OBJECTIVE/OVERVIEW:
Community-University Health Care Center’s mission is to transform care and education to advance health equity. The Chief Innovations & Strategy Officer is in charge of all leading and coordinating key strategic initiatives to advance CUHCC in new care models, research and evaluation.   Work includes: leading and ensuring that strategic initiatives are implemented successfully across the clinic; piloting and testing new care models, assuring positive patient experience; leading staff learning and growth initiatives to support new skills; leading population health and value based care initiatives, and overall quality improvement and assurance efforts with the Chief Clinical Officer. 

The Center serves 11,300 people annually from South Minneapolis and throughout Hennepin County—80% of who are people of color, immigrants and refugees, the majority of who live at 200 percent or below of poverty. The clinic is known for its culturally competent medical, dental and mental health care, caring for medically complex and vulnerable populations in over six languages. The clinic also serves as a training site, educating 160 health science students and residents annually. CUHCC is often at the forefront of care, whether it be providing treatment to people with mental illness or serving children and families who have recently immigrated to the United States.

REPORTING RELATIONSHIPS:
This position will serve in the absence of the Chief Operations Officer. This position serves as one of the Center’s key management leaders, including the Chief Executive Officer, Chief Clinical Officer, Chief Finance Officer, Director of Compliance and Administration, and Director of Advancement. 

This position has six direct reports: Quality Director, IT Project Manager, Data Analyst, Community Research Facilitator, and IT Site Specialists.  Indirect reports include clinical and administrative support staff.

INTERNAL RELATIONSHIPS:
A core member of the Senior Leadership Team with major responsibility to lead organizational change and development, serving as a liaison to departments within the Office of Academic Clinical Affairs and University for collaborations and partnerships such as the Clinical Translational and Science Institute, Institute for Health Informatics, and the Center for Learning Health Systems. Provide support and present to the Board of Directors as directed or delegated by the CEO.

EXTERNAL RELATIONSHIPS:
A core member of the Senior Leadership Team with major responsibility to represent CUHCC and its strategic directions to patients, general public, private, local, state and federal funders, elected officials and private donors as appropriate and needed.

ESSENTIAL FUNCTIONS AND PERCENTAGE FOR EACH FUNCTION:
1. Leadership and Management 60%

a. Engage internal and external stakeholders with identifying innovation trends, and developing, strategizing, and planning new interventions that will drive a culture of innovation.

b. Support the development of a long-term innovation strategy for the organization.

c. Participates actively in developing the strategic direction of the Health Center including planning and implementing clinic-wide changes and improvements, particularly in response to health care reform and transforming the health care model that embraces health equity and efficiently and effectively optimizes service delivery.
d. Develops and executes the implementation of strategic projects to achieve the organization’s goals and objectives as a high performing Health Center.
e. Develops organizational tools necessary to plan, implement, and track organizational performance related to goals and objectives that provide ongoing performance measurement and indicate actions needed to re-align performance improvement tactics when outcomes are not achieved, or targets are reset.
f. Responsible for reporting metrics on the clinic’s overall performance, dashboards and convening teams to discuss progress towards organizational workplan goals and objectives.
g. Leads the effective management and completion of internal initiatives to build and develop new care models.
h. Leads the development and implementation of the Quality Management plan with senior leadership, clinical directors and supervisees.
i. Develops a staff learning and growth plan to support learning new competencies to support practice transformation.
j. Develops and implements a strategy to measure and evaluate patient experience as related to the strategic plan and overall service delivery.
k. Consults broadly with peers and professional staff to understand and execute duties.
l. Represents the Center to internal University departments and external departments engaged in research, quality improvement and data reporting.
m. Independent decision-making authority related to all day-to-day strategic decisions of the organization. Collaborates and consults with other members of the Senior Leadership Team in making decisions and in finding solutions. Serves as back up in absence of the COO.

2. Information Technology 30%

a. Responsible for oversight of the EHR, IT and informatics including contracts, affiliate agreements and partnerships.  Assure that the EHR is optimized to support patient care and overall care model and directions.

b. Responsible for developing and implementing a strategy to build key staff competencies to support better utilization of the EHR and data analytics.  Work with partners such as FUHN and the Institute for Health Informatics among others.

c. Develop and implement an annual workplan for key initiatives involving the EHR, IT and informatics.

3. Supervision 10%

a. Defines performance standards for direct reports that represent individual and team contributions to the annual organizational workplan and budget, sets realistic targets to continuously improve structures and processes, patient and staff satisfaction.
b. Holds regular meetings with direct reports.

CORE COMPETENCIES
1. Strategic Leadership
• Operates Strategically Understands the big picture; aligns initiatives with the strategic priorities of the unit and the University; determines objectives and priorities.
• Demonstrates Organizational Savvy Understands the context of issues and dilemmas; is attuned to organizational politics; skillfully navigates University culture to find solutions to complex issues.
• Leverages Diversity and Differences Fosters a climate of respect and inclusion; leads by example in encouraging others to support diversity goals, values, and practices.
• Capacity to lead practice transformation efforts that integrate clinical care, community services and data/IT interventions.

2. Results Leadership
• Manages Execution Anticipates change; conveys clear priorities; addresses barriers, takes action, and ensures accountability; ensures broad strategies are translated into specific objectives and action plans.
• Makes Sound Decisions Integrates information from a variety of sources to evaluate alternatives; adheres to defined principles when making decisions; considers intended and unintended consequences of decisions; practices good stewardship of University resources.
• Applies Functional Expertise Accesses functional and technical knowledge when making key decisions; expertise is sought out by others.

3. People Leadership
• Influences and Inspires Promotes ideas and proposals persuasively; creates a climate that encourages personal investment; inspires action without relying solely on positional authority.

• Listens and Communicates Effectively shares information appropriately; presents ideas effectively; anticipates and meets information needs; actively listens; reads non-verbal communication (e.g. tone, feelings, and context).
• Cultivates Relationships and Fosters Collaboration Builds an active network of relationships across the organization; connects people and groups with common goals and interests; leads by being inclusive, supportive, and cooperative.
• Manages and Develops Talent Effectively manages and supervises; supports a development culture; builds talent pools to ensure future availability of talent; supports others and helps them to succeed.

4. Personal Leadership
• Establishes Trust: Models values that result in trusting relationships; honors commitments to others; is perceived to be fair; balances transparency and keeping confidences.
• Displays Self-Awareness: Attuned to the humanity of the job; understands impact of own behavior; considers and responds appropriately to the needs and feelings of others; balances humility and self-assurance.