Director Critical Care

The Woodlands Hospital a primary and secondary care hospital serving North Harris and Montgomery counties. Clinical services include cardiovascular services, diagnostic imaging, women’s services (digital mammography and bone density studies), neurosciences, pediatric care (Newborn and Level II nurseries) and surgery, pathology and pulmonary services, and sleep disorders. Clinical affiliations include The University of Texas MD Anderson Cancer Center’s Radiation Treatment Center, and Texas Children’s Hospital.  

Directs and plans for the current and long-term clinical, quality and fiscal operations of assigned
units/clinical services to ensure the highest standards of care and the achievement of excellent
patient outcomes. Has accountability for the Intensive Care Unit or service line including, but not
limited to the oversight of Intensive Care Unit (ICU), the Intermediate Care Unit (IMU). The major
responsibilities are in providing leadership and communication, monitoring the work
environment, assuring quality, managing the fiscal budget, managing human resources and
ensuring the delivery of competent clinical practice.

ESSENTIAL KEY JOB RESPONSIBILITIES

● Serves as the management representative for the ICU/IMU in fostering relationships that
maintain trust and respect among patients, physicians, and staff.
● Quality
○ Participates in CQI/CQE programs, documents results, and formulates corrective
action plans for improvement.
○ Develops a multidisciplinary program to monitor quality patient care indicators.
○ Maintains national benchmark scores on customer service survey items related to the
ICU/IMU departments.

JOB DESCRIPTION

Page 2 of JOB DESCRIPTION MASTER TEMPLATE

○ Maintains clinical exposure through actual intervention, coordination of patient care,
role modeling, consulting, problem solving and in-services.
○ Maintains knowledge of accreditation standards.
● Fiscal Management
○ Develops and Manages the fiscal budget within established targets, overtime,
orientation costs, SSP costs and medical supply costs.
○ Analyzes variances and Implements action plans.
○ Implements hospital cost savings and new revenue-producing opportunities.
● Human Resources
○ Promotes philosophy of shared leadership and individual accountability; Participates
in shared governance model.
○ Participates in the hiring process; coaches and counsels staff.
○ Demonstrates accountability for human/material resource management by monitoring
and correcting variances for productive and non-productive utilization.
○ Oversees employee orientation, evaluating effectiveness and progress.
● Operations
○ Manages patient flow providing supplemental staffing resources in a cost effective
manner.
○ Collaborates with other departments to enhance patient flow through the provision of
data and observational experience to focus interventions.
○ Adapts to fast-paced community hospital environment that requires reprioritization of
tasks/resources.

Required Education and Experience:

*Bachelor’s degree in Nursing; Master’s degree in Nursing,
MBA, or MHA (Internal candidates are required to complete
Master’s program within 3 years)
**Four (4) years of nursing experience in a tertiary acute care
hospital and a minimum of five (5) years of management
experience at the nurse manager level or above.
*Excellent clinical and operational skills.

Required License and Certifications:

RN:TX;
BLS-CPR within 14 days (AHA)
ACLS within 6 months (AHA)

Minimum Knowledge, Skills, Abilities and Training:

*Strong interpersonal, communication, and organizational skills. Also need to be able to develop polished audiovisual presentations and create spreadsheets.

*Must have excellent time management skills.
*The ability to hold people accountable to standards of performance or ensure compliance using the power of one’s position or force of personality appropriately and effectively, with the long‐term good of the organization in mind.
*The ability to engage key partners, physicians, employees and executive leadership, and sustain their commitment to changes in approaches, processes and strategies.
*The ability to work cooperatively with others as part of a team or group, principally physicians, demonstrating positive attitudes about the team, its members and its ability to get its mission accomplished.
*The ability to speak and write in a clear, logical and grammatical manner in formal and informal situations; to prepare cogent business presentations representing the
hospital and the health system in a positive manner.
*The ability to take initiative and anticipate obstacles, developments, and problems by looking ahead several months to over a year and to development a long term plan strategic plan.
*The ability to be organizationally aware of decision‐making structures in the health system and business partnerships.
*The ability to understand and use complex statistical and financial methods and metrics to set long and short term goals for areas assigned as well as measure operational performance.
*The ability to analyze and design or improve operational processes, including incorporating the principles or quality management as well as customer satisfaction. Transformation
*A concern for surpassing a standard of excellence. Using past performance, objective measures, challenging goals and outperforming competitors to establish the new benchmark.
*The ability to align Baylor St. Luke’s Medical Center priorities with the needs of other operating units, CHI St. Luke’s Health, and the community.
*The ability to establish and maintain a sound financial budget.
*The desire to obtain knowledge and stay current with health, organizational, industry, and professional trends and developments.
*The ability to use creative and conceptual thinking or inductive reasoning to identify patterns or connections between situations that are not obviously related, as well as key or underlying issues in complex situations.
*The ability to draw implications and conclusions in light of the business, economic, demographic, ethno‐cultural, political and regulatory trends and developments, and to use these insights to develop an evolving vision for the areas assigned that results in long‐term success and viability.

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