Non-clinical Professional

Welcome to the thriving financial backbone of NewYork-Presbyterian—a world of over 1,000 financial experts collaborating and achieving in our 38th Street office. Together, we prudently audit, invest and safeguard the bottom-line interests of our institution. We see our world-renowned hospital safely through perilous AND prosperous financial markets. That’s why in June 2009, our YTD profitability from operations was almost $38 million (nearly double the profitability of summer 2008).

Mission Driven
We honor our patient-focused mission while also thriving in a corporate context. Our department goes above and beyond in honoring Sarbanes-Oxley standards (even though, as a not-for-profit, compliance is not required). Maybe that’s why large firms have praised us as having one of the top audit processes in healthcare. Highly active in the hospital, our leadership boasts President’s Circle Award winners. We even participate in patient-care initiatives, such as Patient Safety Fridays.

Vast Opportunity
Financial gurus thrive in such empowered initiatives as our revenue cycle improvement program (which is credited with generating over $280 million in recurring revenue over the past eight years). We provide a high-intensity atmosphere of continuous learning, with vast technical and administrative inservices. Professionals here have the opportunity to specialize in any realm of finance—including accounting, budget, investment, pension, real estate, financial controls, accounts payable and beyond.

Our Vision:
To develop an outstanding workforce dedicated to providing the highest quality clinical care coupled with exceptional and compassionate service

Our Human Resources professionals believe in the incredible value of people. We are the gatekeepers and stewards of excellence at NewYork-Presbyterian Hospital. We demonstrate high standards and superior ethics. We protect the hospital’s reputation and interests. We recognize that our hospital (#1 in New York, #6 in the nation) is only accomplished by the tireless efforts of our people.

We work in human capital, recruiting and retaining the best prospects: people who put our patients first. Our approach is fair and values-based. Building on a foundation of clinical victories and historical firsts, we’re strengthening today’s and tomorrow’s NewYork-Presbyterian.

• Strategic Objectives Include:
• Cultivate exceptional leadership
• Develop our people to meet the changing demands of the patient-centric environment
• Drive individual and team accountability to create a culture that produces high reliability and performance
• Leverage investment in total compensation, and reward performance
• Foster an employer-of-choice culture where everyone matters, through celebration, work/life integration and wellness

Our marketing and public affairs professionals publicize the Amazing Things happening at this hospital. We take this task to heart. Our efforts result in thousands of media placements, including many high-profile stories in The New York Times, Wall Street Journal, Time magazine, CNN.com and more. Gaining access to all major nationally broadcast evening and morning news programs, we also facilitate coverage in India, Japan, Russia, Dubai and beyond.

Interactive
We launch, direct and run the successful nyp.org website, which not only markets the hospital but provides many patients’ first introduction to NewYork-Presbyterian. In 2008, unique visits grew 26% (including over 260,000 physician searches).

In The Community
We also plan and direct the hospital’s many community events—including the Komen Race for the Cure (breast cancer), the Avon Walk for Breast Cancer, the Third Avenue Health Fair and our popular Health and Wellness Seminar. Recently, we teamed with the Sesame Street Workshop and the New York City Office of Emergency Management to launch a bilingual kit that prepares young children for emergencies.

NewYork-Presbyterian Hospital strives to provide patients and their families with a safe, reliable environment of care and service. We believe that quality embraces all aspects of performance. Our Quality and Patient Safety Division is specifically tasked with ensuring the adoption and implementation of strategic and national patient safety goals.

Putting Patients First
One of our primary goals is to “encourage patients’ active involvement in their own care as a patient safety strategy.” Representing a preeminent academic medical center, we’re committed to the academic mission of innovative, creative scientific research and education. Our strategic quality plan embraces our commitment to excellence. We enhance the patient’s access to a comprehensive continuum of quality care.

Our incredible procurement professionals are responsible for all hospital sourcing and contracting. Together, we process over 180,000 requisitions a year. We are the logistical gurus. Converting needs from internal stakeholders into purchase orders for our vendors, we serve a critical regulatory function: finding the right vendor, at the right price, for the right delivery.

Taking the Initiative
As a “value-added” department, we’re true contributors to the welfare of the NewYork-Presbyterian. We serve a critical regulatory role in determining the influx of new equipment. Our professionals speak at major conferences and to major organizations, such as the Academy of Healthcare Management. Taking the initiative, we’ve created several high-tech resources that continue to shape our field—such as intensive purchase-order and pricing databases that cross-reference over 130 hospitals.

Our strategists are an inspired collective of the sharpest minds, drawing on top talents from the merging worlds of healthcare and consulting. The work is engaging: resolving diverse challenges and collaborating with the highest levels of leadership. Our projects have profound impact—sustaining our ranking as New York City’s market-dominant hospital.

Continuous Learning
Our environment is one of continuous enrichment. Master’s educated, our strategists are lifelong learners. We enjoy the unique position of almost never being the content experts for an initiative. To succeed, we must collaborate and glean insights from complex departments and positions.

Although we enjoy our own corporate office on 76th Street, the majority of our days are spent on various hospital locations. Many of our professionals progress to the upper echelons of senior leadership. Together, we shatter preconceptions of what strategy can accomplish:

• Developing MINT (a donor-funded, minimally invasive technology initiative); working with clinicians and biomedical engineers, we’ve filed over 12 original patents to date and become a Harvard Business School case study class.
• Evolved a Development Value Model for IT Projects, which evaluates our over 100 IT projects recommended for the next nine years.
• Launching the Center for Digestive Care (a multidisciplinary, grant-funded program), which offers a revolutionary, comprehensive and coordinated approach to digestive disease care.