As AdventHealth Daytona Beach (Fla.) undergoes a $220 million expansion, its new chief medical officer said she is focused on ensuring that added capacity translates into improvements in patient care.
Carolyn Harraway-Smith, MD, joined the 363-bed hospital — which will grow to 466 beds once the expansion is complete — as CMO in August. She said her top priorities include reducing unwarranted variation in care, standardizing clinical best practices and strengthening clinician engagement. Collectively, these efforts will drive consistent, high-quality outcomes as the hospital adds beds and surgical capacity over the next year, she said.
In a recent interview with Becker’s, Dr. Harraway-Smith shared her vision for clinical operations, the role of accountability in leadership and why she believes all physician leaders should stay close to the bedside.
Editor’s note: Responses have been lightly edited for clarity and length.
Question: You’ve stepped into this role at a pivotal moment for AdventHealth Daytona Beach, with a major expansion underway. What are your top clinical priorities in these first few months as CMO; and how are you approaching the opportunity to shape care delivery as the hospital grows?
Dr. Carolyn Harraway-Smith: At AdventHealth Daytona Beach, our physicians and advanced practitioners already deliver excellent outcomes and my priority as CMO is to make sure that as we grow, we build on that strength. Expansion isn’t just about adding beds — it’s about ensuring every person who comes through our doors experiences the same high-quality care, no matter where in the hospital they’re treated.
That’s why our $220 million campus expansion, set to be completed by the fall of 2026, is such a significant moment. It will add new capacity — including 104 more beds and expanded surgical suites — but just as importantly, it allows us to modernize the way we deliver care so that growth translates into better outcomes for patients. That commitment is being noticed nationally: U.S. News & World Report has named AdventHealth Daytona Beach the No. 1 hospital in the area for the fifth year in a row and ranked us No. 14 in Florida. The hospital was also rated “high performing” in 14 adult procedures and conditions, including heart attack, stroke, cancer surgery, and joint replacement.
Q: Physician retention continues to be a challenge across the industry. From your perspective, what’s one aspect of physician engagement or retention that’s become more difficult over the past year and how are you planning to address it at the local level?
CH: In Volusia County [Fla.], our story is one of growth. The population here is rising faster than the national average, and we’re actively recruiting physicians and advanced practitioners to meet that demand. AdventHealth Daytona Beach already has more than 1,200 licensed medical staff, and we continue to expand that team, so patients have more access points, shorter wait times, and confidence they don’t need to leave the community for advanced care.
But recruitment is only part of the equation. We want clinicians to thrive once they’re here. That means giving them influence in shaping care delivery, supporting their professional development and building a culture where their contributions matter. It’s like building a strong sports team: recruiting talent matters, but culture is what allows people to perform at their best.
Q: Hospitals and health systems across the country are working to free up capacity by focusing on efficiency. Where do you see the biggest opportunity to streamline clinical operations? Are there any changes you’re focused on leading at Daytona Beach?
CH: One of our best opportunities to improve efficiency at AdventHealth Daytona Beach is by reducing unnecessary variation in care. Standardization is often misunderstood as restrictive, but in reality, it works like a playbook: every team member knows the core plays, which builds coordination and confidence — while still leaving room for individual judgment when it matters most. My focus is on helping physicians see standardization not as a restriction, but as a framework that supports better decision-making. It creates a shared foundation so that teams can work more efficiently, patients receive reliable care regardless of the provider, and we free up capacity for cases that truly require individualized approaches.
We’re using data to identify where approaches differ and inviting physicians to co-design shared pathways. That transforms standardization from a top-down directive into a tool clinicians trust and own. For patients, it means smoother experiences, clearer communication and confidence that their care will meet the highest standard every time.
Q: What’s an uncommon (or unpopular) leadership or healthcare operations opinion you hold?
CH: I believe one of the most overlooked causes of failure in healthcare leadership and operations is a lack of accountability. It’s not always a popular stance, but when leaders and teams aren’t consistently held accountable — for outcomes, communication or follow-through — progress stalls, trust erodes and excellence becomes unsustainable. Accountability isn’t about blame; it’s about ownership. When we take responsibility for our actions and their impact, we build a culture rooted in integrity, trust and continuous improvement.
I also believe medicine is at its best when every decision — from bedside to boardroom — keeps the patient and their family at the center. That patient-centered mindset is what drives our team at AdventHealth Daytona Beach and has helped us earn national recognition for quality and safety. For me, this is what “extending the healing ministry of Christ” looks like in practice: leading with compassion, honoring the whole person and ensuring every decision reflects our commitment to those we serve.
Q: What’s one piece of advice you would offer to the next generation of CMOs or physicians eyeing executive leadership?
CH: I believe physician leaders should keep a hand on the patient — not just metaphorically, but literally. Whether it’s rounding on hospital units or seeing patients in clinic, staying close to the bedside keeps us grounded in what truly matters. It sharpens our empathy, strengthens our credibility with frontline teams and ensures our decisions reflect the lived experience of care.
When we stay connected to those we serve, we lead with greater clarity, compassion and purpose. At AdventHealth, we talk about extending the healing ministry of Christ. For me, that means leading with compassion, staying present with those we serve and making decisions that honor the whole person. The closer we stay to the patient, the better we lead.
