Chief Operating Officer DMC Sinai Grace Hospital - Other Executive

Detroit Group

DMC Sinai-Grace Hospital, Detroit, Michigan

DMC Sinai-Grace Hospital is a full-service hospital with 404 licensed beds and more than 700 physicians, 650 nurses, and 1,100 support staff servicing more than 284,000 patients annually. Services and capabilities include cardiology, emergency medicine, obstetrics and gynecology, urological services, psychiatry, radiation oncology, gerontology, physical medicine, and orthopedic surgery.

DMC Sinai-Grace Hospital draws on the traditions of two community hospitals and combines that history with the strength of a large medical system - The Detroit Medical Center (DMC). The hospital today continues to have deep roots in the community, providing compassionate, personal care backed by advanced medical treatments available locally and throughout the DMC.

A Bright and Promising Future

Between 2012 and 2016, DMC invested $77 million in Sinai-Grace over three phases of construction, making it the largest construction project in Northwest Detroit in over 10 years. Phase I of the project was completed in 2014 and resulted in a new 59,000-square-foot Emergency Department and Trauma Center that tripled the size of the former ER and features all-private patient rooms. Phase II was completed in February 2015 and produced two new technologically advanced, family-centered Intensive Care Units. Phase III resulted in a modern and bright new entrance, expansive 18,000 square foot lobby, new roomy registration suite, and expanded radiology area which all opened in June 2015. Phase III was completed in January 2016 with the opening of the new and expanded laboratory.

Since this major construction project was completed in early 2016, Sinai-Grace has continued to invest in the hospital's facility with renovated patient care units, cath lab, and advanced surgical technology.

A Look at Our Noble Past

Since 1888, two hospitals with roots in the community boldly consolidated services under one roof in April 1999. The former Sinai and Grace hospitals joined to create the leading community academic hospital in northwest Detroit and relocated to the former Mount Carmel Hospital building.

Grace Hospital, founded in 1888, was named after one of the founder's daughters, Grace McMillan Jarvis. Sinai Hospital's roots go back to a clinic opened by Harry Saltzstein, M.D., in 1922. Sinai Hospital first opened its hospital doors in January 1953 to give Jewish healthcare professionals a place to practice and as a central institution for the Jewish community.

Detroit Medical Center is continuously honored for the quality of care provided to the community. From patient safety and satisfaction to quality scores and centers of excellence, DMC uses an innovative, industry-leading approach to advance knowledge through research, forever looking for ways to improve the compassionate care of each and every patient, visitor, and employee who walks through our doors. https://www.dmc.org/our-locations/sinai-grace-hospital

The Chief Operating Officer has responsibility for the 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. The Chief Operating Officer collaborates with the facility's Chief Executive Officer and assumes responsibility for the ongoing effective operation of the department by exerting a leadership role that supports the hospital, mission, vision, goals, and objectives while focusing on the patient, physicians, employees, volunteers and the community as customers. He/she is accountable for the department’s direction and coordination.

The Chief Operating Officer is responsible for providing strong leadership, direction, and assistance in setting strategy with clearly defined expectations. He/she leads the development of progressive physician/facility strategies and executes plans to optimize the long-term potential of the facility.

Other specific challenges include:

• Display strong business acumen, a sophisticated knowledge of healthcare funding, and experience in competitive marketplaces with the ability to make complex and difficult decisions.
• Establish a plan to address productivity, operational performance, staff retention, and satisfaction.
• Partner with medical staff to foster quality, efficiently provided care. Emerge as a respected leader and decision-maker.
• Establish trust and emerge as a leader in key initiatives and strategies to continually improve the quality and level of services provided.
• Create an environment that supports employee satisfaction, improved service, and quality. Initiate a strategic process that addresses continuous measurable improvement.
• Exhibit strong communication, presentation, and listening skills to ensure facility-wide collaboration and coordination, especially as concerned physicians, employees, and the community.
• Assure the highest standards of healthcare delivery and outcomes, ensuring a constant patient focus.
• Ensure positive employee relations and trust through communication, education, consistency, and dependability.

As a leader in healthcare, Tenet is committed to providing the best possible care to every patient, with a clear focus on quality and service. Strong leadership is essential to delivering on this commitment, and we believe that the quality of our leaders can give us a significant long-term competitive advantage. We want to ensure every current and future leader in Tenet is successful, and we support that through our selection and hiring process and by providing coaching and training to our leaders.

In this regard, we have identified core competencies that will enable a leader to succeed at Tenet, and have defined them within the following five areas critical to performance:

Optimize Execution

• Establishes realistic and aggressive team/individual goals, and action plans that deliver results (e.g., tasks that lead to the renovation of patient rooms).
• Demonstrates high visibility, consistently interacting with key stakeholders to inform, advise, listen, encourage, and challenge (e.g. routine rounds with employees, physicians, patients, etc.).
• Optimizes facility’s financial and human resources by overseeing day-to-day operations in a high-quality and cost-conscious manner (e.g. maintains appropriate staffing ratios, oversees throughput in ER and other high-volume departments, actively manages quality initiatives, leads successful supply cost initiatives).
• Clearly understands and communicates the Balanced Scorecard metrics and targets to the organization (e.g., reviews BSC performance and builds action for lagging areas with Department Directors).

Use Astute Judgment

• Demonstrates high level complex problem-solving abilities (e.g., identifies drivers of service line losses).
• Uses highly developed expertise in quantitative analyses to define and support facility goals (e.g., builds a solid financial business case for expansion of ICU).
• Understands business development and physician recruitment strategies that lead to a competitive advantage.
• Working knowledge of patient care standards reflected in federal and state regulations (e.g. JC accreditation, HCAHPS, etc.).

Lead Boldly

• Takes decisive operational action in high-stakes situations or times of crisis and uncertainty (e.g., responds to local disasters, such as a hurricane).
• Promotes or asserts own position and ideas for operation improvement, quality care delivery, revenue, and volume growth (e.g., identifies and champions a new throughput process in the OR).
• Seeks and champions new ideas and initiatives that create operational/strategic advantage (e.g. forging a privileged relationship with local employers).
• Decisively confronts and resolves issues or barriers to success (e.g., actively addresses physician concerns about new clinical processes).
• Assumes CEO responsibilities in the absence of CEO (i.e. Second in command).

Apply Financial Insights

• Understands financial indicators/levels and delivers year-over-year improved financial performance (e.g., actively contributes to ideas that curtail cost in the facility’s business plan).
• Uses financial and productivity analysis vs. anecdotes to make decisions (e.g., continually reviews cost and productivity reports and directs efforts for improvement in targeted areas of opportunity).

Drive Organizational Success

• Builds consensus and commitment across disparate facility managers, physicians, and home office staff with often competing priorities and short- and long-term goals (e.g., hosts discussions to shape and align stakeholders on MPI goals and approach).
• Engages in team bench strength assessments and recruitment or promotion action plans that meet current/future talent needs (e.g., identifies and develops/mentors younger tenure talent).
• Is 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 (e.g., A-Team challenge to improve HCAHPS scores).
• Provides ongoing feedback, measurement, and assessment process that measures performance to plan and cause course correction for direct reports (e.g., meets with staff weekly to discuss progress on key initiatives/operations).
• Partners effectively with medical staff to continually improve the quality and level of services provided (e.g., actively participates in MEC, meets frequently with Chief of Staff).

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 the definition and advancement of 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.

Professional Attributes

• 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.

Personal Attributes

• 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.

Education/Certifications

An undergraduate degree from a recognized and accredit institution is required and MBA/MHA or equivalent is preferred.

Compensation

A competitive compensation program will be tailored to the selected candidate. The base salary will be supplemented by a performance bonus and a comprehensive, well-rounded benefits program, which includes relocation assistance.

Travel

Minimal.

Tenet Healthcare complies with federal, state, and/or local laws regarding mandatory vaccination of its workforce. If you are offered this position and must be vaccinated under any applicable law, you will be required to show proof of full vaccination or obtain an approval of a religious or medical exemption prior to your start date. If you receive an exemption from the vaccination requirement, you will be required to submit to regular testing in accordance with the law.

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Employment practices will not be influenced or affected by an applicant’s or employee’s race, color, religion, sex (including pregnancy), national origin, age, disability, genetic information, sexual orientation, gender identity or expression, veteran status or any other legally protected status. Tenet will make reasonable accommodations for qualified individuals with disabilities unless doing so would result in an undue hardship.