|Additional Job Details|
- This position will have approximately 44 direct reports
Responsible for daily operations of the department and serves as a resource to staff and other departments. Plans, directs and organizes the department to ensure goals and objectives of the program are accomplished timely and within budget parameters. Assists with meeting appropriate regulatory standards, complying with corporate policies and promoting collaboration with internal and external customers. Fosters positive working relationships and promotes collaborative practice within the team and with other departments.
|Strategic Relevance -- Summary|
To advance its position as an innovator and leading health care system, Gundersen Lutheran Health System (GLHS) must continue to demonstrate superior outcomes, provide seamless delivery of care, and ensure competitive cost structures. It must also stay at the cutting edge of emerging technologies and new delivery models that will transform healthcare. The System must anticipate and respond effectively to evolving market and environmental trends, (e.g., shifts in payment models, value based purchasing, transparency of outcomes and information technology) that will impact the delivery of health care services.
The Manager is responsible for understanding the impact of these forces and trends and for managing the effective response from their AOR (area-of-responsibility). The Manager collaborates with others to achieve GLHS’ strategic mission and goals: 1) demonstrate superior quality and safety through the eyes of patients and caregivers; 2) demonstrate superior service through the eyes of patients and colleagues; 3) attract, develop and retain a talented and engaged workforce; 4) demonstrate affordability of care; and 5) achieve programmatic growth. The Manager translates System strategy into staff commitment, action, and accomplishment in their AOR.
|Position Duties and Responsibilities|
|The Manager is specifically responsible for:|
|1.0 Organizational Strategy and Implementation - Understanding market trends and the impact on their AOR, contributing to AOR strategic and operational plans, translating these plans, and ensuring the understanding, alignment and commitment of AOR staff.
2.0 Fiscal Management - Effectively using established processes to ensure accountability for effective operations and resource management.
3.0 Human Resource Management - Effectively using established processes to: select, align, engage, develop, manage, and retain a team of highly skilled staff.
4.0 Excellence in Service and Clinical Quality - Achieving seamless delivery of quality patient care and safety, excellence in patient experience and customer service.
5.0 Organizational Leadership - Providing leadership and accomplishing objectives by ensuring the integration of processes and initiatives while modeling collaboration.
|1.0||Organizational Strategy and Implementation|
|1.1||Collaborates with Division/Team leadership to understand external market financial, economic, and industry data, identifying market opportunities and threats.|
|1.2||Provides leadership and actively contributes to the design and implementation of program goals and objectives.|
|1.3||Formulates recommendations for continuous improvement, taking into account market demands, regulatory standards, and changes in clinical practice.|
|1.4||Establishes clear performance standards and ensures that cost effectiveness and continuous quality improvement forms the basis for all activities.|
|1.5||Collaborates to ensure that resources are prioritized, in place, and used to achieve objectives.|
|1.6||Contributes to the development of and implementation of processes to collect clinical and financial data focused on cost and quality.|
|1.7||Designs and implements key process improvements to eliminate variability in cost and quality.|
|2.1||Manages to meet fiscal targets.|
|2.2||Participates in financial forecasting and planning along with other members of the management team.|
|2.3||Develops and presents comprehensive analysis for financial and program recommendations.|
|2.4||Communicates the rationale for financial decisions, ensuring a high level of understanding among staff and clinicians.|
|2.5||Evaluates for potential cost-effective change and manages the implementation of approved changes.|
|2.6||Ensures staff compliance with financial decisions and monitors physician as appropriate.|
|3.0||Human Resource Management|
|3.1||Provides leadership to staff that offers job satisfaction, performance recognition, and stimulates innovative thinking.|
|3.2||Ensures that staff understand their roles in accomplishing GHS, Team/Division, and AOR objectives. Establishes expectations for performance and holds individuals responsible for achieving them.|
|3.3||In collaboration with Director and HR, ensures the efficacy of systems/processes to recruit, retain, and develop a high performance team.|
|3.4||Ensures staff productivity by maximizing efficiency and workflow patterns as well as monitoring and controlling turnover.|
|3.5||Implements and actively supports the integration of change and conflict management.|
|3.6||Creates a workplace climate that ensures respect, teamwork, open communication, and professional recognition among a diverse workforce.|
|4.0||Excellence in Service <u>and Clinical Quality</u>|
|4.1||Ensures the implementation of service standards to meet patient and other customer definitions of excellence.|
|4.2||Identifies and analyzes trends in customer satisfaction and patient experience, quality outcomes, and cost using data to guide change in practices.|
|4.3||Models and ensures that staff effectively uphold a customer service orientation to meet expectations of patients and internal and external customers.|
|4.4||Ensures confidentiality of patient, staff, and appropriate management data and delivers immediate and certain consequences when confidentiality is compromised.|
|5.1||Promotes GHS to all constituencies by interpreting and communicating GHS? mission and values, and acting as a loyal and informed spokesperson.|
|5.2||Identifies opportunities and effectively manages collaboration with other departments and staff.|
|5.3||In the spirit of collaboration, promotes the visibility of staff throughout the organization.|
|5.4||Provides a positive learning environment collaborating with academic programs, while ensuring patient safety.|
|5.5||Identifies areas for self-development and actively seeks opportunities and resources to meet developmental objectives.|
|The Manager interacts primarily with the following external interfaces:|
|The Manager interacts secondarily with the following external interfaces:|
|The Manager interacts primarily with the following internal interfaces:|
|The Manager interacts secondarily with the following internal interfaces:|
|Decision Making Authority & Responsibility|
The Manager has the authority to formulate and execute AOR vision, objectives, and strategies consistent with the System’s mission, vision and goals. This person determines which resources are needed and facilitates the acquisition of additional resources where indicated.
The Manager has the responsibility to advocate change in AOR processes and systems to ensure optimal, cost effective health care delivery. This individual facilitates the resolution of clinical, staff, and policy issues within agreed upon organizational, financial and regulatory limits. The Manager oversees the enforcement of policy, as well as makes recommendations for changes to AOR staff and leadership. The Manager coaches, monitors, and documents staff performance, makes recommendations for compensation strategy and promotion, and supports the physician recruitment process for their AOR.
The Manager represents Gundersen Lutheran Health System and their AOR within the System and in the external community.
|Scope of the Job|
|Age Specific Population Served:||Geriatric (65 years & older)
Adult (18 - 64 years)
Adolescent (13 - 17 years)
Pediatric (1 - 12 years)
|OSHA Category||Category III - No employees in this job title have a reasonably anticipated risk of occupational exposure to blood and/or other potentially infectious materials.|
|Education and Learning:|
|Required||Bachelor's degree in a health related field
|Desired||Bachelor's degree in Nursing from an accredited college of nursing, as recognized by the Accreditation Commission for Education in Nursing or Commission on Collegiate Nursing Education.|
|Required||2 years of leadership experience in a clinical environment.||Desired||5-7 years of leadership experience in a clinical environment.|
|Skills and Knowledge:||Ability to or Knowledge of...|
time management skills
|Communication||written and oral communication skills
understand written and oral instructions
demonstrate effective interpersonal sensitivity
|Mathematics||add, subtract, multiply, divide, record, balance, and check results for accuracy
|Leadership||effectively manage change
demonstrate leadership and management skills
|General - All Positions||change process
the quality improvement process
be flexible and adaptable
|Computer Systems/Software/Applications||maintain proficiency in Microsoft Office Products (i.e. Word, Excel, PowerPoint, Illustrator, etc.)
|License and Certifications:|
|Desired||Registered Nurse (RN) licensed to practice in the state of Wisconsin|
|Physical Requirements/Demands of the Position|
|Sitting||Frequently (34-66% or 5.5 hours)|
|Static Standing||Frequently (34-66% or 5.5 hours)|
|Walking/Standing||Frequently (34-66% or 5.5 hours)|
|Stooping/Bending||Occasionally (6-33% or 3 hours)|
|Squatting||Occasionally (6-33% or 3 hours)|
|Kneeling/Half Kneel||Occasionally (6-33% or 3 hours)|
|Climbing Stair||Occasionally (6-33% or 3 hours)|
|Reaching - Shoulder Level||Frequently (34-66% or 5.5 hours)|
|Reaching - Below Shoulder||Frequently (34-66% or 5.5 hours)|
|Reaching - Above Shoulder||Frequently (34-66% or 5.5 hours)|
|Repetitive Actions - Fine Manipulation||Frequently (34-66% or 5.5 hours)|
|Not substantially exposed to adverse environmental conditions (as in typical office or administrative work).|
Equal Opportunity Employer