The CA is responsible for the smooth and efficient operation of the entire department and all related resources associated with the department’s business and operational activities. In this capacity, the CA is accountable for integrating the strategic plan of the department with the operations. Thus, provides management oversight for the development of high quality, cost effective and integrated services. The management portfolio held by this leader is notably diverse, with corresponding broad organizational implications and complexity, characterized by substantial scope of responsibility. Will provide leadership to department for contract management and programs, business development, staff management, fiscal management, quality and compliance, faculty relationships, outreach strategies, work culture enhancement and internal communication and consensus-building.
ESSENTIAL FUNCTIONS (see Leadership Competencies for additional essential functions)
- Participates at the executive level with the Department’s chair and leadership in the development of the department’s mission, strategic plans, budgets, resource allocation, operating plans and policies. This includes attending key leadership meetings. Contributes towards maintaining the practice’s growing market share, reimbursement, maximization and cost containment including productivity improvement. Evaluates and advises the impact of long-range planning, introduction of new programs/strategies and regulates responsibilities. Defines problems, collects data, analyzes available information and evaluates results to choose the best solution to solve problems and make high impact decisions.
- Plans, develops, organizes, implements, directs and evaluates the department’s financial function and performance. Provides financial vision and direction that aligns with the department’s overall business strategies; provides leadership and guidance and direction for the department’s financial plans. Enhances and/or develops, implements, and enforces processes and procedures of the department that will improve the overall operation and effectiveness of the department.
- Develops and fosters effective collaboration among clinical departments, divisions, department leadership, faculty and other affiliated services (inside and outside of the hospital) to ensure an integrated approach to providing services, and fulfilling the department’s clinical, research and educational goals and objectives. Encourages and builds mutual trust, respect and cooperation among team members within department and external and internal partners/organizations. Motivates, develops, and directs people to achieve business goals. Works collaboratively with FPI, hospital leadership, and the School of Medicine to develop and implement well-balanced clinical, academic, and research programs designed to ensure the operational and strategic success of the department.
- Works through the management team and medical leadership of the department, serving as a resource to help reduce costs, enhance revenues, achieve effective utilization and quality goals and objectives, analyzes and utilizes information to develop and support management. Communicates key information to the stakeholders of the department service areas with respect to managed care, marketplace needs, the competitive environment, cost management, and customer-focused services.
- Develops new business strategies to enhance market share and improve overall performance. Where appropriate, represents the department to the external market, as well as internally through the application of community relations and marketing activities.
LEADERSHIP COMPETENCIES
Fundamental Competencies
The leadership competencies are grouped into five categories called Leadership Core Competencies (LCCs). Interwoven with these 5 LCCs are the Fundamental Competencies - Interpersonal Skills, Oral Communication, Integrity/Honesty, Written Communication, Continual Learning, and Strategic Planning, Motivation and the FPI Way Behavioral Competencies. These competencies are the personal and professional attributes that are critical to successful performance as a leader. They serve as the foundation for each of the Leadership Core Competencies.
Leading Change
Ability to bring about strategic change, internally and externally, to meet organizational goals. Inherent to this LCC is the ability to establish an organization and to implement it in a continuously changing environment.
Leading People
Ability to lead people in accomplishing the organization's vision, mission and goals. Inherent to this LCC is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.
Business Acumen
Ability to manage human, financial, and information resources strategically
Results Driven
Ability to meet organizational goals and customer expectations. Inherent to this LCC is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.
Building Coalitions
Ability to build coalitions internally and with other partners, stakeholders to include all government agencies, nonprofit and private sector organizations to achieve common goals.
EDUCATION and/or EXPERIENCE
MBA, MHA, or related masters.
- 10 years related experience in administrative and financial operations with at least 2 years' experience in managed care, medical practice or a related environment.
KNOWLEDGE/SKILLS/ABILITIES
- Knowledge of Medical school policies, philosophies and principles.
- Knowledge of customer service philosophies and practices.
- Knowledge of ongoing practice management and health care trends, health care legislation and regulatory standards.
- Knowledge of organizational fiduciary, budgetary, and financial methods and practices.
- Knowledge of business and management principles involved in strategic planning, resource allocation, leadership techniques, production methods, and coordination of people and resources are required to perform the essential functions described.
- Knowledge of research grants and contracts.
- Knowledge of basic faculty responsibilities for undergraduate and graduate medical education.
- Ability to make operational and management decisions in response to changing conditions and in emergencies.
- Ability to communicate effectively both verbally and in writing.
- Ability to delegate, direct, counsel and evaluate employee work and performance.
- Ability to establish and maintain effective working relationships with all levels of personnel within FPI, School of Medicine and University of Maryland Medical System.
- Ability to present financial/budgetary information to numerous audiences.
- Ability to develop operational and information systems related to department management.
