Clinical Operations Analyst II

Fixture Health (synthetic) is hiring a Clinical Operations Analyst II for the Quality and Operations office in Orlando. This posting is deliberately long: it is the fixture for reading a source document where the requirements come late. Read to the end before answering questions about it.

Fixture Health (synthetic) is a synthetic employer created so that a chat assistant can be tested against postings whose every fact is known. A typical day begins with a review of the list of patients and tasks handed over by the previous team. The department keeps a shared binder of procedures, and every procedure carries the date it was last reviewed. (Section note 1.)

Managers hold a short one-to-one every other Thursday and keep a written note of the actions agreed. Supplies are checked against a printed list, and anything missing is ordered through the shared request form. Training material is written in plain language and translated into Spanish by our own staff, then checked by a second reader. (Section note 2.)

Training material is written in plain language and translated into Spanish by our own staff, then checked by a second reader. When the unit is busy, colleagues from nearby teams help, and the favour is returned when they are busy. The Quality and Operations office team supports patients and families across Orlando and keeps its work visible through plain written handoffs. (Section note 3.)

Staff parking is free, and a shuttle runs from the nearest transit stop every fifteen minutes. Mid-morning is reserved for documentation so that records are completed while the details are fresh. Colleagues from the pharmacy, the laboratory and patient access sit within a short walk of this team. (Section note 4.)

Team meetings start with a five minute review of what went well and what to change, and they end on time. Late in the day the team holds a short huddle to agree what must be handed over and to whom. Staff parking is free, and a shuttle runs from the nearest transit stop every fifteen minutes. (Section note 5.)

We measure our work by patient feedback, by the accuracy of our records and by how quickly we answer each other. Feedback from a patient is shared with the whole team, with names removed, within two working days. The building has a quiet room, a kitchen on every floor, bicycle storage and a small garden used for breaks. (Section note 6.)

The organization publishes its annual community report each spring and invites staff to help write it. Questions from families are answered in person where possible and written up so the next colleague knows what was said. Every new process is trialled with two volunteers before it is announced to everyone else. (Section note 7.)

The department keeps a shared binder of procedures, and every procedure carries the date it was last reviewed. Learning time is protected: each person has one hour every two weeks for study, shadowing or mentoring. Team meetings start with a five minute review of what went well and what to change, and they end on time. (Section note 8.)

Colleagues from the pharmacy, the laboratory and patient access sit within a short walk of this team. A typical day begins with a review of the list of patients and tasks handed over by the previous team. The unit has used the same incident reporting form for six years and publishes a quarterly summary of what it learned. (Section note 9.)

Every new process is trialled with two volunteers before it is announced to everyone else. Supplies are checked against a printed list, and anything missing is ordered through the shared request form. New colleagues spend their first two weeks learning the unit, the documentation tools and the people they will work with. (Section note 10.)

New colleagues spend their first two weeks learning the unit, the documentation tools and the people they will work with. When the unit is busy, colleagues from nearby teams help, and the favour is returned when they are busy. We measure our work by patient feedback, by the accuracy of our records and by how quickly we answer each other. (Section note 11.)

Work is planned a month ahead, and any change to the plan is announced in the team channel with the reason. Mid-morning is reserved for documentation so that records are completed while the details are fresh. Fixture Health (synthetic) is a synthetic employer created so that a chat assistant can be tested against postings whose every fact is known. (Section note 12.)

Interpreters are available by phone and in person, and the team knows how to book them without delay. Late in the day the team holds a short huddle to agree what must be handed over and to whom. Work is planned a month ahead, and any change to the plan is announced in the team channel with the reason. (Section note 13.)

The Quality and Operations office team supports patients and families across Orlando and keeps its work visible through plain written handoffs. Feedback from a patient is shared with the whole team, with names removed, within two working days. The organization publishes its annual community report each spring and invites staff to help write it. (Section note 14.)

The building has a quiet room, a kitchen on every floor, bicycle storage and a small garden used for breaks. Questions from families are answered in person where possible and written up so the next colleague knows what was said. Managers hold a short one-to-one every other Thursday and keep a written note of the actions agreed. (Section note 15.)

The unit has used the same incident reporting form for six years and publishes a quarterly summary of what it learned. Learning time is protected: each person has one hour every two weeks for study, shadowing or mentoring. Interpreters are available by phone and in person, and the team knows how to book them without delay. (Section note 16.)

Fixture Health (synthetic) is a synthetic employer created so that a chat assistant can be tested against postings whose every fact is known. A typical day begins with a review of the list of patients and tasks handed over by the previous team. The department keeps a shared binder of procedures, and every procedure carries the date it was last reviewed. (Section note 17.)

Managers hold a short one-to-one every other Thursday and keep a written note of the actions agreed. Supplies are checked against a printed list, and anything missing is ordered through the shared request form. Training material is written in plain language and translated into Spanish by our own staff, then checked by a second reader. (Section note 18.)

Training material is written in plain language and translated into Spanish by our own staff, then checked by a second reader. When the unit is busy, colleagues from nearby teams help, and the favour is returned when they are busy. The Quality and Operations office team supports patients and families across Orlando and keeps its work visible through plain written handoffs. (Section note 19.)

Staff parking is free, and a shuttle runs from the nearest transit stop every fifteen minutes. Mid-morning is reserved for documentation so that records are completed while the details are fresh. Colleagues from the pharmacy, the laboratory and patient access sit within a short walk of this team. (Section note 20.)

Team meetings start with a five minute review of what went well and what to change, and they end on time. Late in the day the team holds a short huddle to agree what must be handed over and to whom. Staff parking is free, and a shuttle runs from the nearest transit stop every fifteen minutes. (Section note 21.)

We measure our work by patient feedback, by the accuracy of our records and by how quickly we answer each other. Feedback from a patient is shared with the whole team, with names removed, within two working days. The building has a quiet room, a kitchen on every floor, bicycle storage and a small garden used for breaks. (Section note 22.)

The organization publishes its annual community report each spring and invites staff to help write it. Questions from families are answered in person where possible and written up so the next colleague knows what was said. Every new process is trialled with two volunteers before it is announced to everyone else. (Section note 23.)

The department keeps a shared binder of procedures, and every procedure carries the date it was last reviewed. Learning time is protected: each person has one hour every two weeks for study, shadowing or mentoring. Team meetings start with a five minute review of what went well and what to change, and they end on time. (Section note 24.)

Colleagues from the pharmacy, the laboratory and patient access sit within a short walk of this team. A typical day begins with a review of the list of patients and tasks handed over by the previous team. The unit has used the same incident reporting form for six years and publishes a quarterly summary of what it learned. (Section note 25.)

Every new process is trialled with two volunteers before it is announced to everyone else. Supplies are checked against a printed list, and anything missing is ordered through the shared request form. New colleagues spend their first two weeks learning the unit, the documentation tools and the people they will work with. (Section note 26.)

New colleagues spend their first two weeks learning the unit, the documentation tools and the people they will work with. When the unit is busy, colleagues from nearby teams help, and the favour is returned when they are busy. We measure our work by patient feedback, by the accuracy of our records and by how quickly we answer each other. (Section note 27.)

Work is planned a month ahead, and any change to the plan is announced in the team channel with the reason. Mid-morning is reserved for documentation so that records are completed while the details are fresh. Fixture Health (synthetic) is a synthetic employer created so that a chat assistant can be tested against postings whose every fact is known. (Section note 28.)

Interpreters are available by phone and in person, and the team knows how to book them without delay. Late in the day the team holds a short huddle to agree what must be handed over and to whom. Work is planned a month ahead, and any change to the plan is announced in the team channel with the reason. (Section note 29.)

The Quality and Operations office team supports patients and families across Orlando and keeps its work visible through plain written handoffs. Feedback from a patient is shared with the whole team, with names removed, within two working days. The organization publishes its annual community report each spring and invites staff to help write it. (Section note 30.)

The building has a quiet room, a kitchen on every floor, bicycle storage and a small garden used for breaks. Questions from families are answered in person where possible and written up so the next colleague knows what was said. Managers hold a short one-to-one every other Thursday and keep a written note of the actions agreed. (Section note 31.)

The unit has used the same incident reporting form for six years and publishes a quarterly summary of what it learned. Learning time is protected: each person has one hour every two weeks for study, shadowing or mentoring. Interpreters are available by phone and in person, and the team knows how to book them without delay. (Section note 32.)

Fixture Health (synthetic) is a synthetic employer created so that a chat assistant can be tested against postings whose every fact is known. A typical day begins with a review of the list of patients and tasks handed over by the previous team. The department keeps a shared binder of procedures, and every procedure carries the date it was last reviewed. (Section note 33.)

Managers hold a short one-to-one every other Thursday and keep a written note of the actions agreed. Supplies are checked against a printed list, and anything missing is ordered through the shared request form. Training material is written in plain language and translated into Spanish by our own staff, then checked by a second reader. (Section note 34.)

Qualifications

Required:

• Registered Nurse (RN) license valid in Florida
• Basic Life Support (BLS) certification
• Three or more years of clinical operations or quality experience in a hospital

[Preferred]

• [Preferred] Certified Professional in Healthcare Quality (CPHQ)
• [Preferred] Lean Six Sigma Green Belt

Responsibilities include building monthly quality dashboards in Excel, auditing charts and training unit staff.

Hours: Monday to Friday, 8:00 a.m. to 4:30 p.m. This role is based on site in Orlando.

Managers hold a short one-to-one every other Thursday and keep a written note of the actions agreed. Learning time is protected: each person has one hour every two weeks for study, shadowing or mentoring. Colleagues from the pharmacy, the laboratory and patient access sit within a short walk of this team. (Section note 1.)

Training material is written in plain language and translated into Spanish by our own staff, then checked by a second reader. A typical day begins with a review of the list of patients and tasks handed over by the previous team. Staff parking is free, and a shuttle runs from the nearest transit stop every fifteen minutes. (Section note 2.)

Staff parking is free, and a shuttle runs from the nearest transit stop every fifteen minutes. Supplies are checked against a printed list, and anything missing is ordered through the shared request form. The building has a quiet room, a kitchen on every floor, bicycle storage and a small garden used for breaks. (Section note 3.)

Team meetings start with a five minute review of what went well and what to change, and they end on time. When the unit is busy, colleagues from nearby teams help, and the favour is returned when they are busy. Every new process is trialled with two volunteers before it is announced to everyone else. (Section note 4.)