Tiffany Vasey, MSN, FNP-BC

• Responsible for developing strategic opportunities for TGH Hospital at Home, infectious disease and Acute Care Surgery service lines at Tampa General Hospital.
• Analyze key performance indicators to identify effective strategies.
• Partner with physician and nursing leaders on programmatic growth opportunities that align with organizational strategic pillars.
• Develop innovative strategies to establish best practices, promoting profitability.
• Identify areas for improvement, narrowing focus for decision-makers in making necessary changes.

• TGH Clinical Decision Unit (CDU): 2017-2020

-Developed clinical pathways in efforts to reduce variation in patient care, reduce delays in disposition of patient, and improve cost-effectiveness.

-Identified best practices and partnered with multidisciplinary teams including neurology, neurosurgery, internal medicine, case management and social work in efforts to meet goals established by hospital leadership including: reduced OBS length of stay, total length of stay and throughput metrics.

-Partnered with USF cardiology and interventional cardiologist on establishing Chest Pain Pathway.

-Chest Pain Pathway presented at National Observation Medicine Conference as best practice for observation medicine related to low-moderate risk chest pain complaints in emergency department.

-Responsible for staff retention, hiring, onboarding as well as provider improvement plans and termination.

• Developed and implemented Alternate Care Site (ACS): April 2020

-Identified need to develop split-flow process for COVID patients and main emergency department patients in efforts to keep patients and hospital staff safe.

-Partnered with large academic medical center (Rush University) to gain insight on the success of their process.

-ACS process was implemented during Delta surge June 2020

-Partnered with ED nursing leadership, ED finance team, radiology service, patient transport services and ED medical team.

-Peak capacity: >300 visits / day

-Participated on TGH COVID Taskforce Committee

• TGH Monoclonal Antibody Infusion Clinic: November 2020

-Worked across institutional silo's by repurposing TEAMHealth advance practice providers to support TGH/ USF Clinical Research.

-Provided provider support for clinical trials allowing USF to participate in unprecedented number clinical trials related to COVID-19.

-USF was recognized as one of the top performing academic centers related to COVID research nationally.

-Collaborated with USF/ TGH clinical research, TGH pharmacy, USF infectious disease, TEAMHealth emergency medicine provider team to operationalize a novel outpatient monoclonal antibody infusion clinic in 4 days- Kid Care location.

-Responsible for GEDI Infusion Clinic operations including; provider staffing, constant re-evaluation of needs assessment based on global trends, prepare for unknown and have ability to scale to meet demands.

-Provided consultation and guidance to Operation Warp Speed (private-public partnership initiated by the United States Government to facilitate and accelerate the development-manufacturing and distribution of COVID-19 therapeutics), regarding operationalizing outpatient monoclonal antibody infusion clinic as well as provided the blueprint which was used to scale government infusion clinics across America.

-Multidisciplinary manuscript published in Open Forum Infectious Disease journal- data collected in GEDI on targeted population.

-Partnered with inpatient and outpatient teams and community partners to develop robust outpatient clinical referral process to reduce COVID admissions by increasing awareness of monoclonal antibody treatment options.

-Implemented telemedicine visits to meet needs of community and patients.

*Operational development: November 23, 2020

*First Infusion: November 27, 2020 Kid Care location

*GEDI Capacity: Max capacity 90 patients per day

*Total infusions to date: >5000

• ED Flow Expeditor: August 2021

-Collaborate with nursing leadership as well as frontline workers to improve throughput and facilitate flow.

-Assist with management and utilization of staffing to ensure optimal use of all resources available.

-Serve as support to all clinical staff members.

• Global Emerging Disease Institute (GEDI): 2022

- Partner with multidisciplinary teams on efforts that focus on hospital goals as well as identifying opportunities of how to improve patient access to care while ensuring high quality of care is maintained.

-Currently-working outpatient antibiotic treatment pathway (OPAT) partnering with internal medicine / infectious disease / case management teams. Goal: reduce total length of stay without compromising quality of care.

-Partnered with infectious disease division physician leader, department of medicine chair and co-chair physician leadership on future vision of GEDI.

-Presented future vision of GEDI to interested local business partner leading to verbal commitment to financially support program leaders.

• Lead advance practice provider
• Developed emergency medicine advance practice provider training program.

• Http://www.nyc.gov/html/hhc/lincoln/html/home/home.shtml

• Http://www.nyc.gov/html/hhc/lincoln/html/home/home.shtml

• Www.uchicagokidshospital.org

• Part of first emergency relief team in Haiti immediately following earthquake.
• Part of team that provided care to patients in tent cities, set up clinics in villages for local residents who had limited ability to travel to city resources.
• Lead team in pediatric hospital including helping families obtain food and shelter resources.
• Participate in decision-making regarding resource utilization for severely sick patients and arranging international transfer to tertiary care centers across America.