Trident United Way’s mission states that we are a catalyst for transformative community change through collective impact. We understand that complex problems are best solved when many partners work together with a common agenda. Our journey in community impact began back in 1998 and today, we are the recognized community leader in program outcome measurement and evaluation. Trident United Way’s Board and staff are deeply committed to the collective impact model and have demonstrated the resolve and conviction to make difficult funding decisions, as about half of the traditionally funded agencies are no longer funded, to direct dollars to systemic, community-level change efforts that no one agency alone can solve.

Trident United Way has a proud history of developing large initiatives. These include Access Health Tri-County, The Dorchester and Berkeley Resource Connection Centers and Tri-County Cradle to Career.  To take our collective Impact to scale, Trident United Way staff and volunteers are deeply committed to raising the financial and human resources necessary to do this transformational work. We know the importance of human capital and the power of a vibrant community-wide, year-round volunteer engagement.


A Unique Opportunity

Like many other communities across the country, our Tri County Region has been plagued with wide disparities in health outcomes, particularly for lower income and brown and black families and children. We are home to some of the best healthcare systems in the state, but unfortunately access to care is a struggle for many. Historically, our economy was service and tourism-based, which meant that wages were low and poverty rates are high. We believe that through collective efforts, we can bend the curve to ensure that all families and children lead healthier lives.

We are committed to finding a strong Director of Health, who is passionate about health and health equity and can apply the discipline of Collective Impact to move forward the work of the Healthy Tri-County Network and other Health initiatives. This person must be equipped with exceptional relationship and project management skills, as well as the ability to motivate diverse groups to action to attain complex, multi-pronged goals.


About Healthy Tri-County

In January 2017, Roper St. Francis Healthcare, MUSC Health, and Trident United Way launched Healthy Tri-County, a multi-sector regional initiative to improve health outcomes in Berkeley, Charleston, and Dorchester counties. The long-term aspirational goal of this initiative is to improve the health and well-being of every person and community within the Tri-County area. The Healthy Tri-County initiative grew out of the collaborative work implemented by Roper St. Francis, MUSC Health, and Trident United Way on the 2016 Tri-County Community Health Needs Assessment.
Our Health, Our Future: Tri-County Health Improvement Plan 2018-2023 is the first comprehensive health improvement plan in our region that provides concrete recommendations and action steps for improving health outcomes that can be carried out by a wide range of local organizations, groups and individuals. More than 80 volunteers representing 60 organizations invested roughly 2,300 hours in the development of the Tri-County Health Improvement Plan (TCHIP). South Carolina Department of Health and Environmental Control served as the technical assistance provider for the development of the plan and will support the implementation of many identified recommendations and action steps moving forward. Health care providers, nonprofit and service providers and local government organizations can find comprehensive information and technical action steps in the TCHIP.
Our Health, Our Future: Community Action Guide presents highlights of the more technical TCHIP, and will be helpful to individuals, civic and social groups as well as organizations that want to advocate, educate and lend support towards the execution of the TCHIP.
To learn more about the TUW Health Impact area initiatives and to download the documents mentioned, visit



Director of Health

Reports To (Title):
Vice President of Community Impact

Job Type:

Community Impact

FLSA Classification:
Salaried, Exempt

Date Last Reviewed:
September 2019


The Director of Health is a content expert in Health and applies the collective impact discipline with a lens of equity into the work of the Health Impact Area. As a leader on the Community Impact team, the Director works to guide vision and strategy; support divisional, organizational and community goal-aligned activities and partnerships; establish shared measurement practices; and build public will to advance policy and mobilize funding to support positive, systemic, community-level change.

The Director of Health reports directly to the Vice President of Community Impact (VPCI) and leads the work of the TUW Health Impact Area, to include:
Leading and managing the Health Collective Impact initiative, Healthy Tri-County (HTC), and Health Impact Area activities to include, but not be limited to:

  • HTC Tri-County Regional Health Improvement Plan implementation
  • HTC Healthy People Healthy Carolina’s initiative
  • Diabetes Coalition
  • Data collection and support of community-wide health reports and assessments, such as the Community Health Needs Assessment occurring once every three years
  • Health Impact Area events, such as the HTC Health Symposium
  • Overseeing a portfolio of TUW Community Investments for Health
  • Serving as the Health Budget and Grants Manager
  • Supervising staff and intern(s)

A key focus of the Director of Health’s work will be close collaboration with other TUW Impact Area Directors to leverage Education, Financial Stability and Health Network resources and strengths and align cross-cutting strategic investments and catalytic pilot projects to attract additional resources and/or scale or replicate successful pilots and share learning locally, regionally and nationally.

Please note: Nothing in this job description restricts management’s right to assign or reassign duties and responsibilities to this position at any time.


Essential Function 1:

Leadership and management of the Health Collective Impact Initiative, Healthy Tri-County, and Health Impact Area Activities

Convening and active engagement of HTC Network members in regularly scheduled (monthly, quarterly, etc.) committee and whole-network meetings to support implementation of the Tri-County Regional Health Improvement Plan for capacity building, systems improvement and strengthened partnerships that result in successful Network-member completion of health catalytic pilot projects  Support HTC Network organizations through to; and/or provide systems-level learning. Working with the TUW Evaluation & Public Policy department, manages data collection and dissemination of health community investments goal attainment and Tri-county health data collection for community reports and assessments.

Essential Function 2:

Oversight and relationship management for a portfolio of TUW Community Investments for Health

During Three-Year Investment Funding Cycle (2019-2022)
Serves as the primary Relationship Manager, administrative manager and owner of Collective Impact Accelerator investment(s), catalytic project and strategic investment results. Serves as the secondary Relationship Manager for Health Program Investments, in partnership with the Community Impact Investments Manager. In both roles, the Director oversees strategy and processes, including but not limited to completing quarterly administrative reporting, providing technical assistance (both compliance and programmatic), monitoring and coordination of evaluation activities in partnership with the TUW Learning and Evaluation department.

During Three-Year Investment Application Process (once every 3 years as of 9/19)
Develops and informs the three-year, focus priorities, reporting and monitoring processes, specific to impact area of focus (Education, Financial Stability, Health, Basic Needs), for the portfolio of Health community investments, including Program, Accelerator and Catalytic. Provides technical assistance to applicants. Reviews and informs rubric scoring of submitted applications. Informs application processes and procedures as part of continuous quality improvement.

Essential Function 3:

Budget and Grants Manager for Health Impact Area

Manages annual expenses and revenue of the Health Impact Area budget, which includes TUW budgeted dollars, grants, Health core partnership Memorandum of Agreement funds and sponsorships, to remain within budget. Also identifies and secures grants and other financial resources that support operational costs and results-driven projects/initiatives. Manages all aspects of Health grants administration, including reporting, budgets (in conjunction with Finance) and successful deliverables and outcomes.

Essential Function 4:

Supervision of Health Impact Area Staff and Intern(s)

Supervises, coaches and supports staff and interns in achieving impact area goals, conducts annual performance evaluations, identifies learning and professional development activities and reviews and adjusts roles and responsibilities for re-alignment to new or changing goals as necessary.


  • Serves as a part of the Community Impact Directors and support staff team and participates in regular staff meetings, planning sessions, trainings, and committee and board meetings
  • Participates as a member of organizational planning or development teams as required.
  • Participates in local, regional and statewide boards and committees that advance the work of the Health Impact area and do not pose a conflict of interest related to TUW community investments
  • Completes all organizational and departmental trainings successfully as they are offered
  • Actively identifies cost-efficient, goal-advancing and/or resource-generating opportunities to present Health Impact Area work at local, regional and national conferences, events and activities and various traditional and social media outlets, as directed or approved by the TUW VP of Marketing



  • Bachelor’s Degree in health administration, business administration or public administration
  • Master’s degree preferred.


  • 5 years of human services experience required
  • 3 years of service in the health domain preferred
  • 2 years supervisory and grant writing and grants administration experience required
  • 2 years project management experience preferred
  • 5 years of program development/management of high poverty or disadvantaged populations preferred

Skills and Qualities

  • A strategic people and resource connector, who exhibits high cultural competence and the ability to engage, lead, motivate and manage highly diverse staff, partners, community leaders, and volunteers.
  • Bridge-builder with the ability to develop and grow collaborative, value-added relationships and partnerships internally and externally.     
  • Systems-level thinker and change manager with knowledge of nonprofit agency operations and management and the ability to perform in environments of ambiguity; adjust to both rapid and slow change; and manage stress and challenges with cooperative, solutions-based approaches.
  • Planner and organizer with the ability to initiate strategic action in support of goal attainment and work independently or as part of a team.
  • Persuasive communicator with excellent written and oral presentation skills and ability to create a variety of written business documents and present complex messages.
  • Continuous learner with openness and flexibility to integrate new and evolving best-practice, industry strategies.
  • Project manager with proficiency in various business processes, operational tasks and grants administration.
  • Creative with a high proficiency in Microsoft Office Business Suite, particularly PowerPoint, Word and Excel.
  • Resource-finder with knowledge of data resources, current health-related public policy issues and fundraising.


  • Exertion of up to 20 pounds of force occasionally, and/or a negligible amount of force constantly to move objects, within the office setting and relating to the position
  • Must frequently use typical office equipment (telephone, multifunctional devices, postage meter, etc.)
  • Most of time spent sitting at desk
  • Communicates with constituents, staff, volunteers, board members and/or partners by phone and in person
  • Upon request and as necessary to fulfill job functions, may have to be mobile within the office and or travel to offsite locations


  • Primarily works in a climate-controlled office-based setting.

Requirements, skills, and abilities described above are representative of those that must be met by an employee to successfully perform the essential functions of this position with or without reasonable accommodation. In no instance, however, should the duties, responsibilities, and requirements be interpreted as all-inclusive. Additional functions and requirements may be assigned by supervisors as deemed appropriate. Duties, responsibilities and activities may change at any time with or without notice.