Director of External Affairs in La Crosse, WI

$200K - $250K(Ladders Estimates)

Gundersen Lutheran, Inc   •  

La Crosse, WI 54601

Industry: Healthcare


8 - 10 years

Posted 54 days ago

Position SummaryUnder the supervision of the Senior Vice President, Business Services and in coordination with the CEO and senior leadership team, the Director of External Affairs provides leadership, direction, management and administration of the organization's external affairs activities and programs.

The Director develops strategic direction and provides recommendations on public policy matters involving federal, state, and local governments. Monitors legislative and regulatory matters and develops organizational action plans. Assists operating units with local government relations to ensure system-wide policy and public affairs consistency. Serves on internal committees to assist in developing and recommending organizational strategy in alignment with the current emerging public policy environment. Engages on matters involving the interplay of clinical, business, and public policy issues and projects. Develops and maintains professional relationships with key external stakeholders, including, but not limited to, elected officials, public administrators, community leaders, business leaders, etc.). Represents the organization on community boards, trade associations, and committees in alignment with the mission and strategic priorities of the organization. Serves as the primary licensed lobbyist of the organization and oversees other licensed lobbyists, including third party consultants. Serves as a collaborative partner and consultant as needed on matters involving public relations, including communications (external and internal) and media relations.

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 Director is responsible for proactively anticipating the impact of these forces and trends and developing and managing the effective response from their AOR (area-of-responsibility). The Director collaborates with 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 Director serves as the direct link between System strategies and the management and staff of their AOR.

Position Duties and ResponsibilitiesThe Director, in the context of the medical/administrative partnership, is specifically responsible for:1.0 Organizational Strategy and Implementation - Recognizing market trends, judging the impact on their AOR, contributing to responsive strategic plans, developing AOR operational plans, articulating these plans, and ensuring the understanding, alignment and commitment of all 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, 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 Accountabilities1.0Organizational Strategy and Implementation1.1Collaborates with Vice Presidents and other Directors to study and understand external market financial, economic, and industry data, identifying market opportunities and threats.1.2Provides direction to AOR Managers and staff in the design and implementation of program goals and objectives.1.3Ensures continuous improvement by evaluating and making recommendations regarding change required, taking into account market demands, regulatory standards, and clinical practice.1.4Defines and establishes clear performance standards and ensures that continuous improvement forms the basis for all activities.1.5Collaborates to ensure that resources are prioritized, in place, and used to achieve objectives.1.6Collect clinical and financial data focused on cost and quality.1.7Designs and implements key process improvements and optimizes resources to eliminate variability in cost and quality. 2.0Fiscal Management2.1Develops and manages to meet fiscal targets .2.2Participates in financial forecasting and planning along with other members of the management team.2.3Develops and presents comprehensive analysis for financial and program recommendations .2.4Communicates the rationale for financial decisions, ensuring a high level of understanding among management, staff and clinicians.2.5Evaluates for potential cost-effective change and manages the implementation of approved changes.2.6Through the medical or administrative partnership, ensures management, staff and physician compliance with financial decisions .2.7Tracks and monitors trends as it impacts the delivery of cost-effective, quality services. 3.0Human Resource Management3.1Provides leadership to management and staff that offers job satisfaction, performance recognition, and stimulates innovative thinking.3.2Ensures that management, staff and clinicians understand their roles in accomplishing objectives. Establishes expectations for performance and holds individuals responsible for achieving them.3.3In collaboration with key Vice President and HR, ensures the efficacy of systems/ processes to recruit, retain, and develop a high performance team .3.4Ensures staff productivity by maximizing efficiency and workflow patterns as well as monitoring and controlling turnover.3.5Structures the integration of progressive change and conflict management.3.6Creates a workplace climate that ensures respect, teamwork, open communication, and professional recognition among a diverse workforce. 4.0Excellence in Service and Clinical Quality4.1Develops and implements service standards to meet patient and other customer definitions of excellence.4.2Identifies and analyzes trends across services in customer satisfaction and patient experience, quality outcomes, and cost using data to guide change in practices.4.3Models and ensures that Managers and staff effectively uphold a customer service orientation to meet expectations of patients and internal and external customers.4.4Ensures confidentiality of patient, staff, and appropriate management data and delivers immediate and certain consequences when confidentiality is compromised. 5.0Organizational Leadership5.1Promotes GHS to all constituencies by interpreting and communicating GHS? mission and values, and acting as a loyal and informed spokesperson.5.2Identifies opportunities and effectively manages collaboration with other departments and staff.5.3In the spirit of collaboration, promotes the visibility of Team/Division leadership throughout the organization.5.4Provides the vision and manages a positive learning environment within their AOR, collaborating with academic programs, while ensuring patient safety.5.5Identifies areas for self-development and actively seeks opportunities and resources to meet developmental objectives.

  • Key InterfacesThe Director interacts primarily with the following external interfaces:Patients
  • Families
  • The Director interacts secondarily with the following external interfaces:Non-GLHS clinicians and organizations
  • Vendors/Suppliers
  • Educational and Regulatory Organizations
  • Payers
  • Charitable Organizations
  • General Public
  • The Director interacts primarily with the following internal interfaces:Team/Division Managers
  • Vice President
  • Clinicians
  • Other Functional Directors and Department Chairs
  • The Director interacts secondarily with the following internal interfaces: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 JobAge Specific Population Served:Nonage Specific (N/A)

OSHA CategoryCategory III - No employees in this job title have a reasonably anticipated risk of occupational exposure to blood and/or other potentially infectious materials.

Position QualificationsEducation and Learning:RequiredMaster's degree in Public Policy or Public Health or a related field

DesiredDoctorate in Public Policy , Public Administration , Political Science or a related field Work Experience:Required7-10 years of experience in government relations, public affairs, public administration in the private, public or non-profit sector.Desired3-5 years experience with advocating on key issues related to healthcare.Skills and Knowledge:Ability to or Knowledge of...RequiredOrganizationorganizational skills

organize and monitor multiple projects and files to ensure timely and accurate completion

Communicationestablish and maintain effective working relationships with patients, medical staff, and the public

written and oral communication skills

compose materials such as detailed reports, work-related manuals, publications of limited scope or impact, etc., and/or make presentations outside the immediate work area.

maintain both a high standard of courtesy and cooperation in dealing with co-workers, patients and visitors

Leadershipbuild effective networks

effectively demonstrate communication skills, strategic thinking, vision, innovation, and financial expertise

communicate in a manner that builds constructive and effective relationships with colleagues across all functions

build collaborative relationships

effectively run the business

effectively manage change

manage conflict

build teams

foster learning

demonstrate leadership and management skills

Department Specific - Nonpatient Careanalyze technical information and data and convey this to a wide variety of advocates, health professionals and elected officials

Regulatory/Compliancestate and federal policy issues

License and Certifications:RequiredValid Driver's License (DL)

Registered as a professional lobbyist in Wisconsin, Iowa and/or Minnesota

Valid Through: 2019-10-17