Administrator, St Josephs
Department GHS Affiliate Administration-CA
Contact Wood, Brent A.
Location Hillsboro
Schedule/Shift Days
Benefit Eligible Yes
Temporary Position No

Additional Job Details

Gundersen St. Joseph's Hospital and Clinics is a Gundersen Health System regional center with a Hillsboro Hospital and Clinic. We also have clinics located in Elroy and Wonewoc.

Position Summary
The CEO is responsible for the management, control and efficient operation of St Josephs. The CEO provides vision, strategic leadership and administrative direction for continuous improvement and development of St Josephs. This position assumes overall management authority, responsibility and accountability of St. Josephs. Within twelve months of assuming this position, the CEO will be expected to make best efforts to maintain a personal residence within the St. Josephs service area (within 15 miles of Hillsboro, Wisconsin).

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 Vice President is responsible for proactively identifying these forces and trends, for anticipating their impact on GLHS, for ensuring effective response from their AOR (area-of-responsibility and for influencing the System as a whole. The Vice President collaborates with senior management and others to establish and 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 Vice President ensures alignment across System strategies and AOR management and staff.

Position Duties and Responsibilities
The Vice President is specifically responsible for:
1.0 Organizational Strategy and Implementation -
2.0 Fiscal Management - Initiating, overseeing, and developing processes to ensure accountability for effective operations and resource management.
3.0 Human Resource Management - Ensuring that systems and processes are in place to: select, engage, align, develop, motivate, manage, and retain a team of highly skilled managers and 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.

Key Accountabilities
1.0 Organizational Strategy and Implementation
1.1 Collaborates with other Vice President's to study and understand external market financial, economic, and industry data, identifying market opportunities and threats.
1.2 Provides vision and direction to AOR leadership in the design, development and implementation of program goals and objectives.
1.3 Guides and ensures continuous improvement, taking into account market demands, regulatory standards, and clinical practice.
1.4 Ensures the establishment of clear and consistent performance standards and ensures that continuous 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 Oversees the design of key process improvements and optimizes resources to eliminate variability in cost and quality.
1.7 Develops effective referral network with physicians and hospitals and maintains collaborative relationships with major purchasers of healthcare.
2.0 Fiscal Management
2.1 Establishes and collaboratively manages fiscal targets.
2.2 Develops and presents comprehensive analysis for financial and program recommendations.
2.3 Monitors financial performance, initiates analysis, and evaluates and approves recommendations to achieve established fiscal targets.
2.4 Articulates and communicates the rationale for financial decisions, ensuring a high level of understanding among stakeholders.
2.5 Ensures management and staff compliance with financial decisions.
3.0 Human Resource Management
3.1 Creates vision and provides leadership that offers job satisfaction and performance recognition, stimulates innovative thinking, and promotes cross-functional teamwork.
3.2 Establishes expectations for performance and holds management accountable for achieving them.
3.3 In collaboration with the Human Resources Department, monitors trends that have human resource implications, and ensures the efficacy of systems/processes for recruiting, retaining, developing, and motivating staff and leadership talent.
3.4 Ensures the effective integration of progressive change and conflict management.
3.5 Creates a workplace climate that ensures respect, teamwork, open communication, and professional recognition among a diverse workforce.
4.0 Excellence in Service and Clinical Quality
4.1 Ensures the implementation of processes to collect clinical and financial data to improve clinical effectiveness, cost, and quality.
4.2 Oversees the monitoring and analysis of system-wide trends in customer satisfaction, patient experience, quality outcomes, and cost using data to guide change in system-wide practices.
4.3 Ensures confidentiality of patient, staff, and appropriate management data and delivers immediate and certain consequences when confidentiality is compromised.
5.0 Organizational Leadership
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 leads collaboration with other departments and staff.
5.3 In the spirit of collaboration and organizational success, promotes the visibility of GHS leadership throughout the organization.
5.4 Provides the vision to establish a positive learning environment within their AOR, 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.

Key Interfaces
The Vice President interacts primarily with the following external interfaces:
  • Families
  • Patients
The Vice President interacts secondarily with the following external interfaces:
  • Non-GLHS clinicians and organizations
  • Vendors/Suppliers
  • Educational and Regulatory Organizations
  • General Public
  • Media
The Vice President interacts primarily with the following internal interfaces:
  • Department Heads
  • Other Vice Presidents and Chiefs
  • Directors and Executive Directors
The Vice President interacts secondarily with the following internal interfaces:
  • Team/Division Managers
  • AOR Staff
  • Other System Staff
  • CEO
  • Other functional leadership

Decision Making Authority & Responsibility

The Vice President has the responsibility to contribute to GLHS strategic objectives. This person is responsible for achieving organizational results. They are also responsible for reviewing goals, assessing progress, and making appropriate course corrections. This person 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 or allocation of resources where indicated.

The Vice President has the authority to initiate and make change in AOR practice standards, processes and system to ensure optimal, cost effective health care delivery. This individual facilitates the resolution of management, clinician, and policy issues within agreed upon financial and regulatory limits. The Vice President formulates and enforces policy, consistent with GLHS standards. This person coaches, monitors, and documents management performance, and makes recommendations for compensation strategy and promotion. The Vice President represents GLHS and their Team/Division within the System and in the external community.

Scope of the Job
Age Specific Population Served: Nonage Specific (N/A)
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.

Position Qualifications
Education and Learning:
Required Master's degree in  Healthcare/Hospital Administration or  a health-related field or  a business related field 

Work Experience:
Desired 8-10 years of senior leadership experience and leadership in a critical access hospital
Skills and Knowledge: Ability to or Knowledge of...
Reasoning/Decision Making appreciate people whose values, goals, and cultures are different from your own
participate in and support professional organizations
have a broad range of interests including concerns for personal, organization and community environment

Communication effectively communicate in technical and lay language
excellent oral and written communication skills
communicate with ease on a professional level

Leadership company/organization goals, policies, procedures
decision-making skills
legal and regulatory standards
manage conflict
build teams
modify style and behavioral approach to reach goal
take calculated risks based on sound judgment
problem solve - evaluate, analyze, negotiate and recommend alternatives

General - All Positions have professional attitude in regard to motivation, cooperation, flexibility, confidentiality, ethics and personal development

Computer Systems/Software/Applications operate computer

Physical Requirements/Demands of the Position
Sitting Frequently (34-66% or 5.5 hours)
Static Standing Rarely (1-5% or .5 hours)
Walking/Standing Occasionally (6-33% or 3 hours)
Driving Occasionally (6-33% or 3 hours)
Reaching - Below Shoulder Occasionally (6-33% or 3 hours)
Repetitive Actions - Pinch Forces Rarely (1-5% or .5 hours) Pounds of force
Repetitive Actions - Fine Manipulation Occasionally (6-33% or 3 hours)

Environmental Conditions
Not substantially exposed to adverse environmental conditions (as in typical office or administrative work).

Equal Opportunity Employer