Transformed culture of $13 million Cardiac surgery group, focusing on greater accountability, improved collaboration, and enhanced direct communication among leadership and peers. Owned the organizational values of: Excellence; Integrity; Respect; Patient Centered; Ownership; and Innovation.
Proposed a new leadership role for the physician assistant team (currently more than a dozen on the team) to improve engagement, institutional collaboration, training/education, with a primary goal of enhancing the institutional reputation and culture of this group.
Drove referral volume via business development efforts with referring cardiology groups, connecting surgeons directly with cardiologists statewide.
Proposed new FTE role, Nurse Navigator, which supports busy cardiac surgical practice with an average of 99.75 surgical cases monthly/1,300 estimated annually. This position is poised to immediately improve overall efficiency, collaboration, and the quality/efficacy of our patient care by reducing more than 240 delays and cancellations by at least 25%.
Facilitated a new patient care model that improves provider-patient access via new hires of nurse practitioners and physician assistants to improve patient access, enhance outcomes, and move the cardiac surgical program to the next level in national excellence
Developed new efficiencies, particularly with referrals for an improved patient experience via pre-operative standardization between cardiologists and the cardiac surgical group.