Job description

School of Medicine:

Established in 1930, Duke University School of Medicine is the youngest of the nation’s top medical schools. Ranked tenth among its peers, the School takes pride in being an inclusive community of outstanding learners, investigators, clinicians, and staff where traditional barriers are low, interdisciplinary collaboration is embraced, and great ideas accelerate translation of fundamental scientific discoveries to improve humanhealth locally and around the globe.

Comprised of 2,400 faculty physicians and researchers, the Duke University School of Medicine along with the Duke University School of Nursing and Duke University Health System create Duke Health. Duke Health is a world-class health care network. Founded in 1998 to provide efficient, responsive care, the health system offers a full network of health services and encompasses Duke University Hospital, Duke Regional Hospital, Duke Raleigh Hospital, Duke Primary Care, Private Diagnostic Clinic, Duke Home and Hospice, Duke Health and Wellness, and multiple affiliations.

The Department of Ophthalmology and Duke Eye Center consists of over 55 clinicians, 16 scientist researchers, 23 fellows, 18 residents and 350 allied health staff working across the research and clinical areas. The department has ten clinical practice locations, including ambulatory surgical centers, outpatient clinics, itinerant practices, hospital, and satellite facilities, serving more than 140,000 patients annually with combined budgets over $60 million.

This position is responsible for partnering with the Department Chair to lead clinical, academic, financial and administrative activities, including research administration, graduate medical education, finance, human resources, marketing, communications, and IT, for the Duke Eye Center and Department of Ophthalmology in conjunction with the Department Chair and appropriate Faculty Vice Chair.

Financial Oversight of Ophthalmology SOM and PDC practice: 35%
- Leading efforts with department and institutional leadership to identify opportunities for expense reduction and revenue enhancement to facilitate an improved financial portfolio across both clinical and academic missions.
- Provide oversight for department financial reporting, SOM operational budget development, grants & contracts, endowments and gifts, and PDC clinical budgets and revenue activities.
- Oversee development and execution of faculty compensation plans, including effort and funding source review. Conduct annual reviews with faculty to discuss their financial performance and identify department improvement opportunities.
- Participate on PDC Finance Committee.
- Partner with PRMO leadership to evaluate Epic charge and process flow issues to ensure appropriate billing, collections and assignment of revenue. Identifying opportunities to optimize collections.

Clinical Practice Oversight (PDC and University staff): 35%
- Provide leadership and guidance to Department’s Health Clinic Administrators and Faculty Medical directors relative to financial, human resources, and operational components of the clinical practice.
- Ensure appropriate contracts are developed, procurement opportunities are identified, patient satisfaction and safety measures are considered and human resources policies are followed.

Human Resources Leadership (PDC and SOM): 8%
- Responsible for working with faculty leadership to oversee all human resource related issues in the academic and clinical practices.
- Direct HR manager and division administrative leadership in personnel-related efforts, including policy design and implementation, strategic discussions regarding staffing models and workload balancing.

Strategic Planning (PDC and SOM): 7%
- Partner with Department Chair and faculty leadership to lead and direct strategic planning efforts for the department relative to both SOM and PDC activities.
- Working on clinical roadmap initiative with faculty leadership and strategic planning services to define market opportunities, identify strategic focus areas and develop long-term growth strategy. Helping address operational processes that need to change to support the practice and remove barriers to growth.
- Leading department efforts to evaluate opportunity for Optometric CPDC model, coordinating between PDC leadership and external OD practices to determine model that could be replicated for future optometry practices and allow the department to have stronger relationships for referrals and partners for chronic care patients as a possible ACO.
- Partner with chair to provide necessary HR guidance and financial analysis in recruitment and retention of key faculty.

Process Improvement (PDC and SOM): 7%
- Provide leadership in identifying opportunities for improving current business and operational processes to increase efficiency and effectiveness.
- Working with several other department business managers to try to find cost savings opportunities to share resources. Currently evaluating communications, marketing and courier services.

Communications and Marketing (PDC and SOM): 3%
- In partnership with the Department Chair, oversee communications and marketing efforts for the department relative to academic and clinical practice missions, ensuring budget feasibility for those efforts.

Information Systems (PDC and SOM): 3%
- Partner with DHTS liaison and respective Faculty Vice Chair to ensure department’s clinical and administrative systems receive adequate support and that transition plans are developed and coordinated for successful implementation.
- Oversee capital and operating budgets for the information technology functions in the department in partnership with DHTS.

Capital Equipment, Facilities and Space Planning (PDC and SOM): 2%
- Provide direction for department space and facility planning activities, including clinical, academic and administrative space, in partnership with the Department faculty leadership.
- Partner with PDC and hospital leadership to evaluate financial and market feasibility of purchasing new and replacement equipment to facilitate strategic practice optimization and growth.

Minimum Qualifications

Work requires a Bachelor's degree in Business Administration, Hospital Administration, Accounting or a closely related field.

Work requires a minimum of ten years progressively responsible OR AN EQUIVALENT COMBINATION OF RELEVANT EDUCATION AND/OR EXPERIENCE experience in administrative management, to include proficiency in budgeting, grants and contracts, personnel supervision and space and facilities management. A Master's degree in Business Administration, Hospital Administration, Accounting or a closely related field may substitute for two years of required experience.

Leadership exeperience for an ophthalmology department strongly preferred.

Duke is an Affirmative Action/Equal Opportunity Employer committed to providing employment opportunity without regard to an individual's age, color, disability, gender, gender expression, gender identity, genetic information, national origin, race, religion, sex, sexual orientation, or veteran status.

Duke aspires to create a community built on collaboration, innovation, creativity, and belonging. Our collective success depends on the robust exchange of ideas—an exchange that is best when the rich diversity of our perspectives, backgrounds, and experiences flourishes. To achieve this exchange, it is essential that all members of the community feel secure and welcome, that the contributions of all individuals are respected, and that all voices are heard. All members of our community have a responsibility to uphold these values.

Essential Physical Job Functions: Certain jobs at Duke University and Duke University Health System may include essentialjob functions that require specific physical and/or mental abilities. Additional information and provision for requests for reasonable accommodation will be provided by each hiring department.




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Job No:
Posted: 10/7/2020
Application Due: 1/5/2021
Work Type: