Chief Operating Officer - Verdugo

The Chief Operating Officer (COO) is responsible for leading and managing operations of USC Verdugo Hills Hospital. The position has direct responsibility for professional services, support services and ancillary operations and, through the Chief Nursing Officer, leads efforts to provide an exceptional clinical service environment. This individual will assess, plan, implement and evaluate all aspects of hospital operations to ensure their financial viability, quality of service, efficiency, operational effectiveness, and an engaged workforce. The COO has responsibility for ensuring that twenty-four-hour accountability for the delivery of quality services and operational management of the hospital is consistently provided. The individual must consistently support the mission and values of the organization and act as a role model relative to the Hospital. Advanced operational and managerial knowledge and experience in these areas, including in a hospital setting, is generally acquired though a minimum of ten to fifteen years of healthcare experience.

Essential Duties:

• General Position Accountabilities
• Maintains established policies and procedures, objectives, quality assurance program, safety standards, DHS standards and Title 22 standards
• Establishes the operating budgets for the various departments and monitors performance against budgets
• Provides operational and managerial guidance to all aspects of professional services, support services, ancillary and continuum of care operations.
• Utilizes expertise of the business of healthcare, data analysis/synthesis, and quality improvement, regulatory and legislative issues to improve workflows, cost per unit of service and productivity.
• Promotes effective communication and working relationships within the nursing areas, and between nursing staff, physicians, and other departments. Serves as a coach and mentor.
• Assists in establishing methods for monitoring employee, patient and physician satisfaction with the services provided with the department.
• Leads change initiatives thorough implementation of creative programs that support achievement of strategic initiatives.
• Demonstrates dependability, integrity, initiative, tact, ability to work on details, ability to learn and possess a sense of values and ethical standards.
• Develops management objectives and policies for the various departments and monitor results. Interprets objectives, policies, and procedures.
• Coordinates the activities of the assigned departments with other departments both within and outside the hospital; resolves problems with department heads concerning use of resources; encourages and maintains open lines of communication with and between employee groups, other medical personnel, and patients and their family members.
• Evaluates the performance of the various departments as well as the performance of key managers and supervisors; advises employees promptly when performance problems arise, or changes are needed.
• Attends promptly to the administrative details of the position including the signing of documents, preparation of reports, completion of performance appraisals, and other employee-related actions.
• Ensures that all operations within the scope or the position are carried out in an ethical, responsible manner.
• Enhances professional growth and development through participation in educational programs, current literature, in-services meetings, and workshops.
• Applies knowledge of the business of health care, data analysis/synthesis, and quality improvement, regulatory and legislative issues related to the management of the aforementioned services.
• Critical Performance Area
• PLANNING PERFORMANCE. To develop, implement and maintain a planning system which enables the institution and each of its components to identify needs and predetermine the best course of action. Expectations:
• Operating goals to be accomplished are developed annually. Fiscal year plans are prepared by senior management.
• There are approved programs, schedules, and budgets to achieve approved objectives.
• Policies are developed to provide managers with a clear understanding of the institution's philosophy and with the guidance necessary to consistently address recurring questions of major significance. Policies are reviewed annually.
• Standardized methods for performing repetitive work are developed to ensure the quality of service and effective operations. Procedures are reviewed, as deemed necessary but not longer than every three (3) years.
• ORGANIZING PERFORMANCE. To ensure that the work of the institution and its components is arranged so it can be performed most effectively by the people doing the work. Expectations:
• Work is identified and grouped logically into organization components, according to the purpose of each component.
• Specially defined responsibility is delegated to each management position. Authority appropriate to the work and the capabilities of the individual manager is also delegated. Understanding and acceptance is obtained, establishing accountability.
• Relationships are defined to help all managers understand their roles and obligations.
• There is a consistent effort to meet obligations.
• LEADING PERFORMANCE. To influence people to take effective action in achieving the objectives of their component. Expectations:
• Manage decisions are timely, are logical, are within delegated authority, adhere to policy, and contribute to the achievement of objectives.
• An effective flow of information throughout the organization results in appropriate understanding, by all managers, of the work and the results that must be accomplished.
• People understand the organization's objectives and their component's objectives and willingly work for their achievement.
• A selection system is maintained which identified the qualifications for each position and recruits’ people according to these qualifications.
• Programs are maintained to develop staff to meet the long-term needs of the institution. All employees are encouraged to develop the knowledge, attitude, and skills necessary to meet the performance standards of their position.
• FINANCIAL PERFORMANCE. To assess and regulate work in progress and results to meet the financial objectives of the institution and its components. Expectations:
• Financial results are achieved in each organization area and institutionally as defined by the monthly financial reports, budget report and income statement.
• There is leadership support for an appropriate information system infrastructure which provides timely and accurate reports on how actual performance compares with standards or goals.
• The necessary actions to correct financial under performance are defined by accountable managers and implemented in a timely manner. Leaders are kept informed of progress. Management action is taken to hold leaders accountable for financial results.
• HOSPITAL SERVICES PERFORMANCE. To provide the Medical Staff with excellent patient care support and an efficient hospitable environment in which to work. Expectations:
• Accreditation: Standards of accrediting bodies are met.
• Nursing Services: Standards of accrediting bodies are met. High quality nursing service is delivered within defined productivity standards.
• Medical Staff services are evaluated on an annual basis.
• Managers receive required support developing and meeting annual budgets.
• Managers and employees are highly qualified in skill, training, and education which contribute to excellence of patient care and services. Managers evaluate performance as meets standards.
• Support services to patient care services are readily available, accessible, timely, and appropriate.
• DEVELOPMENT PERFORMANCE. To provide the financial resources required to meet objectives. Expectations:
• Fund Raising: Annual growth in funds raised is established annually.
• Prospects are identified and development efforts coordinated with university development leadership.
• PUBLIC RELATIONS PERFORMANCE. To understand and influence health service trends and action. Expectations:
• The institution is respected as a community health resources center. The institution is aware of the community's perception of health needs and provides clinical services to meet those needs.
• The institution has influential representation in key community and health services industry associations.
• OTHER SERVICE PERFORMANCE. To provide services or products which meet the health needs of the community and are consistent with the mission/values of USC Health. Expectations:
• All services are managed in accordance with predetermined objectives, standards, programs, schedules, and budgets.
• Services provided reflect a high standard of professional excellence

Required Qualifications:

• Bachelor's degree or degree in related field.

• 8 years Minimum of 8-10 years' experience in hospital leadership of a small to mid-size acute care hospital (100-300 bed facility).

• Experience in hospital administration in a large and complex setting.
• Demonstrated leadership and complex organizational management skills.
• An understanding of how to achieve results.
• The ability to work with physicians, staff and professionals in multiple settings and locations and to promote diversity in the workplace.
• Information systems capabilities and an appreciation for the data which will be required to make meaningful management decisions.
• Demonstrates ability to utilize effective, appropriate, and diplomatic oral and written communication skills.
• Committed to excellence in patient care and customer service.
• Demonstrated experience leading a diversity of clinical and operational areas.

Preferred Qualifications:

• Master's degree Business Administration, MHA or MPH related field.

Required Licenses/Certifications:

• Fire Life Safety Training (LA City) If no card upon hire, one must be obtained within 30 days of hire and maintained by renewal before expiration date. (Required within LA City only)

The annual base salary range for this position is $250,000.00 - $400,000.00. When extending an offer of employment, the University of Southern California considers factors such as (but not limited to) the scope and responsibilities of the position, the candidate’s work experience, education/training, key skills, internal peer equity, federal, state, and local laws, contractual stipulations, grant funding, as well as external market and organizational considerations.