Manager, Emergency Department

Job Description

POSITION SUMMARY

In collaboration with the Director of Inpatient Operations, The Emergency Department Manager assumes responsibility for the planning, organization, and delivery of nursing care to all ER patients and their families. This position is administratively responsible for the coordination, direction, implementation, and evaluation of the assigned areas. Assesses plans, directs, coordinates, and evaluates the delivery of care. The Emergency Department Manager provides leadership in a manner consistent with the Gundersen Moundview mission, values, ethical directives, and established policies and procedures. The Emergency Department Manager plays a fundamental, active role in the ongoing management of the Trauma, Injury Prevention, and Stroke Programs. The position is responsible for the organization of services and systems necessary to provide a multidisciplinary approach to care of the ER patient. The Emergency Department Manager works in close collaboration and interaction with all members of the Trauma and Stroke Teams and the ER Medical Director. In addition, The Emergency Department Manager will function in a patient care capacity for the assigned areas in order to maintain clinical skill, provide support during increases in census and respond to staffing shortages as deemed necessary. The Emergency Department Manager will assume responsibility for EHR management. The Emergency Department Manager will also monitor staff documentation, providing feedback and coaching.

STRATEGIC RELEVANCE -- SUMMARY

To advance its position as an innovator and leading health care system, Gundersen Moundview Hospital and Clinics (GMHC) 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 Emergency Department 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 Emergency Department Manager collaborates with others to achieve GMHC's 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 Emergency Department Manager translates System strategy into staff commitment, action, and accomplishment in their AOR.

POSITION DUTIES AND RESPONSIBILITIES

The ED Manager is specifically responsible for:

1.0Organizational 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.
2.0Fiscal Management- 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.
3.0Human Resource Management- 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.
4.0Excellence in Serviceand Clinical Quality- 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.
5.0Organizational Leadership- 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.

KEY ACCOUNTABILITIES

1.0
Organizational Strategy and Implementation

1.1

Collaborates with Division/Team leadership to understandexternal market financial, economic, and industry data, identifying market opportunities and threats.

1.2

Provides leadership and actively contributes to the design and implementation of programgoals 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 standardsand ensures that cost effectiveness and continuous quality improvement forms the basis for all activities.

1.5

Collaborates to ensure thatresourcesare prioritized, in place, andusedto 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 improvementsto eliminate variability in cost and quality.

2.0
Fiscal Management

2.1

Manages to meetfiscal targets.

2.2

Participates infinancial forecastingand planning along with other members of the management team.

2.3

Develops and presents comprehensive analysis forfinancial and program recommendations.

2.4

Communicatesthe rationale for financial decisions, ensuring a high level of understanding among staff and clinicians.

2.5

Evaluates for potentialcost-effective changeand manages the implementation of approved changes.

2.6

Ensures staffcompliance with financial decisionsand monitors physician as appropriate.

3.0
Human Resource Management

3.1

Provides leadershipto staff that offers job satisfaction, performance recognition, and stimulates innovative thinking.

3.2

Ensures that staff understand their roles in accomplishing GMHC, Team/Division, and AOR objectives.Establishes expectations for performanceand holds individuals responsible for achieving them.

3.3

Incollaboration with Director and HR, ensures the efficacy of systems/processes to recruit, retain, and develop a high performance team.

3.4

Ensuresstaff productivityby maximizing efficiency and workflow patterns as well as monitoring and controlling turnover.

3.5

Implements and actively supports the integration ofchange and conflict management.

3.6

Creates a workplace climatethat 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 ofservice standardsto meet patient and other customer definitions of excellence.

4.2

Identifies andanalyzes trendsin 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 acustomer service orientationto meet expectations of patients and internal and external customers.

4.4

Ensuresconfidentialityof patient, staff, and appropriate management data and delivers immediate and certain consequences when confidentiality is compromised.

5.0
Organizational Leadership

5.1

Promotes GMHC to all constituencies by interpreting and communicating GHMC's mission and values, and acting as a loyal and informedspokesperson.

5.2

Identifies opportunities and effectively managescollaborationwith other departments and staff.

5.3

In the spirit of collaboration,promotes the visibilityof staff throughout the organization.

5.4

Provides a positivelearning environmentcollaborating with academic programs, while ensuring patient safety.

5.5

Identifies areas forself-developmentand actively seeks opportunities and resources to meet developmental objectives.

KEY INTERFACES

The ED Manager interacts primarily with the followingexternalinterfaces:

• Patients
• Families

The ED Manager interacts secondarily with the followingexternalinterfaces:

• Vendors/Suppliers
• Educational and Regulatory Organizations
• Payers
• Charitable Organizations
• General Public
• Non-GMHC clinicians, hospitals, and facilities

The ED Manager interacts primarily with the followinginternalinterfaces:

• Clinicians
• AOR Staff
• Other Team and Functional Managers
• Directors

The ED Manager interacts secondarily with the followinginternalinterfaces:

• Other System Staff
• Other Functional Directors and Managers
  

DECISION MAKING AUTHORITY & RESPONSIBILITY

The ED 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 ED 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 ED Manager oversees the enforcement of policy, as well as makes recommendations for changes to AOR staff and leadership. The ED Manager coaches, monitors, and documents staff performance, makes recommendations for compensation strategy and promotion, and supports the physician recruitment process for their AOR.

The ED Manager represents Gundersen Moundview Hospital and Clinics (GMHC) and their AOR within the System and in the external community.

The ED Manager is expected to respond to emergency situations involving the safety of patients, other employees, and the facility. This includes the ability to assist with a possible evacuation of patients.

SCOPE OF THE JOB

Age Specific Population Served:

Infant (less than 1 year)

Pediatric (1 - 12 years)

Adolescent (13 - 17 years)

Adult (18 - 64 years)
Geriatric (65 years & older)

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.

Work Experience:

Required

5-7 yearsof healthcare experience demonstrating leadership skills.

Skills and Knowledge

Required

Reasoning/Decision Making

Must have a broad range of interests including concerns for personal, organization and community environment. Must be professional, honest and have personal integrity.

Communication

Must have a broad range of interests including concerns for personal, organization and community environment. Must be professional, honest and have personal integrity.

Leadership

Must be able to problem solve - evaluate, analyze, negotiate and recommend alternatives. Must be able to establish priorities in accordance with organizational strategic plans and management objectives while meeting deadlines

legal and regulatory standards.

General - All Positions

Must provide excellent customer service to people both inside and outside the organization. Must be able to effectively get ideas accepted and to guide a group or individual to accomplish a task. Must have a professional attitude in regard to motivation, cooperation, flexibility, confidentiality, ethics and personal development and must work cooperatively with a wide variety of people.

Computer Systems/Software/Applications

Uses patient record systems and uses Microsoft Office Products, Adobe and other similar applications.

Uses customary ED equipment including Zoll defibrillator.

License and Certifications:

Required

Current Wisconsin RN license required. BLS, ACLS, ENPC, TNCC, required within 1 year of hire

Preferred

Advance Trauma Care for Nurses Certification preferred.

PHYSICAL REQUIREMENTS/DEMANDS OF THE POSITION

Sitting

Frequently (34-66% or 5.5 hours)

Static Standing

Occasionally (6-33% or 3 hours)

Walking/Standing

Frequently (34-66% or 5.5 hours)

Driving

Rarely (1-5% or .5 hours)

Stooping/Bending

Occasionally (6-33% or 3 hours)

Squatting

Occasionally (6-33% or 3 hours)

Kneeling/Half Kneel

Occasionally (6-33% or 3 hours)

Climbing Stair

Occasionally (6-33% or 3 hours)

Reaching - Shoulder Level

Frequently (34-66% or 5.5 hours)

Reaching - Below Shoulder

Frequently (34-66% or 5.5 hours)

Reaching - Above Shoulder

Occasionally (6-33% or 3 hours)

Repetitive Actions - Fine Manipulation

Frequently (34-66% or 5.5 hours)

ENVIRONMENTAL CONDITIONS

Work is performed in the Emergency Department of the hospital. There is exposure to body fluids. Personal Protective Equipment is provided.