The Market 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 expectations 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 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 concerns 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., routinely 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 competitive advantage.
• Working knowledge of patient care standards reflected in federal and state regulation (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 advantages (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 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, with 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 measure 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).

Piedmont Medical Center, Rock Hill, South Carolina

Piedmont Medical Center Rock Hill (PMC) is a 282-bed full-service, Level III trauma hospital with a Level III NICU, along with a comprehensive heart and vascular center that serves York County and beyond. PMC opened Piedmont Medical Center Fort Mill, a 100-bed community hospital providing robotic surgical services, orthopedics, and OB services to further serve the community. PMC offers emergency services at three locations, Rock Hill, Fort Mill, and Gold Hill. PMC provides imaging services through the Women’s Diagnostic Center at PMC-Rock Hill and Baxter Village in Fort Mill, a pain center and wound care center at PMC-Rock Hill.

We provide a wide range of medical care, an extensive network of experienced physicians and nurses, and some of the most innovative technology and equipment available today. We take great pride in ensuring that all patients have access to the highest quality of services.

Piedmont Medical Center opened in 1983 at 222 South Herlong Avenue in Rock Hill and has continued to expand its campus and services with the goal of meeting the health care needs of York, Chester, and Lancaster County areas. We have more than 600 active physicians and 200 APP’s, 2,000 and full- and part-time employees that are committed to providing this community with high-quality healthcare.

Piedmont Medical Center is fully accredited by The Joint Commission, licensed by the state of South Carolina, and approved for the acceptance of Medicare patients.

Piedmont Medical Center. A community built on care.

https://www.piedmontmedicalcenter.com/

Fort Mill Medical Center, Fort Mill, South Carolina

Fort Mill Medical Center is new, state of the art, 100 bed facility in Ft. Mill, SC that is one the three campuses of Piedmont Medical Center in Rock Hill. Piedmont also operates a free-standing emergency department on Gold Hill Road in Ft. Mill. The new facility will include a three-story bed tower, a helipad and room for future expansion.

The Market Chief Operating Officer has responsibility for day-to-day operations of the facilities and related services, ensuring that staff deliver high-quality, cost-effective care and services with a positive margin. The Market 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.

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 employees, 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 accredited institution is required and MBA/MHA or equivalent is preferred.

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