Carolyn Carroll Flynn

• Command regional daily and surge operations for capacity and patient flow since COVID-19.
• Establish lasting relationships with key stakeholders, including physicians, staff, patients, and families to improve care delivery processes. Responsible for the regional launch of Multi-Disciplinary Rounds, resulting in decreased length of stay, improved patient and healthcare team communications, and overall improved patient quality and safety in South Region UCHealth hospitals.
• Lead quality improvement initiatives that significantly reduced hospital-acquired infections and medication errors. FY25 Vizient Top Decile for CLABSIs for the South Region UCHealth hospitals.
• Enhance patient satisfaction with compassionate, patient-centered care strategies. Implemented Discharge, Admission, Transfer RN team and standardized discharge communication across the region.
• Direct regional Quality/Safety initiative for fetal demise process, updating outdated policies and workflows to be in compliance with state Public Health regulatory agency.
• Champion and coordinate system refresh of nurse career ladder program.

January 2021-October 2021

• Recruited by senior leadership to manage two clinics in addition to outreach efforts in El Paso and Teller Counties (January 2021). Administered almost 145,000 vaccines, approximating 20% of all inoculations provided in El Paso and Teller Counties.
• Day-to-day operations include leading a staff of 40 plus RN’s, MA’s, EMT’s and non-clinical personnel, hiring, training, payroll, patient flow logistics and providing direct patient care.
• Served as media liaison for the South Region Vaccine clinics, addressing topics important to the general public such as vaccine hesitancy and vaccine advocacy.
• Awarded Extraordinary Experience Award for the Southern Colorado Vaccination Clinics (June 2021)

April 2016 - January 2021

• Led a dynamic acute care, trauma and general surgery practice serving four hospitals. Responsibilities included day-to-day management of multiple offices and outreach clinics with more than 40 providers and 30+ office & clinical staff.
• Expanded trauma/general surgery practice (300% increase - 6 to 24 surgeons); vascular surgery practice by (50% increase - 4 to 6 surgeons); and increased the advanced practice provider coverage 233% from 6 to 20 (233% increase).
• Obtained >50 percentile MGMA productivity benchmarks for general surgeons within first 15 months of leading the practice. Impact: solidified a vibrant elective surgery practice at the Memorial North campus.
• Led the clinical and physical separation of General/Trauma from Vascular Surgery. Included redefining budgets, cost centers, EPIC builds, vendor contract realignment; staff reallocation and the physical relocation of General/Trauma Surgery at Memorial Hospitals Central and North.
• Directed $4.5M expansion of General/Trauma Surgery clinic at Memorial Hospital Central to include initial planning, design, construction and practice relocation. Successfully opened on time and under budget (January 2020).

• Effectively led over 60 full, part-time and per diem employees in a 37-bed surgical/trauma care unit.
• Achieved budget goals during fiscal constraint years.
• Created positive relationships with both independent employees and physicians.
• Improved nursing quality metrics relative to patients, CAUTI and CLABSI, implemented education and training to ensure nursing staff met the skill levels of the bedside.

• Championed and implemented reformed education and on-boarding for all new clinical employees.
• Professional spokesperson introducing new clinical hires to UCHealth’s mission, vision and values.

• Provided state of the art critical care management of patients working with members of the ICU multidisciplinary healthcare team specializing in neuro/multi-system trauma, surgical and sepsis patients. As charge nurse managed day-to-day staffing and floor of 35-bed multi-specialty critical care unit (2011).
• Served as chair of the ICU Unit Practice Council.
• Collaborated with surgical/medical intensivists to create Allow Natural Death protocols.
• Supported Beacon Committee writing and editing of AACN’s Beacon Award for Critical Care Units (awarded in 2010).

• Recruited to join the marketing team responsible for promoting the reopening of the newly renovated Severance Hall – home of The Cleveland Orchestra. Increased earned revenue streams, marketed media presence, as well as expansion into new markets segments.
• Successfully created the Concert Special Events Department. Collaborated with the Director of Sales to produce high profile sophisticated events and performances.

• Established essential protocol and policies related to events, front of house procedures, personnel matters and facility scheduling. Led and managed over 350 paid and volunteer staff.
• Created First Response Teams (7-person teams) for all performances and events. Partnered with local law enforcement and fire department officials to ensure building safety and security.
• Marketing and Communications related positions 08/1991 - 11/1998
• Orchestra Management