Role Expectations for Cardiac Catheterization Lab Managers

Management of a Cardiac Catheterization Laboratory environment presents a particular challenge because of the magnitude of resources utilized, the timeliness of intervention that is required, the sophisticated technological and clinical interventions that are used, the depth of the data base necessary for decision making and the degree of collaboration needed among disciplines.

The role of the Cardiac Catheterization Laboratory manager is defined as the coordination and integration of human and material resources necessary to care for a population of critically ill patients undergoing diagnostic and interventional procedures.

The trend in administration of Cardiac Catheterization Laboratory is decentralization, with concurrent increased expectation and responsibilities of the Cardiac Catheterization Laboratory manager. The manager must respond to the clinical changes in technology with a business orientation. The vital link between institutional goals and implementation at the unit level is the Cardiac Catheterization Laboratory manager.

The manager of a Cardiac Catheterization Laboratory is an advanced practice health care professional holding the RCVT (I) who is clinically experienced in the areas of administrative responsibility and competent in the application of management principles who formally participates in institutional planning and decision making that have an impact on the scope of practice and the laboratory environment.

The Cardiac Catheterization Laboratory manager has responsibility, authority, and accountability for implementation and maintenance of laboratory standards.

The Cardiac Catheterization Laboratory manager is the leader and role model for professional practice conducted in the cardiac catheterization laboratory. The management of the cardiac catheterization laboratory also requires a knowledge base, skills, and competencies in clinical practice and administration. It is the shared responsibility of the manager and the institution to develop and maintain administrative account abilities that include but are not limited to:

Clinical Practice Management

  1. Implementation and maintenance of standards of care.
  2. Direction and coordination of a selected delivery system of patient care.
  3. Provision of support for critically ill patients and their families.
  4. Incorporation of regulatory mandates into laboratory practice.
  5. Demonstration of sensitivity to ethical and legal ramifications of professional practice in the Cardiac Catheterization Laboratory.
  6. Delineation of needed knowledge, skills, and competencies of staff and provision for staff development.
  7. Incorporation of current research, new interventions, and technological advances into practice.
  8. Implementation of ongoing quality assurance activities.

Personnel Management

  1. Interviewing applicants and hiring qualified laboratory staff.
  2. Staffing unit(s) to ensure 24-hour coverage appropriate to patient care needs.
  3. Facilitating staff input into decisions affecting clinical practice in the laboratory and other patient care units providing care for patients post procedure.
  4. Identifying and planning for developmental needs of the staff.
  5. Encourages staff to obtain the RCVT (I) credential.
  6. Encourages staff to cross train for all position in the laboratory.
  7. Conducting timely and periodic performance appraisals based on pre-established standards, and following up appropriately.
  8. Disciplining individual staff as delineated in institutional policy and procedure.
  9. Demonstrating knowledge of labor law applicable to the institution Fiscal Management.
  10. Establishment of a valid statistical data base for budgetary decision making.
  11. Facilitation of the development of realistic annual budget which may include revenue, personnel, supplies and capital equipment.
  12. Establishment of accurate laboratory productivity measures.
  13. Regular review of budgetary variances to assure appropriate use of resources.
  14. Active promotion of cost effective unit operations.
  15. Anticipation of the impact of institutional financial status on unit operations.

Environmental Management

  1. Development, implementation, and evaluation of unit goals in concert with departmental and institutional goals.
  2. Establishment of effective communication channels to assure coordinated patient care
  3. Promotion of a collaborative practice with other health care disciplines to assure an integrated approach to care of the patient.
  4. Implementation of a risk management program to prevent, minimize, or correct risks to patients and staff based on institutional policy and procedure.

With the unique combination of clinical, fiscal, and management expertise, the laboratory manager is in a key position to promote effective and cost efficient care of patients in the Cardiac Catheterization Laboratory environment.

Roger Siegfried, FSICP
President, SICP
Adopted March 1997