The Director of Practice Operations (DPO) works collaboratively with other DPOs, our Practice Medical Directors (PMDs), our teams and across our organization to set and achieve high and consistent standards for service, health outcomes and efficient operations which lead to financial sustainability, and to identify and implement strategies to enhance a great work environment and provide world class service to both the patients and staff of Martin’s Point.
This position is responsible for planning, directing and coordinating the daily operations of the Scarborough and Gorham Maine health care centers as well as leading the development and implementation of multi-year business and strategic plans to grow the practices and achieve financial sustainability. Ensures optimal operational and financial performance while maintaining high levels of patient and employee satisfaction. Collaborates with specialty and ancillary departments, marketing, finance, billing, human resources, quality, health plan, IT, informatics, facilities, MPMS, and other internal departments and external stakeholders in support of health center operations and business plans. Oversees management and other staff at the health center.
Collaborates and partners with the Health Center Practice Medical Director and other medical leadership to ensure that Health Center operations support high quality delivery of patient care and service. May have responsibility for the on-site management of Specialties (varies by Health Center). Works with managers and directors of other departments (with a presence in the health center) to ensure that Health Center and MPHC business needs are supported. Examples include (but are not limited to) Pharmacy, Labs, Imaging, Specialties, etc. Represents MPHC in local community.
Key Outcomes: Directs all aspects of Health Center operations, in partnership with the Practice Medical Director.
- People and Culture: Creates a high trust work environment. Measures and seeks to continually improve provider and staff satisfaction. Oversees all non-provider personnel. Hires new staff and ensures that all Health Center staff members receive appropriate orientation, training and development. Develops talent and succession plans. Addresses employee relations issues consistent with MPHC policy. May reallocate staff within Health Center or work with colleagues at other Health Centers to reallocate staff to address staffing problems. Sets and communicates clear performance standards for all non-provider staff at the Health Center. Regularly monitors performance and provides feedback. Develops management teams as appropriate to the site. Works with staff to develop Individual Development Plans (IDPs). Communicates effectively, including “building a bridge” to ensure good two-way communication and relations between “corporate” and Health Center. Supports and partners with PMD who oversees provider personnel. Collaborates effectively with other Directors of Practice Operations, specialty directors, ancillary and corporate functions.
- Quality Systems: In partnership with the Practice Medical Director, establishes clear quality goals and creates an environment and systems which support teams in achieving them. Ensures the delivery of high quality patient care by implementing MPHC quality initiatives, including pay for performance programs, and ensuring compliance with company policies and guidelines and HIPAA, NCQA, Corporate Compliance and any appropriate regulatory programs.
- Patient Experience and Customer Service: Leads efforts to continually improve the patient experience and improve patient loyalty, creating a “patient-centered” care environment that will result in high patient satisfaction scores. Establishes and monitors customer service goals and performance. Resolves customer concerns and complaints. Leads effort to grow the total patient panel.
- Financial Sustainability: Leads improvement of financial performance of the Health Center to improve annual net income in partnership with the PMD. Prepares, oversees and is accountable for operating and capital budgets. Understands and manages multiple revenue streams (fee for service, risk sharing and medical expense management, quality incentives, etc.). Manages operating expenses efficiently. Partners with PMD to prepare and manage business and strategic plans which improve the financial performance of the practice. Prepares and delivers regular “return and reports.” Develops sound business cases to support investments in personnel or capital. Participates in local marketing and community relations efforts on behalf of the Health Center or Delivery System. May manage and negotiate contractual relationships with community based physicians providing care to MPHC patients at the Health Center (refers medical management and clinical questions related to these contracted providers to local physician leadership or specialty directors as appropriate).
- Serves as a continuous improvement champion, leading improvement by example and creating an environment which encourages all employees to participate in identifying, assessing and resolving problems. Leads improvement efforts and events both locally and for the DS as a whole.
- Supports the development and implementation of Standard Work across the MPHC Delivery System.
- Uses the Balanced Score Card as a tool for communicating organization strategy and measuring performance against goals.
- Partners with IT to ensure excellent system implementation or enhancements to maximize functionality and operating efficiency.
- May serve on or lead one or more cross-Delivery System or MPHC level teams with a goal of improving system performance (ie: Marketing, DSFC, DSQMC, Behavioral Health, etc.)
- Partners with leaders of ancillary and specialty services as appropriate (ie: Lab, Pharmacy, Radiology, etc.) to ensure efficient and effective services.
- External contacts may include local and community organization leaders and local political leaders.
- Participates in daily huddles and regular team meetings to improve workflows and contribute to improving patient population outcomes.
- Other tasks and projects as assigned.
- Bachelor’s degree in an appropriate discipline or equivalent combination of education and experience required. MBA or advanced degree in business administration, public health or health care preferred; especially for DPO II and III roles.
- 5-12 years of related experience (operational/medical services/delivery systems) required (more experience required for DPO II and III roles).
- 3-10 years of leadership and/or management experience required (more experience required for DPO II and III roles).
- Demonstrated understanding of and alignment with Martin’s Point Values.
- Demonstrated ability to lead complex organizations through change.
- Effectiveness in collaborating with physicians and clinical leaders.
- Demonstrated ability to use process improvement techniques to achieve operational results.
- Experience developing and managing budgets to achieve financial results.
- Ability to effectively achieve results through collaboration with and management of staff.
- Understanding of HIPAA, NCQA and other regulatory requirements to ensure practice compliance.
- Ability to communicate effectively, both in writing and orally, with a wide range of stakeholders.
- Ability to plan, organize, prioritize and direct the work of others.
- Demonstrates initiative in identifying problems and researching, recommending and implementing solutions.
- Ability to maintain patient and staff confidentiality.
- Knowledge of scheduling technology and protocols to maximize clinical productivity.
- Requires a high degree of judgment, discretion, initiative, leadership and demonstrated ability in financial management, negotiations, communication and interpersonal skills.
- Ability to travel within state and out of state to other Health Centers, trainings or conferences.
There are additional competencies linked to individual contributor, provider and leadership roles. Please consult with your leader to discuss additional competencies that are relevant to your position.
Direct Reports may include, but are not limited to, all non-provider roles such as:
- Clinical / Nursing Supervisors or Managers
- Patient Services Supervisors or Managers
- Specialty Managers/Leadership
- Administrative Staff