Hospital Director of Strategy

MARKET SUMMARY:

Detroit Group 

Detroit Medical Center (DMC) (seven hospitals) 

DMC Children’s Hospital of Michigan, 228 beds, key service lines include Pediatric Surgery, Level I Trauma for Children, Cardiology, and NICU Services.

DMC Harper-Hutzel Hospital, 584 beds, key service lines include Neurology, Bariatrics, Transplant, Otolaryngology, Cardiology, and Women’s Services.

DMC Heart Hospital, 80 beds, key service lines include Emergency Angioplasty, Laser Atherectomy, Peripheral Procedures with Cryoplasty, Pacemaker Placement, Open-Heart Surgery, Internal Defibrillator Placement, and Radio-Frequency Ablation.

DMC Huron Valley-Sinai Hospital, 158 beds, key service lines include Orthopedics, Robotic Surgery, and Women’s Services.

DMC Receiving Hospital, 273 beds, key service lines include Level 1 Trauma Center, Primary Stroke Center, and Hyperbaric Oxygen Program.

DMC Rehab Institute of Michigan, 97 beds, key service lines include Rehabilitation Medicine and Research, Spinal Cord Injury, Brain Injury, Stroke, Orthopaedics, Amputee and Catastrophic Injury,  30+ Sports Medicine and Orthopaedics Outpatient Sites.

DMC Sinai-Grace Hospital, 404 beds, key service lines include Oncology, Gerontology, Women’s Services, Orthopedics, and Joint-Replacement Surgery.

POSITION SUMMARY:

Leads in development and implementation of facility business strategy

• Develops and implements strategy which leads to improvement in market share consistent with Tenet Healthcare’s mission and core values.
• Uses data to analyze market dynamics, trends and competition and implements strategies to meet market demand.
• Assesses market development strategy and industry trends as appropriate, leading to the generation of innovative ideas to improve current business plan and achieve desired results.
• Demonstrates exceptional financial management and analytical skills while leading the annual business planning process and preparing forecasts.
• Effectively advises CEO in the development and execution of short- and long-term strategies.
• Establishes and influences others to achieve goals, targets and metrics consistent with strategic and operational objectives.
• Demonstrates excellent formal presentation and interpersonal communication skills that result in understanding of, and commitment to, strategic initiatives.
• Leads senior executive team in advancing the system’s short- and long-term strategic plans.

Aids in Service Line Development

• Identifies, evaluates, and gains consensus for development of new or expansion of current inpatient and/or outpatient services and programs based on lack of current supply, quality, growth and/or service in the market.
• Works in collaboration with health system/hospital/department leaders to develop strategic service lines ensuring physician engagement to achieve desired results in quality, service, operations and financial metrics.
• Understands all operational components necessary to implement a new or expand a current service line, including but not limited to capital, equipment, people, education, quality metrics and costs.
• Monitors, understands and assesses service line performance by key performance indicators (volume, outcomes, market shares, etc.).
• Gathers competitive intelligence from the community on service line opportunities.
• Leads discussions with physicians, community-based facilities, local payers, providers and employers to gain information related to collaboration and support for strategic initiatives and service line development/enhancement to meet the needs of the community served.
• Work in collaboration with other Tenet and Tenet JV facilities (hospitals and USPI locations) to develop network opportunities and service line enhancements.

Effectively manages the Provider Outreach Program and works to meet community need through recruitment of physicians

• Builds targeted performance objectives for Provider Outreach team which identifies opportunities for greater collaboration to achieve common goals of better serving our shared patients.
• Supports Provider Outreach Program priorities, identifies outreach partners across the care continuum, and develops strategies and metrics while monitoring progress to plan (e.g., physician manpower plan, progress toward service line goals and PRM activity including reach and frequency).
• Ensures community, physician and longitudinal care partners, awareness of new initiatives and identification and remediation of service issues that may impact program development