The Invasive and Non-Invasive Cardiology Manager is responsible for the coordination and integration of clinical, fiscal and technological resources necessary to care for a population of critically ill patients undergoing diagnostic and interventional procedures. The manager must respond to the clinical changes in technology with a business orientation.
The manager of Invasive and Non-Invasive Cardiology is e professional clinically experienced, administratively mature as demonstrated by competence in in the application of management principles..
The Invasive and Non-Invasive Cardiology Manager is responsible and accountable for implementation and maintenance of cardiac catheterization laboratory standards. With the unique combination of clinical, fiscal, and management expertise, the manager is in a key position to promote effective and cost efficient care of patients in the Cardiac Catheterization Laboratory environment.
The Invasive and Non-Invasive Cardiology Manager is the leader and role model for professional practice conducted in the settings they oversee. The management of the Invasive and Non-Invasive Cardiology requires a knowledge base, skills, and competencies in clinical practice and administration. It is the shared responsibility of the manager and the director of cardiovascular services to develop and maintain administrative account abilities that include but are not limited to:
Clinical Practice Management
Implementation and maintenance of standards of care.
Communication with physicians is paramount to ensure physician satisfaction with the studies and treatments provided.
Direction and coordination of a selected delivery system of patient care.
Incorporation of regulatory mandates into laboratory practice.
Demonstration of sensitivity to ethical and legal ramifications of professional practice in the Invasive and Non-Invasive Cardiology Departments. Delineation of needed knowledge, skills, and competencies of staff and provision for staff development.
Incorporation of current research, new interventions, and technological advances into practice.
Implementation of ongoing quality assurance activities.
Personnel Management
Interviewing applicants and hiring qualified laboratory staff.
Staffing unit(s) to ensure 24-hour coverage.
Facilitating staff input into decisions affecting clinical practice in the laboratory and other patient care units providing care for patients post procedure.
Identifying and planning for developmental needs of the staff.
Encourages staff to obtain credentials.
Encourages staff to cross train for all position in the laboratory.
Conducting timely and periodic performance appraisals based on pre-established standards, and following up appropriately.
Disciplining individual staff as delineated in institutional policy and procedure.
Demonstrating knowledge of labor law applicable to the institution Fiscal Management.
Facilitation of the development of realistic annual budget which may include revenue, personnel, supplies and capital equipment.
Establishment of accurate laboratory productivity measures.
Regular review of budgetary variances to assure appropriate use of resources.
Active promotion of cost effective unit operations.
Anticipation of the impact of institutional financial status on unit operations.
Environmental Management
Development, implementation, and evaluation of unit goals in concert with departmental and institutional goals.
Establishment of effective communication channels to assure coordinated patient care
Promotion of a collaborative practice with other health care disciplines to assure an integrated approach to care of the patient.
Implementation of a risk management program to prevent, minimize, or correct risks to patients and staff based on institutional policy and procedure.