Sr. VP, Center of Excellence
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Master's Degree
Minimum Work Experience
10 years
Specific Requirements and Preferences
Required Skills/Knowledge
Functional Accountabilities
Vision and Strategy
1. Maintain a view of the overall operational performance of the Center as it relates to the overall hospital and clinical excellence working collaboratively with different functional areas/departments to improve patience outcomes.
2. Develop sound and creative strategies to enhance care and assure optimal outcomes. Provide vision and leadership for patient care issues and satisfaction.
3. Focus on the use of tools, expertise and applications for continued quality improvement as a business strategy, and enhance the leadership capacity to maintain a culture of quality. Create a work environment that fosters teamwork, cooperation, innovation, open communication and respect.
4. Together with the executive leadership team at CNMC, become visible and recognized in the community and work collaboratively with political leaders, to advocate for the hospital and to help to maintain the strong support it currently receives in the Washington, DC area.
5. Facilitate new care models to advance patient processes and systems of care.
Human Capital
1. Collaborate to develop and evaluate the effectiveness of recruitment, retention programs, management and operations for physicians, leadership and staff within Goldberg Center for Community Pediatric Health.
2. Establish efficient staffing patterns in accordance with standards of practice to achieve highest quality of patient care and to maximize operational efficiencies of the hospital.
3. Recruit, coach, develop and retain qualified, top notch staff.
Minimum Education
Master's Degree
Minimum Work Experience
10 years
Specific Requirements and Preferences
10 years of post-training experience demonstrating progressive effectiveness in clinical leadership roles.
Required Skills/Knowledge
Prior experience as Division Chief or Department Chair, board certification and a commitment to community pediatrics are required. S/he must have a track record as researcher and/or educator as well as peer reviewed publications sufficient to be eligible for an academic appointment at George Washington University at the full Professor level. The candidate must be licensed or be eligible for licensure to practice medicine in the District of Columbia.
Functional Accountabilities
Vision and Strategy
1. Maintain a view of the overall operational performance of the Center as it relates to the overall hospital and clinical excellence working collaboratively with different functional areas/departments to improve patience outcomes.
2. Develop sound and creative strategies to enhance care and assure optimal outcomes. Provide vision and leadership for patient care issues and satisfaction.
3. Focus on the use of tools, expertise and applications for continued quality improvement as a business strategy, and enhance the leadership capacity to maintain a culture of quality. Create a work environment that fosters teamwork, cooperation, innovation, open communication and respect.
4. Together with the executive leadership team at CNMC, become visible and recognized in the community and work collaboratively with political leaders, to advocate for the hospital and to help to maintain the strong support it currently receives in the Washington, DC area.
5. Facilitate new care models to advance patient processes and systems of care.
6. Support the advancement of health outcomes through implementing standardization in care by collaborating with medical, nursing and operations.
7. Design, implement and execute plans to achieve successful outcomes of organizational goals.
Financial Performance
1. Monitor key financial indicators to adjust budgets as necessary to maximize revenue and productivity, constantly.
2. Provide feedback regarding Goldberg Center for Community Pediatric Health financial performance.
3. Improve the financial performance and overall productivity of the Center.
7. Design, implement and execute plans to achieve successful outcomes of organizational goals.
Financial Performance
1. Monitor key financial indicators to adjust budgets as necessary to maximize revenue and productivity, constantly.
2. Provide feedback regarding Goldberg Center for Community Pediatric Health financial performance.
3. Improve the financial performance and overall productivity of the Center.
Human Capital
1. Collaborate to develop and evaluate the effectiveness of recruitment, retention programs, management and operations for physicians, leadership and staff within Goldberg Center for Community Pediatric Health.
2. Establish efficient staffing patterns in accordance with standards of practice to achieve highest quality of patient care and to maximize operational efficiencies of the hospital.
3. Recruit, coach, develop and retain qualified, top notch staff.
4. Ensure a capable, highly committed and performance driven management team is in place.
Management and Operation
1. Define success indicators and develop measure to hold Goldberg Center for Community Health services divisions accountable.
2. Meet regularly with the Goldberg Center for Community Health Services Divisions leadership to discuss goals, initiatives and progress.
3. Role model expertise to maintain and/or enhance the organizational culture during periods of constant change in the health care environment.
Management and Operation
1. Define success indicators and develop measure to hold Goldberg Center for Community Health services divisions accountable.
2. Meet regularly with the Goldberg Center for Community Health Services Divisions leadership to discuss goals, initiatives and progress.
3. Role model expertise to maintain and/or enhance the organizational culture during periods of constant change in the health care environment.
4. Provide mentorship to divisions regarding management and operations (both clinical and non clinical).
5. Meet regularly with hospital management staff and maintain work plans showing measurable achievements and to recognize individual and team accomplishments.
6. Assist the physicians to build volume, high quality and safety standards to improve productivity and to create a much higher level of accountability among the physician leadership in collaboration with the CMO of Ambulatory & Community Health Services.
Internal and External Relationships
1. Partner with multidisciplinary teams to advance improvements in patient safety, quality, and outcomes.
2. Collaborate with the enterprise risk management process as it relates to clinical risk.
3. Engage with the external leaders to maintain real-time industry changes and new developments in the relevant areas.
4. Make connections and foster external relationships to the benefit of CNMC.
Internal and External Relationships
1. Partner with multidisciplinary teams to advance improvements in patient safety, quality, and outcomes.
2. Collaborate with the enterprise risk management process as it relates to clinical risk.
3. Engage with the external leaders to maintain real-time industry changes and new developments in the relevant areas.
4. Make connections and foster external relationships to the benefit of CNMC.
5. In collaboration with the CMO of Ambulatory & Community Health Services, assist the residents, fellows and faculty of the Center to enhance the training, publications and research to improve the care of pediatric patients.
Deliver
1. Set and clearly communicate team goals and priorities in alignment with departmental goals and budgets.
2. Develop the budget and assign resources to meet the team goals.
3. Provide the resources and guidance required for employees to perform effectively.
Deliver
1. Set and clearly communicate team goals and priorities in alignment with departmental goals and budgets.
2. Develop the budget and assign resources to meet the team goals.
3. Provide the resources and guidance required for employees to perform effectively.
4. Develop procedures to ensure high safety and quality, and course-correct as needed.
5. Identify customer's needs and ensure service excellence in meeting those needs.
Engage
1. Be the link between the department and the team in defining the strategies to meet team goals.
Engage
1. Be the link between the department and the team in defining the strategies to meet team goals.
2. Provide prompt and clear verbal and written feedback to staff and manage/guide their performance.
3. Ensure team adherence to regulations, policies and procedures.
4. Manage the working environment to promote productivity and motivation.
5. Represent the team in clearing obstacles to high performance.
6. Recruit talent and develop their capabilities.
7. Monitor and promote strong employee engagement.
Grow
1. Encourage and share new ways of making the right work easier to do.
1. Encourage and share new ways of making the right work easier to do.
2. Recognize and share incremental improvements in operations.
3. Promote the success of organizational and department initiatives by clearly aligning programs to the mission.
