Chief Operating Officer DMC Midtown Campus

Conifer Health Solutions•Detroit, MI

3d•Onsite

About The Position

The Chief Operating Officer-DMC Midtown Campus will have direct oversight of the following hospitals: DMC Detroit Receiving Hospital, Michigan’s first Level I Trauma Center (158 beds), has played a pioneer role in the evolution of emergency medicine. Detroit Receiving hosts one of the busiest and most well-equipped emergency departments in southeast Michigan. The oldest and largest verified Level I Burn Center in the state is at Detroit Receiving, and is one of only 43 in the country. Detroit Receiving has also recently added a Comprehensive Stroke certification. The hospital boasts the state’s leading 24/7 hyperbaric oxygen treatment program, and the nationally recognized Rosa Parks Geriatric Center. Detroit Receiving offers expertise in emergency medicine, complex trauma, critical care, orthopedics, neurosciences, nephrology, pulmonology, diabetes, geriatrics and urology. DMC Harper-Hutzel Hospital has distinguished itself in surgery and medicine and is known for its clinical expertise, innovative research and advanced education. A specialty referral hospital, Harper-Hutzel has established Centers of Excellence in neurosciences, bariatric surgery, vascular services, multidisciplinary cardiovascular services, hypertension, stroke prevention and heart failure. The hospital brags a Level IV Epilepsy Unit and has recently gained Gold level certification from ELSO for its ECMO program. Hutzel Women’s Hospital has a rich history of over 143 years as Michigan’s first and only hospital for women, and patients benefit from our commitment to research and education. Recently the Joint Commission has certified Harper-Hutzel as a Level IV Center for Maternal Levels of Care, the highest designation. Harper-Hutzel is recognized as a leader in women’s health by physicians and researchers across the country. (584 beds total). The Chief Operating Officer has responsibility for day-to-day operations of the facility and related services, ensuring that staff deliver 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, VP of Operations, 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 accredited 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.
Displaying strong business acumen, a sophisticated knowledge of healthcare funding, and experience in competitive marketplaces with the ability to make complex and difficult decisions.
Ensuring positive employee relations and trust through communication, education, consistency, and dependability.
Partnering with medical staff to foster quality and efficiently provided care.
Mentoring team members on the campus to increase executive pipeline within the DMC.
Utilizing data to identify opportunities for growth.
Working closely with nursing leaders to be the bridge between patient care and operational efficiencies.
Establishing trust and emerging as a leader in key initiatives and strategies to continually improve the quality and level of services provided on campus.
Assuring the highest standards of healthcare delivery and outcomes, ensuring a constant patient focus.
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.