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M AY 2 0 1 5 | O U T P AT I E N T S U R G E R Y M A G A Z I N E O N L I N E
who also serves as the safety officer and leads environment of care
activities. Your center's PACU manager might be responsible for over-
seeing the pre-admission, pre-op and PACU staffs while also serving
as the infection preventionist. They're working managers within their
departments, and receive the appropriate education for their addition-
al roles, but the individual tasks that fall under their managerial
umbrellas are shared among a team consisting of select multi-discipli-
nary staff members.
S T A F F I N G
Annamarie York, the executive director at Hoffman Estates (Ill.) Surgery Center,
implemented the clinical manager model last year. "After our accreditation survey, I
realized that one person could not do it all," she says. "We needed to flatten our
organization, to get more staff involved in all aspects of patient care and business
performance in order to create buy-in to a shared
purpose."
The department clinical manager model
empowers the main staff, who best understand
how things work in their specific areas in order
to make smart and effective decisions, accord-
ing to Ms. York. "The managers more actively
engaged individual team members and the
result has been a more empowered, positive
and cohesive unit," she says. "Overall staff per-
formance has increased because of the commit-
ment to a shared success. The departmental teams
are more efficient and make better decisions."
— Tina Mentz
FRONTLINE FEEDBACK
A Shared Vision of Success
z VESTED INTEREST Staff managers
feel responsible for improving patient
care and business performance.
