Executive Director

Job Description

Job Description

Come join our awesome team as the Executive Director with Valley Manor Care Center!

Valley Manor Care Center is part of Volunteers of America National Services which serves as the Housing and Healthcare subsidiary of the Volunteers of America parent organization.

Hourly Pay: $118k-$130k annually with previous work experience!

Schedules: M-F and occasional weekends; 8am-5pm, on-call 24/7 for emergencies

Employer/Employee Benefits:

• Medical, Dental and Vision insurance
• Health Savings Account (HSA)
• Flexible Saving Account (FSA)
• 403(b) - with discretionary contribution
• Paid Vacation/Sick Time
• Employee Referral Program

Benefits with minimal to no cost to employees:

• Scholarships
• Employee Assistance Program (EAP)
• Wellness program
• Life insurance (with an option to purchase additional)
• Short term disability
• Loan program
• NetSpend – Get paid early: Tap into 50% of your earnings after payday.
• Ministry Program

The role of the Executive Director requires a combination of organizational leadership and operational talent as well as strategic expertise. The Executive Director provides the management expertise for achieving the goals and objectives of the program in accordance with the mission of the organization. The Executive Director reports to the Regional Operations Director. Reporting to the Executive Director are various department supervisors and staff.

QUALIFICATIONS:

• Bachelor’s degree in Healthcare Administration or related field; licensed Nursing Home Administrator (NHA) for the state of Colorado; State requirements may dictate supervision and degree type.
• Minimum of five (5) years Management experience, preferably in a long-term care healthcare setting; knowledge of long-term healthcare and public health settings; familiarity with Federal and State regulations and requirements for long-term care.
• Negotiation skills and ability to carry on several levels of reasoning at once during problem-solving sessions.
• High degree of professionalism; ability to deal with extremely confidential information.
• Proficient in Microsoft Word, Excel, PowerPoint, e-mail and the Internet.
• Excellent communication skills.
• Flexibility to work occasional weekends and holidays.
• Ability to utilize computers and other electronic devices for tasks such as timekeeping, in-servicing and documentation.

In addition to managing the internal operations of the program, the Executive Director must also be aware of conditions, events and issues that affect the community in which the program operates. Effective fulfillment of this broad responsibility requires awareness, involvement and insight; functioning as an agent for change; and a willingness to take risks and accept accountability for their outcomes within the context of a sound organizational structure and management processes. The Executive Director should serve as the catalyst, facilitator, coordinator and communicator to ensure that strategies to meet goals and objectives are developed, programs are carried out, quality is monitored and continually improved, and the results are evaluated. The Executive Director is expected to infuse the mission and philosophy of the organization into the program.

ESSENTIAL FUNCTIONS:

The Executive Director’s responsibilities can be divided into six (6) broad categories: planning; organization; operations/management ; financial resources; human resources; and leadership.

• Planning
  
  • The Executive Director engages in a planning process for the program that determines its goals and objectives in relationship to changes in the environment and the needs of its community, establishes priorities, frames the most appropriate organizational structure to achieve its goals and objectives, and provides benchmarks for evaluating the achievement of its goals and objectives. The results of the planning process should be reflected in a business plan, developed by the Executive Director.
  • The Executive Director should ensure that the business plan is based on an assessment that reflects an adequate database on the needs of the community, an evaluation of trends, legislative activity, and documentation of demographics, utilization and financial trends. This assessment should be linked with an ongoing assessment of the strengths and weaknesses of the program’s services in relation to those of other providers and to the needs of the community.
  • The business plan is supported by an effective public relations program, developed by the Executive Director that builds community understanding and support of the program and services and those of the national organization.
• Organization
  
  • The Executive Director should create and monitor the organizational structure of the program to ensure its effectiveness and responsiveness to those being served. The nature of the structure is dynamic and flexible, responsive to needs of the participants.
    The Executive Director should develop an organizational plan that clearly assigns responsibilities for the program’s services to functional departments and to individuals. The Executive Director should develop, recommend and implement a plan for continuity that ensures ongoing stability of the program. Such a plan should include performance standards that are stated in terms of continuous improvement targets, opportunities for internal and external development, and a system for evaluating the performance levels of all employees, consultants and other service providers.
• Operations (Management)
  
  • The amount of time that can be allocated to essential activities that call upon the visionary and strategic skills of the Executive Director is dependent upon the effectiveness of the day-to-day operations of the program. The Executive Director must create, sustain and evaluate on an ongoing basis an infrastructure of people who take overall responsibility for implementing the program’s service strategy and for initiating corrections that keep the strategy on course.
  • The infrastructure should be supported by the organization’s general policies and guidelines, and by program-specific systems and processes that are customer-responsive, efficient and continually improved by collecting and analyzing relevant data. These systems and processes must include mechanisms that ensure compliance with the regulations, standards and criteria of various health, governmental, professional and accrediting agencies.
  • Ensure the facility completes a facility wide assessment to determine what resources are necessary to care for its residents competently during both day to day operations and emergencies. Facility must review and update the assessment, as necessary and at least annually.
  • Ensures the facility has developed, implemented, and maintains an effective comprehensive, data drive QAPI program that focuses on indicators of the outcomes of care and quality of life.
  • The Executive Director serves as permanent chair of the program’s Quality Council, the body charged with overseeing the implementation of the Quality Plan, allocation of resources, initiation of project team solutions and monitoring results.
  • Ensures the facilities has developed an Antibiotic Stewardship Program that promotes the appropriate use of antibiotics.
  • The Executive Director serves as the Facility Compliance Officer, responsible for implementation of the corporate compliance program and all compliance procedures related to operations of the facility.
• Financial Resource Management
  
  • The Executive Director is responsible for the cost effective management of the program’s resources, and for implementing the organizational financial policies. This responsibility requires a commitment to provide the most economical and highest quality services possible in keeping with available resources.
  • As a not-for-profit provider, the organization’s long-term financial stability and capacity to address the diverse needs of those it serves is dependent upon the financial support of contributors who embrace its mission. The Executive Director is responsible for developing and implementing a program-specific fundraising plan (as part of the business plan) that projects the values of the total organization into the community, and ensures the community’s financial support of the program.
• Human Resources
  
  • The Executive Director should cultivate and promote a work atmosphere that recognizes the vital importance of human resources to the organization. The work atmosphere should empower employees with the tools and autonomy needed to make key service improvements that are in the best interests of the organization and its customers. The Executive Director is responsible for instituting a plan for recruitment, hiring, retention, and development of effective personnel to attain the objectives and goals of the program. The plan should include strategies that effectively build the level of employee morale and esprit de corps necessary to facilitate problem solving, productivity and service excellence. The Executive Director involves managers in developing specific action plans for improving service that include goal-setting and skill-building.
• Leadership
  
  • The volatility of the health services environment requires that the Executive Director demonstrate a strong proficiency in the ability to manage and effect change. The Executive Director can best achieve and sustain an influential position of shaping the structure and dynamics of the program by developing sharp communication skills, thinking proactively rather than reactively, networking with diversified community and professional representatives, serving in advisory and board positions, and being active in health-related service organizations.
  • Serve as enforcer of the Section 504 of the Rehabilitation Act of 1973, and the Age Discrimination Act of 1975.
  • Attends required in-services and completes assigned online modules.

At Valley Manor Care Center in Montrose, CO, our aim is to find friendly and compassionate staff who are specially trained to care for patients' needs as individuals, respect their privacy, and help clients maintain as much independence as possible. While providing care to our patients, we want our staff to feel cared for and love their work while maintaining a work-life balance, so offering employees paid-time off benefits is a part of our comprehensive benefits package Our diverse and involved staff members are supported by the commitment to maintain relationships of functional trust with every team member, to always practice solutions-focused problem solving, and to continually affirm each team member’s contribution to the quality of our work.

Volunteers of America National Services has been certified as a Great Place to Work for 7 years running by its employees! Their work has a special meaning: this is not “just a job”.

Take pride in helping others and join us today!

At VOANS , we celebrate sharing, encouraging and embracing diversity. Equal employment opportunities are available to all without regard to race, color, religion, sex, pregnancy, national origin, age, physical and mental disability, marital status, parental status, sexual orientation, gender identity, gender expression, genetic information, military and veteran status, and any other characteristic protected by applicable law. We believe that blending individual strengths and unique personal differences nurtures and supports our organizations’ shared commitment to our mission and creates an inclusive and diverse environment where everyone feels valued and has the opportunity to do their personal best.