The Chief Operating Officer (COO) provides strategic leadership and operational management for all administrative matters in Mott Children’s Hospital and Von Voigtlander Women’s Hospital. The COO will have full accountability for achieving the operational and financial goals for C&W and UMHS in partnership with the Chief Clinical Officer (CCO) and Chief Nursing Officer (CNO). These functions include: planning, managing, and evaluating all administrative, financial and operational activities.
The Chief Operating Officer will:
Have a direct reporting relationship to the President of the University of Michigan Health System & Executive Vice Dean for Clinical Affairs.
Partner with the C&W CCO and CNO to collaborate with the Service Chiefs, Associate Hospital Directors and Administrators, Department Chairs and other hospital and UMHS leadership to effectively execute the clinical enterprise strategic plan.
Exercise functional and administrative supervision (as opposed to direct management)over all operational areas within C&W.
Characteristic Duties and Responsibilities
A. Program & Clinical Management
Support the C&W CCO and CNO to execute the established system and C&W priorities in safety, quality, timeliness, financial stewardship, and people.
Lead the C&W Executive team (in collaboration with the CCO and CNO) in strategic planning, policy formulation, programmatic development, facility planning, problem-solving, quality and cost improvement initiatives and the implementation of patient and family-centered care.
Actively participate in strategic planning, policy formulation, problem solving and management of C&W.
Develop and implement administrative policies to carry out the objectives of the C&W.
Collaborate with leadership in research and educational activities.
Resolve administrative operational problems by consulting with other C&W administrators, the CCO, CNO, service chiefs and other staff as needed utilizing an interest-based problem-solving approach.
Maintain accountability for compliance with regulatory agency standards and federal and state regulations.
Represent C&W on committees and other activities ensuring collaboration and liaison with appropriate Hospital-wide groups.
Represent C&W administration to members of the community.
Demonstrate behaviors which are compliant with UMHS values, goals, policies and procedures, and affirmative action policies.
B. Financial Management
Lead in the planning of activity and staffing projections.
Determine the need for, and allocation of, human, space, fiscal and material resources.
Develop, implement, and monitor operating and capital budgets; and execute corrective action plans to resolve variances.
Develop, implement and monitor operational improvements in C&W.
Plan, direct and achieve the philanthropic goals and objectives for C&W through building strong relationships among academic leadership, faculty and staff of the Health System and external audiences.
C. Personnel Management
Maintain accountability for all aspects of personnel management which include: recruitment and selection, counseling, disciplinary processes, contract management, coaching and mentoring.
In collaboration with other UMHS leaders, develop and implement strategies for leadership development, talent management and succession planning.
Actively mentor and coach direct reports in the execution of the clinical enterprise, C&W and departmental policies, objectives and operating procedures.
Act as preceptor/mentor for students.
Actively engage and support interdisciplinary team building and effective teamwork within departmental and institutional teams.
Maintain accountability (in partnership with appropriate disciplines) for compliance with bargaining unit and institutional agreements.
Utilize an interest-based process for problem solving and resolving issues.
D. Performance Improvement
In concert with other leaders, establish, monitor, and implement clinical enterprise and C&W goals and priorities.
Utilize a data-based approach and facilitate innovation and creativity in the development of new initiatives to support ongoing performance improvement and organizational change.
In partnership with the C&W CCO and CNO, actively co-lead quality initiatives and improvements that support organizational priorities.
Provide leadership for the effective management of change and transition within the C&W.
Effectively meet all goals and performance objectives for the clinical enterprise and C&W.
Actively participate in the performance planning, competency, and individual development process.
Attend relevant competency training, in-services and professional development conferences to maintain and improve knowledge base, competency and skills.
Serve on external boards and associations.
Master’s degree in Hospital Administration, Business, Public Health or related health care field is required.
Seven to ten years of administrative responsibility within an academic health care organization with progressive experience in executive leadership positions is required.
Demonstrated experience and effectiveness working within a complex and matrixed environment.
Thorough knowledge of state and federal policies governing healthcare delivery and planning.
Previous experience in a pediatric environment or a strong working knowledge of pediatric healthcare issues.
Exposure to comprehensive women’s health issues.
Demonstrated experience in fund raising and external community relationships.
Experience in a unionized environment is desirable.
Excellent interpersonal skills are required, as demonstrated by the ability to work effectively with physician and nursing partners, individuals and/or teams, across disciplines
Demonstrated skill in change management is required.
Excellent oral and written communication skills are required.
Strong financial and analytic skills are required.
Demonstrated experience in program planning, implementation, and evaluation is required.
Experience in facility planning and major building projects is highly desirable.
Working knowledge of University policies and procedures is desired.
Demonstrates the following UMHS leadership competencies:
Creates Value for the Diverse Communities We Serve
Creates a Shared Vision
Leads Innovation & Change
Fosters & Promotes Diverse Teams
Collaborates and Builds Inclusive Relationships
Coaches and Develops Others
Acts with Courage and Confidence
Internal Number: 169020
About University of Michigan Health System
Michigan Medicine improves the health of patients, populations and communities through excellence in education, patient care, community service, research and technology development, and through leadership activities in Michigan, nationally and internationally. Our mission is guided by our Strategic Principles and has three critical components; patient care, education and research that together enhance our contribution to society.