Website HSHS St. John's Hospital
President & Chief Executive Officer
HSHS St. John’s Hospital
The President & Chief Executive Officer will report to Mr. E.J. Kuiper, the President & CEO of the HSHS Illinois Division, and to the HSHS St. John’s Hospital Board.
The President & CEO of HSHS St. John’s Hospital is a champion for the organization and is responsible for the delivery of the highest quality health care and fiscal health. The President & CEO leads all operations and is responsible for all aspects of quality/safety, service and financial performance of the organization. As part of a collaborative leadership style focused on delivering superior results, the position leads the HSHS St. John’s Hospital senior team daily huddles. In addition, the President & CEO serves as the principle liaison with HSHS, medical leadership and staff, and the surrounding community. The President & CEO is assisted in the discharge of duties by the following direct reports:
- Allison Paul, Chief Nursing Officer
- Gupreet Mander, Chief Medical Officer
- Bev Neisler, Director, Philanthropy
- Sean Fischer, Vice President, Finance (matrix to Division)
- Erica Bruns, Director, Operations
- Eileen Owens, Clinical Director, Cardiovascular Services
- Whitney Brasel, Director, Operations, Cardiovascular Services
- Matt Price, Director, Human Resources (matrix to Division)
The President & CEO will position HSHS St. John’s Hospital as the market’s preferred provider. He/she will develop and implement a vision and strategy for the organization that includes a growth agenda to increase market share while working to improve the organization’s operational and financial performance. The President & CEO will focus on excellent performance in all sectors – financial, quality and safety, growth, and patient/employee/physician engagement and satisfaction.
Goals and Objectives
The following goals and objectives have been identified for attention and focus by the new HSHS St. John’s Hospital President & CEO during the first twelve (12) to eighteen (18) months on the job.
- Develop outstanding working relationships with HSHS leadership team, HSHS St. John’s Hospital Board of Directors and management team and Medical Staff.
- Drive sustainable process improvements/efficiencies throughout the hospital.
- Position HSHS St. John’s Hospital for continued organic growth. Grow market share.
- Foster and support innovation in care delivery and organizational behavior that transforms HSHS St. John’s Hospital into a high-performing, patient-centric organization.
- Boost the level of visibility of HSHS St. John’s Hospital in the Springfield community.
- Assess the overall performance of the organization, and where appropriate, strengthen the business processes and capabilities of the organization’s management team.
- Improve the financial performance of the organization by monitoring operating indicators and ensuring the organization has met growth and cost control expectations.
- Continue to enhance revenues through evaluation of existing programs and services and make recommendations as needed. Work with other members of the senior leadership team to evaluate new services/program development.
HSHS Leadership Profile
Core Value Competencies
Reverence for Each Person: Show sincere interest in each person, express appreciation, apologize for misunderstandings, inconveniences or mistakes; listen with empathy to understand others’ thoughts, feelings and concerns; treat all persons whom we serve and with whom we work with respect and compassion.
Community: Spend the extra effort to put people at ease; extends hospitality graciously; builds rapport well; can motivate individuals and team; empower; bring out the best in people; help individuals realize the importance of their work in contributing to the mission; share wins and successes; share credit for accomplishments with others.
Justice: Treat colleagues justly and respectfully; deals fairly with everyone and doesn’t play favorites; act to ensure that diversity is encouraged at all levels; advocate with providers, insurers and policy makers to secure the human right to health care, especially for the poor and elderly; pro-actively seek to form partnerships that promote health in the community.
Commitment to Those Who Are Poor: Direct resources to assure that persons who are poor have access to quality service; recognize and appreciate the need and circumstances of persons who are poor; respond with empathy to those who are less fortunate; risk innovative initiatives in impoverished communities to improve health status; support executively challenged health care services to support the mission.
Stewardship: Integrate ministerial imperatives with operational demands; is grounded in the spiritual roots of the ministry; support work/life balance for self and others; provide opportunities for self and staff to acquire new skills; steward the executive assets and human resources wisely; maintain the viability of the mission; is seen as one who cares about and actively takes initiatives to conserve the resources of the earth.
Courage: Speak out on unpopular issues; advocate for the disenfranchised; possesses a moral strength in the presence of resistance, danger, hardship and opposition; stand up for what is believed to be right even in the face of adversity; provide current direct and actionable feedback to others, doesn’t hold back anything that needs to be said; face up to people problems quickly and directly; maintain a sense of humor; doesn’t take self too seriously.
Integrity: Is widely trusted; keep confidences; is seen as direct, truthful individual; does not blame others for his/her own mistakes.
Instilling Vision: Communicate a compelling and inspired vision or sense of core purpose; see possibilities beyond today; is optimistic; understand the roots of our mission and animate others to create a shared vision of the future of the healing ministry.
Strategic Agility: See ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; can create breakthrough strategies and plans; seize opportunities unimagined by others; see the interconnectedness of the parts in relationship to the whole.
Embracing Ambiguity: Cope effectively with change; can decide and act without having the total picture; communicate organizational change as an opportunity not a threat.
Politically Astute: Maneuver through complex political situations effectively and quietly; is sensitive to how people and organizations function; view corporate politics as a necessary part of organizational life and adjusts to that reality.
Business Acumen: Is knowledgeable about current and possible future trends affecting his/her business and organization; know the competition; is aware of how strategies and tactics work in the marketplace; understand the operational, Executive and regulatory dynamics of U.S. health care.
Priority-Setting/Action-Oriented: Creates focus; quickly zero-in on the critical few and put the trivial many aside; quickly sense what will help or hinder in accomplishing a goal; establish priorities based on input from the sponsors, governance, system and communities served; can be counted on to achieve goals successfully.
Customer Focus: Is dedicated to meeting the expectations of internal and external customers; talk and act with customers in mind; establish and maintain effective relationships with customers and gain their trust and respect; include the poor and disenfranchised and customers to be served.
Quality Leadership: Is dedicated to providing quality products and services which meet the needs and requirements of integral and external customers; is open to suggestions and experimentation; create a learning environment leading to the most efficient and effective work processes; exhibits good judgement about which creative ideas and suggestions will work.
History comes alive in Springfield, where you can walk in the footsteps of our 16th president, Abraham Lincoln. Experience the city where he lived and worked, where he raised his children and where he was laid to rest. Join residents and visitors from around the globe and encounter the city that celebrates Lincoln’s life and legacy. Springfield has an original feel with museums, historic sites, world-class architecture, memorials and more. While soaking up Springfield’s history, be dazzled by a lively city with over 400 special events each year, a vibrant arts scene, farm-to-table dining, shopping and plenty of recreational activities. (Credit: Visit Springfield Illinois)
The ideal candidate will possess the following qualifications, experience, knowledge, skills and personal characteristics:
- Must support the mission, vision and values of HSHS and HSHS St. John’s Hospital. Must be a practicing Catholic in good standing. Experience in Catholic health care is a plus.
- Progressive career experience as a senior operating officer of a health care facility in a competitive market with experience that is broad-based.
- The ability to interact and partner effectively with physicians, both employed and independent and leaders in the business community as necessary.
- Strong understanding of and demonstrated skills in leadership, strategic management, change management, communications, team building, continuous quality improvement, problem solving, decision-making, innovation, financial management of operations and stewardship of resources.
- Effective leader who can drive financial performance and maximize the productivity of the organization.
- Skills in establishing a balanced perspective on mission effectiveness and business results is critical.
- Serve as an incredibly skilled recruiter and developer of the team at the highest level. The leadership team will have a sense of urgency, drive for results and serve as effective problem solvers.
- Excellent verbal and written communication skills to communicate with a variety of individuals including physicians, the general public, volunteers and associates.
- Ability to motivate and inspire others.
- Ability to work in a rapidly changing and stressful environment.
- Ability to make independent decisions as necessary.
- Ability to solve management issues and direct numerous and varied operations.
Ability to plan, organize, develop, implement, and interpret the necessary programs, goals, policies, and objectives that are necessary for providing quality care and maintaining a sound operation.
A Master’s degree in Health Administration, Business Administration or other advanced health- or business-related degree is required.
Compensation arrangements are competitive and commensurate with both experience and achievement.
To apply for this job please visit kfopportunities.loop.jobs.