Missouri State University

1615 Director, Health and Wellness Services

POSITION IDENTIFICATION

TITLE Director, Health and Wellness Services

CLASSIFICATION NUMBER 1615

GRADE Unclassified

CLASSIFICATION Exempt

IMMEDIATE SUPERVISOR Vice President for Student Affairs

MAJOR ADMINISTRATOR President    

GENERAL FUNCTION

The Director of Health and Wellness Services exercises full management responsibility for the operation of Taylor Health and Wellness Center and other University health and wellness programs provides administrative and management support for other University units and clinics, such as the University’s Physical Therapy Clinic, and serves as the University’s HIPAA privacy officer.  The Director’s responsibilities include planning, organizing, staffing, budgeting, monitoring, and assessing outcomes and providing strong leadership for the staff of Taylor Health and Wellness Center. 

MINIMUM ACCEPTABLE QUALIFICATIONS

Education: A Bachelor's degree is required; a medical or osteopathic degree, or a master's degree in Public Health, Health Care Administration, or a related field is preferred.

Experience:   At least five years of leadership experience in health services administration, preferably in a college or university environment is required.

Skills:  Proven ability in the management, supervision, and evaluation of professional health care staff; experience in health care finance administration, health insurance and managed care reimbursement, health care administrative software, and assessment with continuous quality improvement is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required.

ESSENTIAL DUTIES AND RESPONSIBILITIES

1. Ensures the success of the Taylor Health and Wellness Center by coordinating the development of both short-range and long-range goals and objectives, evaluating progress towards those goals on a continuing basis, and developing appropriate policies and procedures to facilitate the effective and efficient operation of the Health Center.

2. Enhances the quality of university life for students, faculty, and staff by developing and maintaining a strong service orientation for the Health Center.

3. Builds and retains an effective Health Center staff by selecting, training, and evaluating each member and encouraging and supporting opportunities for both individual and group development at all levels.

4. Promotes a positive image of the Health Center by informing students, faculty, staff, and the community about the programs and services available at the center.

5. Manages funds by developing, planning, and controlling the annual Health Center budget.

6. Ensures the financial solvency of the Health Center while keeping health care costs affordable for members of the University community.

7. Ensures that quality health care is provided and a Continual Quality Improvement (CQI) process is maintained to result in continued accreditation by the Accreditation Association for Ambulatory Health Care (AAAHC).

8. Prevents institutional liability by ensuring adherence to all federal, state, and local laws and regulations governing health service operations, advising the administration of changes regarding health care issues, and preparing appropriate responses to inquiries on health care issues.

9. Facilitates improved communications and understanding of the services available from the Health Center by appointing staff members to appropriate University committees.

10. Prevents institutional liability by ensuring that all required licensures are reviewed and kept in force.

11. Upon recommendation by a student’s treating physician, transports the student to a local medical facility or physician’s office, accompanied by a nurse, unless the student has a friend or family member available to provide transportation or, if in the judgment of the attending physician, transport by ambulance is required.

12. Promotes the University and the Health Center by encouraging membership and participation in professional organizations.

13. Ensures a smooth and efficient daily operation of the Health Center by obtaining sufficient appropriate supplies and equipment.

14. Keeps students, faculty, and staff of the University aware of health and wellness issues by developing and making presentations of educational materials on these subjects.

15. Ensures open communications between the Health Center and the administration by serving as the campus spokesperson on health-related issues and programs and by providing reports on same to the Vice President for Student Affairs.

16. Contributes to the effectiveness of the Division of Student Affairs by supporting the goals and objectives established by the Vice President for Student Affairs regarding the operation of Taylor Health and Wellness Center.

17. Serves on the Facilities Planning Committee and the Federally Mandated Reporting Committee.

18. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.

19. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses as required by the Vice President for Student Affairs.

20. Contributes to the overall success of the Office of Student Affairs by performing other duties as assigned by the Vice President for Student Affairs.

SUPERVISION

The Director, Health and Wellness Services is supervised by the Vice President for Student Affairs and supervises full and part time staff.

OFFICE OF HUMAN RESOURCES

REVISED APRIL 2013

JOB FAMILY 4

Factor 1: Professional Knowledge, Skill, and Technical Mastery

Level 5 - 3300 Points: Knowledge of the principles and methods of an administrative, managerial, or professional field such as accounting or auditing, financial management, information technology, business administration, human resources, engineering, law, social sciences, communications, education, or medicine. Knowledge permits employee to supervise projects and/or departments using standard methods to improve administrative and/or line operations. Knowledge also permits employee to plan steps and carry out multi-phase projects requiring problem definition and modified techniques, to coordinate work with others, and to modify methods and procedures to solve a wide variety of problems. Knowledge at this level requires a Bachelor's or Master's degree with substantial related work experience, including up to two years of administrative or supervisory experience. Alternatively, this level may require a professional or clinical degree beyond the Bachelor's degree with moderate related work experience; knowledge requirements include significant levels of related work experience.

Factor 2: Supervisory Responsibility

Level 5 - 730 Points: Supervision of (a) several work teams or work team leaders, (b) a rather large group of operative, administrative support, or paraprofessional employees, (c) a work group involving direction of skilled technical employees, (d) professionals in technical and skilled areas, and/or (e) subordinate supervisory personnel. The incumbent performs a full range of supervisory responsibilities including the authority to hire, train, transfer, promote, reward, or discipline others. Supervision will likely be general rather than close supervision of others. At this level, supervisory responsibilities consume significant amounts of work time and include substantial responsibility for work planning activities, staffing, and performance management as well as budgeting and planning functions.

Factor 3: Interactions with Others

Level 5 - 850 Points: Interactions are highly unstructured and incumbents are often required to resolve difficult and unstructured problems. Interactions are commonly with administrators, cost-center heads, high level committees, or external constituents in order to defend, negotiate, or resolve controversial and/or long-range issues and problems. Interactions occur in situations subject to divergent views, skepticism, resistance, uncooperative attitudes, and conflicting objectives. Interactions often require high levels of interpersonal skill and require the ability to influence, interrogate, or control others through debate, persuasion, or authoritative recognition and require strong analytical and decision-making skills.

Factor 4: Job Controls and Guidelines

Level 4 - 850 Points: The employee operates under administrative supervision and makes decisions based on broadly-stated University objectives and available resources. Administrative guidelines are expressed in terms of project or program outcomes and deadlines with few comprehensive guidelines. Decisions are based on inadequate guidelines that require considerable interpretation and force the employee to plan all phases of the assignment. Assignments may be unrelated in function and the work requires many different processes and methods and a great deal of analysis to identify the nature and extent of problems. The work may require the employee to develop new methods and to deal with many variables, including some that are unclear or conflicting. Characteristic jobs at this level may involve directing large and/or complex programs, projects, or departments in which the work cuts across functional lines or requires dealing with unprecedented issues.

Factor 5: Managerial Responsibility

Level 5 - 2350 Points: Work involves primary accountability for a larger department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University, influences internal or external operations, or impacts students, faculty, and/or staff. Work activities have a direct and significant impact on the department. Work activities also have a significant effect on the efficiency and reputation of the cost center and represent a relatively major function within the cost center. At this level would be jobs in which the incumbent may have responsibility for developing budgets, distributing budgeted funds, and exercising primary control over a moderately-sized budget.