Chief Executive Officer / President

SCOTT COUNTY HOSPITAL•Scott City, KS

3d•Onsite

About The Position

The Chief Executive Officer / President is the principal executive leader of Scott County Hospital and is accountable to the Governing Hospital Board for the organization’s strategic direction, financial sustainability, clinical quality, operational performance, workforce culture, compliance, and community trust. The CEO leads the hospital, clinics, and related services as an integrated rural healthcare system, working in close partnership with the Board, Medical Staff, executive leadership team, associates, and the community. The successful leader will combine sound judgment and financial discipline with transparent communication, collaborative leadership, and a visible commitment to Scott County Hospital’s mission. As the Chief Executive Officer/President, you shape the future of Scott County Hospital by setting the strategic direction and fostering a culture of excellence, accountability, and collaboration. Your leadership drives financial strength, operational performance, high-quality patient care, and community trust while ensuring the organization remains mission-focused and positioned to meet the evolving healthcare needs of the community it serves.

Requirements

Bachelor’s degree in healthcare administration, business, finance, public administration, nursing, or a related field required; master’s degree preferred.
Seven or more years of progressive healthcare leadership experience, including significant senior or executive-level responsibility; rural hospital, Critical Access Hospital, and/or Rural Health Clinic experience strongly preferred.
Demonstrated success in financial management, Board relations, strategic planning, operational improvement, quality and compliance oversight, and executive-team leadership.
Working knowledge of hospital reimbursement, Medicare and Medicaid, healthcare regulations, provider relations, revenue cycle, and the operational challenges facing rural healthcare organizations.
An ethical, transparent, and accountable leader who communicates difficult information directly and respectfully.
A collaborative systems thinker who can balance patient care, people, operations, finances, compliance, and long-term strategy.
A steady and decisive executive who listens well, seeks appropriate expertise, and follows through on commitments.
A community-minded leader who understands that trust is built through visibility, consistency, integrity, and measurable results.
Strong financial acumen, strategic judgment, analytical ability, and understanding of rural healthcare economics.
Excellent written, verbal, presentation, negotiation, and relationship-management skills.
Ability to lead through change, establish priorities, delegate appropriately, resolve conflict, and hold leaders accountable.
Sound understanding of healthcare quality, compliance, patient safety, information confidentiality, and enterprise risk.
Ability to interpret complex information and communicate it clearly to the Board, Medical Staff, leaders, associates, and community.

Nice To Haves

Master's degree preferred.
Rural hospital, Critical Access Hospital, and/or Rural Health Clinic experience strongly preferred.

Responsibilities

Partner with the Governing Hospital Board to establish the organization’s long-term direction and translate approved strategy into measurable annual priorities, operating plans, and leadership accountability.
Provide the Board with timely, accurate, and candid information regarding financial performance, clinical quality, workforce matters, compliance concerns, operational risks, strategic opportunities, and community impact.
Operate within authority delegated by the Board and obtain appropriate approval for material contracts, affiliations, capital investments, service-line changes, and other commitments that may significantly affect the organization.
Maintain clear organizational structure, decision rights, and lines of accountability while supporting effective governance education, policy oversight, and executive succession planning.
Lead development and execution of the annual operating budget, capital plan, cash-flow strategy, and multi-year financial plan in partnership with the Chief Financial Officer and executive leadership team.
Ensure disciplined oversight of revenue cycle, reimbursement, productivity, labor, contracts, capital resources, internal controls, and audit readiness, with particular attention to the realities of Critical Access Hospital and rural healthcare operations.
Evaluate new programs, partnerships, and investments through documented due diligence that considers mission alignment, provider and operational readiness, measurable return, financial risk, and the strategic cost of both action and inaction.
Promote responsible stewardship of hospital resources while preserving access to essential services and positioning the organization for long-term sustainability.
Set the expectation that patient safety, clinical quality, regulatory compliance, ethical conduct, and continuous improvement are shared organizational responsibilities.
Ensure effective systems for quality oversight, infection prevention, emergency preparedness, accreditation, risk management, patient experience, and regulatory readiness.
Support an effective compliance program, including appropriate investigation and escalation of concerns, non-retaliation, conflict-of-interest management, and compliant provider, vendor, and referral relationships.
Protect the independence and appropriate Board access of compliance, legal, risk, audit, credentialing, and clinical-governance functions.
Build and lead a cohesive executive team with clearly defined responsibilities, shared organizational goals, direct accountability, and consistent follow-through.
Create a culture in which leaders communicate openly, work across departmental boundaries, address concerns promptly, and make decisions based on mission, data, policy, and the best interests of the organization.
Partner with leadership team on workforce planning, leadership development, succession, recruitment and retention, performance expectations, compensation strategy, and associate engagement.
Model respectful, professional, and transparent leadership and maintain an environment where associates can raise good-faith concerns without fear of retaliation.
Develop trusted, productive relationships with physicians, advanced practice providers, and Medical Staff leadership while respecting the responsibilities of the Governing Board and organized Medical Staff.
Engage providers in strategic planning, service-line development, quality improvement, access planning, recruitment, retention, and evaluation of clinical partnerships.
Ensure appropriate administrative support for credentialing, privileging, peer review, provider contracting, and medical-staff governance.
Ensure safe, reliable, and efficient operations across inpatient, outpatient, emergency, clinic, surgical, diagnostic, rehabilitation, ambulance, and support services.
Use meaningful performance measures to monitor access, service quality, financial results, workforce stability, productivity, and progress toward strategic goals.
Guide responsible service development, technology planning, facility and equipment investment, and external partnerships based on community need and organizational capacity.
Serve as a visible representative of Scott County Hospital and maintain constructive relationships with patients, associates, community leaders, government agencies, healthcare partners, and regional and state stakeholders.