The Gastroenterology/GI Lab Manager works cooperatively with staff on the unit to provide the leadership and management to facilitate, organize, and assure the delivery of quality patient care. The Manager is responsible for the day-to-day operations of the clinic practice and the hospital and clinic lab procedure space.
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.
Key Accountabilities 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. 2.0 Fiscal Management 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. 5.0 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 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.
Key Interfaces The Manager interacts primarily with the following externalinterfaces:
The Manager interacts secondarily with the following externalinterfaces:
- Educational and Regulatory Organizations
- Charitable Organizations
- General Public
- Non-GLHS clinicians, hospitals, and facilities
The Manager interacts primarily with the following internalinterfaces:
- AOR Staff
- Other Team and Functional Managers
The Manager interacts secondarily with the following internalinterfaces:
- Other System Staff
- Other Functional Directors and Managers
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: Pediatric (1 - 12 years)
Adolescent (13 - 17 years)
Adult (18 - 64 years)
Geriatric (65 years & older)
Infant (less than 1 year)
OSHA Category Category I - All 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 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.
Desired Master'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, such as Clinical Nurse Leader or related healthcare field. Work Experience: Required 5-7 years of clinical or equivalent healthcare experience demonstrating leadership skills. Desired 1 year of management experience. Skills and Knowledge: Ability to or Knowledge of... Required Communication understand written and oral instructions
demonstrate effective customer service to internal and external customers
written and oral communication skills
Leadership build effective networks
build collaborative relationships
coach and mentor others
manage employee performance, patient care delivery, and fiscal performance
General - All Positions adapt to a changing work environment
Computer Systems/Software/Applications basic computer skills
License and Certifications: Required Registered Nurse (RN) licensed to practice in the state of employment, some positions may require multiple licenses