ADMINISTRATIVE DIRECTOR, Division of Medical Oncology and HMCT

 

School of Medicine Established in 1930, Duke University School of Medicine is the youngest of the nation's top medical schools. Ranked sixth among medical schools in the nation, the School takes pride in being an inclusive community of outstanding learners, investigators, clinicians, and staff where interdisciplinary collaboration is embraced and great ideas accelerate translation of fundamental scientific discoveries to improve human health locally and around the globe. Composed of more than 2,500 faculty physicians and researchers, more than 1,300 students, and more than 6,000 staff, the Duke University School of Medicine along with the Duke University School of Nursing, Duke University Health System and the Private Diagnostic Clinic (PDC) comprise Duke Health. a world-class academic medical center. The Health System encompasses Duke University Hospital, Duke Regional Hospital, Duke Raleigh Hospital, Duke Primary Care, Duke Home and Hospice, Duke Health and Wellness, and multiple affiliations.

 

Summary of Duties and Responsibilities

 

Reporting to the Chief Administrative Officer, serving as the Business Executive for the Chiefs of the Divisions of Medical Oncology (Med-Onc) and Hematological Malignancies and Cellular Therapy (HMCT) within the Department of Medicine (DOM), and collaborating with Duke University (DU), Duke University Health System (DUHS), Duke Cancer Institute (DCI), and Duke Health Integrated Practice (DHIP) senior leadership in creating business strategies, including outreach, in growing academic and clinical programs, this dynamic role is the administrative leader across the tripartite mission for the DOM cancer divisions.

 

This role will:

 

1. Act as senior advisor to the Chief of the Divisions of Medical Oncology and Hematological Malignancies and Cellular Therapy – providing administrative and financial leadership in business planning for the Med-Onc and HMCT divisions, including Clinical, Research, Educational Strategy, Finance, Business Development, Faculty and Staff Affairs, Human Resources, Facilities, and External Business Relations.

 

1. Provide direct oversight and management of divisional administrators, as well as critical financial and operational support staff – promoting professional growth and ensuring optimized workplace productivity.

 

1. Act as a financial officer for managing all areas of the tripartite (clinical, research, and educational) mission, preparing mission-aligned revenue and expense budgets for the oncology divisions, including all practice locations affiliated with each hospital entity - identifying budgetary objectives and financial goals for the areas of responsibility, negotiating and establishing institutional budgetary support for operational activities and recruitment packages, capital procurement, and facility improvement, and establishing systems for continuous management to meet revenue, expense, and capital projections.

 

1. Serve as the administrative officer representing the Department and working in collaboration with DCI clinical leadership in developing high-value and more equitable care management programs for the cancer program.  Work includes local and regional provider workforce staffing and recruitment, pro-forma development, and contract negotiations. 

 

1. Analyze and monitor academic and clinical faculty productivity to ensure Departmental/Divisional metrics are achieved – ensuring appropriate utilization of resources (space and people) and achievement of business goals.

 

1. Align clinician compensation incentives with value-based goals, including productivity, quality, citizenship/engagement, variable and at-risk components, affordability, operational efficiency, and provider satisfaction.

 

1. Collaborate with the DOM, DCI, DUHS, DU, and DHIP senior leadership to create business strategies, including outreach to grow programs within the oncology service line.

 

1. Work with the Vice Chair of Ambulatory Services, Vice Chair of Quality and Innovation, Divisional Vice Chiefs of Clinical Operations, and DCI leadership to develop strategic and operational plans for the DOM ambulatory enterprise - advising on and facilitating best practices for ACCESS, including strategies that align with departments’ and institutional goals for clinical growth.

 

1. Optimize network footprint – using DUHS and DHIP case-mix assessments and market analysis across sites to validate that the proper care is being delivered in the right place, by the right provider, at the right time, and participating in multidisciplinary quality and service improvement teams as appropriate.

 

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Duke University

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