Bart Sachs, M.D. is the Chief of Staff/Special Assistant to CEO for the Medical University of South Carolina. He is a Fellow of the American College of Physician Executives and Fellow of the American College of Healthcare Executives. In his clinical background as an Orthopaedic spine surgeon, he maintains fellowship in the American Academy of Orthopaedic Surgeons and the American College of Spine Surgeons.
Dr. Sachs has been instrumental in leading MUSC in changes that improve the healthcare environment in: access, quality, cost effectiveness, safety, efficiency, and supply chain management. Examples of his work on quality programs demonstrated: the benefits of improved patient care of iatrogenic pressure ulcers with hospital cost savings of $5.44 mm. Also, he initiated a program to reduce contamination of healthcare workers from sharp penetrating needle sticks. He created and worked with numerous teams to advance MUSC in its' mission of "Excellence" for education, research, and patient-focused, coordinated and collaborative clinical care. Additionally, he has developed innovative ways of reshaping the MUSC health provider workforce; while, developing improved standards and more efficient use of Advanced Practice Providers.
He has led teams and committees for Clinical Documentation Integrity (CDI) that created a $4.3mm impact over five month period. He supervised coordination and merger of departments of utilization review and case management social work, while reducing 30-day patient readmission by 4% and maintaining average patient length of stay (LOS) for MUSC at 7th nationally by UHC ranking. During his term as CMO, he was an integral member of the institutional senior leadership that led his hospital to be ranked by University Healthcare Consortium for recognition as one of the Top 25 Academic Institutions nationally.
In his roles, he helped fashion, supervise, coordinate, and implement the a number of institutional service line endeavors. Through his work with supply chain management, he collaborated on various projects from the operating room theater that affect high institutional resource utilization relative to patient care. Specifically, his improvement projects saved the university medical center: - $5mm during 2009 and an additional - $4mm in 2010 related to surgical implants and supplies.
He had past success in both academic university medical centers (The Tufts-New England Medical Center and The Albany Medical Center) and private multidisciplinary large specialty care practice (The Texas Back Institute.) He was cited by Becker's as one of the "Top Ten Academic Spine Surgeons to Know." Aside from his strong clinical background as an innovative surgeon, he had a wealth of knowledge and experience in creating interdisciplinary clinical care programs and developing independent businesses related to healthcare.