Chief Operating Officer - DMC Huron Valley-Sinai Hospital

Conifer Health Solutions•Commerce Township, MI

13h•Onsite

About The Position

The Chief Operating Officer has responsibility for day-to-day operations of the facility and related services, ensuring that staff delivers high-quality, cost-effective care and services with a positive margin. The Chief Operating Officer will promote the facility’s position and image; reflective of the mission, standards and values of the facility, Tenet and the communities served.

Requirements

A minimum of ten years of successful progressive healthcare/facility management experience.
A demonstrable record of significant career progression, having culminated in a senior management position as either a Chief Operating Officer, Senior Operations Officer, or Chief Executive Officer in a progressive, financially sound hospital system.
High level, complex problem-solving abilities both in groups and in one-on-one situations.
Demonstrated success in leading process improvement initiatives in a tertiary facility.
First-hand successful experience as a Chief Operating Officer (or equivalent) in a highly competitive environment.
Highly developed expertise in quantitative analysis to support definition and advancement for the facility’s goals and objectives.
Decisive leader, with the ability to understand physicians’ viewpoints and needs, and work strategically in the best interest of patients and the facility.
A strong reputation for sustained inclusive, trust-based physician relations.
Proven success in balancing cost/quality issues and partnering with medical staff to address productivity improvements in non-labor reduction initiatives.
Experience in a system with excellent employee, physician and patient satisfaction, quality, and outcomes improvement programs.
An understanding of information systems as they pertain not only to accounting but also to decision support, cost management and revenue enhancement.
The ability to maximize revenue potential in a thoughtful manner, cognizant of potential compliance issues.
Capable of working with staff and assisting them in their continued development, as well as enhancing their performance in a supportive team environment.
One who is open to change and new information, adapting behavior and work methods in response to new information, changing conditions, or unexpected obstacles.
Someone who adjusts rapidly to new situations warranting attention and resolution.
A high orientation to detail with proven analytical and financial skills.
One who encourages open dialogue and delegates authority and accountability comfortably.
Demands excellence and monitors outcomes.
The capacity, maturity, stature, and communication skills to eventually assume a more senior leadership role in a hospital system.
An individual who has successfully driven initiatives that require coordination from multiple constituencies such as human resources, finance, information systems, lab, and pharmacy.
An individual of highest personal and professional integrity, principle, and knowledge, earning respect and support when making difficult decisions and choices.
Able to establish immediate credibility with peers, senior leadership, and medical staff.
Must listen actively and accurately, encourage input from others.
Provide clear directions.
Maintain an ongoing dialogue with employees to ensure continual progress.
Excellent oral and written presentation skills.
Articulate, good conversationalist and possessing a gracious demeanor.
A collaborative and operational manager who will give employees a voice and encourage full participation of all team members.
An undergraduate degree from a recognized and accredit institution is required.

Nice To Haves

MBA/MHA or equivalent is preferred.

Responsibilities

Providing strong leadership, direction, and assistance in setting strategy with clearly defined expectations.
Leading the development of progressive physician/facility strategies and executing plans to optimize the long-term potential of the facility.
Establishing a plan to address productivity, operational performance, staff retention and satisfaction.
Partnering with medical staff to foster quality, efficiently provided care.
Establishing trust and emerging as a leader in key initiatives and strategies to continually improve the quality and level of services provided.
Creating an environment that supports employee satisfaction, improved service, and quality.
Initiating a strategic process that addresses continuous measurable improvement.
Ensuring facility-wide collaboration and coordination, especially as concerns physicians, employees and the community.
Assuring the highest standards of healthcare delivery and outcomes, ensuring a constant patient focus.
Ensuring positive employee relations and trust through communication, education, consistency, and dependability.
Optimizing facility’s financial and human resources by overseeing day-to-day operations in a high quality and cost-conscious manner.
Clearly understanding and communicating the Balanced Scorecard metrics and targets to the organization.
Taking decisive operational action in high stakes situations or times of crisis and uncertainty.
Promoting or asserting own position and ideas for operation improvement, quality care delivery, revenue, and volume growth.
Seeking and championing new ideas and initiatives that create operational/strategic advantage.
Decisively confronting and resolving issues or barriers to success.
Assuming CEO responsibilities in absence of CEO (i.e., Second in command).
Understanding financial indicators/levels and delivering year over year improved financial performance.
Using financial and productivity analysis vs. anecdotes to make decisions.
Building consensus and commitment across disparate facility managers, physicians, and home office staff with often competing priorities, with short and long-term goals.
Engaging in team bench strength assessments and recruitment or promotion action plans that meet current/future talent needs.
Being an effective team member with the facility’s CEO, CFO, CNO, and DBD to pursue new growth, implement new processes, and/or address new challenges.
Providing ongoing feedback, measurement, and assessment process that measure performance to plan and cause course correction for direct reports.
Partnering effectively with medical staff to continually improve the quality and level of services provided.