Top Ambulatory Services Executive jobs in Colorado Springs, CO

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

Required Qualifications: To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

• Bachelor’s degree in Healthcare Administration or related field; licensed where applicable by the State; 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.
• Nursing Home Administrator license in the State of Colorado
•  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.
• Willingness to follow infection control precautions and regular testing for COVID-19; vaccination for COVID-19 is required, per company policy and state healthcare regulations.

ESSENTIAL FUNCTIONS: To perform this job successfully, an individual must be able to perform
each essential duty satisfactorily. Reasonable accommodations may be made to enable individuals with
disabilities to perform the essential functions.
1. 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.
2. 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.
3. 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.
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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.
4. 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.
5. 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.
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6. 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.
7. Serve as enforcer of the Section 504 of the Rehabilitation Act of 1973, and the Age Discrimination Act
of 1975.
8. Attends required in-services and completes assigned online modules.

About Valley Manor Care Center:

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. Come join a diverse, involved, and compassionate team and see how we earned our Great Place to Work certification for 4 years running.

Our 2023 Great Place to Work survey results found that 87% of employees said 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.