction survey implementation of change processes by developing and monitoring action plans and coaching staff on needed clinical changes to meet UHS benchmarks for 2013 and 2014.Key Accomplishments:Reduced overtime by 80% by retraining current staff on newly developed mental health worker manual, procedures and protocol and by initiating a sign on bonus for staff referrals.Aligned nursing and milieu department budget and redesigned schedule for FTE in nursing resulting in increased standards of performance as regulated in the Nurse Practice Act and UHS. ADDITIONAL EXPERIENCECharge Nurse UNIVERSAL HEALTH SERVICES INC.- WYOMING BEHAVIORAL INSTITUTE, Casper, Wyoming 2011 2013 Mental Health Worker, Lead Tech UHS INC.- WYOMING BEHAVIORAL INSTITUTE, Casper, Wyoming 2008 2011 Supported Housing Case Manager COMMUNITY PSYCHIATRIC CLINIC, Seattle, Washington 2007 2008 Residential Counselor COMMUNITY PSYCHIATRIC CLINIC- KEYSTONE HOUSE, Seattle, Washington 2006 2007 |
