Fiscal Management 2.1 Develops and 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 management, staff and clinicians. 2.5 Evaluates for potential cost-effective change and manages the implementation of approved changes. 2.6 Through the medical or administrative partnership, ensures management, staff and physician compliance with financial decisions . 2.7 Tracks and monitors trends as it impacts the delivery of cost-effective, quality services. 3.0 Human Resource Management 3.1 Provides leadership to management and staff that offers job satisfaction, performance recognition, and stimulates innovative thinking. 3.2 Ensures that management, staff and clinicians understand their roles in accomplishing objectives. Establishes expectations for performance and holds individuals responsible for achieving them. 3.3 In collaboration with key Vice President 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 Structures the integration of progressive 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 and Clinical Quality 4.1 Develops and implements service standards to meet patient and other customer definitions of excellence. 4.2 Identifies and analyzes trends across services in customer satisfaction and patient experience, quality outcomes, and cost using data to guide change in practices. 4.3 Models and ensures that Managers and 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. 5.0 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 manages collaboration with other departments and staff. 5.3 In the spirit of collaboration, promotes the visibility of Team/Division leadership throughout the organization. 5.4 Provides the vision and manages 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 Director interacts primarily with the following externalinterfaces:
The Director interacts secondarily with the following externalinterfaces:
- Non-GLHS clinicians and organizations
- Educational and Regulatory Organizations
- Charitable Organizations
- General Public
The Director interacts primarily with the following internalinterfaces:
- Team/Division Managers
- Vice President
- Other Functional Directors and Department Chairs
The Director interacts secondarily with the following internalinterfaces:
- AOR Staff
- Administrative Officers
- Clinical Advisors
- Other System Staff
Decision Making Authority & Responsibility
The Director 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 Director has the authority to advocate change in AOR processes and systems to ensure optimal, cost effective health care delivery. This individual facilitates the resolution of management, clinician, and policy issues within agreed upon organizational financial and regulatory limits. The Director makes recommendations for and oversees the enforcement of policy, as well as makes recommendations for changes to AOR leadership. The person in this position coaches, monitors, and documents management performance, makes recommendations for compensation strategy and promotion, and supports the physician recruitment process for their AOR. The Director represents Gundersen Lutheran Health System 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 Business or Engineering or a related field
Work Experience: Required 5-7 years or more of experience in business/industry with 3 years of progressively responsible management/leadership experience Desired 3-4 years of demonstrated experience utilizing process improvement, project management, and change leadership methodologies to engage internal and external customers, including senior-level leaders, through large-scale change. Experience in strategic planning, budgeting, project planning and resource allocation. Skills and Knowledge: Ability to or Knowledge of... Required Communication excellent oral and written communication skills
Leadership experience in managing project portfolios and multiple, concurrent projects
demonstrates the ability to coach and mentor project managers
demonstrated competency with implementing new PMO organizations
posesses strong leadership, communication and presentations skills
establish priorities in accordance with organizational strategic plans and management objectives while meeting deadlines
General - All Positions current technology trends
current and changing trends in healthcare
analytical skills to review data and identify trends and opportunities for improvement
have professional attitude in regard to motivation, cooperation, flexibility, confidentiality, ethics and personal development