Chief Executive Officer Saint Francis - Bartlett (Bartlett)

Job Summary

COMPANY BACKGROUND:

Tenet Healthcare Corporation (NYSE: THC) is a diversified healthcare services company headquartered in Dallas. Our care delivery network includes United Surgical Partners International, the largest ambulatory platform in the country, which operates ambulatory surgery centers and surgical hospitals. We also operate a national portfolio of acute care and specialty hospitals, other outpatient facilities, a network of leading employed physicians and a global business center in Manila, Philippines. Our Conifer Health Solutions subsidiary provides revenue cycle management and value-based care services to hospitals, health systems, physician practices, employers, and other clients. Across the Tenet enterprise, we are united by our mission to deliver quality, compassionate care in the communities we serve. For more information, please visit

MARKET SUMMARY:

Saint Francis Hospital‑Bartlett, TN

Opened in 2004, Saint Francis Hospital‑Bartlett became the first full‑service health care facility in Bartlett, Tennessee. We’re committed to providing quality care that serves the needs of Bartlett and all of the North and Northeast Shelby County community. As our community grows, we continue to expand our scope of care and nurture strong relationships with community partners.

Our 196‑bed facility enables us to treat a wide range of conditions and includes:

• 128 medical/surgical beds
• 16 orthopedic/spine beds
• 16 intensive care unit (ICU) beds
• 16 progressive care unit (PCU) beds

In addition, Saint Francis Hospital‑Bartlett offers 8 surgery suites, a 34‑bed, 24‑hour emergency room and a dedicated outpatient imaging center.

Saint Francis Hospital‑Bartlett is accredited by The Joint Commission, the nation’s oldest and largest hospital accreditation agency.

POSITION SUMMARY:

The Chief Executive Officer has overall operational responsibility and oversight of St. Francis‑Bartlett Campus. The Chief Executive Officer will be responsible for leading by example, setting clear strategies and performance expectations in an environment of participation and collaboration with senior management, physicians, and the Board of Directors.

Responsibilities

FUNCTIONAL EXPECTATIONS & REQUIREMENTS:

The Chief Executive Officer has the following functional responsibilities in leading St. Francis – Bartlett Campus

• Assures the highest standards of healthcare delivery and outcomes, ensuring a constant patient focus.
• 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.
• Fosters a work climate that attracts quality employees and provides and promotes the facility as a provider of choice for patients.
• 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.
• 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 Executive 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.
• 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 in order to optimize the long‑term potential of the facility.
• 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:

Lead Boldly

• Takes decisive action in high stakes situations, times of crisis and uncertainty.
• Promotes or asserts own position and ideas.
• Champion’s new ideas and initiatives that create operational/strategic advantage.
• Seeks out and decisively confronts and resolves issues or barriers to success, including uncompetitive or ineffective processes, practices and people.

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).
• Maintains ongoing feedback, measurement and assessment processes that determine progress to plan and, if necessary, lead to course correction.
• 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 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.).

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).
• 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.

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]]>