About The Position

Our leaders shape strategic initiatives, develop passionate teams, and work to improve health outcomes. They advance our mission and exemplify excellence, compassion, teamwork and purpose in all that they do. Indiana University Health is seeking individuals who embody these values to join our Health Impact leadership team in the role of Director-Health Impact Outcomes and Performance. The Director of Health Impact Outcomes and Performance leads data analytics and performance improvement for community and patient-facing programming aimed at ensuring high quality health outcomes for patients and communities facing the greatest medical and social needs. This leader supports the community health and health impact teams with data analyses, metric reporting, and process measurement to identify and address outcome disparity through rigorous performance improvement activities deployed across the system, which currently focus on closing performance gaps in quality measures related to hypertension control, severe obstetrical complications, childhood immunization, and 30-day readmission, though these may vary year to year. The Director oversees and sets priorities for the work of a team of data scientists and data analysts who prepare and analyze datasets, create power BI reports, create interactive dashboards, and conduct exploratory analyses to help identify performance gaps and monitor our progress toward eliminating them. In doing so, this leader supports the Healthy Communities team in making data informed decisions—using data to identify drivers of variation in performance, develop performance improvement strategies, and design interventions to close identified outcome variation. This leader supports and oversees the operational team’s preparation of performance measures and A4s for our Monthly Business Reviews, leads the Health Impact Performance Improvement Council in oversight or Regional performance on the Health Impact Quality Index metrics, presents regular updates on gap closure performance to our Chief Medical Officers and Chief Physician Executives, and represents Health Impact on a number of system-level committees that oversee and guide Quality and Safety and Population Health strategy. The leader works closely as a thought partner regarding measurement and performance management with the Chief Health Impact Officer and her peers, aiding others in evaluating and assessing ideas and plans. This person must be able to work collaboratively with other operations and analytics teams internal and external to System Health Services including IIS, enterprise analytics, clinical effectiveness, quality and safety, revenue cycle and populations health to ensure that metric definitions and outputs remain aligned. The role requires a leader who thrives on driving tasks to completion and ensuring their team delivers timely results. They must be attentive to detail and hold themselves and their analytics team to a high standard of quality assurance. This leader should gain energy and joy from assisting others with projects and tasks. In particular, they should enjoy helping operational team members who may have highly variable quantitative capabilities understand, use, and engage with data and performance management. Finally, this leader should enjoy motivating and mobilizing others because the role requires that they lead by influence to drive system performance improvements efforts and execute on strategic priorities.

Requirements

  • Bachelor's Degree is required.
  • Requires 8+ years of clinical or health care experience.
  • Requires 4 years of people leader experience.
  • Requires strong quantitative and analytical skills. Must be skilled in manipulating and interpreting data.

Nice To Haves

  • Master's Degree is preferred.
  • Epidemiology, biostatistics or data science, population health, quality improvement, health disparity research, or implementation science expertise or experience preferred.
  • Data management or coding experience preferred but not required.
  • Research experience preferred.
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