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Job Overview:
The Director of Operations is responsible for overseeing operational management and performance of their service line within the TriHealth system. This position ensures the delivery of high-quality, patient-centered care, including oversight of the practice administrators, as well as assigned subspecialties. The Director will report to the Senior Director of the service line, and collaborate closely with the clinical leaders, practice administrators, and multidisciplinary teams to optimize operational efficiency, enhance patient experience, and support the growth and sustainability of the service line's programs.
Job Requirements:
Bachelor's Degree in Business; Health Care, Nursing (Required)
7 - 10 years experience in Healthcare Nursing Management (Required)
1 - 2 years experience in Professional Statistical Reporting and Data Analysis (Required)
Demonstrated leadership experience managing practice administrators and/or multidisciplinary teams.
Strong financial acumen and experience managing budgets and financial performance.
Excellent communication, interpersonal, and organizational skills.
Knowledge of healthcare regulations, accreditation standards, and quality improvement methodologies.
Ability to lead change and foster a culture of continuous improvement.
Job Responsibilities:
Operational Leadership & Management: Lead and oversee the practice administrators for the regions, ensuring alignment with organizational goals. Work with the Senior Director to operationalize strategies to improve efficiency, quality, and patient outcomes within the service line. Monitor key performance indicators (KPIs), financial metrics, patient satisfaction scores, and operational benchmarks, driving continuous improvement. Ensure compliance with all regulatory requirements, accreditation standards, and organizational policies.
Strategic Planning & Development: Partner with senior leadership to develop and/or carry out long-term strategic plans for the service line, as well as help drive initiatives to improve access, patient flow, and operational capacity.
Practice & Staff Management: Provide leadership, mentorship, and support to the practice administrators. Foster a culture of teamwork, accountability, and excellence within the service line. Facilitate team member development, and retention initiatives.
Financial Oversight: Develop and manage operational budgets for areas of responsibility in partnership with the practice administrators, ensuring cost-effectiveness and fiscal responsibility. Collaborate with finance teams to analyze financial performance and implement corrective actions as needed within areas of responsibility. Identify opportunities for revenue growth and cost containment within the service line.
Patient Experience & Quality Improvement: Promote a patient-centric approach to care, ensuring high levels of patient satisfaction. Lead quality improvement initiatives to enhance safety, outcomes, and service delivery. Address patient and provider concerns promptly and effectively.
Collaboration & Stakeholder Engagement: Serve as a liaison between clinical teams, practice staff, hospital leadership, and external partners. Collaborate with multidisciplinary teams to facilitate integrated care pathways. Represent the service line in system-wide meetings, committees, and community outreach efforts.
Other Related Information:
Direct Report FTEs = 3-9 Indirect Report FTEs = 100-149
Working Conditions:
Bending - Rarely
Climbing - Rarely
Concentrating - Consistently
Continuous Learning - Consistently
Hearing: Conversation - Consistently
Hearing: Other Sounds - Frequently
Interpersonal Communication - Consistently
Kneeling - Rarely
Lifting Lifting Pulling - Rarely
Pushing - Rarely
Reaching - Rarely
Reading - Consistently
Sitting - Frequently
Standing - Frequently
Stooping - Rarely
Talking - Consistently
Thinking/Reasoning - Consistently
Use of Hands - Consistently
Color Vision - Frequently
Visual Acuity: Far - Frequently
Visual Acuity: Near - Consistently
Walking - Frequently
Leadership Performance Standards
TriHealth leaders create a culture of engagement, safety & reliability and high performance by consistently modeling and utilizing the following TriHealth Way leadership competencies, tactics and ALWAYS Behaviors to drive strategic pillar results:
Achievement of Annual Pillar Goals:
1) Safety/Quality, 2) Service, 3) Growth, 4) Culture/People, 5) Finance
Leadership Competencies:
TriHealth Way of Leading
TriHealth Way of Serving
Transformation Change
Drive for Results
Build Organizational Talent
Leadership Tactics:
Conduct department huddles. Generally, clinical departments hold daily huddles, non-clinical hold weekly huddles.
Regularly Round on Team Members, using questions from the rounding log.
- 25 or fewer team members = monthly
- 26-50 team members = every other month
- 51+ (and optional team members) = quarterly
Lead monthly team meetings using meeting agenda template; review stoplight report; cascade key leadership messages.
Model, coach and validate team members use of TriHealth Way behaviors (AIDET + Promise, Always Behaviors and Always HEARD).
Recognize team members for safety wins, positive performance and demonstrating SERVE and ALWAYS behaviors, TriHealth Way of Leading, Serving and Delivering Care. |
