Chief Operations Officer

About us: Wallowa Valley Center for Wellness (WVCW) is an innovative nonprofit providing comprehensive services to individuals impacted by mental health, addictions and developmental disabilities. We hire individuals that are skilled and motivated to meet our mission through outcome-based strategies that foster personal and community transformation.

The Chief Operating Officer is Wallowa Valley Center for Wellness's senior operational executive and a key member of the C‑Suite. The COO translates organizational strategy into reliable execution by building the systems, accountability structures, operational capacity, technology, performance‑management processes, and cross‑functional coordination necessary to deliver high‑quality services across WVCW's programs and locations.

The COO works in close partnership with the CEO, CFO, Chief Clinical Officer, and other leaders to ensure that organizational priorities are executed consistently and that operational, financial, clinical, regulatory, quality, technology, and workforce considerations are integrated rather than managed in isolation.

The COO is responsible for organizational operating effectiveness, rather than personally managing every operational task. The role develops leaders, creates accountable systems, identifies organizational risk, monitors performance, removes barriers, and ensures that critical operational responsibilities have clear ownership. The COO serves as a senior representative of WVCW and may act on behalf of the CEO when delegated.

The COO will oversee the Director of Operations and other assigned directors/managers in organizational performance, quality/compliance, information technology, developmental disabilities, integration, and related functions. Leadership roles may change assigned staff from time to time and will reflect the needs of the organization.

• Serve as the CEO's primary executive partner for organizational operations and implementation.
• Translate organizational priorities into clear operational plans, ownership, timelines, resources, measures, and accountability.
• Maintain an organization-wide view of operating conditions, emerging risks, competing priorities, and resource demands.
• Ensure clear ownership and accountability across departments rather than allowing important functions to become informally shared or unassigned.
• Establish operating rhythms for decision‑making, escalation, follow‑through, and cross‑department coordination.
• Exercise delegated authority over operational spending, staffing, workflow and partner communication within approved organizational limits
• Identify systemic barriers and lead development of sustainable solutions rather than relying on repeated workarounds.
• Provide executive oversight and coaching to assigned directors and managers.
• Build leadership capacity so operational knowledge and responsibility are increasingly distributed throughout the organization.

• Lead WVCW's organization‑wide performance‑management infrastructure.
• Ensure leaders understand and actively use state, payer, grant, access, productivity, quality, financial, workforce, and operational metrics relevant to their responsibilities.
• Establish clear accountability for performance targets and corrective‑action plans.
• Develop dashboards and reporting structures that translate complex requirements into usable management information.
• Ensure performance data results in operational action rather than functioning solely as a reporting requirement.
• Monitor trends in access, capacity, productivity, service utilization, timeliness, staffing, client experience, and…