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Cardiac Service Line Performance Improvement

Interim Cardiovascular Service Line Director Performance Improvement

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Interim Cardiovascular Service Line Performance Improvement

A 250-bed hospital in the South found itself facing a vacancy in the leadership of its cardiovascular service line. An assessment performed by Compass Clinical Consulting revealed that strategic and operational issues were threatening the viability of the entire service line. The hospital retained the services of Compass to provide leadership to the service line and address the identified deficiencies through an interim Cardiovascular Service Line Director.

CRAFTING A SOLUTION

Upon arrival, the interim Cardiovascular Service Line (CVSL) Director began working with the hospital’s senior leadership to clearly define the membership and goals for the service line. From there, the interim CVSL Director led the development and implementation of strategic and operational plans, initiated reports that provided performance feedback, and directed changes in the marketing strategy to target specific CV patient populations. Using structured mentoring and role modeling, the Interim CVSL Director taught new leadership techniques and encouraged management development through active feedback and key management monitoring tools. Finally, the interim CVSL Director established a culture of following up on all service line concerns, increasing physician satisfaction through regular one-on-one and just-in-time meetings.

Using structured mentoring and role modeling, the Interim CVSL Director taught new leadership techniques and encouraged management development through active feedback and key management monitoring tools. Finally, the interim CVSL Director established a culture of following up on all service line concerns, increasing physician satisfaction through regular one-on-one and just-in-time meetings.

Finally, the interim CVSL Director established a culture of following up on all service line concerns, increasing physician satisfaction through regular one-on-one and just-in-time meetings.

SEEING THE RESULTS

Over the course of 13 months, the Interim CVSL Director’s initiatives led to greater engagement within the staff and improvements throughout the service line. With a new strategy and clearly defined goals, physician engagement improved, and participation by the cardiovascular medical staff in committee meetings increased by 100%. STEMI door-to-balloon times, already well below established benchmarks, were decreased by 16%; turnaround times in the echo lab were reduced by

STEMI door-to-balloon times, already well below established benchmarks, were decreased by 16%; turnaround times in the echo lab were reduced by 34%; and the service line achieved Cycle III Chest Pain Accreditation by the Society for Chest Pain Centers. By the conclusion of the engagement, readmission rates for CHF were reduced from 21% to 10%, and key departments within the service line achieved patient satisfaction in the 99th percentile. Cross-training and active flexing of staff led Cath Lab productivity to reach

By the conclusion of the engagement, readmission rates for CHF were reduced from 21% to 10%, and key departments within the service line achieved patient satisfaction in the 99th percentile. Cross-training and active flexing of staff led Cath Lab productivity to reach 110%, while core staffing levels were reduced by 26% through attrition.

When describing the interim CVSL Director’s performance, the hospital’s CEO used the words “strong” and “amazing” and commented, “I would hire her in a minute.”

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