Director of Cardiovascular Services Round Rock / Lakeway - (18010981)
The Austin/Round Rock Region of Baylor Scott and White serves patients in a geographic area stretching from Georgetown in Williamson County, through the capitol city of Austin, and into San Marcos. The region has 24 primary and specialty care clinics and three hospitals: the 101-bed Baylor Scott & White Medical Center – Round Rock, the 106-bed Baylor Scott & White Medical Center – Lakeway, and the 25-bed Baylor Scott & White Medical Center – Taylor, a rural access hospital. Opening in the fall of 2018 will be Baylor Scott & White Medical Center – Pflugerville, conveniently located near the intersection of state highways 45 and 130. In March, Baylor Scott & White broke ground on its first medical center in Hays County, in the community of Buda, south of Austin. The Baylor Scott & White Medical Center – Buda will be opening in summer 2019.
The Director of Cardiovascular Services has oversight of the Cardiac Catheterization Labs at our hospitals in Round Rock and Lakeway. The Director has responsibility for planning, selecting, and/or devising methods, policies and procedures for Managers and Staff employees to accomplish designated goals. The Director negotiates interdepartmental resources, communicates and plans with various cross-functional departments to ensure effective level of service to nursing units.
Responsible for developing and implementing a cardiovascular service line business plan, driving profitable cardiovascular service line growth, and improving operations in terms of quality and processes.
Provides direction and support for the on-going development of the cardiovascular service line. In partnership with key division personnel and hospital administrative teams, develops strategy, promotes operational standards, and ensures that services are coordinated across the organization.
Ensures that the strategies, priorities and operations of all cardiovascular services are aligned and complementary.
Collaborates with physicians to develop and foster positive working relationships.
Represents the hospital by membership in related professional and community associations. Supports community projects and agencies.
Assists the hospital with the assessment of patient and staff education needs in regards to cardiovascular services.
Collaborates with decision support and IT to develop tracking and reporting mechanisms to monitor the progression of cardiovascular service line development.
Participation in the annual budgeting process
Improvement of service line profitability (e.g., cost structure)
Monitoring and ensuring service line quality (e.g., clinical outcomes, credentialing/privileging, processes, services, satisfaction) aligns to division/market and national quality standards, and best evidence-based practices
Insures the application of Customer Service principles in meeting and exceeding the expectations of internal and external customers to provide satisfaction.
Develops new processes or services that includes, when appropriate, business and financial justification.
Concurrently analyzes department statistics on an ongoing basis to determine potential variances and make adjustments where necessary.
Identifies savings opportunities or revenue enhancements that add value to departmental or facility processes.
Oversee the operational, personnel and fiscal management of assigned areas of responsibility with an emphasis on high quality, cost effective patient care.
Monitor daily productivity, addressing variance from established standards and adjust staffing to maintain established productive standard.
Investigate adverse events, review data and findings, assessing for trends, acting on self-remediation needs and identify opportunities for development.
Collaborate with other departments to establish processes and address issues which enhance the provision of patient care and satisfaction.
Establish opportunities to acquire input, to include unit monthly Action Unit Committees, input at staff meetings and other creative mechanisms.
Comply with requirements of regulatory, licensing, and accrediting agencies.
Design measurements and tools to evaluate achievement and education strategies.
Identify and clearly communicate communication gaps in staff knowledge and/or competency.
As the largest not-for-profit health care system in Texas and one of the largest in the United States, Baylor Scott & White Health was born from the 2013 combination of Baylor Health Care System and Scott & White Healthcare. Today, Baylor Scott & White includes 48 hospitals, more than 1,000 patient care sites, more than 5,500 active physicians, over 44,000 employees and the Scott & White Health Plan.With a commitment to and a track record of innovation, collaboration, integrity and compassion for the patient, Baylor Scott & White stands to be one of the nation's exemplary health care organizations.