Christine N. Harsh

Responsible for comprehensive oversight of the Hematology and Blood & Marrow Transplant (BMT)/Cell Therapy Program across the continuum of care including inpatient and outpatient hematology services. Responsible for contract services and vendor relations within the Cell Therapy Program.
Scope includes oversight of hematology strategic planning, operational, financial, and business functions of the service line, including, but not limited to, outreach efforts, marketing, patient experience and quality.
Works closely with Chief of Division of Hematology, within the Department of Internal Medicine, as well as collaboratively with members of the faculty and staff to ensure provision of high-quality patient care while insuring the financial viability of the programs and the hospital. Specific relationships include six (6) key physician leaders within each hematologic disease group as well as two (2) directors of nursing for inpatient and outpatient clinical care services. Works to create strategic plans at the disease program level with data driven strategies supported by market trends and competitive intelligence data to drive growth of disease group.

Responsible for supervising, leading, guiding, and providing strategic direction for all areas of responsibility. In addition, oversees the integration of inpatient and ambulatory services for the assigned service lines.
Responsible for the day-to-day operations that encompass care across the continuum for BMT and Hematology which includes five (5) distinct hematologic disease groups and one (1) treatment program spanning three inpatient clinical floors of five (5) inpatient services (100+ beds services) and three (3) outpatient clinic locations (65+ exam rooms). FY23 service line statistics include 3,800+ admissions, 48,000+ outpatient visits, 250+ BMT and 70+ CART.
In collaboration with service line leaders and finance, responsible for developing the annual strategic capital and operational budgets for multiple cost centers within hematology to forecast growth activity for both inpatient admissions and outpatient clinical services.
Also responsible for quality improvement activities, fiscal management, strategic planning, contract management, human resource management, regulatory compliance, clinical research implementation, planning facility design and renovations, and all other administrative and operational management matters.
Develops and aligns Hematology/BMT/Cell Therapy Program clinical, academic, and research activities to support the overall Cancer Program goals and to ensure the implementation of key OSUCCC-The James initiatives through interdisciplinary collaboration.

Supervisory responsibilities include one (1) Director of Quality, Hematology (w/3 inline reports), five (5) Managers of Data Quality Reporting, and one (1) Service Line Administrator (Benign Heme).

• Responsible for directing the business and clinical operations of fourteen (14) Family and Community Medicine clinics, three (3) same day immediate care clinics, as well as the Center for Integrative Health and the Community Care Coach (primary care mobile unit).
• From June 2020 – Sept 2022, led design, operations and execution of ambulatory COVID-19 testing services for OSUWMC (drive thru and clinic based).
• Responsible for annual gross revenue in excess of $47M and more than 217,000 outpatient visits per year.
• Led the direct management of twelve (12) practice managers and over 200 in-line staff covering fourteen (14) clinic locations as well as liaison to OSUWMC for four (4) Free Clinics, three (3) same day immediate care locations and clinical oversight for the Center for Integrative Health.
• Led design, build and operations of new Community Care Coach (CCIP funded primary care/OBGYN mobile unit) growing operations to 3 locations and serving over 400 patients in its inaugural year. Utilized coach during pandemic to support mask distribution, vaccine and COVID testing operations.
• Led design and execution of COVID 19 ambulatory testing services for OSUWMC for the duration of the pandemic. Worked collaboratively with Sr. Director Patient Access Services and IT to create efficient and patient friendly scheduling platforms for quick and convenient access to testing. Worked with Columbus Public Health and all central Ohio health systems to align testing efforts across the city. Over the course of 2 years, moved the operation 5 times to 6 different operational locations adjusting scheduling, ordering, wayfinding, communication and clinical operations each time ultimately creating internal hospital-based operations for testing as a regular service offering.
• Served as administrative lead with department Chair and Vice Chairs to effectively lead and meet primary care value-based program requirements for CMS and other commercial payor programs to maximize quality program metric and financial performance.
• Worked with Department Chair and Department Administrator to plan, interview and recruit new faculty to department, strategically placing faculty in clinics matching need and skill set.
• Led efforts with Director of Ambulatory Nursing and managers of RN Triage and Central Scheduling to improve workflows and response rates to patient calls and MyChart messages with teams handling over 4,000 calls and 25,000 messages per month. Successfully implemented Central Scheduling rollout to all primary care offices in 12 months.
• Co-led Mid-Ohio Farmacy food insecurity program (CCIP grant funded) with Medical Director of ACO. Worked with CATALYST team to evaluate outcomes measures to measure impact to patient's health status.

• Responsible for directing the business and clinical operations of two (2) family medicine practices inclusive of practice development, patient reception, budgeting, financial management, human resources, clinical operations, customer service, environment of care, and medical information management. Collaborated with Director of Healthy New Albany (nonprofit) and other organization directors, as the primary administrative liaison to manage the physical property and collaborative working environment of the four entities that occupy the Philip Heit Center at Healthy New Albany (OSU, HNA, Nationwide Children's and Fitness Center).

• Responsible for driving and leading the formulation of key business and strategic plans for senior executive leaders of the medical center, guided the development of market and other data analyses to support Medical Center leadership's strategic decisions, developed frameworks and models for forecasting activities and continuously refined and implemented performance measurement tools. Served as Lead Strategic Planner for Cancer Signature Program for eight years.

• Responsible for driving and leading the formulation of key business and strategic plans for senior executive leaders of the medical center, guided the development of market and other data analyses to support Medical Center leadership's strategic decisions, developed frameworks and models for forecasting activities and continuously refined and implemented performance measurement tools. Served as Lead Strategic Planner for Cancer Signature Program for eight years.

• Responsible for management of 10 Medical Record Coding Specialists as well as the outpatient coding operations to ensure outpatient accounts were coded and billed within five days of visit.