We recognize that a balanced management approach is critical in achieving our mission, and base our goal and measurement system on a balanced scorecard consisting of five pillars: Service, Quality, People, Cost, and Growth. Our balanced scorecard has been an important part of Tenet’s past success – and will be fundamental to our success going forward. Ethics and Compliance are also key values to our company, and are the foundation to the five pillars.
Additionally, we aim to be recognized – in both word and deed – as a leader in addressing the many difficult issues facing our industry. Our focus on quality is just one example of this commitment. We have also taken strong leadership positions on other health care issues of great importance, including joining ranks with other for profit hospital systems as a part of the Federation of American Hospitals to have a voice on critical issues on Medicare pricing, the uninsured, and quality.
Tenet, a publicly traded company listed on the New York Stock Exchange under the stock symbol THC, is one of the largest investor-owned health care delivery systems in the nation with 77 hospitals in 16 states; more than 170 outpatient centers; 20,326 licensed beds; nearly 4 million patients; over 100,000 employees; and $15.4 billion net operating revenues.
Placentia-Linda Hospital (PLH) is a 114-bed acute care hospital located in Placentia, California, with approximately 400 medical staff physicians. The facility is licensed by the California Department of Health Services, accredited by the Joint Commission, and a member of the California Hospital Association and the Healthcare Association of Southern California.
Medical services offered include:
· 24-hour Emergency Room;
· G.I. Center;
· Orthopedics/Joint Replacement;
· General Surgery,
· Imaging Services (Digital Mammography and Stereotactic Biopsy System, 16-Slice CT Scan, X-Rays, MRI, Ultrasound, and Nuclear Medicine);
· Laboratory; Outpatient Physical Therapy; Respiratory Therapy and Cardiopulmonary Stress Testing; and Brachytherapy.
· PLH is in the early stages of developing a medical group under the Tenet California Foundation, allowing the hospital to employ Primary Care and Specialty Physicians to better serve the community and prepare for healthcare reform.
· PLH has strategically expanded OP services:
o Opened two OP Diagnostic Imaging Centers
o New OP Wound Care Center
o Opening an Urgent Care Center in January 2013 with others in development
o Future plans include acquiring or developing an ASC and Primary Care Centers
Key highlights for Placentia-Linda Hospital include:
Ø Ranks above the national average for quality measures including: Heart Attack, Heart Failure, Pneumonia and Surgical Care and have received the CHART Certificate of Excellence. Source: Aggregate improvement processes data from publicly reported core measures data on the CMS Hospital Compare Site.
Ø Placentia-Linda Hospital has been designated an Aetna Institute of Quality® Orthopedic Care Facility for total joint replacement surgery.
Ø Recognized by the American Heart Association/American Stroke Association with the Get With The GuidelinesSM “Gold Plus” Award in 2011 and the “Gold” Award two years in a row for our performance in treating heart failure patients. We have been featured annually in their U.S. News & World Report “Best Hospitals” advertisement since 2007. The care our patients receive is our number one priority. That’s why we’re proud to be among the hospitals that has been recognized with the “Gold Plus Award” in 2011; Gold Award in 2009 and 2010; Silver Award in 2008; and Bronze Award in 2007. For more information on the program, please visit www.americanheart.org/getwiththeguidelines.
Ø Blue Cross and Blue Shield of California Blue Distinction Center designation for Knee & Hip Replacement. A national quality designation given to hospitals demonstrating expertise in delivering better overall outcomes.
Ø We are a designated a 2011 CIGNA Center of Excellence for Total Knee Replacement and Total Hip Replacement and have also earned a quality excellence designation for laparoscopic gall bladder removal surgery.
Ø Placentia-Linda is a 2011 Circle of Excellence Award recipient. Awarded by Tenet Healthcare to those hospitals that have performed at the highest levels in the past year in the areas of quality, service and clinical quality scores.
Ø Placentia-Linda Hospital was honored with an "A" Hospital Safety Score by The Leapfrog Group, an independent national nonprofit run by employers and other large purchasers of health benefits (2013).
Ø Placentia-Linda Hospital’s E.R. Department voluntarily met—and exceeded—best in class patient safety metrics set forth by BETA Healthcare Group (BETA), the largest insurer of hospital professional liability coverage in California. To achieve the goal, all Emergency Department (ED) patient care providers of Placentia-Linda Hospital covered by BETA completed rigorous “online learnings” and ED test scenarios. Successful completion of the Quest for Zero: Excellence in ED preventable errors initiative earned Placentia-Linda Hospital’s E.R. state-wide recognition for their dedication to raising the bar for patient safety (November 2012).
Placentia-Linda Hospital is committed to providing quality care. Our personalized service and patient-centered philosophy are hallmarks of Placentia-Linda Hospital. Our professional staff is here to serve the community 24 hours a day, seven days per week, for their health care needs. Placentia-Linda’s Mission is to provide “Quality Healthcare with a Personal Touch.”
The Chief Executive Officer of the Hospital reports directly to the Chief Executive Officer of the Tenet California Region.
CEO Core Competencies
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:
Drive Organizational Success
Ø Translates complex strategies into aggressive and achievable team/individual goals, targets and action plans that deliver results (e.g. local employer outreach strategy, with target employers, assigned leads, and defined approach).
Ø Creates focus, energy and commitment to key Tenet operational initiatives (e.g. highly visible champion for Tenet initiatives such as TGI, MPI, etc.).
Ø Maintains ongoing feedback, measurement and assessment processes that determine progress to plan and, if necessary, lead to course correction (e.g., weekly reporting and team dialogue of physician sales activities).
Ø Builds consensus and commitment among various stakeholders, often with competing priorities (e.g. bringing physicians, managers, and employees together to improve patient service).
Ø Participates in talent planning to ensure recruitment and development of high performing leaders. Shapes roles and assignments in a way that maximizes individual capability and performance contribution (e.g. identifies and develops/mentors talent).
Use Astute Judgment
Ø Demonstrates intellectual curiosity by seeking out new information and market awareness, and uses that knowledge to improve the business (e.g., identify a weakness of a competitor in a service line, and bolster the facility image in that service).
Ø Uses a fact-based approach to assessing and designing solutions, and resists acting exclusively on anecdote (e.g., measuring market share by service line, vs. responding to a physician comment of a competitor’s strength).
Ø Understands and addresses complex issues in the critical areas of healthcare, including payer mix, regulatory/legislative changes, physician partnerships, and acquisitions/divestitures.
Ø Defines unambiguous strategies for growth and operational excellence (e.g., identifies specific, aggressive goals for physician and patient satisfaction scores, BSC targets).
Ø Understands financial indicators/levers and delivers earnings and cash flow at or above budget, regardless of changes in the environment (e.g. pursues incremental and significant improvements in productivity and revenue generation).
Ø Critically and logically evaluates strategic and operational alternatives and selects tactics that mitigate cost risk and maximize revenue potential (e.g., prioritizing capital investment based on ROI, physician relationships, safety, etc.).
Ø Takes decisive action in high stakes situations, times of crisis and uncertainty (e.g., responds to local disasters, such as a hurricane).
Ø Takes calculated risks to stay competitive in the industry/market (e.g. recruiting a physician when facility has an existing practice group).
Ø Promotes or asserts own position and ideas (e.g. believes in the value of new HIT system, and actively promotes it to physicians).
Ø Champions new ideas and initiatives that create operational/strategic advantage (e.g., implement a new nursing care model).
Ø Seeks out and decisively confronts and resolves issues or barriers to success, including uncompetitive or ineffective processes, practices and people (e.g., challenges a specific billing practice).
Ø Develops progressive physician/facility strategies that achieve/exceed service, quality, growth, and cost targets year after year (e.g., a facility master plan, partnership with a local LTAC).
Ø Develops and communicates strategies that achieve competitive advantage, in areas such as productivity, quality, culture, talent, internal/external volume and revenue growth initiatives.
Ø Builds a credible, high return physician growth/replacement strategy that recruits and retains first rate medical staff (e.g., targeting a specific medical group, recruiting from specialized facilities for sub-specialty talent).
Ø Counters competitive threats by leading distinctive change initiatives (e.g., building a free standing ER to defend service area).
Earn Unwavering Trust
Ø Demonstrates high visibility networking and interacting constantly with key stakeholders to inform and advise on strategic initiatives, progress, healthcare trends, etc. (e.g., speaks at community events, sits on local boards).
Ø Builds solid effective relationships with physician partners, payers, and customers (e.g., meets with key physicians quarterly).
Ø Exhibits excellent communication, presentation and listening skills that secure commitment and alignment.
Ø Maintains high ethical standards and integrity consistent with Tenet values and compliance expectations.
Specific CEO Responsibilities Include
Viewed as focused, in charge, enthusiastic and approachable, the Chief Executive Officer of the facility will be responsible for providing strong leadership for the facility. He/she will lead by example, setting clear strategies and performance expectations developed in an environment of participation and collaboration with senior management, physicians, and the Advisory Board.
Other responsibilities include:
Ø Ensures a positive working relationship with physicians; creates a culture of open progressive communication and mutual understanding between the physicians, facility leadership and employees.
Ø Develops and leads a top-notch administrative team.
Ø Establishes a sense of mutual “pride of ownership” among constituencies, including physicians, employees and the community. Nurtures a culture of shared purpose and goals among these groups, fostering greatly improved working relationships and ensuring consistent quality of patient care.
Ø Maintains a highly visible presence, interacting constantly with key stakeholders to inform and advise them of strategies, current healthcare trends, legislation and activities. Represents the facility as a vital provider and employer by being an active civic leader in the community.
Ø Recruits and retains first-rate physicians to work with the facility.
Ø Exhibits strong communication, presentation and listening skills to ensure facility-wide collaboration and coordination, especially concerning physicians, employees and the community.
Ø Displays strong business acumen, a sophisticated knowledge of healthcare funding, and experience in competitive marketplaces with the ability to make complex and difficult decisions.
Ø In conjunction with the Chief Financial Officer of the facility, the Chief Executive Officer will sign to certify the financials of the facility on a quarterly basis.
Ø Appropriately assesses strategic opportunities to enhance the facility’s market position.
Ø Assures the highest standards of healthcare delivery and outcomes, ensuring a constant patient focus.
Ø Shows creativity and judgment in developing and communicating an executable vision that includes new product lines and services, partnerships, and ventures.
Ø Continues to build solid, effective relationships with appropriate partners, payors, businesses, customers, and the community at large.
Ø Ensures positive employee relations and trust through communication, education, consistency and dependability.
Ø Leads the development of progressive physician/facility strategies and executes plans in order to optimize the long-term potential of the facility.
Ø Fosters a work climate that attracts quality employees, and provides and promotes the facility as a provider of choice for patients.
Ø Demonstrates successes in integrating medical staff and creating opportunities for growth and profitability.
A competitive compensation program will be tailored to the selected candidate. Base salary will be supplemented by a performance bonus and comprehensive, well-rounded benefits program, which includes relocation assistance.