The inaugural Senior Director of Nursing for the Oklahoma Children's Hospital Behavioral Health Center will provide nursing oversight and leadership for this brand-new, comprehensive facility (currently under construction) offering inpatient and outpatient behavioral health services with direct connection to our existing pediatric subspecialty services. Join our team as we seek to build this new amazing program that will be the first of its kind in Oklahoma and among the leading programs in the United States!

General Description:

The Director has accountability for daily operations, ensuring that nursing care performance in the assigned units, departments and/or service lines meets the quality, safety and financial targets established by the facility. The Director leads operations in alignment with the American Nurses Association’s Standards of Practice and Professional Performance, the Code of Ethics for Nurses, the Social Policy Statement, as well as Standards of Care and Professional Performance promulgated by the nursing specialty professional organizations in assigned areas.

Participates as a member of the leadership team to plan, implement and evaluate clinical operations to achieve patient experience, clinical quality, financial and employee engagement outcomes. As a member of nursing’s leadership team, the Director is expected to demonstrate transparency, integrity, and consistency in all interactions and to work collaboratively with peers, supporting them as well as holding them accountable as members of the leadership team.

Major Responsibilities & Competencies:

I. Communication and Relationship Building

• Effective Communication—Demonstrate skill in interpersonal communication.

• Relationship Management—Create a trusting environment by following through on promises and concerns, establishing mechanisms to follow-up on commitments and balancing the concerns of individuals with facility goals and objectives.

• Diversity—Creates an environment that values diversity (e.g. age, gender, race, religion, ethnicity, sexual orientation, culture).

• Community Involvement—Represent the facility to non-health care constituents within the community, serving as a resource to community and business leaders regarding nursing and health care.

• Medical and Staff Relationships—Build credibility with physicians as a champion for patient care, quality and the professional practice of nursing. Create opportunities for physicians and nurses to engage in professional dialogue.

• Academic Relationships—Accountable for maintaining and promoting positive academic relationships within the facility, in support of systemwide strategies relative to nursing workforce, education and development.

II. Business Skills

• Financial Management—Develop and manage an annual operating budget, interpret financial statements and manage financial resources.

• Human Resources Management—Participate in workforce planning and employment decisions, analyze supply and demand market data, contribute to the development of compensation, recruitment, onboarding, retention, reward and recognition strategies.

• Strategic Management—Create the operational objectives, goals and specific strategies required to achieve specific strategic outcomes in the facility.

III. Knowledge of the Health Care Environment

• Clinical Practice Knowledge—Demonstrate knowledge of current nursing practice and the roles and functions of patient care team members ensuring compliance with the State Nurse Practice Act, State Board of Nursing regulations, state and federal regulatory agency standards, federal labor standards and policies of the organization.

• Delivery Models & Work Design—Assess the effectiveness of delivery models, develop new patient care delivery models across the continuum and participate in the design of facilities.

• Health Care Economics & Policy—Understand regulation and payment issues that affect a facilities’ finances and use knowledge of federal and state laws and regulations that affect the provision of patient care (e.g., tort reform, malpractice, negligence, reimbursement).

• Governance—Use knowledge of the role of the governing body of the facility and system in the following areas: fiduciary responsibilities, credentialing and performance management.

• Evidence-based Practice, Outcome Measurement & Research—Use data and other sources of evidence to inform decision making, and to establish standards, practices and patient care models in alignment with system-wide nursing colleagues.

• Patient Safety—Support the development of a facility-wide patient safety program

• using knowledge of patient safety science (e.g., human factors, complex adaptive systems, LEAN and Six Sigma).

• Performance Improvement & Metrics—Articulate the facility’s performance improvement program and goals using evidence-based metrics to align patient outcomes with the system’s goals and objectives.

• Risk Management—Identify areas of risk and liability, develop systems that result in prompt reporting of potential liability by staff at all levels.

IV. Leadership

• Foundational Thinking Skills—Apply critical analysis to facility issues after a review of the evidence to explore new knowledge and ideas.

• Systems Thinking—Provide visionary thinking on issues that impact the healthcare facility.

• Succession Planning—Drive leader development within the facility, identifying opportunities and promoting growth and development of leaders at all levels of the facility.

• Change Management—As a change leader, use change theory to implement change.

V. Professionalism

• Personal & Professional Accountability—Hold self and others accountable for mutual professional expectations and outcomes.

• Ethics—Hold self and staff accountable to comply with ethical standards of practice.

• Advocacy—Advocate for nursing issues at the facility level in concert with the strategies identified within the nursing strategic plan, and promote the clinical perspective in organizational decisions.

• Career Planning—Develop a personal and professional career plan and measure progress.