A Day in the Life of an Administrator: July 2023

Prioritize What You Can Tackle Each Day

Welcome to A Day in the Life of an Administrator, our new online column, where we sat down with Victoria Wiltshire, MBA, RN, VP and Chief Operating Officer for SightTrust Eye Institute in Sunrise, Fla. Outpatient Surgery Magazine will be posting these columns regularly to give the administrators in ambulatory facilities a voice – and to share, in their own words, what it is like to walk in their shoes. Their stories will offer a glimpse into the significant role these individuals play and the challenges they face every day as they work alongside their OR team members.

OSM: What’s your “go-to” technique for dealing with stressful days?
Victoria Wiltshire (VW): As a chief operating officer (COO), the best technique for dealing with or minimizing stressful days is prioritizing my own personal tasks. Some days just don’t afford me the ability to tackle everything on my plate, so determining priority items allows me to stay organized and in control of the most important tasks. Having a detailed staff schedule for each day, outlining exactly what needs to be done — as well as the individuals responsible for completing each task — also ensures everyone else stays on track and minimizes the risk of last-minute surprises or issues.

When things get tough, it’s important for me to seek support. At SightTrust Eye Institute, we have a wonder team of doctors, anesthesiologists, nurses, technicians and administrative staff, all dedicated to working toward a common goal. Our medical director and CEO, Andrew Shatz, MD, is always available to troubleshoot any obstacle, big or small. Strong support is key to minimizing daily stressors. That, and taking time to breathe.

OSM: How do you handle unexpected changes or emergencies that arise during a busy day at your surgery center?
VW: This is where I thrive. I try to plan for the unexpected regularly and, when it does occur, I don’t shy away. Whether it’s immediately employing a contingency plan for equipment failures or staffing shortages or developing a completely new protocol, I’m on it! My ultimate goal is to minimize the impact of any unforeseen events on the practice.

Delegating is essential to streamline the process whenever unexpected situations arise. It helps to minimize the number of times I’m receiving unnecessary or redundant information. Depending on whether the issue is clinical or administrative, there’s a specific point-person responsible for relaying the information to me. Effective communication channels allow me to make decisions without a lot of confusion, so I can assess the situation and determine the appropriate response quickly.

After everything is resolved, we conduct a debriefing to evaluate what worked well and what could be improved. This helps to identify areas for improvement and prevent similar incidents from happening in the future. We ensure there’s transparency and communication up the channels as well. It’s my responsibility to inform our CEO about any issues, changes to the schedule or procedures as well as monitor the communication with patients, their families and referring physicians.

OSM: Can you share a memorable story of a patient whose life was significantly impacted by a surgical procedure at your center?
VW: We had a patient whose dream was to join the army — but she was unable to due to her vision. She wasn’t a candidate for LASIK and came to us for a consultation, hoping for an alternative treatment. Dr. Shatz recommended implantation of phakic IOLs. She was so grateful after surgery, she cried. She ultimately got her wish and was accepted into the army.

OSM: Typical day, where are you at – 9 a.m.? 1 p.m.? 4 p.m.?
VW: At 9 a.m. cases have started, and we are well on our way. Around 1 p.m., I’m usually scrambling to grab lunch at my desk in between meetings. By 4 p.m., the surgery center is getting close to finishing up the last bilateral refractive lens replacement case, and I’m shocked the day is almost over.

OSM: How do you think your top surgeon would finish the following sentence, “Working with Victoria is like...”
VW: … allowing a toddler to boss you around in your own house. Jokes aside, surgeons and administrators may not always see eye-to-eye but if the common goal is patient safety and excellence, the practice wins.

OSM: Does your OR staff have any unique ritual before or after a case?
VW: We perform all-laser premium cataract and refractive lens surgery, and the majority of patients are bilateral same-day discharges, so the cases move fairly quickly — leaving little time for any ritual in between. We try to foster a positive work environment by celebrating the staff on surgery days when we have the most staff available to participate. Whether it’s a birthday, baby or graduation, we go all out decorating our staff lounge with personalized decor for the employee (https://www.aorn.org/outpatient-surgery/article/2020-August-ideas-that-work-fun-and-festive). This extra sign of appreciation helps to build morale at SightTrust and the employees really enjoy it.

OSM: In one sentence, what does it mean to be a trusted leader of a surgical facility?
VW: Being a trusted leader is an honor, and it means being responsible for the management and direction of the facility while also maintaining the highest level of patient care and safety.

(Note: OSM would like to thank Victoria for sharing her life with us! On behalf of Outpatient Surgery Magazine, we are sending a small token of appreciation to Victoria and her OR team. If you are an administrator and would like to share your day and special insights for this online exclusive column, please contact our Editor-in-Chief Jared Bilski at [email protected]. Have a great day!) OSM