Building a Culture
of Excellence from
the Ground Up
By Alicia R. Campbell
The credit earned from the Quick Credit TM test
accompanying this article may be applied to the
AHRA certified radiology administrator (CRA)
operations management domain.
• This article discusses the key steps taken
to hire and create a team at a new facil-
ity and details the education and on-
boarding that was used, as well as the
foundations required to create a culture
• Each new team member hired was
considered an investment in the future
success of the group. Each leader was
committed to finding the right people
for the new team even if that meant
opening the facility with vacancies.
• Behavioral and peer interviewing are
essential; performance improvement
must be owned by the team, not, just
the leader. Team members need clear
expectations and, importantly, they
need to be held accountable.
For the last 13 years my world
has been imaging. Eight of those years
I was mentored by a great director who
taught me about dedication, accountability, and what leadership truly means.
In 2011, I was given the opportunity to
step out of the imaging world and take
a director position at a brand new freestanding healthcare pavilion. I took the
position at the new facility because it
gave me the opportunity to apply many
of the lessons I had learned from my
imaging director, work with a true multidisciplinary team, and build a culture
of excellence from the ground up. This
was a once in a lifetime chance that took
me and our team on an amazing journey.
A healthcare pavilion is a relatively new
concept in healthcare. CMC-Waxhaw
healthcare pavilion was only the second
of its kind in the Charlotte, NC area.
It houses a freestanding emergency
department (ED); outpatient CT, X-ray,
and ultrasound; outpatient laboratory
services; and physician practices. The
ED is comprised of 10 beds—seven gen-
eral ED beds, two observation beds, and
one resuscitation room. Part of my new
position involved educating the public
on what services we had as well as what
a freestanding ED was. For the majority
of the public, this is a foreign concept.
Most people think of the center as an
urgent care or a hospital. In truth, it is
neither. The facility is licensed through
a main hospital, part of the Carolinas
HealthCare System, about 18 miles away
and acts as a department of the hospital
located off the main campus. Patients
can be held up to 24 hours, but patients
who need to be admitted are transferred
to the appropriate facility depending on
their needs or choice.
Breaking down the Silos
Seven areas make up the team at the
pavilion: nursing, respiratory therapy,
security, laboratory, imaging, environmental services (EVS), and registration.
In a hospital environment, people tend to
function in their own silos. In the pavilion setting, the team could not be successful working from this same model.
Our team was expected to be efficient,
self-sufficient, and patient focused. The
leadership team understood that there
could not be silos or the team would fail.
Working with the directors and managers of the primary areas, the goal was to
create one team solely focused on creating an exceptional experience for every