Job Description

Job Function Summary:

Involves the administrative services and operations for health care clinics or centers, in accordance with federal, local, and internal standards, policies, and regulations. Typically includes operations, fiscal management, program planning and / or external marketing activities. Management levels may include oversight of clinical patient care. For only patient care, see Ambulatory Patient Care Services job function.

Spends the majority of time (50% or more) achieving organizational objectives through the coordinated achievements of subordinate staff. Establishes departmental goals and objectives, functions with autonomy. Manages the accountability and stewardship of human, financial, and often physical resources in compliance with departmental and organizational goals and objectives. Ensures subordinate supervisors and professionals adhere to defined internal controls. Manages systems and procedures to protect departmental assets.

Manages the operations of healthcare practices(s) to include fiscal, human resources and practice management operations.

Under the general supervision of the Director of Nursing, the Administrative Director will work independently and have primary responsibility for the supervision of administrative staff, including check-in/registration and scheduling teams. The Administrative Director will be responsible for supervising the operational, human resource, administrative, revenue cycle and business functions of the UCSF Cancer Center Infusion Services at MB, Mt. Zion, Pediatrics, and future sites in the infusion center pipeline. Works with Administrative Directors in the Cancer Center and across the health system to ensure strategic and improvement initiatives are successfully implemented. The Administrative Director must have the ability to perform and prioritize multiple tasks and work well with staff, patients and providers. A high degree of independence, initiative, assertiveness, lean leadership skills, and diplomacy are necessary in dealing with faculty, staff and patients in a complex environment. The Administrative Director has daily oversight of the infusion services administrative teams to ensure operational optimization and efficiency. The Administrative Director also works on a regular basis with leadership in the Departments of; Radiation Oncology, Medicine, Medical Specialties, Revenue Cycle/ Central Authorization, IT/Apex teams, Radiology, and Pharmacy to ensure infusion operations are meeting departmental goals and objectives and patient service levels remain high.

Responsibilities

Key Responsibilities

of time

Essential Function (Yes/No)

Key Responsibilities

(To be completed by Supervisor)

10
YesImplements and monitors the financial process for a comprehensive view of current and forecasted clinic performance, to include revenues, costs, industry trends and reimbursements. Includes oversight of revenue cycle activities for practice(s) (e.g. authorizations, HAR accuracy and creation, coding/billing, RFI management, denial trending, etc.)
25
YesManages the clinical, operational, quality and IT functions and staff. Recommends allocation of staff, space, equipment, and other resources to optimize the delivery of clinical services. Implements quality improvement systems. Ensures compliance with internal policies and external regulations.
10
YesResearches and prepares proposals for facilities expansion, satellite development, construction, space planning, capital equipment requests, and staffing needs for practices as well as special programs (e.g. destination programs).
20
YesResponsible for employee recruitment, performance evaluation, progressive discipline recognition, engagement and staff development. Works collaboratively with Labor Relations on bargaining unit issues and contract negotiations at the local level. Contributes as a leader and team member to enhance provide engagement and quality of life in the clinical practice enviornment. Resonsible for successful onboarding of all new staff and providers and offboarding, specifically ensuring clinical follow up for patients when providers depart and follow through on pending clinical information (e.g. ensuring in basket results are reviewed for other clinical members of the team).
5
YesResearch, develop and recommend internal policies, procedures and technology options for identifying, eliminating or mitigating risk management issues within the practice(s).
10
YesPromotes a workplace culture with a focus on meeting or exceeding patient service standards. Develops an environment that encourages creativity, efficiency, engagement, quality of care, safety, and innovations in operations.
5
YesUsing LEAN methodology, implements processes and metrics to assure viability of existing programs and practice patient and staffing patterns, and optimize productivity, Recommends operational performance improvements that impact marketability and service. Researches models of care delivery and operational excellence to influence recommendations for improvement. Capitlizes on IT resources to improve efficiency when applicable. Prepares and presents recommendations at the committee level as needed to secure financial resources and buy in by stakeholders (e.g. CTG, AARC, Ambulatory Super Users, etc.)
2
YesAssures internal policies and external regulations are followed in regards to billing and coding practices and cash handling.
3
YesWorks closely with clinical research team to ensure alignment of collective goals and seamless operational impact. Acts as clinical operations expert by guiding, mentoring, and training research staff on workflows, IT, and practice operations at the point of intersection between research and clinical operations.
5
YesActs as content expert and "go to" resource for complex initiatives including project management on behalf of the Cancer Center team (e.g. IT, software implementation, customer service, new design and construction projects, etc.)
5
YesMay cover other practices or programs as needed and when requested.
(To update total %, enter the amount of time in whole numbers (without the % symbol - e.g., 15, 20) then highlight the total sum (e.g., 1%) at the bottom of the column and press F9. The total sum should add up to 100%.)

Qualifications

Knowledge Skills and Abilities (KSAs)

Knowledge, Skills and AbilitiesReq / PrefClinic / center management experience, with progressive expertise in practice management, scheduling, customer-service methods, incident reporting, regulatory compliance, accreditation requirements, and information technology.REQProven ability to organize, manage multiple priorities, and delegate and delegate work functions efficiently.REQDemonstrated managerial skills and human resources management knowledge, including staff deployment, resource utilization, budgeting and financial management, quality improvement, and program planning and implementation.REQStrong written, verbal, and interpersonal communications skills to convey complex information, instructions, and guidelines in a clear, concise, and specific manner, and to influence and persuade all levels of staff.REQKnowledge of relevant healthcare and clinic operations information technology, including billing systems and patient care workflows and processes.REQMinimum of 3 - 5 years related experience with demonstrated progressive leadership; or equivalent combination of education, training, and experience.REQDemonstrated knowledge of relevant regulatory requirements, as well as related legislative, accreditation, licensing and compliance environments.PREFExperience working and managing in an ambulatory care settingPREFExperience in an academic medical center settingPREFExperience supervising in a union environmentPREFExperience working in cancer servicesPREF

Education, Licenses and Certifications:

Education

Req / Pref
Bachelor's degree in related area and / or equivalent combination of experience / training.REQ

Licenses

Req / Pref
NA

Certifications

Req / Pref
NA

Special Conditions of Employment:

Problem Solving

Common problems solved by the employee:

• Determine scheduling workflow for multiple departments, ensuring KPIs are met and barriers to access remain low.
• Evaluation of staffing workloads in relation to practice/ program growth and their influence on staffing resulting in reassignment of work or requests for additional staffing
• Emergent patient care issues requiring leadership intervention to access risk for proceeding with treatment

Less frequent and more complex problems solved by the employee:

• Create new proposal for innovative solutions to scheduling/access/administration functions of the team including the ROI, operational plan and resource request
• Complex patient behavior problem requiring consultation with Risk management which may result in termination of care for the patient at UCSF
• Coach and support supervisors on following the progressive discipline process, partner with LER and uphold PRIDE values.

Problems/situations that are referred to this employee's supervisor:

• Proposal for Cancer Center wide implementation of something new that would impact all practices and programs
• Re-organization of staffing teams impacting many Cancer Center infusion units.