Full-Time
Case Management Director
RN or LCSW
Posted on 5/9/2026
Northeast Georgia Health System
1,001-5,000 employees
Non-profit health system delivering regional care
No salary listed
Gainesville, GA, USA
In Person
 Medical, Clinical & Veterinary (1) |
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- Licensure or other certifications: Commensurate with professional requirements, successful completion of ACM or CCM exam within 2 years, and currently licensed as a RN or LCSW.
- Educational Requirements: Bachelor’s Degree required, Master Degree required if Social Work candidate.
- Minimum Experience: Five (5) or more years experience in hospital clinical/financial operations and management. Experience in at least one major component of Case Management, i.e. Discharge Planning, Clinical Social Work; previous Case Manager. Experience working with third party payers and Physicians.
- Coordinates the operational design and collaborates to ensure an integrated case management and social work function.
- Develops and coordinates the implementation of the case management function from a systems perspective promoting an interdisciplinary collaborative proactive environment.
- Coordinates the development and implementation of case management education.
- Identifies opportunities and makes recommendations to improve NGHS services and to enhance continuum options.
- Works closely with senior management and the multi-disciplinary team to manage the delivery of patient services within given time frames, to decrease the length of stay for inpatient care, to ensure effective and prudent use of resources, and to improve care continuity and patient outcomes.
- Participates in length of stay system initiatives and is an active member of all LOS steering committees. This position is ultimately accountable for ensuring case management duties are fulfilled during IDTs (Interdisciplinary Team Meetings) and must round regularly and participate in IDTs to improve system Length of Stay.
- Works closely with Providers to better manage the process for admission, concurrent patient management, discharge and post discharge activities.
- Evaluates program structure and processes on a continuous basis to adapt program design to meet the demands of a changing healthcare system and organizational objectives.
- Provides for systematic patient management through effective use of NGHS continuum and maintains organizational responsibility for access control.
- Works with Providers to coordinate, develop and implement clinical process improvements.
- Works with Directors of Operations and Quality Improvement to analyze data for the purpose of identifying opportunities for clinical process improvements.
- Participates with Providers and NGMC internal staff to develop, implement and monitor the effectiveness of clinical pathways.
- Works with senior administration to resolve operational issues that are barriers to clinical process improvement endeavors.
- Participates in MRUR (Medical Record/Utilization Review Committee), including performing and updating on medical/clinical case studies.
- Explores opportunities and makes recommendations for organizational standards.
- Responsible for components of and strives to enhance/maintain NGHS financial performance improvement.
- Maintains accountability for timely pre-certification for Post Acute services and minimizes the organizational financial risk for penalty.
- Provides case-by-case contract negotiations for the organization, where indicated.
- Responsible for acute inpatient social work functions.
- Effectively and efficiently manages Case Management Department.
- Hires appropriate budgeted positions and assures proper training.
- Conducts regular, informative meetings with staff and responds to their needs.
- Performs performance appraisals in a timely and open manner.
- Maintains professional work ethics within the department and assures maximum staff productivity.
- Provides staff counseling and disciplinary action as necessary and/or required.
- Assesses departmental workload and determines appropriate staff allocations.
- Coordinates, monitors and manages outcome data to measure clinical and financial performance.
- Works closely with Providers and staff to provide, interrupt and monitor clinical/financial data for the purpose of improving hospital/Physician performance and anticipating payer and managed care demands.
- Maintains responsibility for tracking and reporting avoidable day.
- Demonstrates sensitivity to customer service data and develops appropriate strategies for response as indicated.
- Masters Degree preferred, i.e., Nursing, Business Health, Management, Leadership, Case Management, etc within 3 years if RN.
- Experience in healthcare Federal and State regulations.
Northeast Georgia Health System provides medical care to over 1 million people through a network of five hospitals, a large multi-specialty physician group, and a dedicated heart and vascular institute. The system operates by coordinating more than 1,500 medical staff members across 50 locations to offer services ranging from routine outpatient visits to complex surgeries and national research trials. Unlike many regional providers, this organization integrates a massive employed physician network with a specialized heart institute to ensure patients can access advanced specialty care without leaving their local area. The organization's primary goal is to improve the health of the community by providing accessible, high-quality medical treatment across more than 60 different specialties.
Company Size
1,001-5,000
Company Stage
N/A
Total Funding
N/A
Headquarters
Gainesville, Florida
Founded
1980
Simplify's Take
What believers are saying
- Longstreet Clinic alignment expands primary care referral network and neonatal capabilities.
- Glassbeam imaging analytics deployment reduces device downtime and operating costs regionally.
- Contamination reduction initiative strengthens infection prevention and surgical workflow efficiency.
What critics are saying
- Longstreet Clinic acquisition stalled since late 2025; deal completion remains unannounced.
- Bomb threat in early 2026 signals recurring security vulnerabilities across all campuses.
- SPD contamination initiative indicates endemic problems; staffing turnover risks surgical site infections.
What makes Northeast Georgia Health System unique
- OR-SPD collaboration model reduces instrument contamination and surgical delays systematically.
- Real-time medical imaging analytics pilot across five hospitals improves diagnostic uptime.
- Integrated health system serving 1.5 million across 19 counties with specialized trauma care.
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AORN26: OR-SPD collaboration reduces Instrument Contamination and improves surgical efficiency. AORN26 highlights how collaboration between the operating room and sterile processing department (SPD) reduced instrument contamination, minimized case delays, and improved patient safety, reinforcing the critical role of SPD partnerships in perioperative infection prevention. Instrument contamination remains a persistent and often underrecognized risk in perioperative care, with implications that extend beyond infection prevention to operational efficiency and patient satisfaction. At the 2026 (Association of periOperative Registered Nurses) AORN Global Surgical Conference & Expo (AORN26), a poster presentation, "Decreasing Instrument Contamination Rates Through SPD Partnership and Collaboration" from Northeast Georgia Health System (NGHS) highlighted how intentional collaboration between the operating room (OR) and sterile processing department (SPD) can significantly reduce contamination rates and improve outcomes. Presented by Jade O. Boyd, MSN, RN, CNOR, nurse manager at NGHS, and coauthored by Lily Cantu, BSN, RN, charge nurse and coordinator at NGHS, the initiative focused on addressing contamination in surgical trays through strengthened interdisciplinary partnerships. A Risk That Impacts Both Safety and Efficiency Contaminated instruments pose an immediate threat to patient safety. When contaminated trays are identified, cases may be delayed or canceled, increasing the risk of infection and disrupting surgical workflows. These disruptions have cascading effects. Surgical delays reduce OR efficiency, limit the number of patients who can be treated, and contribute to dissatisfaction among both patients and surgeons. In a high-demand environment, even small inefficiencies can quickly escalate into broader operational challenges. The NGHS team recognized that reducing contamination required more than procedural fixes. It required alignment between the teams responsible for instrument preparation and those using them in the OR. Moving Beyond Silos Historically, SPD and OR teams have operated in parallel, with limited visibility into each other's workflows. This separation can create gaps in communication, expectations, and accountability. The NGHS initiative sought to bridge that divide by prioritizing collaboration between perioperative leaders and SPD staff. By working together, both teams were better able to identify sources of contamination, address inconsistencies, and standardize processes. This partnership model reflects a broader shift in perioperative practice, where success depends on shared ownership of outcomes rather than isolated responsibilities. Collaboration as a Core Strategy At the center of the initiative was a simple but powerful concept: meaningful reductions in contamination require active collaboration with SPD leadership. Rather than approaching contamination as a downstream issue, the team engaged SPD partners early in the process. This allowed for a more comprehensive understanding of how instruments are cleaned, assembled, transported, and handled in the OR. Through this collaboration, opportunities for improvement became clearer. Teams were able to align expectations, reinforce best practices, and create more consistent workflows across departments. Impact on Patient Safety and Workflow Reducing instrument contamination has direct implications for infection prevention. Clean, properly processed instruments are fundamental to maintaining sterile technique and preventing surgical site infections. At the same time, improvements in contamination rates contribute to smoother surgical operations. Fewer delays mean more predictable schedules, better resource utilization, and improved patient flow. For patients, this translates into shorter wait times and greater confidence in the safety and reliability of their care. For clinicians, it reduces frustration and supports more efficient practice. Implications for Infection Prevention Professionals For infection preventionists, this initiative reinforces the importance of collaboration across departments. Surveillance and policy development are essential, but they must be paired with strong relationships and communication at the operational level. SPD professionals are critical partners in this work. Their expertise in cleaning, disinfection, and sterilization is central to preventing contamination before instruments ever reach the OR. By engaging SPD teams as equal stakeholders, infection prevention programs can strengthen adherence, improve outcomes, and address risks more effectively. A Model for System-Wide Improvement The NGHS initiative offers a practical model for other health systems facing similar challenges. By focusing on partnership, communication, and shared accountability, organizations can address both clinical and operational risks associated with instrument contamination. As perioperative environments become increasingly complex, the need for integrated approaches will continue to grow. The work presented at AORN26 highlights a key takeaway for infection prevention and perioperative leaders alike: Meaningful improvement is not achieved in isolation. It is built through collaboration, alignment, and a shared commitment to patient safety. Stay prepared and protected with Infection Control Today's newsletter, delivering essential updates, best practices, and expert insights for infection preventionists.
NGHS simulation center lands on national top list again. Here's what makes it stand out. The Times Published: Apr 6, 2026, 11:58 AM The Center for Simulation and Innovation at Northeast Georgia Health System has been named one of the top hospital and health system simulation centers in the United States by Becker's Hospital Review for the third consecutive year. Read this subscriber-exclusive story Keep reading this and other subscriber-exclusive stories! Click the button below to choose your plan. If you believe you have reached this message in error, ensure you have logged in and then contact its customer care team.
NGHS Hospitals win statewide Patient Safety awards. By Layne Saliba, Sr. Specialist, Public Relations and Marketing for Northeast Georgia Health System (NGHS) Northeast Georgia Health System (NGHS) is continually looking for ways to improve experiences for patients, and safety is the top priority when they visit a Northeast Georgia Medical Center (NGMC) hospital campus. That focus was recently recognized as the Georgia Hospital Association presented four of its Patient Safety and Quality Awards to NGMC Gainesville, Habersham and Barrow. "We always start with safety at NGHS," said Matt Hanley, MD, president and CEO of NGHS. "It's something our teams are committed to and prioritize every day, and these awards are direct evidence that their dedication is improving peoples' lives." NGMC Habersham won first place in the Hospitals With Less Than 100 Beds category for its project focused on reducing the time it takes for a patient to be placed in an inpatient bed after being evaluated in the emergency department. Thanks to the staff's collaborative work, NGMC Habersham saw a 61% increase in getting patients to beds in a timely manner, which directly impacts patient safety, reduces crowding in the emergency department and supports more timely access to care. NGMC Habersham was also presented with the Circle of Excellence Award, which is awarded to a hospital that wins an award in the current year as well as three or more awards within the previous five years. NGMC Gainesville won third place in the Josh Nahum Award for Infection Prevention and Control category for its project focused on reducing infections for patients in the hospital. The Infection Prevention and Control team created an online communication hub that provides staff with educational materials, clinical guidelines and operational resources that helped reduce catheter-acquired urinary tract infections and central line-associated bloodstream infections. At NGMC Barrow, a project focused on falls won third place in the Hospitals With Less Than 100 Beds category. Staff developed a plan that successfully reduced falls by: * Introducing a "No Pass Zone" to ensure no staff member walks past any type of alarm without responding. * Charge nurses review all high-risk patients at the start of each shift to ensure a Fall Prevention kit is available for patients who are at a higher risk of falling. The kit includes a yellow gown, yellow socks, yellow armband, bed/chair alarms, a gait belt for walking support and a virtual monitoring device. * Discovering the root cause of most falls came from patients trying to use the restroom without assistance. So, the hospital placed bedside commodes in the Emergency Department. Photo cutline Northeast Georgia Medical Center (NGMC) Gainesville, Habersham and Barrow were recently awarded four of Georgia Hospital Association's (GHA) Patient Safety and Quality Awards. From L-R: Lynne Krieger, Deb Sailor, Valerie McBean, Yolanda Oakley, Stuart Downs, Beth Hester, Rachel Lewallen, Valeria Lewis, Samantha Underwood, Melissa Frank, Nicole Dunn, Kim Smith, Sandy Bozarth.
NGHS president and CEO named one of Georgia's Most Influential people in 2026. By Layne Saliba, Sr. Specialist, Public Relations and Marketing for Northeast Georgia Health System (NGHS In Georgia Trend magazine's own words, Northeast Georgia Health System (NGHS) "is a powerhouse in north Georgia." So, it's only fitting that the magazine named Matt Hanley, MD, NGHS president and CEO, to its list of 100 Most Influential Georgians for 2026. "In a short amount of time with NGHS, Matt has demonstrated strong leadership and a relentless pursuit of excellence. We are all fortunate to work alongside someone like him who celebrates our accomplishments and encourages us to strive for the next level," said Spence Price, chair of NGHS' Board of Trustees. "These efforts reach far beyond our campuses and clinics, strengthening the wellbeing of our region and contributing to meaningful progress across Georgia." Hanley joined NGHS as president and CEO in April 2025, taking the reins from the organization's longtime leader, Carol Burrell - who Georgia Trend also recognized as one of the state's most influential people for more than a decade. Others who have the honor of being listed with Hanley this year include Delta Air Lines CEO Ed Bastian, The Home Depot president and CEO Ted Decker, University of Georgia president Jere Morehead and Coca-Cola chair and CEO James Quincey. "Being recognized among Georgia's most influential leaders is humbling, especially considering I've been on the job less than a year," Hanley said. "But this is truly a team award. I can't do my job without each and every person who works at NGHS and I know we all feel the responsibility to use our collective influence to serve our communities. And at NGHS, that means staying focused on keeping people healthy, expanding access to care and ensuring we're meeting the needs of those who depend on us every day." Hanley started his career as an emergency medicine physician at Centra Health in Lynchburg, Virginia. He worked his way up, eventually becoming chief medical officer for Atrium Health in Charlotte, North Carolina. Hanley went on to serve as SSM Health's chief clinical officer and interim president of the system's operations in Wisconsin, as well as serving as market president for Navvis Healthcare, in St. Louis, Missouri. Hanley earned his undergraduate degree from College of the Holy Cross in Worcester, Massachusetts, and his medical degree from Duke University in Durham, North Carolina. He completed his Emergency Medicine residency at Carolinas Medical Center in Charlotte, North Carolina, and earned a master's degree in Business Administration from Duke University.
Northeast Georgia Health System earns state's only Level 10 tech innovation designation - again. GAINESVILLE - Northeast Georgia Health System has once again been recognized as one of the nation's leaders in healthcare technology, earning Georgia's only Level 10 Digital Health Most Wired designation from the College of Healthcare Information Management Executives. Northeast Georgia Medical Center Gainesville Health NGHS is one of just 18 health systems in the country to receive the top-tier honor this year, joining nationally recognized institutions such as NYU Langone Health, Stanford Health Care and University of Utah Health. "Earning this distinction again highlights our position as a leader in healthcare innovation," said Chris Paravate, NGHS chief information officer. "We're not just keeping up with current trends. We're helping set the pace for how technology can transform care for patients and providers alike." Level 10 recognition reflects a comprehensive review by independent surveyors who assess how healthcare systems adopt, implement and use technology. CHIME notes that Level 10 organizations demonstrate measurable improvements in patient care, access, experience and cost efficiency through their digital strategies. Surveyors highlighted several areas where NGHS is pushing the field forward, including its early adoption of DAX Copilot, an ambient listening tool powered by artificial intelligence. The system captures conversations between clinicians and patients and automatically generates draft clinical notes, reducing the time providers spend documenting care. More than 480 NGHS clinicians have now been trained on the Microsoft-developed technology. The health system continues to expand digital access for patients, offering online scheduling, real-time wait times for urgent care and emergency departments, and options for video visits and other remote services.