Overview

Neurology Stroke Medical Director  

 

Coastal Southeastern Massachusetts – less than 30 minutes from Providence, Rhode Island and less than 1 hour from Boston, Massachusetts

 

Southcoast Health is focused on bringing together high-quality Physicians to deliver exceptional care and services.  Southcoast Health is a physician-led organization and one of the largest and fastest growing health systems in New England. Southcoast Health Obstetrics & Gynecology is part of Southcoast Physicians Group which has grown to 800+ providers and still growing. Since its inception in 1996, Southcoast has become a sought-after destination for health care professionals. As a thriving part of the New England medical community, Southcoast Health offers practice excellence in an environment you want to call home.       

 

The role of the Neurology/Stroke Medical Director (“MD”) is critical to ensure the optimal quality, service and quality performance of the Corporation’s physicians and advanced practice professionals (“Providers”) under their purview. The MD must provide leadership by demonstrating good judgment, being an effective communicator, providing appropriate guidance and oversight, and utilizing effective conflict resolution for successful outcomes. The MD will be accountable for the clinical quality outcomes determined by the Care Center Physician in Chief, as well as the operational outcomes determined by the Corporation’s Chief Medical Officer.

 

Direct Reports: Physicians and Advanced Practice Professionals (APPs) as determined by the Corporation’s Management Team and the appropriate Care Center/ACO Physicians in Chief.

 

Reports to: The Corporation’s Chief Medical Officer for all operational outcomes and the Care Center Physician in Chief for clinical quality outcomes.

 

Key Relationships: Office Managers, Director of Operations, Director of Clinical Care Delivery and Process Improvement, Corporation Finance, Director of Care Management, Director of Care Connect

 

Scope and Duties.

 

Patient Care Delivery Outcomes

 

The MD, with support from the Corporation’s Operations and Management, will ensure:

 

• Providers follow the Corporation’s approved clinical pathways based on pre-established Nationally Recognized Quality of Care Standards
• Physicians maintain board certification as per Medical Staff bylaws and APPs maintain relevant clinical certification and/or licensure. Providers meet Corporation’s standards for documentation of clinical encounters, both in content and timeliness per Corporation policy
• All members of the care team function to the highest level commensurate with their training and position
• Adoption of Care Management practices in support of the Triple Aim

 

Productivity/Financial Outcomes

 

The MD, working in a dyad model with the Corporation’s Operations and Management, will ensure:

 

• The practice meets or exceeds Corporation’s patient access standards
• All members of the care team are utilized to their fullest capacity
• Providers are meeting or exceeding individual productivity targets (i.e. contact hours, collections, wRVUs, etc…) as determined in the annual budget based on their employment contracts
• Providers are optimizing referral expectation
• The establishment of after hour call schedule with appropriate communication and oversight
• Adherence to practice budgets
• Local input into annual budget development
• Local input into the development of the Corporation’s strategic plan
• Providers are appropriately trained and adhering to contemporary Coding, Documentation and Billing standards including E&M, Procedural based, ICD-10, and novel payment methods that will arise under Value Based Care.
• Minimal levels of staff and provider turn-over

 

Quality Outcomes

 

The MD, with support from the Corporation’s Operations and Management, will ensure:

 

• Providers are meeting or exceeding individual quality metrics as determined by the annual operating plan
• Chair monthly department stroke meetings
• Patient satisfaction is meeting or exceeding target goals
• Present to Emergency Department Executive Committee on Acute Stroke Outcomes as needed
• The use of standard quality improvement tools such as rapid cycle improvement and root cause analysis
• Point of contact for clinical programming with internal and/or external Acute Stroke Management vendor