Dr. Victor B. Grazette, RRT, DHsc

• Portfolio: Perioperative Services, Heart Institute, ECMO/VAD, and Respiratory Care Services
• Developed, and implemented infrastructures that improved workflows and accommodated programmatic growth
• Restructured the ECMO/VAD program to accommodate the rapid growth resulting in a 12% improvement in productivity
• Restructured the CVOR and Cath-Lab to accommodate growth that exceeded YTD expectation by 26%
• Developed and implemented staffing methodological instruments applicable to the specific CHCO's operational nuances
• Developed and implemented first pre-surgical testing (PST/PAT) program-improving patient/family engagement by 5.5%
• Increased staff engagement through “Your Voice” initiative as a standing department meeting agenda item
• Developed and implemented department leadership coaching for individual and team improvement
• Implemented first Intra-Op CT process to improve surgical workflows and surgical team experience
• Developed and implemented hospital's first Pediatric Robotic Surgical Program

• Assigned to Children's Hospital Colorado from 2019-2020 (They asked me to join their executive team in June 2020). Accomplishments included but not limited to:
• Restructured the leadership team
• Decreased Leadership turn-around at the departmental level
• Shifting leaders who were in the wrong position
• Created an infrastructure to support improved workflows and efficiencies
• Assessed, developed, and implemented optimal charges/billing-improving revenue capture by 30%
• Exceeded engagement target by 6%
• Decreased absenteeism by 13%
• Efficient labor utilization management-reducing actual vacancy by 9%
• Developed and implemented a Shared Governance model
• Streamlined operation at the Acute Care, Network-of-care, and Ambulatory sites
• Improved relationships between leadership and staff
• Transformed skills and success of individual leaders with one-on-one coaching sessions.
• Strengthened clinical and administrative operations through detailed evaluations and strategic improvement plans.
• Equipped directors and managers with effective leadership skills through development and deployment of targeted training programs.
• Helped refocus vision, mission and operational values to improve efficiency and performance.

Reported directly to the President/COO

• Service Lines/Cost Centers
• Surgery, Cardiology, Cath-Lab, Cardiac Surgery, Respiratory Care, Neurology, Physical Medicine, Laboratory, Imaging Services, Pharmacy and Long-Term Acute Care hospital
• Responsibilities:
• Reported directly to the Hospital President/COO and was responsible for operational performance including quality, staff experience, retention, and productivity
• Created efficiencies through integrating departmental operations across the healthcare system:
• Sharing of labor resources, flexible staffing for volume variations, and consolidation of duplicate leadership positions
• Developed and implemented staffing/work-load instruments resulting in
• 35% improvement in productivity
• 12% reduction in labor utilization through:
• Elimination of agency usage
• Reduced Over-Time hours from 12% to ≤ 4%
• Increased service areas revenue by 15% through process improvement, work standardization and appropriate documentation
• Restructured and realigned a failing sleep-lab into a comprehensive “Sleep Wellness Center”:
• On-boarded a full-time sleep certified/board certified pulmonologist/Intensivist
• 25% Volume increase
• 20% increase in revenue
• Decreased the turn-around-time for results to PCPs
• Improved sleep center's patient satisfaction from 68% to 98% over an 18-month period
• As the Administrator of the Long-Term Acute Care hospital, I developed in collaboration with nursing, pharmacy, physical medicine, respiratory care and the primary care physicians, standardized processes to meet/exceed defined metrics:
• Increase ventilator liberation (weaning) rate from 13% to 47%
• Decreased Unit Falls from 3.5% to 0% in four months
• Decreased HAPU (Hospital Acquired Pressure Ulcers) from 30% to 0% within two quarters
• Increased heal rate to 98% for POA (Present on Admission) Ulcers

Created efficiencies through integrating departmental operations across the healthcare system:

§ Sharing of labor resources, flexible staffing for volume variations, and consolidation of duplicate leadership positions

· Developed and implemented staffing/work-load instruments resulting in

o 35% improvement in productivity

o 12% reduction in labor utilization through:

o Elimination of agency usage

o Reduced Over-Time hours from 12% to ≤ 4%

· Increased service areas revenue by 15% through process improvement, work standardization and appropriate documentation.

· Restructured and realigned a failing sleep-lab into a comprehensive “Sleep Wellness Center”:

o On-boarded a full-time sleep certified/board certified pulmonologist/Intensivist

o 25% Volume increase

o 20% increase in revenue

o Decreased the turn-around-time for results to PCPs

o Improved sleep center's patient satisfaction from 68% to 98% over an 18-month period

· As the Administrator of the Long-Term Acute Care hospital, I developed in collaboration with nursing, pharmacy, physical medicine, respiratory care and the primary care physicians, standardized processes to meet/exceed defined metrics:

o Increase ventilator liberation (weaning) rate from 13% to 47%

o Decreased Unit Falls from 3.5% to 0% in four months

o Decreased HAPU (Hospital Acquired Pressure Ulcers) from 30% to 0% within two quarters

o Increased heal rate to 98% for POA (Present on Admission) Ulcers

Areas of responsibilities:

Surgery, Cardiology, Cath-Lab, Respiratory Care, Neurology, Physical Medicine, Laboratory, Imaging Services, Pharmacy and Long-Term Acute Care hospital.

• Defined clear targets and objectives and communicated to team leaders and staff.
• Maintained positive relations by addressing problems through committed conversations, and implementing successful corrective actions.
• Maintained professional demeanor by staying calm when addressing clinical and administrative opportunities.
  Established team priorities, maintained schedules and monitored performance.

• Regularly evaluated employee performance and provided feedback.
• Communicated effectively with staff members, physicians and patients, employing active listening and interpersonal skills.
• Oversaw overall operation of in-patient respiratory care services and transport team.
• Identified opportunities to improve clinical practices, devised strategies and implemented plans to increase patient care standards and enhance operational procedures.