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Walnut Creek, California, United States
Onsite
We're looking for a Regional Quality Manager who's driven by outcomes: better patient care, stronger clinical practice, and a team that feels genuinely supported. You'll set the standard for how care gets delivered across your region — building systems that hold up in the field, not just on paper.
If you find satisfaction in spotting what's not working, coaching teams toward better ways of doing it, and building a culture where quality is everyone's job, we'd love to meet you.
Own clinical quality across the region — monitor care delivery through chart audits, field observations, and outcome data, and translate what you find into concrete practice changes.
Track the metrics that matter — patient outcomes, hospitalization and readmission rates, infection rates, patient satisfaction, star ratings, and clinical documentation accuracy — and turn trends into action before they become problems.
Participate performance improvement projects from problem identification through root cause analysis, intervention design, and measurement of results; close the loop so improvements stick.
Standardize best practices across branches, replacing one-off workarounds with clear, repeatable processes that clinicians can actually follow in the field.
Coach and develop clinical teams through real-time feedback, competency assessments, and targeted education that builds skill rather than just documenting it.
Investigate incidents, complaints, and adverse events with a systems lens — identify what allowed the failure, not just who was involved, and implement safeguards that prevent recurrence.
Partner with regional and operational leadership to align quality goals with staffing, scheduling, and growth plans so improvement work is realistic and sustainable.
Prepare the region for surveys and accreditation reviews through ongoing readiness rather than last-minute scrambles, maintaining a state of continuous audit-readiness.
Build and maintain the region's quality infrastructure — dashboards, audit tools, reporting cadences, and QAPI committee structure — so performance is visible and decisions are data-driven.
Champion a culture of accountability and psychological safety where staff report concerns early, near-misses are treated as learning opportunities, and quality is understood as everyone's responsibility.
Lead the regional quality function — set priorities, allocate your time based on risk and need, and hold a consistent standard for what "good" looks like from site to site.
Serve as a working partner to regional and site leadership, not an outside auditor: sit in on operations meetings, understand each location's constraints, and build improvement plans that fit how the team actually runs.
Develop clinical leaders and supervisors so quality oversight becomes distributed rather than dependent on you — mentor them in coaching, documentation review, and case escalation.
Onboard and orient new clinical staff to regional standards of practice, and identify gaps in the onboarding process that show up later as performance issues.
Manage the region's education and training calendar, prioritizing topics based on real audit findings, incident trends, and clinician feedback rather than a static annual checklist.
Contribute to hiring and performance decisions for clinical roles, bringing a quality lens to competency evaluation, corrective action, and retention conversations.
Support operational readiness during growth, transitions, and acquisitions — new market and location openings, service line expansion, and system or process rollouts.
Report regional performance up and out — deliver clear, honest updates to senior leadership on what's improving, what isn't, and what resources the region needs to close the gap.
Own the patient and family experience as a quality measure — resolve concerns quickly, follow through personally, and use complaint patterns as a diagnostic signal.
Build trust with customer by being the reliable point of contact when clinical questions or concerns come up.
Communicate quality outcomes to external partners, using performance data, star ratings, and patient satisfaction results to demonstrate the region's value and differentiate it in the market.
Represent the region in the community at partner meetings, clinical in-services, and industry events, positioning the organization as a clinical leader in the market.
Coach staff on service recovery and patient communication, equipping clinicians to handle difficult conversations with families with confidence and empathy.
Partner with sales and business development to ensure growth commitments align with the region's clinical capacity to deliver — protecting quality as volume increases.
Translate patient, family, and partner insight into process change, closing the gap between what the region thinks it delivers and what people actually experience.
