Chief Executive Officer / President

Anticipated Recruitment Timeline

Scott County Hospital is committed to a thoughtful and thorough selection process. Application review will occur on a rolling basis, followed by initial interviews and finalist interviews. We anticipate the selection process may continue through October or November 2026. The position will remain open until filled, and the timeline may be adjusted based on organizational needs and candidate availability.

About the Role

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.

How You’ll Make an Impact

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.

Board Governance & Strategic Direction

• 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.

Financial Sustainability & Stewardship

• 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.

Quality, Safety, Compliance & Risk

• 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.

Executive Leadership

• 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.

Medical Staff & Provider Partnership

• 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.

Operations, Growth & Community Leadership

• 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.