Job Overview:

The Director of Operations (DOO), a. manages the day to day operations of all TPP clinical practice sites via the 3 practice administrators of home office and the senior credentialing specialist. (The office managers (17) report to the practice administrators). b, supports the initiatives to increase TPP physician cultural changes related to being part of the TriHealth system. c. implements PCMH in sites electing to pursue Medical Home and collaborates with GHA in system initiatives. d. supports the implementation of the TPEC strategic plan as it relates to TPP. e. supports and oversees the implementation of the TPEC QI charter, as approved each fiscal year, within TPP. f. holds the PAs responsible for performance of each site to the annual plans approved. g. assists the Finance Manager of TPP in budgets and variance analysis and day to day cash management processes of the practice management system. h. participates in EPIC optimization forums and designs learning processes to be carried out at the practice sites. Budget of TPP 26 mil. in charges, 22 mil. in cash. 17+ sites, FTEs estimated at 65 MD and >190 total.

Job Requirements:

Bachelor's Degree in Management
Athena 
EMR 
QI
5-7 years experience Management Healthcare 

Job Responsibilities:

Organizes, plans and directs the practice administrators, physician leaders and the operations line in the delivery of patient throughput and care at the points of service. Day to day operations includes management of all resources, people and supplies a
Customer relations. The director DOO, is responsible for determining and understanding the needs and expectations of the patients we serve. To implement plans of improved service. To monitor response to plans and adjust plans as needed. The DOO reviews th
Team Building and staff development. The Director is responsible for collaborating with staff and physicians to develop job performance standards which contribute to departmental culture and organizational success; recruiting and selecting staff based on
Budget and Financial responsibility: The Director is responsible for establishing operating budget for area of responsibility
including wage and salary, volume and revenue projections, FTE, capital, and expense budget; operating within an
established
Quality and Safety. The DOO implements the QI charter as it is annually approved by the TPEC QI Committee. Thorough knowledge of the adult and child populations, chronic disease and wellness protocols, medical home theory and implementation processes are

Other job-related information:

This position does not perform clinical duties but must understand clinical care

Working Conditions:

Climbing - Rarely
Concentrating - Consistently
Continous Learning - Consistently
Hearing: Conversation - Consistently
Hearing: Other Sounds - Frequently
Interpersonal Communication - Consistently
Kneeling - Rarely
Lifting <10 Lbs - Frequently
Lifting 50+ Lbs - Rarely
Lifting 11-50 Lbs - Occasionally
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.