Service Line Director for Biltmore Cardiology

Summary

The Service Line Director will work collaboratively with the group/market leadership and home office strategy function to establish transformative service line growth strategies, develop operational plans and drive execution. The incumbent will evolve the service line in a manner that best fits the strategic imperatives of the company which will aim to deliver outstanding patient outcomes, grow volumes and increase revenues. 

The incumbent will develop a strategically oriented, consumer focused strategy that enables the group/market to achieve a sustainable financial and competitively differentiated service line model that optimizes physician engagement.  The incumbent will collaborate in and across local hospitals in the market and with home office leadership to develop business cases to support CAPEX investments and ensure quality resource and asset utilization. Finally, the incumbent will be a critical member of group/market leadership team to identify market insights that are used to develop an annual service line strategy that is integrated into annual financial plan. 

Responsibilities

• Serves as a subject matter expert in the field and is knowledgeable of current and possible future policies, practices, trends, technology and information affecting the service line 
• Works in collaboration with business leaders to develop strategic and tactical plans with activities to position the market in the top ranking. 
• Completes service line gap analysis between current and future states; develops actions plans to evolve service line 
• Identifies and assesses programs, projects and initiatives and technology to enhance value; takes necessary steps to achieve successful implementation/installation 
• Participates in workforce planning and decision making 
• Works collaborative with physicians and leadership to develop, monitor and communicate performance metrics and initiates plans for improvement 
• Collaborates and renders opinions on capital projects and resource allocation 
• Identifies best practices and works with physicians and business leaders to size and scale practices across the market 
• Assists with physician engagement, recruitment and retention 
• Co-leads local service line physician and/or multidisciplinary committees 
• Participates in the selection of local physician leadership and assists leadership in developing medical administrator duties and responsibilities 
• Identifies and implements opportunities for cost improvement and efficiency initiatives 
• Works collaborative with individual hospital service line teams 
• Maintains and implements the group wide service line strategic plan 
• Demonstrates ability to relate well to others, build rapport and constructive relationships by using diplomacy and tact 
• Assists in research activities 
• Upholds Tenet’s ethics and compliance program 
• Foster a culture of collaboration and teamwork, with a dedication to patient care and quality outcomes
• Works in collaboration with leadership to ensure compliance with regulatory standards.

Core Competencies:

Drive Organizational Success

• Translates complex strategies into aggressive and achievable team/individual goals, targets and action plans that deliver results (e.g. local employer outreach strategy, with target employers, assigned leads, and defined approach).
• Creates focus, energy and commitment to key Tenet operational initiatives (e.g. highly visible champion for Tenet initiatives such as TGI, MPI, etc.).
• Maintains ongoing feedback, measurement and assessment processes that determine progress to plan and, if necessary, lead to course correction (e.g., weekly reporting and team dialogue of physician sales activities).
• Builds consensus and commitment among various stakeholders, often with competing priorities (e.g. bringing physicians, managers, and employees together to improve patient service).

Use Astute Judgment

• Demonstrates intellectual curiosity by seeking out new information and market awareness, and uses that knowledge to improve the business (e.g., identify a weakness of a competitor in a service line, and bolster the facility image in that service).
• Uses a fact-based approach to assessing and designing solutions, and resists acting exclusively on anecdote (e.g., measuring market share by service line, vs. responding to a physician comment of a competitor’s strength). 
• Understands and addresses complex issues in the critical areas of healthcare, including payer mix, regulatory/legislative changes, physician partnerships, and acquisitions/divestitures.
• Defines unambiguous strategies for growth and operational excellence (e.g., identifies sp