The Vice President of Professional and Support Services provides executive leadership, guidance, and direction to their respective entity at Texas Health Resources to ensure the organization fulfills its mission, vision, values, promise and strategic development for system initiatives that foster collaborative relationships, best practices, high quality standards, reduced costs and strategically advanced hospital excellence. Working proactively with their respective President, department leaders and other senior leadership to develop and oversee implementation of policies, procedures, and standards that direct departmental operations and optimize workflows while maintaining operational priorities in alignment with strategic initiatives. Actively participates in development of hospital strategic planning and translates strategic plans into tactical business plans.
The Vice President of Professional and Support Services will lead and oversee the strategic planning, program development, business plans, and day-to-day operations of the assigned clinical support areas. This position will be responsible for all aspects of managing direct reports, other hospital leaders, and staff employees by providing coaching, guidance and support. This position will also participate in the development and implementation of strategic and operating initiatives; works in partnership with the President, CNO, CMO and other senior leaders to implement and monitor plans to ensure the current and future success of the hospital. This position will have direct oversight of the following areas: Pharmacy, Radiology, Laboratory, Cardiopulmonary, Rehab Services, Food and Nutrition, Fitness, and Environmental Services.
The Vice President has the following duties and responsibilities:
Strategic and Business Operations
- Participate in hospital initiatives (i.e. fundraising events and community events), serve on hospital and system based committees as appropriate, and ongoing board training and engagement of governing board while integrating new board members.
- Continually investigates and introduces process improvement measures and presents suggestions for consideration. Advises hospital President regarding the need for new programs and services.
- Evaluates operational needs for new programs, services and technology including staffing requirements and capital needs.
- Ensures staff, equipment, and information technology resources enhance or facilitate the provision of a safe and clinically effective environment for the care of patients and their families.
- Regularly reports verbally or in written means to Hospital President, Hospital Triad, and Executive Team, appropriate medical staff committees, Boards and other groups and organizations as necessary on quality, professional services and financial activities of assigned areas.
- Assists in the development and ongoing monitoring with system services of project specific marketing plans.
Quality & Performance Improvement
- Identify opportunities for improvement of care and services based on comparative data from internal and external sources, indicators, process and outcome measures, other findings and/or observations.
- Develops, monitors, and evaluates systems for improvement of organizational performance utilizing methodologies such as VALUE, CAP and Work-Out.
- Regulatory and compliance standards identified, policies/procedures developed, audits completed, gaps identified and closed, external regulatory guidelines met and internal inquiries researched and appropriately addressed.
- Promotes compliance with regulations governing hospitals and ambulatory facilities and the rules of accrediting bodies by monitoring operations and initiating changes where required. Ensures that organizational activities and operations are carried out in compliance with local, state, and federal regulations, laws governing business operations and requirements of accreditation and licensure agencies.
- Review Press Ganey patient satisfaction data to identify gaps between results and expectations. Develop/implement process and systems that will ensure high levels of satisfaction are maintained.
- Develop a plan for educating, measuring, monitoring, and improving performance on the patient safety KPIs, including hand hygiene, patient identifiers, and timeouts if applicable.
- Timely follow through and response to issues or complaints (i.e. SALT investigations completed within 30 days, patient complaints addressed during hospital stay or within 24 hours post discharge, and CMS 7 day requirement is met).
- Ensures patients receive safe and consistent care within areas of responsibility by implementing and monitoring quality assurance/quality improvement programs to achieve measurable improvements in patient care delivery and patient safety. Continually assess and improve performance.
- Creates a mechanism for continuous quality improvement for each individual unit, to include at least one focused project per year in an area of need identified by the unit.
- Establishes an environment of accountability for optimizing physician satisfaction and improving “ease of use” for physicians in the acute-care setting.
- Participates in the development and implementation of capital and operating budgets, financial plans, and objectives for assigned areas. Oversees financial performance of areas of responsibility and shares responsibility for overall financial performance of the hospital.
- Manage the approved budget through frequent and regular monitoring, implementation of effective written action plans to address variances, and implementation and adjusting strategies as needed to meet budgetary expectations.
- Assist in the development financial analysis with the CFO for new and/or existing programs, services and related technologies. With finance develop plans to address potential risks and/or opportunities associated with new programs and analyze clinical and financial trends. Develop, monitor, adjust, and explain variances for operational and capital budgets for areas of responsibility.
- Considers clinical, quality and operational outcomes and financial implications when making recommendations for changes in practices
- Ensure vacancy rate and retention indicators have been met.
- Mentor, coach, guide, and support managers, direct reports, staff employees and other hospital leaders in building teamwork, staff development and education, to achieve optimal performance and develop managerial and clinical talent. Set performance goals, evaluate performance, and provide continuing educational opportunities and disciplines as necessary.
- Ensure employee engagement survey participation goals are met; the completion of employee mandatory training, annual employee health screening, employee licensure, certification and registry, employee compliance with hospital and system policies, recognition of employees through Applause and Shining Star Programs, and identify and develop leadership talent for future opportunities.
- Ensure department staffing is based on volume making adjustments as necessary and employee attendance at town halls, brown bags, and employee forums.
- Serves as an effective resource to various stakeholder, advisory, consumer, and community groups. Actively promotes a positive public image of the hospital and is responsive to the needs and desires of various stakeholders. Develop and maintain positive working relationships with leadership at THR System Services and other key community hospitals.
- Department engagement/partnership goals have been met and action plans have been completed.
- Professional development - seek out opportunities to continue your own professional development utilizing resources such as The Advisory Board, ACHE and the THR Center for Learning.
Individual must be able to perform each essential duty satisfactorily. Reasonable accommodations may be made to enable individual with disabilities to perform the essential functions. This role requires the ability to solve problems, think outside-the-box, and be resourceful; must be result-oriented, a quick learner and self-starter. The requirements listed below are representative of the knowledge, skill, and/or ability required to build THR's culture for action.
Background, Qualifications and Experience:
- Master’s degree in Business Administration, Healthcare Administration or related clinical or business discipline.
- 5 years executive management experience in a large, complex, multi-site and settings integrated health system. Excellent presentation skills and organizational management with the ability to coach a senior level staff to manage and develop high-performance teams.
- In-depth knowledge of hospital operations and clinical processes/practices.
- Track record of collaboration, cultivating and maintaining strong working relationships with all levels of clinical and administrative managers within the hospital and community leaders, as well as identifying, negotiating, structuring, developing, and executing projects and programs.
- Proven expertise in examining and re-engineering operations and procedures, physician development and implementing new strategies and procedures.