Diana Lambert Barber

Accomplished Vice President of Service Lines with a diverse background in various healthcare sectors. Skilled in establishing and maintaining practice standards, operating goals, productivity improvement, and cost reduction programs that enhance quality and patient satisfaction. Adaptable executive with a proven ability to respond effectively to changing patient and staffing needs while meeting business objectives. Demonstrated success in strategic leadership, operational excellence, growth initiatives, process optimization, and fostering team collaboration through strategic planning, financial management, and stakeholder engagement in fast-paced environments.

North Oaks Health System

• Co-chair of the Ambulatory Provider Informatics Council (APIC) for the Network Operations Council
• Initiation of multiple new services including: Cardiothoracic and Vascular Surgery, Navigational Bronchoscopy, LAAC procedures with Watchman, Electrophysiology Program, Heart Failure Program, Tobacco Cessation Program, Oncology and Hematology Program, Robotic Lung Surgery, Lung Nodule Clinic, Breast Tumor Board, Lung Tumor Board, General Tumor Board, Cancer Support Groups, and Caregiver Support Groups

Growth:

• Increased Cardiovascular and Thoracic Surgeries by 24%
• Increased Cath Lab procedures by 9% over 3 years
• Increased Cardiac Diagnostics by 22%
• Increased EKGs by 17%
• Initiated WATCHMAN program and Cardiac CTAs
• Increased complex cardiovascular procedures by 48%
• Increased Cardiology and CVT market share by 3%
• Hematology/Oncology growth of 40% of the market share in 9 months
• Growth of ancillary oncology diagnostics by 20%
• Increase of pulmonology procedures by 15%
• Initiated Navigational Bronchoscopy program; exceeded expected first year numbers by 40%
• Growth of telehealth program by 10%
• Increased Endocrinology office visits by 22%

Crescent City Physicians, Inc

• Creation and execution of Executive Physical program in conjunction with Touro Hospital: 20% growth of program year over year
• Lead a team of 96 physicians and 300 employees
• Review and adjustment of operational budget to reduce cost by $500,000 in 1 year
• Improved throughput within the Maternal Fetal Medicine clinic by providing stability and oversight. Improved relationships between contracted physicians, Touro clinic staff, and CCPI/community OB/Gyn physicians to advance continuity in care and patient satisfaction
• Active member of LCMC committee to develop improved transition of patients across specialties and facilities, thereby improving access to care
• Member of the Ambulatory Governance Committee where I effect change in the system and promote Touro/CCPI interests at a system level
• Lead Epic implementation, sitting on multiple steering committees to represent the ambulatory physician practices in a system setting. Provided presentations to varying audiences, including a group of 400 stakeholders during Epic implementation on the current state of readiness
• Physician and staff support in EMR usage, available to provide at the elbow support when troubleshooting problems or creating clinic workflow
• Created presentations and held training for end users on customer service and a “Culture of Yes” to improve patient experiences and overall clinic moral resulting in an increase in patient satisfaction scores by 6% in 1 year and employee satisfaction scores by 8%
• Developed prospective staff through mentoring, helping to guide them in their career progression to improve employee retention and the promotion of employees from within CCPI
• Worked closely with marketing to improve company branding and physician recognition. Assisted in planning inaugural Pampered and Pink event.
• Progressed and promoted midwifery program to create competitive care options for patients
• Sustained growth of 3% year over year
• Developed pregnancy pricing guides for patients to improve cash collections and improve patient understanding of financial responsibility
• Improved cash collections by 15%
• Crisis management during the Coronavirus pandemic with projects which include: launching extensive Telehealth program across all service lines to ensure continuity of care; standing up Coronavirus testing in satellite location to ensure access to care for patients, while maintaining “clean” clinics for direct patient care; creating and staffing Covid Vaccine Clinic, set completed within 4 days of governors announcement, with 144 patients being seen daily and the ability to expand services to 500 with the availability of vaccine