CEO is responsible and accountable for directing all functions and activities within the appointed hospital and its respective
business units along each domain of the “Triple Aim” (patient safety and quality, service, and financial performance):

Developing, nurturing and improving a safe and cost-effective clinical culture that produces predictable patient
outcomes;

Developing, nurturing and improving a service culture that supports and engages employees, medical staff, patients
and the community; and

Developing, nurturing and improving a cost-effective operating culture that achieves established objectives.

At all times, CEO will conduct her/himself in accordance with ARH’s behavioral standards and will execute her/his duties in

Beyond those above, the primary duties of CEO are generally described below. These essential functions are not intended
to be, and should not be considered to be, a comprehensive list of duties or expectations.

• Hospital Performance – CEO is responsible and accountable for the performance of the appointed hospital and its
  respective business units. As such, CEO shall develop and implement impactful strategies and plans to achieve
  established performance objectives along each domain of the Triple Aim.
  
  • Patient Safety & Quality – CEO is responsible and accountable for developing and sustainably improving a
    clinical culture within the appointed hospital that is safe, efficient, and consistently produces expected patient
    outcomes in a cost-effective way
    
    • Accreditation – The primary role of accrediting and regulating bodies is to assure that participating
      providers have sufficient policies, practices and safeguards in place to assure delivery of safe and
      predictable services to patients. CEO is responsible and accountable for adherence to all relevant
      standards of applicable accrediting and regulatory bodies (e.g. JC, DNV, CMS, OIG, etc.). CEO will assure
      that the appointed hospital’s readiness for accreditation surveys at all times, whether those surveys are
      planned and expected or not.
  • People, Service & Engagement – CEO is responsible and accountable for sustainably improving the
    engagement, loyalty, and recruitment and retention of employees, medical staff and patients of the
    appointed hospital. As such, CEO is consistently visible throughout the facility and community inspiring
    conversations that lend to understanding, commitment and loyalty and these key groups.
    
    • Leadership Development – CEO is responsible for establishing a leadership development and succession
      strategy for the appointed facility to ensure a culture that continually advances the leadership potential
      of its employees. CEO possesses the courage to lead, mentor, and coach so as to develop a highperforming collaborative team.
    • CEO demonstrates through her/his own behaviors, decision-making and
      management approaches a culture of learning, growing, performing, and appreciating.
    • Medical Staff Development - CEO is responsible and accountable for the on-going review and analysis of the
      health systems medical staff requirements and works with the appropriate corporate representatives to
      develop plans to address areas of need. In addition CEO is responsible and accountable for developing,
      nurturing and maintaining meaningful relationships with members of the medical staff and other providers,
      both independent and employed.
    • Patient Experience - CEO is responsible for development and implementation of impactful strategies that
      consistently produce exceptional patient experiences, and thus patient loyalty.
  • Financial Effectiveness – CEO is responsible and accountable for developing and sustainably improving an
    operating culture that conducts its daily activities in an efficient and cost-effective manner, and in which
    achieves established financial performance objectives.

• Market Relevance – CEO is responsible and accountable for the development and implementation of impactful
  strategies and plans to sustainably improve the appointed hospital’s role and relevance within the communities it
  serves. CEO will develop and implement effective programs and tools to monitor those strategies and plans, and will
  promptly implement impactful interventions to them if/when necessary.
• CEO recognizes that the hospital’s role and relevance is directly influenced by its reputation, financial stability, competitiveness, and cost-effective clinical
  service offerings that the market can and will support. 
• Corporate Citizenry – CEO is responsible and accountable for being a good corporate citizen. In addition to abiding
  by established policies and procedures, behavioral standards and other expectations, corporate citizenry includes but
  is not limited to: working effectively within ARH’s matrixed reporting environment; working effectively with regionaland system-level resources; and embracing ARH’s commitment to optimizing the value of its “system-ness” (e.g.
  regionalization, collaboration, etc.).
• Community Citizenry – CEO is ARH’s appointed representative within the community served. As such, CEO shall be
  an active participant of the community in which she/he is appointed and shall at all times conduct her/himself in a
  personal and professional manner consistent with ARH’s behavioral standards. Beyond her/his personal membership
  and participation with the community, CEO will develop and maintain a constructive relationship with other medical
  providers within the community, community leaders and elected officials, and other stakeholders.
• “Systems Thinking” – Beyond her/his appointed departments, CEO is a member of the Region’s executive team and,
  as such, will facilitate or otherwise be engaged in many other endeavors across the region and system on a regular
  basis. CEO at all times will facilitate collaborative working relationships across the region and system. CEO continually
  searches for meaningful ways to improve upon the status quo by streamlining workflows, integrating novel practices,
  transparently sharing best practices and lessons learned, and sharing of resources and people across the region and
  system. CEO, via her/his behaviors, actions and execution of day-to-day duties, demonstrates daily her/his
  commitment to optimizing the value of ARH’s “system-ness”. “Collaboration”, “integration”, “shared planning” –
  these and others are terms or ideas that CEO values as demonstrated through her/his behavior and attitude.

All policies, procedures, practices, and standards referenced above and elsewhere in this document are subject to, and
likely will, change from time to time. Adherence to any such change will continue to be the responsibility and
accountability of CEO.

Likewise, the responsibilities, duties and reporting relationships referenced above and elsewhere in this document may
change from time to time. CEO shall be responsible and accountable for any such change, and the general principles of this
position description shall apply to any such change.

Required Skills, Knowledge, and Abilities

• Ability to inspire and lead others, the humility to listen to and follow others, and the
  knowledge and discipline to know when to do which;
• Ability to adapt to and manage change in a timely and effective way;
• Ability to manage and mitigate conflict, including situations where CEO is a party to
  said conflict;
• Courage to challenge established norms (policies, procedures, practices, directives,
  etc.) in an appropriate and impactful way;
• Humility to accept and embrace regional- or system-level strategies and endeavors
  which may from time to time be uncomfortable;
• Courage to ask for resources or help when necessary to accomplish established
  objectives or other expectations;
• Ability to think strategically to find novel solutions to complex problems;
• Energy, focus and aptitude necessary to effectively fulfil the duties of the role;
• Ability to surround a problem with the right people to affect a timely and effective solution;
• Ability to manage difficulty, chaos and crisis in a measured and effective manner, relying on data and counsel where able;
• Courage to transparently share best practices and lessons learned across the region
  and system;
• Ability to remain abreast of changes in the local market, the profession, and the
  industry; and
• Possess an action-oriented disposition, relying on data and counsel where possible

Education 

CEO will be a graduate of an accredited college or university with a bachelor’s degree
in Health Administration, Business Administration or other relevant field of study.

Further, a master’s degree in Hospital Administration, Business Administration, or
other relevant field of study is required.

Minimum Work Experience

Minimum of five (5) years of experience in relevant hospital leadership roles is preferred.

Ideal preparation for this role would be:

• If to a Critical Access Hospital, prior service as Assistant Administrator, CNO or
  other substantive hospital leadership role; or
• If to an IPPS hospital, prior service as COO of an IPPS hospital, CEO of a Critical Access Hospital, CNO of an IPPS hospital, or other substantive hospital leadership role.