David Girdusky

Reports directly to the Senior Vice President of Operations/ Chief of Ancillary Service for The Mount Sinai Health System. Manages a combined budget of $95 million, 11 direct reports, overseeing 1250 FTEs.

Linen Services, Environmental Services, Clinical Engineering, Patient Transport, Equipment Transport, Relocation Services, Waste Management, and Food & Nutrition.

Operational/Financial Achievements:

• First in the nation autonomous UV robotic floor cleaners purchased and put into operation - reduced labor costs by 2 FTEs annually
• Virtual Manager - productivity and assignment tracking, increased productivity by 15% across Environmental Services
• UV-C Team patient room cleaning - HCAHPS scores improved by 9%
• Rightsized Transport full time/ part time ratio, reducing overtime from 20% to 0%
• Installed badge access linen inventory machines, ROI was less than 6 months, savings over $800k
• Ended leasing contracts, switched to purchase model for uniforms and mops. Annual savings over $500k
• Upgraded RFID asset tracking software, preventative maintenance increased to 98%
• Contracted vendor management of 18 outside companies
• Emergency Management - Logistics Section Chief
• Ensure compliance with all recognized government standards and regulatory agencies (DOH, JCAHO)

Dual reporting structure: Senior Vice President of Operations of The Mount Sinai Health System, as well as the Regional Director of Crothall Healthcare. Managed a combined budget of $8 million, 4 direct reports, overseeing 120 FTEs.

Operational/Financial Achievements:

• Turnaround times surpassing target by 18%
• Epic Rover devices launched and standardized
• Proximity based EPIC dispatching based on 30 minute intervals
• Managed the process of transporting, cleaning & tracking of shared patient equipment assets, emergency supply carts, & intubation boxes
• Staff retention increased by 12%
• Priority area assignments through dedicated staff hours, as well as algorithm configuration
• Partnered with Chief Medical Officer, and the Senior VP of Periop to create and oversee sterile instrument transport in response to The Joint Commission findings

Dual reporting structure: Senior Director of Hospital Operations for The Mount Sinai Hospital, as well as the Regional Director of Crothall Healthcare. Managed a combined budget of $7 million, 4 direct reports, overseeing 74 FTEs.

Operational/Financial Achievements:

· Reduced premium overtime spend from 17% down to 1% , saving $450k annually

· Eliminated $420k in annual departmental charge backs within the hospital through departmental efficiency

· Department growth by 16 FTEs, totaling 74 hourly FTEs, plus management team

· Reduced patient transport turnaround time by 50%, beating department goals

· Increased productivity by 218%, from 1.6 trips per hour, up to 3.5 trips per hour

· Collaborated with the Chief of the Division of General Surgery, through the subcommittee of the board of trustees, to target points of poor performance of support services

· Oversee 24 hour call center responsible for receiving all Patient Transport and Environmental Services requests

· Work closely with Labor Relations and 1199 leadership to maintain CBA compliance

Senior Director with oversight of two campuses, Mount Sinai Beth Israel, and Mount Sinai Brooklyn. A combined 66 FTEs and $3.5M operating budget.

Operational/Financial Achievements:

• Expanded best practices to Mount Sinai Brooklyn campus
• Reduced turnaround time by 8% at MSB
• Expanded TeleTracking iPods for electronic dispatch to MSB
• Increased productivity by 11% at MSB
• Installed new Director and Assistant Director at MSB campus
• Launched lab specimen runners at MSBI due to pneumatic tube failure

Dual reporting structure: Vice President/ CAO of Mount Sinai Beth Israel, as well as the Regional Director of Crothall Healthcare. Manage a combined budget of $3.5 million, 11 direct reports, overseeing 42.7 FTEs.

Operational/Financial Achievements:

· Reorganized department to provide hospital-wide services, expanding to a 24/7 model, in an 1199 Union environment

· Increased FTE count from 18.9 FTEs to 42.7 FTEs

· Increased transport volume by 625% from 37k to 231k transports (annualized)

· Productivity increased over 400%, from .84 trips per hour up to 3.46 trips per hour

· Launched 24/7 services by centralizing services absorbing 13.4 FTEs to support Radiology transports, and 7 FTEs to support ED admissions

· Reduced premium overtime spend from 15% down to 0.06%, saving $90k dollars

· Deployed iPods to staff, increasing hospital productivity by 1,133 hours, saving $30K per month

· Partnered with hospital CMO and CNO, to establish on-demand specimen/blood delivery to the lab and blood bank, placing caregivers back at the bedside. Increased bedside patient care by 2,166 hours per month in effected units

Reported directly to the Director of the Patient Logistics Center, oversight of 22 indirect reports.

Operational/Financial Achievements:

• Manages cross-disciplinary team to reduce wait times for admissions and discharges
• Reduced “assign to occupy” time from ED to Nursing Unit by 26%
• Increased percentage of patients discharged before 3pm to over 30% before 11 am
• Increased confirmed discharges from 20% to 60%
• Manages command center responsible for inter-hospital transfer center, real-time data analytics, ancillary testing, and patient placement and throughput

Reported directly to Patient Transport Director, oversight of 35 direct reports.

Operational/Financial Achievements:

• Founding management team member that deployed the hospital’s first 24/7 Patient Transport Team
• Increased department staff from 33 FTEs to 80 FTEs
• Engineered, deployed, and maintains the department’s master schedule for 130 patient transporters. Achieved 64 hours of efficiency weekly (1.5 FTE)
• Raised direct team’s productivity by 20%, and reduced overall turnaround time by 15%, exceeding departmental productivity standards by 40%
• Created delay/cancellation lists to keep an accurate count of wasted manpower, cost savings equivalent of 1 FTE
• Designed, piloted, and deployed early notification pager system hospital-wide, improving patient readiness 30% and reducing delays 20%