Doctors Hospital of Manteca was born in 1962, after local physicians realized their patients were leaving the community in search of their healthcare needs. When it opened its doors, the hospital had just seven doctors and 41 employees. Today, Doctors Hospital of Manteca, a 73-bed facility, is the largest private employer in the community with nearly 500 employees and a staff of more than 180 physicians. Each year, more than 35,000 patients receive some of the most advanced medical care and technology available. But even though the hospital is larger, it has not lost sight of its original mission of providing the best possible care to the community of Manteca.

For more than 50 years, Doctors Hospital of Manteca has been recognized for delivering quality care. Among our distinctions are:

• Received an “A” rating for hospital safety by The Leapfrog Group, an independent industry watchdog. Its Hospital Safety Score rates how well hospitals protect patients from errors, injuries and infections.
• Earned The Joint Commission’s Gold Seal of Approval for accreditation by demonstrating compliance with its national standards for healthcare quality and safety.
• Received accreditation as a Level 2 Bariatric Center by the American College of Surgeons for its weight-loss program. The Metabolic and Bariatric Surgery Accreditation and Quality Improvement Program also recognized Doctors Hospital of Manteca as a comprehensive center.
• Been recognized as a Certified Quality Breast Center of Excellence in the National Quality Measures for Breast Centers program. This honor represents our commitment to providing the highest quality breast-health care to patients in our community.
• Been awarded a three-year term of accreditation in Positron Emission Tomography (PET) by the American College of Radiology.
• Received designation as a Nurses Improving Care for Health system Elders (NICHE) hospital. This designation indicates a hospital’s commitment to providing exceptional clinical care and service for older adults.
• Been recognized by the American Heart Association’s “Get with The Guidelines” program with the Heart Failure Silver Plus award for commitment to quality heart care. The award recognized Doctors Hospital of Manteca for achieving at least 12 consecutive months of 85 percent or higher adherence to all the program’s quality indicators.

Doctors Hospital of Manteca is fully accredited by The Joint Commission, the nation’s largest hospital accreditation agency. It also continues to rank highly for quality care. https://www.doctorsmanteca.com/

http://doctorsmanteca.com

POSITION SUMMARY:

The Chief Executive Officer has overall operational responsibility and oversee Doctors Hospital of Manteca. The Chief Executive Officer will be responsible to lead by example, setting clear strategies and performance expectations in an environment of participation and collaboration with senior management, physicians, and the Joint Advisory Board(s).

FUNCTIONAL EXPECTATIONS & REQUIREMENTS:

The Chief Executive Officer has the following functional responsibilities in leading Doctors Hospital of Manteca.

• Ensures a positive working relationship with physicians; creates a culture of open progressive communication and mutual understanding between the physicians, facility leadership and employees.
• Develops and leads a top-notch administrative team.
• 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.
• 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.
• Recruits and retains first-rate physicians to work with the facility.
• Exhibits strong communication, presentation and listening skills to ensure facility-wide collaboration and coordination, especially concerning physicians, employees and the community.
• Displays strong business acumen, a sophisticated knowledge of healthcare funding, and experience in competitive marketplaces with the ability to make complex and difficult decisions.
• In conjunction with the Chief Financial Officer of the facility, the Chief Administrative Officer will sign to certify the financials of the facility on a quarterly basis.
• Appropriately assesses strategic opportunities to enhance the facility’s market position.
• Assures the highest standards of healthcare delivery and outcomes, ensuring a constant patient focus.
• Shows creativity and judgment in developing and communicating an executable vision that includes new product lines and services, partnerships, and ventures.
• Continues to build solid, effective relationships with appropriate partners, payors, businesses, customers, and the community at large.
• Ensures positive employee relations and trust through communication, education, consistency, and dependability.
• Leads the development of progressive physician/facility strategies and executes plans to optimize the long-term potential of the facility.
• Fosters a work climate that attracts quality employees and provides and promotes the facility as a provider of choice for patients.
• Demonstrates successes in integrating medical staff and creating opportunities for growth and profitability.

ORGANIZATIONAL LEADERSHIP - EXPECTATIONS & REQUIREMENTS:

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

• 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).
• Creates focus, energy and commitment to key Tenet operational initiatives (e.g. highly visible champion for Tenet initiatives such as TGI, MPI, etc.).
• 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).
• Builds consensus and commitment among various stakeholders, often with competing priorities (e.g. bringing physicians, managers, and employees together to improve patient service).
• 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

• 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).
• 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).
• Understands and addresses complex issues in the critical areas of healthcare, including payer mix, regulatory/legislative changes, physician partnerships, and acquisitions/divestitures.
• Defines unambiguous strategies for growth and operational excellence (e.g., identifies specific, aggressive goals for physician and patient satisfaction scores, BSC targets).
• 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).
• 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.).

Lead Boldly

• Takes decisive action in high stakes situations, times of crisis and uncertainty (e.g., responds to local disasters, such as a hurricane).
• Takes calculated risks to stay competitive in the industry/market (e.g. recruiting a physician when facility has an existing practice group).
• Promotes or asserts own position and ideas (e.g. believes in the value of new HIT system, and actively promotes it to physicians).
• Champion’s new ideas and initiatives that create operational/strategic advantage (e.g., implement a new nursing care model).
• 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).

Shape Strategy

• 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).
• Develops and communicates strategies that achieve competitive advantage, in areas such as productivity, quality, culture, talent, internal/external volume and revenue growth initiatives.
• 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).
• Counters competitive threats by leading distinctive change initiatives (e.g., building a free standing ER to defend service area).

Earn Unwavering Trust

• 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).
• Builds solid effective relationships with physician partners, payers, and customers (e.g., meets with key physicians quarterly).
• Exhibits excellent communication, presentation and listening skills that secure commitment and alignment.
• Maintains high ethical standards and integrity consistent with Tenet values and compliance expectations.

CANDIDATE EXPERIENCE, ATTRIBUTES AND EDUCATION REQUIREMENTS:

Minimum ten to fifteen years of progressive experience in facility or healthcare management, culminating in successfully leading a complex entity in a culturally diverse, competitive urban environment. Incumbent should possess the following experiences, professional and personal attributes, and education:

• Demonstrated, sophisticated understanding of healthcare and facility financial matters; a strong, experience-based knowledge of managed care.
• Experience as a senior operational executive in a proprietary facility, or proven capability to consistently produce positive margins in a complex and competitive environment.
• A proven background in developing and implementing successful strategies that ensures delivery of high-quality, cost-effective healthcare. Possesses a verifiable history of engendering growth through increased productivity as well as program development.
• A strong reputation for sustained, successful, inclusive, trust-based physician relations, and proven success for attracting excellent physicians. The ability to understand physicians’ viewpoints and needs and work strategically with them in the best interest of patients and the facility.
• A highly effective manager with a demonstrated track record of bold leadership and bringing teams toward full utilization of their talents and abilities to achieve desired business results.

Professional Attributes

• Must have independent judgment and decision-making capability. Excellent human relations skills.
• Visionary with the ability to think strategically and possessing the communication and leadership skills to follow through on development plans.
• Demonstrated success in balancing cost and quality issues and partnering with the medical staff to address productivity and quality improvements.
• Superior knowledge of healthcare trends and legislation combined with strong business acumen.
• Track record of active community leadership. The Chief Executive Officer must be a visible, active participant in civic forums representing the facilities.
• Proven ability to provide high-quality, cost-effective care through innovation, reputation and positive employee and physician relations.

Personal Attributes

• The ability to communicate effectively with diverse constituencies and to deliver high quality written and verbal presentations. Astute interpersonal, public relations and negotiating skills. Excellent interpersonal skills; and a dedicated listener.
• One who encourages feedback and collaborative efforts in his/her staff to promote a higher standard of patient care, cost effective delivery of services, and a team-oriented culture.
• 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, medical staff, and the Board.