Chief Clinical Officer

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Job Description

Position Overview

The Chief Clinical Officer (CCO) is an enterprise executive and member of the Executive Leadership Team (ELT) responsible for setting and leading the clinical strategy across the organization’s home health and hospice platform.

The CCO is accountable for building the clinical engine that enables the organization to grow without compromising quality, patient experience, regulatory excellence, or the sustainability of its workforce. As the organization’s senior clinical leader, the CCO brings the clinical perspective to enterprise strategy and ensures clinical considerations are embedded in decisions related to growth, operations, workforce, technology, investments, and organizational transformation.

As demand for home-based care continues to outpace the supply of clinicians, the CCO will lead the organization in fundamentally rethinking how care is delivered, how clinical talent is developed and deployed, and how technology can expand clinical capacity.

The CCO will move the organization from measuring quality to operationalizing it—creating clear standards, transparent performance measures, and accountability that enable leaders across the enterprise to understand their clinical performance and improve it consistently.

Equally important, the CCO will build a clinical operating model capable of supporting long-term growth. This means expanding capacity not through hiring alone, but by redesigning the system so clinicians can care for more patients, at higher quality, with less friction. It also means anticipating workforce needs and building capacity ahead of demand rather than reacting after growth occurs.

Clinical excellence, workforce sustainability, and care model innovation are expected to serve as meaningful competitive advantages and a scalable foundation for growth.

Role Purpose

The Chief Clinical Officer serves as the enterprise clinical executive across the organization’s home health and hospice platform and as a member of the Executive Leadership Team.

The CCO is responsible for developing and executing an integrated enterprise clinical strategy that ensures safe, high-quality, compliant, compassionate, and scalable patient care across all markets and business units.

This role owns the enterprise approach to clinical quality and outcomes, care delivery models, clinical workforce capacity, clinical education and development, technology-enabled care, and clinical practice standards. While execution occurs through operational and clinical leaders throughout the organization, the CCO establishes the enterprise strategy, standards, capabilities, and accountability necessary to achieve consistent clinical excellence at scale.

As a member of the ELT, the CCO contributes beyond the clinical function, partnering with fellow executives to shape enterprise strategy, growth priorities, investment decisions, organizational capabilities, and transformation efforts.

The CCO works closely with Operations, Human Resources, Finance, Technology, Growth, Compliance, Legal, and other enterprise leaders to ensure the clinical platform can support the organization’s long-term strategy.

Core Accountabilities

Enterprise Clinical Strategy & Leadership

• Establish and lead the organization’s enterprise clinical strategy across home health and hospice.
• Serve as the senior clinical voice on the Executive Leadership Team and ensure clinical considerations are incorporated into enterprise strategy and decision-making.
• Translate the organization’s long-range strategy into the clinical capabilities, operating models, workforce capacity, and infrastructure required to support growth.
• Establish enterprise clinical priorities, standards, and performance expectations while enabling effective execution through operational and market leadership.
• Identify emerging clinical, workforce, regulatory, and care delivery trends and translate them into enterprise strategies and capabilities.
• Build alignment across business units, markets, and functions around a common clinical strategy and standard of excellence.
• Advise the CEO and ELT on clinical opportunities, risks, investments, and strategic tradeoffs.

Clinical Quality & Outcomes

• Establish and maintain enterprise clinical standards of practice across home health and hospice.
• Lead the organization’s clinical quality strategy and drive measurable improvement in patient outcomes.
• Drive performance across key clinical measures including OASIS accuracy, STAR ratings, infection prevention, patient safety, patient experience, and other applicable quality indicators.
• Translate enterprise quality priorities into actionable expectations for clinical and operational leaders.
• Build systems that provide leaders with transparent, timely clinical performance data and clear accountability for improvement.
• Lead enterprise-wide clinical quality improvement initiatives and advance consistent adoption of evidence-based practices.
• Create a culture in which quality is integrated into daily operations rather than managed as a separate function.
• Reduce unwarranted variation in clinical performance and practice across markets while recognizing appropriate differences between home health and hospice.

Care Delivery Model Innovation

• Design and continuously evolve the organization’s home-based care delivery model to meet increasing patient demand in an environment of constrained clinical labor supply.
• Identify approaches that enable clinicians to practice at the top of their license while maximizing the contributions of nurses, therapists, aides, social workers, and other interdisciplinary team members.
• Develop and test new team structures, workflows, roles, and care models that expand clinical capacity without compromising quality, compliance, or patient experience.
• Simplify clinical workflows and remove unnecessary administrative burden that limits clinician capacity.
• Evaluate opportunities to incorporate virtual care, remote clinical support, centralized services, and other capabilities into the care delivery model.
• Establish scalable models that can be consistently deployed across markets and business units as the organization grows.
• Create mechanisms to test, measure, refine, and scale successful clinical innovations across the enterprise.

Clinical Workforce Strategy & Capacity

• Lead the enterprise clinical workforce strategy and ensure clinician capacity is aligned with current and anticipated patient demand.
• Develop workforce planning models that allow the organization to build clinical capacity ahead of census growth.
• Partner closely with Human Resources and operational leaders to develop innovative staffing models, workforce pipeline programs, and clinical career pathways.
• Strengthen the organization’s ability to attract, develop, deploy, and retain clinical talent.
• Develop scalable coverage models that reduce dependence on contract and agency labor while maintaining appropriate access to care.
• Identify opportunities to improve clinician productivity and capacity through role redesign, workflow improvement, technology, and stronger interdisciplinary practice.
• Establish enterprise approaches to clinical workforce planning while partnering with operational leaders to adapt execution to local market needs.
• Build and develop a strong pipeline of clinical leaders across branches, markets, regions, and business lines.

Clinical Education & Development

• Provide enterprise leadership for clinical education and staff development across home health and hospice.
• Ensure clinician onboarding and orientation programs prepare employees for safe, compliant, confident, and productive practice.
• Establish clinical competency frameworks that define consistent enterprise expectations and support ongoing clinician development.
• Partner with quality and operational leaders to translate performance opportunities into targeted education and development programs.
• Build structured clinical career pathways that create opportunities for professional growth, advancement, specialization, mentoring, and leadership.
• Ensure clinical education evolves alongside changes in regulation, technology, care models, and organizational strategy.

Technology-Enabled Clinical Care

• Serve as the senior clinical partner to Technology, Operations, and enterprise transformation leaders in shaping the organization’s clinical technology strategy.
• Identify and prioritize technologies that can meaningfully improve clinical quality, clinician capacity, patient experience, and workforce sustainability.
• Evaluate opportunities including artificial intelligence, documentation automation, remote patient monitoring, virtual care, clinical decision support, and other emerging technologies.
• Ensure technology is designed and implemented around clinical workflows rather than creating additional burden for clinicians.
• Provide clinical leadership for the evaluation, implementation, adoption, and measurement of new clinical technologies.
• Establish an enterprise perspective on where clinical technology should be standardized, piloted, scaled, or discontinued.
• Ensure appropriate clinical oversight and human accountability remain embedded in technology-enabled care models.

Clinical Practice Standards & Regulatory Partnership

• Ensure clinical practices consistently meet CMS Conditions of Participation, state requirements, accreditation standards, and other applicable regulatory expectations.
• Establish clear enterprise clinical practice standards and drive consistent adoption across markets.
• Partner closely with Compliance and Legal to operationalize regulatory requirements within clinical workflows and care delivery practices.
• Support enterprise survey readiness through strong clinical practice standards, documentation quality, leadership accountability, and operational discipline.
• Partner with Compliance on regulatory audits, corrective action plans, and clinical risk mitigation.
• Ensure clinical leaders understand regulatory expectations and maintain consistent adherence across the organization.
• Identify systemic clinical risks and ensure appropriate enterprise-level actions are taken to mitigate them.

Clinical Productivity & Financial Stewardship

• Provide enterprise clinical leadership around labor productivity, utilization, and workforce efficiency.
• Partner with Operations and Finance to optimize clinical productivity, visit utilization, case mix, staffing models, and margin performance while protecting patient care.
• Establish appropriate enterprise clinical productivity principles and expectations aligned with patient acuity, quality, and workforce sustainability.
• Evaluate new clinical programs, staffing models, and care delivery innovations for clinical effectiveness, scalability, sustainability, and return on investment.
• Inform enterprise investment decisions involving clinical resources, technology, workforce, and care delivery capabilities.
• Help the ELT make thoughtful tradeoffs among clinical quality, workforce capacity, patient access, growth, and financial performance.

Leadership & Culture

• Build an enterprise culture of clinical excellence, accountability, learning, compassion, innovation, and patient-centered care.
• Develop and mentor senior clinical leaders and strengthen the clinical leadership pipeline across the organization.
• Create greater consistency in clinical leadership expectations and capabilities across markets and business units.
• Strengthen clinician engagement, retention, and professional development.
• Promote strong interdisciplinary collaboration across clinical disciplines, functions, and business lines.
• Serve as a visible and credible clinical leader for the organization’s clinicians.
• Build strong partnerships with operational and functional leaders while maintaining clear enterprise clinical standards and expectations.
• Represent the organization with regulators, partners, professional organizations, boards, and other external stakeholders as appropriate.

Enterprise Strategy & Growth

• Serve as an active member of the Executive Leadership Team, contributing to enterprise priorities and decisions beyond the clinical function.
• Lead the continued evolution of the organization’s clinical platform so home-based care remains scalable, workforce-sustainable, and positioned for long-term growth.
• Ensure clinical strategy is integrated into the organization’s long-range strategic and operating plans.
• Partner with executive leadership on new market expansion, de novo development, partnerships, new services, and acquisitions.
• Lead the clinical components of merger and acquisition diligence, transition planning, and integration.
• Establish clinical infrastructure and standards that allow newly acquired or developed operations to integrate and scale effectively.
• Evaluate the clinical implications of enterprise growth opportunities and advise the ELT on the capabilities, investments, risks, and timing required to execute successfully.
• Position clinical excellence, workforce innovation, and care delivery innovation as meaningful strategic differentiators.

Qualifications

• Bachelor’s degree in Nursing or another relevant clinical discipline required.
• Current or previously held clinical licensure appropriate to professional background required.
• Master’s degree in Nursing, Healthcare Administration, Business Administration, Public Health, or a related field strongly preferred.
• Significant progressive executive leadership experience within complex healthcare organizations.
• Substantial leadership experience in home health, hospice, post-acute care, or another highly relevant healthcare environment.
• Experience leading clinical strategy across a multi-market, multi-business-unit, or geographically dispersed organization.
• Demonstrated experience improving clinical quality, patient outcomes, workforce performance, and operational effectiveness at scale.
• Experience designing or transforming care delivery models, clinical workforce strategies, and clinical operating models.
• Experience leading enterprise-wide change and transformation across clinical and operational environments.
• Experience partnering with executive leadership on organizational strategy, growth, investment, and enterprise priorities.
• Experience with clinical diligence, integration, or operational transition associated with mergers, acquisitions, or market expansion preferred.

Knowledge, Skills & Capabilities

• Deep knowledge of home-based care delivery, clinical quality, patient safety, and regulatory requirements.
• Strong understanding of clinical workforce planning, labor productivity, staffing models, clinician development, and retention.
• Ability to develop and implement enterprise clinical strategies across diverse markets and business lines.
• Ability to establish enterprise standards while enabling effective execution through operational and local leadership.
• Strong business and financial acumen with the ability to understand the relationship between clinical performance, workforce capacity, growth, and financial results.
• Ability to use clinical and operational data to identify performance opportunities and drive accountability.
• Strong understanding of technology-enabled care and the application of emerging technologies to improve clinical quality, capacity, and workflow.
• Ability to lead complex, cross-functional initiatives and influence outcomes across organizational boundaries.
• Strong executive communication, judgment, and decision-making capabilities.
• Ability to operate effectively as a member of the Executive Leadership Team and contribute to enterprise priorities beyond the clinical function.
• Ability to build alignment among clinical, operational, functional, and executive stakeholders.
• Ability to develop and lead high-performing clinical leadership teams.
• Demonstrated ability to balance clinical excellence, regulatory requirements, workforce sustainability, operational realities, and organizational growth.

Organizational Leadership

The Chief Clinical Officer is a member of the Executive Leadership Team and serves as the organization’s senior clinical executive. The role operates at an enterprise level across home health and hospice and is responsible for establishing the clinical strategy, standards, capabilities, and priorities required to support the organization’s long-term strategy.

The CCO works in close partnership with executive leaders across Operations, Human Resources, Finance, Technology, Growth, Compliance, Legal, and other functions. The role is expected to contribute broadly to enterprise strategy and decision-making, including matters related to growth, organizational capability, workforce, technology, investment, and transformation.

NOTICE:

• Successful completion of a drug screen prior to employment is part of our background process, which includes medical and recreational marijuana.
• By supplying your phone number, you agree to receive communication via phone or text.
• By submitting your application, you are confirming that you are legally authorized to work in the United States.

Graham Healthcare Group is an Equal Opportunity Employer