Chief of Staff - Shriners Children's

Why Shriners Children's?

Shriners Children's is the premier pediatric burn, orthopedic, spinal cord injury, cleft lip and palate, and pediatric subspecialties healthcare system. With multiple hospitals, outpatient clinics, ambulatory care centers and outreach locations across the globe, we provide excellent care to children up to age 18 regardless of their family’s ability to pay or insurance status. Our mission is to change and improve lives by caring for our patients, conducting research to gain knowledge and develop new treatments, and providing educational opportunities for physicians and other healthcare professionals.

• 4 locations ranked on S. News & World Report’s list of Best Children’s Hospitals for pediatric orthopedics
• Winner of 9 Press Ganey Guardian of Excellence Awards and 5 Pinnacle of Excellence Awards for Patient Experience (2023)
• $20 million in annual funding for innovative research in genomics, clinical motional analysis, and other forms of translational research.

Shriners Children's Philadelphia is looking for a full-time Chief of Staff to lead our hospital's medical staff. 

Site Description

• 49-bed inpatient facility with an outpatient clinic and walk-in fracture clinic located in North Philadelphia
• Outreach clinics in Doylestown, PA and San Juan, Puerto Rico
• Joint Commission accredited
• Press Ganey Guardian of Excellence award winner for Inpatient Pediatric Patient Experience (2023)
• Specialties: Orthopedics, Spine/Spinal Cord, Sports Medicine, Pediatric Surgery, Craniofacial, Rheumatology, Pediatric Rehabilitation/Therapy, Urology 
• Partnerships with Temple University, Thomas Jefferson University, St. Christopher's Hospital for Children, Drexel University, and the University of Pennsylvania

Organizational

1. Leadership
   1. Board Interaction
      1. Keeps Board of Governors adequately informed of medical staff issues and activities
      2. Insures that Medical Staff is appropriately represented in meetings of Board of Governors and assures medical staff involvement in Joint Conference committee, Quality Assurance committee, Medical Staff meetings and other hospital and board committee meetings
   2. Collaboration
      1. Works collaboratively with Chairman of Board of Governors, Administrator and Director of Patient Care Services
      2. Works with local medical staff and other Chiefs of Staff to develop Medical Staff Bylaws and suggest appropriate changes and revisions to the Medical Staff Bylaws (as defined by the Joint Commission) so suggested changes can be instituted by the Joint Boards
      3. Supports and implements, as appropriate, hospital regulations, and policies as established by Joint Boards and local Board of Governors
   3. External Relationships
      1. Supports relationships with sponsoring Shrine Temples and the medical staff
      2. Works to maintain and develop relationships with medical community both local and national
   4. Employee Relations
      1. Assures that staff abides by all policies, procedures, and regulations. Sets example for professional behavior and demeanor towards staff. Responsible for conflict management and conflict resolution between members of the medical staff

Clinical, Educational and Research Management

1. Clinical Program Management
   1. Clinical Quality
      1. Ensure that clinical programs are within standard of care
      2. Monitor quality and safety through clinical dashboard metrics maintaining target compliance based on "accurate data"
      3. Ensures that appropriate credentialing and licensing, board certification, and hospital appointments materials are kept up to date by medical staff office personnel
   2. Clinical Productivity
      1. Ensure that productivity metrics are monitored and reviewed with employed medical staff realizing that individual physician productivity must be balanced in such a way that the Hospital Mission (patient care, teaching, research) is protected. Individual physician productivity in general will reflect the type of care provided (for example cerebral palsy care and gait analysis as compared to spine deformity practice).  Chief of staff is an active participant in clinical and surgical care of patients.  Time allotment for administrative duties as compared to clinical responsibilities may be different depending on the size of the hospital, size of the medical staff and teaching and research activity at the individual hospital.  In general 5 to 6 half days of clinical and/or surgical activity would be a reasonable expectation.
      2. Provide oversight and ensures medical staff involvement in performance improvement activities related to clinical quality
   3. Education (as appropriate for the individual hospital, recognizing that individual hospitals may not be affiliated with a University Hospital or have Fellows, residents and medical students)
      1. Develop and support meaningful interaction with affiliated residency and medical school programs and/or local hospitals as appropriate. Encourage academic appointments (if available ) with Medical Schools for employed physicians.
      2. Develop and implement hospital wide curricula for medical education - medical students, residents and fellows, if appropriate for your hospital.
      3. Encourage medical staff participation in medical education programs both as attendees and presenters, again balancing physician productivity with the mission of the hospital. Provide and promote educational programs for family physicians, pediatricians and other medical providers in the hospitals catchment area.
   4. Research (realizing that individual hospitals may or not have research facilities available nor similar funding)
      1. Develop and enhance participation in clinical research projects. Encourage outcome studies to document the quality of the treatment provided at you hospital.  It is important to balance individual physician productivity with the mission of the hospital.  Individual physicians may benefit the hospital by choosing a clinical tract as compared to an academic or mixed track.
      2. Ensure that clinical research conducted in the hospital is of high quality as evidenced by published articles in peer review journals and professional education presentations. Encourage and support presentations by employed medical staff supporting CME time and funding for presentations.  Participation in local, national and international committees is encouraged.
2. Financial Management
   1. Resource Management
      1. Demonstrates strong leadership to ensure state of the art patient care balanced with efficient use of resources required for clinical programs
      2. Actively participates in the hospital budgetary process so excellent patient care and the hospital mission is supported as the hospital works to meet monetary benchmarks
      3. Promotes awareness of cost containment and the importance of identifying cost effective practice
      4. Works collaboratively with hospital leadership team and local board to prioritize budget and capital projects within corporate guidelines
      5. Responds in a constructive and timely way and expects timely and constructive answers (from HQ) for documentation needs associated with revenue cycle
      6. Leads the medical staff effort to meet compliance requirements to include clinical documentation, timely documentation and medical necessity.
3. Operational
   1. Information Management
      1. Works in a constructive manner to improve the quality of and implement EMR functionality. Works to support timely solutions to achieve EMR functionality that does not negatively impact efficient and high quality patient care
      2. Ensures processes are in place to achieve timely and accurate completion of medical records, including responses to UR management questions and meaningful use issues. Also expects support as for a robust EMR that will support efficient, quality clinical care, research and will allow compliance with meaningful use. 
      3. Operates in a manner consistent with corporate policy including HIPPA, Conflict of Interest                               
      4. Supports technology for communication and sharing information with physicians and patients
   2. Strategic Planning
      1. Takes medical staff leadership role in support of hospital strategic planning efforts
      2. Effectively communicates hospital and corporate strategic planning goals and objectives and their relevance to the Medical Staff.
4. Personal Surgical Activities
   1. Setting an Example for Excellence in Practice
      1. Demonstrate quality and competency in the performance of surgical specialty
      2. Be personally involved in clinical education and maintenance of current practices. Personal surgical activity must be modulated in order to provide adequate leadership for the hospital’s overall goals.

• Doctor of Medicine (MD) or Doctor of Osteopathic Medicine (DO) degree from an accredited medical school
• Successful completion of a residency in orthopedic surgery or burn surgery (general surgery/plastic surgery)
• Successful completion of fellowship training in pediatric orthopedic surgery or pediatric burn surgery (general surgery/ICU/plastic surgery)
• Appropriate board certifications
• Must possess or be eligible for a PA medical license
• Must possess or be eligible for DEA license
• Must be PALS certified
• At least 10 years clinical experience with leadership in managing physicians, practitioners, and hospital/clinical scheduling
• Demonstrated skill and interest in research and education