Division Director

Key Performance Indicators:

• Market Provider and operations team experience of CIT, measured by achieving meaningful patient-provider engagement, improving provider capacity by reducing administrative work related to population health management, and assisting patients with the aim of improving patient outcomes and reducing unnecessary utilization.
• Positive associate experience, measured by associate engagement in annual company surveys, turnover rates that are like national benchmarks, and survey responses related to being on the One Care Team serving patients holistically
• CIT program impact on high-risk patient populations, measured by decreasing acute and post-acute care utilization to meet or exceed annual benchmarks set by the organization. This must include the ability to drive a team-based approach and work as an interdisciplinary team to assess and develop care plans for complex patients and coordinate care with CenterWell as well as outside providers (hospitals, SNFs, ERs, CBOs)
• Excel in CIT operational efficiency measured by meeting or exceeding national benchmarks in operating expense PMPM costs by leveraging technology, data, lean processes, and delegation services where appropriate.

Strategic Responsibilities:

• Strategy: develop, socialize, and implement clinical program strategy on a page with the capability of identifying short-term and long-term vision and goals in partnership and collaboration with leadership, operational leaders, clinical leaders, IT, population health, and analytics.
• Assessment: develop a framework to assess CIT operations, clinical program measurement and performance, and effectiveness from patients’ and clinicians’ perspectives.
• Governance and Prioritization: the ability to prioritize work by the organization’s goals and priorities. Relationship management and negotiation skills to ensure clinicians and market leaders feel engaged and respected in CIT and clinical program-related decision-making by partnering with the market and national leaders, developing feedback forums, and creating closed-loop communication channels with stakeholders. Share learnings with other Divisional Directors to standardize national processes to leverage scale.

Operational Responsibilities:

• People: drive CIT to perform and focus on the organization’s priority efforts—building relationships with market dyads at both divisional and market levels. Empower and enable people leaders within the organization.
• Process and Workflows: work with national leadership to standardize the process while also having the ability to partner with center operations and process teams to leverage lean methodology, swim lane diagrams to align on clear roles and responsibilities, and develop ways to improve operating PMPM costs
• Technology: the ability to work with EMR, operational and outcome reporting, knowledge of care management tools and assessments, documentation, and how information can be transformed into data to provide information about program performance management.

Required Qualifications:

• Five years of management experience required; at least 3-5 years of Director experience preferred
• Current and unrestricted US medical or RN license
• Excellent verbal and written communication skills
• Demonstrate a high level of skill with interpersonal relationships and communications with colleagues.
• Experience in value-based care models (e.g. ACOs, capitation, shared-savings programs, bundled payments)
• Willingness and ability to learn/adapt to practice in a value-based care setting
• General familiarity with cost of specialty care, clinical outcomes measures, and avoidable hospitalization conditions
• Basic computer skills, including email and EMR.
• Characteristics of the qualified candidate:
• A highly credible leader with deep understanding and empathy for the clinician and patient pain points in day-to-day panel management
• Excellence communication skills, including follow-through communication, executive presentations, and the ability to negotiate with horizontal and upward/downward vertical networks
• Capable of developing and socializing a strategic plan with all key strategic components, including SMART goals or OKR framework
• A passionate advocate for improving clinician and patient experience and effectiveness through panel management (aka population health management)
• Comfortable managing influence in the context of multiple operations, development, and deployment initiatives in a matrixed environment

Year-One Critical Success Factors:

• Promote a team-based approach with excellent relationships with market leaders (operations and clinical), including, but not limited to, having consistent and standardized program workflows, dyad communication/partnership, and quarterly business review of acute care and post-acute care utilization.
• Engage with divisional and market dyads to build a strong relationship on identifying drivers and solutions/strategies for reducing acute and post-acute care utilization.
• Establish and report findings every quarter of a scorecard with CIT key performance indicators that align with the PCO’s short- and long-term goals.

Additional Information

Reporting Relationships:

• Executive Vice President, National Clinical Innovation Officer

Other Key Relationships:

• Division CMO
• Division Ops Leaders
• Division CIT Directors, CIT BH, and Pharmacy Directors, CIT Team Strategy Team Lead
• Market President
• Market CMO
• Regional Medical Directors
• VP CIO Care Delivery
• VP, Clinical Excellence